CFO Advisory Secrets: What Private Companies Must Fix Before a DESPAC

Chaz Churchwell: What's going on everybody? This is Chaz Churchwell, your host of the D SPAC podcast. I'm fired up. I didn't even have an opportunity to get dressed up for you today, but I was not going to miss this interview. I have Mohammed Hasham from Cohen Resnick, who's here. Mohammed is with us. From San Francisco. If you're in San Francisco trying to figure out how to make money, make sense, and you're trying to figure out how to go public through a D spac, there's not a lot of people that you could talk to in the world that would actually be more knowledgeable than Muhammad.

So Mo, I'm fired up to have you on today, man. I know that you bring a wealth of knowledge and experience and just your network that you have around you is is. Saying so man, first of thanks for coming on. I am so grateful to have you on the show. 

Mohammad Hasham: Yeah, thank you so much Chas, for having me and it's my honor to be on your show.

Chaz Churchwell: Appreciate that, man. Okay, let's start off by telling everybody like you are with Cohen Resnick what do you do and who is Cohen Resnick? 

Mohammad Hasham: Sounds great. Thank you for asking that question. So first of all I'm a partner at Cone Resnick based out of San Francisco. I'm part of the CFO advisory practice.

So pretty much, we help our clients all the way from startups to public companies with accounting advisory work. So whether it's getting them through the audit support or whether they're going public, so help with public company readiness, and if it's just a startup. A company, helping them with basic accounting needs.

But my specialty is capital markets and IPOs, and I focus on that. So helping companies go public, whether they're domestic or internationally. In terms of Cone Resnick, we are 12 largest firm in the US, about 5,000 people, $1.2 billion revenue firm. So we are full cycle accounting firm.

We are heavily more dominant on the east coast, and I stepped in, in the west coast to build out the West Coast practice. It's a little bit of background on the permit myself. 

Chaz Churchwell: I love that, man. Okay, you're in San Francisco. Are you born and raised? San Franciscan or whatever they call it there?

I don't even know. 

Mohammad Hasham: Yeah, no, good question. So I'm not a San Franciscan or I was born in Pakistan. I was, okay. I, I grew up in Toronto, in Canada. I went to school there, university in Canada as well. And I started my career of in audit. I was with ey and then in 2015 made the move to the Bay Area and it wasn't predicted move, it just happened where, I just got approached by a bunch of companies in 2015 and it was just too good to be not to come here.

Made that move and here I am with, in the advisory world, help helping companies go public. So that's what I really enjoy. 

Chaz Churchwell: Okay. So from Pakistan, like when did you move to Canada?

Mohammad Hasham: In 97. 

Chaz Churchwell: 97. And then how long were you living among the Canucks before you made it down to the us? 

Mohammad Hasham: Yeah, so I was from 97 to 2015, that was in Canada, and then I moved here in April, 2015.

In, in, I love it. Love it. 

Chaz Churchwell: But I wanna come back and talk about that more in a little bit. But I wanna switch gears back over to D SPACs talking to our target audience, everything real quick. I want to, I wanna have you help me understand, help our audience understand when you say that you do advisory work to CFOs, what does that mean?

What is in the day of the life of you and A-C-F-O-C-F-O interacting, like what does that really look like? What's the scope of work that's there from a standpoint of a, that a private company that needs to look at going public, that they need to be in the know on. 

Mohammad Hasham: That's a great question.

Chaz there's many there's many areas which a private company needs to go through in order to go, become a public company. And number one obstacle is POV audit, right? So ideally we ask our our clients that they need to approach us at least 12 to 24 months ahead of going public.

In the SPAC world, a lot of these targets are last minute stretch, right? Yeah. So they are pretty much being approached by spac. And they need to get ready within six months and do the following. So where we step in is, many different areas. Number one being just accounting prep.

Number two, helping them do a overall public company readiness assessment where we cover different grounds. So we look at their tax reporting, we look at their p and a investor relations. We look at their internal controls. Cybersecurity. So it's all different. It's like a 360 degrees study that we do for our clients just to make sure that they're hitting all of those necessary things in order to be a public company ready.

Where my services and my kind of department comes into play is more on the. The audit prep side. So obviously you got the audit firm this, which is performing the PCOB audit and we are an extension of the company. So we would be 'cause a lot of these companies that are going public that are private last minute, they don't really have a lot of accounting staff that has public company experience.

Yeah. Or knows, some of those stressor or don't have the bandwidth. So where we come in is. We work with the company, with the auditors, with the legal counsel, with the investment bankers, and help them guide their way through that. And 

Chaz Churchwell: that's huge. That's so huge. Because and audience, if you're listening right now, this is, it's clutch to have them help you engaging with your audit team.

And I will tell you the reason why. Because you will feel like you're banging your head against a wall when you're talking to your audit firm, because they're gonna tell you that they're gonna give something back to you and say that it's wrong. And you're gonna say, how's it wrong? And they're gonna say.

We can't tell you what's wrong because that would impede our objectivity on this. So you just have to figure it out and come back to us and you're just like, what? So having somebody like Muhammad and his team is critical in this. I'm sorry man, I didn't want to cut you off, but people need to know how important what you do is.

Mohammad Hasham: Exactly. You brought up great points, Jaz, independence is one thing that auditors need to keep. And now since that they're doing a PCB audit, they really cannot jump on the advisory side. And that's where we help. And we don't, not only help, but we create efficiencies because we work with all different audit firms.

We exactly know their methodology, what they're looking for, and we just make the process much more smoother. So we help with memo writing, financial statement prep as if it's a, if it's a domestic company, S four filing if they're going to tour public with a spac or if it's a foreign company, and F four filing.

So we understand both domestic. And in foreign market, so we can do IRS conversion or we can work with US gap. We and a lot of you, my clients are international based as well. So that's the beauty of our, my experience and our practice conversion. 

Chaz Churchwell: Man I apologize. I started laughing whenever you said memo writing.

Because I'm thinking of a story just recently that I was a part of to where the company wrote a memo to the like, to the audit firm. And the audit firm kicked it back three times and they were just like, what the heck is going on? Like, why is this not okay? And finally I ended up being on the call to where they just put the auditor on blast in front of everybody and because they were just so mad about it.

And so of course just. Like in in the moment, in the pressure of the situation, they were like, they finally conceded, you need to put down the math of how you arrived at what you arrived at. And they're like, why didn't you tell us this the whole time? That could have changed everything. We could have had this done a week ago.

And, but that's the kind of stuff where you step in and you help guide them because there's that specificity that has to be in there. To where if you don't like, you don't know what you don't know. And these private companies, you're not used to doing these P-C-A-O-B audits, so you don't know the sweet spot, the formula of the recipe that these guys are looking for.

And as Mohammed, no two audit firms are the same. They don't bake their bread the same way you would think that it's uniform. But it's not, and that's actually what I want you to talk about next. What do you see as an experience between the kind of the spectrum of audit firms that like, like that if you deal with C biz, it's gonna be like this.

If you deal with them, it'll be like that. If you're, like, if you're dealing with just any of these other shops that are out there, there's a different flavor that each of them have. How do you help the clients navigate that when there's just so much variety in what they want? 

Mohammad Hasham: Yeah. So first thing that we look at, every firm has it all depends on, their kind of methodology, right?

Every firm, obviously there's these core memos that everybody would require. And then there are some audit firms or audit partners that require some extra topic memos, right? So number one thing that we ask our client is, okay, let us have the PVC list that the auditors pro. Provide, right? That, that PVC list pretty much goes through all the documents that the company needs to provide in order to, get through the audit requirements.

So we ask for that list. Obviously working with different firms, we already know what they're gonna be looking for because it's a, it is a repeating, pattern. I think that's the, I would say. The beauty of, the experience that we have so much with these taking companies public, I probably, in my, I would say career, I've probably done more than 70 transactions, right?

Seven. So that's, yeah, so that's a lot of transactions to go through with a lot of different audit firms. So we typically know what they are. Looking for what are the complex areas? We will also schedule a call with their audit team initially when we kick things off to understand exactly what are the main focus areas for them.

And then we will, right off the bat, we'll know what members they're looking for. And we, we'll go on and preparing that. And that's where the company really needs us, because as these companies that are going public through spac, they don't have, their staff don't really have a lot of experience.

With public company and it's, and they cannot hire someone that quickly, internally with public company experience to ramp them up. That's where we come in. Now, 

Chaz Churchwell: Do you guys like to stay in. Post combination. And if so, how long post combination do you think that that a private company that goes back public through a d spac, how long should they have you guys helping them consulting and advising them?

Really until the training wheels get kicked off. 

Mohammad Hasham: Yeah, I mean we I mean we typically are there at least for a couple of months after the combination happens just to make sure that, we. We have a smooth transition. As a public company, obviously we wanna stay there at least for the first 10 k right?

To get them through the annual financials post public. Then it totally depends on the company, whether, they. Want to take things on internally and have us there as a guide. So we still hang around as a guide. And also technical experts 'cause there's always gonna be transactions that come through that requires more technical expertise.

And then also on the internal control side, because as a public company now you have internal controls that you need to look at, right? Depending whether it's a large accelerator filer. Versus, like a small company. It depends on the intercon internal controls that need to be met. And we also have a separate practice that kind of does that as well.

But I would say on, most cases we are there at least couple of months, if not like longer. It can be a year or so, and we can, most of my clients, we stay on even if it's not on full-time basis as a kind of an extension of them. 

Chaz Churchwell: Okay. Got it. Shifting gears back to you personally for just a moment I want to come back to what we were talking about.

So you're, you, did you grow up in Pakistan or did you come here at a, at, to come to the, to Canada and the States at a younger age. 

Mohammad Hasham: Yeah, no, I mean I was, now I'm giving a bit my age, so I was about nine years old when I moved to Toronto. So fairly young I would say, it's still that to high school in Canada and then university.

And so it's I would say a lot of my upbringing was in, in North America. 

Chaz Churchwell: So here's my question to you. You go back to Pakistan a decent amount for family and stuff, or no? 

Mohammad Hasham: Not as much. My parents live in Toronto. My sister lives in New Jersey, so pretty 

Chaz Churchwell: much I was gonna ask, have you ever had Moroccan mint tea?

Mohammad Hasham: Of course. 

Chaz Churchwell: So what do you think is better Pakistani chai or Moroccan mint? 

Mohammad Hasham: I think they're both different. It depends. Very 

Chaz Churchwell: different. 

Mohammad Hasham: They're both different. I love both. Tea is a little bit more heavier than. Moroccan mint tea. Yeah. It depends. You can have Moroccan mint tea at night and mostly, I enjoy the tea, Pakistani tea in the mornings, but I don't drink as much as Pakistani tea anymore, unless we're going to Pakistani restaurants and, that's where it's available.

But mostly now I'm just more of a coffee guy. Or if you do go to a Moroccan restaurant, then 

Chaz Churchwell: I feel you, brother. I feel you. 

Mohammad Hasham: Yeah. 

Chaz Churchwell: Okay. I just wanted to know, 'cause I know that. In Pakistan, they drink a lot of tea as well. So 

Mohammad Hasham: really good too. There is a really nice restaurant in San Francisco called The Rings.

So if you are ever here, we, we should go there. There tea. Hey, 

Chaz Churchwell: next time I'm swinging back up there, I think, I was there last month, but but I'll be back up soon, so 

Mohammad Hasham: Yeah, let's 

Chaz Churchwell: do it. Okay, let's jump back over real quick and continue a conversation really diving in more to the.

To the relationship of what you do. Obviously we've talked about financials, audit readiness which if you're a private company looking to go public, you'd need to understand audit readiness is more than you think it is. People. All the time underestimate how much it's going to take to have your company ready for an audit.

So I, I would say as Mohammad mentioned, no joke, 1224 months that's huge. 'cause I will tell you that SPAC teams, a good SPAC team is looking for a company that is already. Audit ready. They're ready for A-P-C-A-O-B audit, or they're already P-C-A-O-B audit compliant. And so your value as a company to a SPAC is exponentially diminished.

If you're not ready. So you should be calling Mohammad now. Stalk him on LinkedIn. Like the link is there. You'll be able to find him easy. He wants you to find him. He wants you to give him a call. Get connected with him because you need to be engaged in these guys right away. If you are going to go down this road.

Whether it's an IPO or a D spac, it does not matter. This is something that you've gotta get through. So I would recommend sooner rather than later. But beyond the financials, I feel like there's so many more elements to who A CFO has to be in the modern public market ecosystem. What are some of those other variables, both tangible and intangibles that you guys coach and advise on for CFOs?

Mohammad Hasham: Yeah, on our side, investor relations is a big part, right? For CFOs because now it depends if they're more operating in a private company, they're not really used to facing the public investors and

yeah, 

You have to be on these earning calls and make sure that you are delivering, the right message and now you have this eight K requirement, whatever significant event happens, you need to make that public. So I would say as a public company, CFO, it's more than now just looking at your internal stakeholders. It's, you gotta care about your external environment as well and what the image of the company is and the external environment.

So where we kind of coach, we. Itself. We have different departments within the firm, right? So like I said, risk advisory, which is more on inter internal controls. Tax is a big issue as well because post public, you also need to look at your tax structure. You're making acquisitions as a public company, you know how that would look.

Then also just the financial modeling. So if they need help, assistance with financial modeling, that's where Cone Resnick also assist with. And then once you are going public, you also probably need to look at your ERP systems because now if you're gonna outgrow yourself and you have been because a lot of these companies are using, yeah.

As a private company, but as a public company, QuickBooks is, it, you're probably outgrowing that and you need to move to a different solution, whether it's NetSuite, SAP, Oracle, or any other. So it's there's many different things that you need to look at, and that's where Con Resnick kind of steps in to help with those.

Chaz Churchwell: That's valuable, dude. I love that. Now this is like you ever, the, those those SNL shorts, deep thoughts. I actually just had, like you were talking about eight Ks and I don't know why I've never thought about it before, but as you were talking about it, I had this moment to where I was like. If we go to semi-annual reporting instead of quarterly reporting, is an eight k gonna become a 4K.

And

so I, sorry, I had this like internal monologue that happened for a moment there. And I was like, are they gonna rename it? Cut it in half? So I don't know. Okay. We've talked about really the CFO advisory from really the financial and the non-financial components. Like it, I don't believe that's really the full scope of what it is you guys offer because you've also got.

Your RM circle that, that you are just, you it's an amazing value proposition for people doing business with you. Just from the networking that's there, the way that deals are getting done and investors that are inside your group where it's lower hanging fruit to get access to capital. There, there's so many things that you have built around what you've got going on here for a network to where it makes you so much more than just being a guy that's a partner With Cohen Resnick, you've really created this powerhouse ecosystem. Can you talk about that a little bit more? I'd love the people that are here to hear about it.

Mohammad Hasham: No, thank you so much. Jazz. This is a great question. I'm I would consider myself as a non-traditional accountant, right? I do my day job, which is being a partner at Cone Resnick, helping companies go public. But I'm also, i'm also building a pretty big community, which surprisingly it has really grown rapidly within the last, so I founded this community back in June, last year in 2025, and started with a pretty basic idea of creating WhatsApp.

So basically I was holding a lot of these dinners 30 people dinners that I would go around the country, partner up with different brands and get a bunch of CFOs in the room. It was great. And, people know the purpose. Okay, it's Cone Resnick or if it's other kind of banks that are part of us or law firm, they know what we are trying to gather people for.

But I wanted to create a purpose where we don't have to worry about. What we represent. I wanted people to come free of mind, but at the same time, build it around high caliber founders, investors, and executives. So what I did was, we created a criteria. If you meet certain criteria, the founder, you're repeat founder, you have taken companies you have exited companies, whether it's private or public.

Your executive of Fortune 500 companies or your top tier investor vc. That is what I wanted to build. But initially the whole goal was created a WhatsApp group. We didn't know where we are going to be right now. Yeah. And it's a whole day and night difference where we are. We hosted our first event in August in half Moon bed.

We chose the whole purpose was to choose a quality venue space and bring the best experience. And when people leave from that event. They feel like they're gonna remember this for some time and it's gonna, it's gonna be like that unforgettable experience. That was my whole goal.

Bringing good quality people, creating unforgettable experience at the same time, creating a platform where it gives opportunities to people for founders to connect with investors, for executives to meet with investors or founders to see, what kind of board roles that they can sit on. So it creates that whole ecosystem.

At the same time, there's no Pacific agenda. And I think that really hit it out. First event happened one day. We had people flying from all over the country no joke, like New York, Charlotte, Texas and even in Canada. And then the second event we held at the Paramount San Francisco, we had more than 200 people signed up.

It was over capacity. The hall capacity was 200. And we had to shut down the registrations. And again, this is just invite by only, this is not anybody can sign up. And this one, we literally had people flying for five hours event from like Spain, Dubai, Switzerland all over Jordan. So it was, it shows.

It's, we have created some platform where people feel it's worthwhile to flag from international look destinations to come over here. And then in past weekend, last week, we just hosted an event around NB All Star Weekend, where we did a NB All Star brunch and we partnered up with we got NBA basketball players.

We got, we got content creators, executives, VCs, and again, people flew in just for this brunch. It's a two hours brunch and literally people flew in from all over the country. So I think the brand itself shows that there is power in networking because networking leads to transactions, leads to exits of companies, right?

So that's the platform I wanted to just have, bring people together, but not have to, don't have any expectations that they, if they're coming to our dinner, that they have to provide accounting services, legal services or whatever. It's free of mind, but it indirectly, it opens up doors, 

Chaz Churchwell: man, and I love that because there's.

There is number one people I've told you this before, people love doing business with people that they like, but and that's so important to, to have people that you like, but that you get to work with. Because unfortunately most of us spend more time with our business associates that we do with our own families.

But I feel that there's this other piece that's there, and that's the idea of being in a, an environment. To where you don't feel like you're being sold, that you can actually trust the room that you're in. So you can let your guard down a little bit. You can be vulnerable because it's really only when you can let your var your guard down and be vulnerable that that you can really let somebody get to know you, get to know your company and what you're about, and that's when the best business happens.

And I unfortunately, and you know this man, there's a lot of sharks in capital market. And I think that's why people remain so guarded whenever it comes to everything, because everyone always has an angle. So whenever you can step into a room and you can know that I'm stepping into a room with some good dudes, some good ladies, and these are just solid people that I can be around who get me.

Because they say that you are your five closest people in your circle. If you're surrounding yourself with winners. Then by golly, you're going to do nothing but level up even more. And so I love that. And dude I'm just really excited for what you're doing with that.

Tell me this, tell me why this would be significant to a company that's private right now that's actually looking to D Spac to go public through a d spac. Why would this group be significant for them to engage? 

Mohammad Hasham: Om Leader Circle. I think it creates opportunities for all sort of companies, but especially for companies that are looking to go public through a spac.

I think a lot of these target companies, they're looking for capital, right? So whether it's they're looking for bridge capital before they. Become a public company. So they still need to overcome that financing obstacle. But then they're also looking for board members. They're looking for advisors, right?

So for example, they're also looking, these companies don't even have their DNO insurance. That's where you come in cha. So I would say it's it's all these different players where companies, when they are going. And target companies going public through spac. A lot of the things are just moving very fast for them.

Yeah. So they need some sort of a guide to help them connect with all different dots. And that's where Om Leader Circle also comes in, where we have. DNO insurance provider. We got legal counsel, we got audit firms, we got board advisors. So you get all that ecosystem at one place. And so I think that's where we facilitate the, that platform.

And it just makes it more easy. I recently met pre IPO companies. They need some need for, financing. Some are looking for board members, and then some are looking for different investor relations and then DNO as well. So I think it all brings everything together and makes it easy for them.

And at the same time they meet like high caliber people. So this is not just like for everybody, right? 

Chaz Churchwell: Yeah. Okay. So let's talk about this. You said it yourself, man. You've done over 70 transactions, you've been involved with multiple SPACs. Multiple D SPACs. I'm thinking over the course of the past year, what are you seeing in the world of capital markets that you think is lending people towards doing a SPAC as a public vehicle instead of an IPO?

'cause that's what we're starting to see. Like I'm seeing companies pulling their S one flipping over, filing an S four and doing a D SPAC right now. What's going on from your side that you're seeing? 

Mohammad Hasham: Yeah, so obviously Mo, there are different ways of going public, right? Traditional, IPO, traditional IPO, it requires companies to sometimes it requires companies to stand up on their own and go and pitch to investors that they have this valuation and they need to raise this much capital.

The beauty of SPAC is that there is already capital raised. They have a specific purpose, and they're looking for. It can be a general spac, it can be, focused on technology, mining, nuclear, whatever. You're gonna call it robotics, right? And if there's a company in that space now, they already have access to capital.

They don't, it's, it just becomes, the journey becomes just more quicker for them in order to flip public. Get access to that capital versus going and hiring an investment banker to help first sell the story to investment banker and then they have to go and do roadshows and sell it to investors.

So I would say that's why it have changed over the last five years. A lot of more, SPACs have been around from two thousands, right? Early two thousands, but they just became more popular, like starting 20 18, 20 19. And obviously when the COVID happened, that's when this whole SPAC trace happened.

So I think people just figured out that ways of going public was much easier these days than it used to be before. 

Chaz Churchwell: Yeah, SPACs are definitely a path of least resistance to be able to get out there and get public. So what do you see from the perspective of CFO Advisory? What's the biggest hangup, the biggest call it hurdle that a private CFO.

Has to contend with what's the kryptonite or the blind spot that you see for these private CFOs now they're moving into being public. What's, what? The thing that they struggle to really get their head around or submit to or whatever. 

Mohammad Hasham: Yeah. So it depends. There's different CFOs.

I would say experience level yeah. A lot of these companies that are going public through a spac CFO, might have not gone through a lot of fundraising rounds. They might have done series A or B and then all of a sudden they see a SPAC and it becomes an opportunity. So their experience also is very limited to raising our, or, being a public front.

CFO, so they don't have that experience. Yeah. And then some of the targets have not even raised Series A and they are, the CFOs have just experienced, leading the company from a financial modeling perspective. But the books, they have not gone through that whole audit process of A-P-C-O-B, so their financials might not be really in order.

It might be just basics. Some companies have taken public or have been in cash basis and we had to convert it to accrual and then take them PCOV audit, right? So I think it's a whole different I think every kind of CFO is in a different stage, especially for companies that are going with the spac.

So I would say it's very important for A CFO to learn investor relations, how to act as a. Public company CFO get that sort of coaching or experience. I've also seen some CFOs just kind of exit as soon as the company goes public 'cause they don't have that experience. So I would this is more of an exercise which they just have to get used to.

And that's why, these CFOs hire investor relation firms to help them guide to work as a public company. 

Chaz Churchwell: And man, that is the fourth time that you have said investor relation or IR as it's commonly referred to. And so I think that as a last question, I would be remiss if we didn't dive into the CFO and investor relation relationship a little bit and if like just unpacking.

What is what the dynamic should look like for a healthy relationship for A CFO and their IR firm? 

Mohammad Hasham: Yeah, so I think I would recommend, CFOs to get a individual relation firm signed up. Asap, right? As soon as they're on this journey, they need to look because investor relation forms help with many different things, including communication.

Yeah. Press release just all the marketing stuff as a public company, because you need to have the Right, because your stocks also it's, there's a relationship between what news comes out of the company. So they also help you. Yeah. Create that boundaries, create that, that news that needs to be in the market for, to show, the public and investors where the company is or what's the acquisitions that are happening or what's the great, development within the company.

So I think it's investor relations is basically a platform which. How guardrails A CFO and helps them guide towards what should be said in the market and what shouldn't be so I think it's a very important relationship for CFOs 

Chaz Churchwell: and I think that you said that really right there at the end.

What should be said in the market and. What should not be. 'Cause particularly you've got a lot of times, you know how it is, a lot of times your CFO is more reserved, more muted, and then just personality style. And then the CEO tends to be more of a cowboy, right? Like in a lot of cases.

And the CEO's come on man, we gotta split this out. Let's go. And then and then the CFO, like. There, there has to be some backbone with the CFO and they need to be validated by you. They need to be validated by their ir and they need to be able to say to their CEO, Hey, this is not a good idea.

We can't say this right now. It's premature. We don't have all the right information. Like how many times have you seen it, Mohammed? To where a company said, oh, we we've signed a letter of engagement with these guys, and we, or a letter of intent. Pardon me. We've signed a letter of intent with these guys and we expect that we're going to do this deal and blah, blah, blah, blah, blah.

Market responds in a really big way and then all of a sudden the deal falls apart and after the after the exploratory period, people decide they're not gonna move forward. Now stock crashes, people sue, and it's all because you put information out there before the deal was done. And it's just different little things like that to where you've gotta learn when to zip it.

And it'll be for real, right? You gotta know when to keep your mouth shut when you're public be. And you're like, and the investors are calling. They're calling, Hey, what's going on here, man? Did you read what we put in our filing? Did you read our press release? Yeah. That's why I wanna know more.

Got, 

Mohammad Hasham: That's what you go through, right? DNO. So you probably go through these issues all the time. 

Chaz Churchwell: Oh man, we see it. We see the lawsuits. Because these investors pry more information out of 'em and they, when they just needed to keep their mouth shut. Exactly. And and they say stuff that they had no business speaking to and or they talk prematurely on something.

So I don't know, man. Yeah. Okay. With that said, Mohammad, man, any final golden nuggets? That you want to throw out there to the audience for these private companies looking to go public through a D spac? 

Mohammad Hasham: Yeah. First of all, thank you Shaz for having me on your platform. Really appreciate it. What you have built is amazing.

Just a final message. I would say, to all the companies that are think of going public, I think it. There is no early time to be ready to go public. The earliest you can think, you should contact us. So whether it's 24 months in advance, 12 months in advance of going public you need to get the right consultants in practice whether it's accounting, audit, firm.

Even the UN insurance investor relations, all different parties they need to be involved early on so that, we can all kind of work towards in making you successful. Accounting is one of the most important pillars of all of this because. There is a time when there, basically it takes us time to get a company ready to go public.

So sometimes the messy, situation that we are in. And sometimes we also need to get ERP system upgraded. So I would say. There is no, early time can reach out to us anytime. And also I would request people to join OM Leader Circle, at least check us out. It's www.omaureumcircle.co.

So appreciate it. 

Chaz Churchwell: I love it. I love it, man. Hey, Mohammed with Cohen Resnick. I'm so thankful for you being on the show today, everybody. Again, my name is Chaz Churchwell. Churchwell Insurance Agency and more importantly today, your host of the D SPAC podcast. Be sure to click the button below to subscribe.

Give us a let the world know that you're listening, whether you're on a treadmill or driving down the road. Glad that you're with us today. All the best.