is rampant, I'm sure you know that. And the biggest question that students have been asking us to solve for them is, which classes do I take? What major do I take? If I take these classes, what skills am I actually going to have that will allow me to be employable? And then help me identify the companies, help me build my network. LinkedIn doesn't help you build a network. Nobody does, but we will. So help me build a network, help me connect to these people, helped me write my resume, helped me write my cover letter, helped me prepare for the interview. Nobody was putting all of this together in one place, and nobody was focused exclusively on the students. Handshakes existed, but as you know, Handshakes evolved its business to now be in the data business, and so we have huge legacy customers that still use check. You can see that in our numbers. You can see that in the amount of profits that we're generating. And so we have the ability to reach students in the millions. So awareness won't be difficult for us because we still get massive traffic and we still have a substantial customer base. On top of that, over 12, 13 years ago, we bought the site internships.com. We haven't used it in a bunch of years because of the difficulties that we've been facing, but we took it out of mothballs. The organic traffic that goes to there is quite substantial. And so we have been testing. JAG is a front door. Internships is a front door. We very quickly got over 10,000 beta testers of the original product. We brought in a number of interns who have actually helped us design and build a product because it's for them. And so we're excited. So just, you know, anybody that has a student in college or going to college, the number one fear of the student and the parent is will my child get a job?

Where will they work?

How are they going to get the skills? And we're the company that is going to solve many of those issues for them. I couldn't be more excited. And so we think we have the assets to do it. We think we have the brand to do it. We think we have the data to do it. And so, you know, a couple of years ago, we got punched in the face by AI. Now we're using AI to punch back.

I like it. And then as you think about sort of this sort of all in one way to assist a student, you know, from how to get the job or identify how to identify the skills they need to get the job. How is that sort of informing your content creation strategy with the skills business in terms of sort of the partners that you select and do at some point do you start to maybe bring more of the content creation in-house yourself or use AI to create some of this content for the student? Thanks.

Yeah, well, so if you think about it, what Chegg's legacy, Chegg was AI before there was AI. So we have a pristine hundred and something million pairs of Q&A that we built on our expert network. And all the data businesses now are trying to build an expert network in order to train their models. So we already have it. So our ability to answer any and all questions around any subject matter has always been available. We focused on academics. Now we're going to focus on academics and job-related questions. So that's the advantage that we have that others don't have. But in terms of content creation, so that'll be one of the areas, but our SEO strategy will expand dramatically based on the listings, based on the data that we have about students. Remember, we start with schools that students go to, the classes they take, the majors they have. We're able to identify people that took those classes and where they worked, and we're able to identify those alumni and try to build a relationship between the students. and the alumni. But you point to a very exciting area, which will come later on down the line, which is one of the things that we're talking about that I mentioned in the skilling part of our prepared March is we're taking all the courses that we've developed and we're basically going to turn them into 5,000 artifacts of content that will make them shorter, much more accessible, much more affordable, be able to assess the student on the skills that they think they have and then be able to train them up on it at a very affordable rate. So that will come later, but it's not so much the partners we're picking, it's the content we're creating. And that content will constantly evolve, same as the answers and the questions did for students on academics, around the professional needs of students. And it will be led by what companies are actually recommending the necessary skills that students will have. and AI allows us to do all that quickly, affordably, personalize each experience. So when we look at the opportunity, the academic opportunity, I think at our peak, 25% of all students in the country had subscribed to TED. Unfortunately, another 25% had stolen it. But it built quite a large business. But if you ask me which TAM is bigger in the college market and even in the high school market, that doesn't go to college. Remember, 50% of the high school market never attends higher education. So we think it's a bigger tab, and we think that content creation will be around what do you need to know to be employable, but also what do you need to know about how to interview? What do you need to know about how to get over the first AI interview if that's what's happening? You'll be able to rehearse in real time with our coach about what questions you're likely to get. and we'll store all that content based on the experiences that we're able to monitor that students have with different employers. So it's a multi-year effort to do it, but we thought because we're rolling out the first early version of it later on in this quarter, that now is the time to talk about it. So we couldn't be more excited.

Appreciate that. Maybe one for David. Can you talk about just maybe put a little more color around sort of expectations for free cash flow generation. It sounded like in the quarter that, you know, obviously some good cash generation, but there were some severance payments obviously outgoing. You know, how much more incremental severance payments are sort of there and when should we start to see that sort of material ramp in the cash generation here?

Yeah, sure. So the severance payments are for the So, you know, almost all behind us at this point. And, you know, it was about $14, $15 million in the first half of the year. Q3 is a traditionally slower period for us. And then Q4 has always been our strongest cash generation period. So I haven't really guided for either the quarter or the full year. Just there's some timing on payments and some annual contracts, which we have payments in Q3, which is the, you know, one of the lower periods. quarters of revenue for coming in. We still believe we'll be, we know we'll be pre-cash flow positive for the back half of the year and even believe within the quarterization, but just some timing there. But if you take out those severance payments, which I know we can't, but if you kind of proform those out, just look at the cash generation in the first half, We're pleased with that, and we believe we can continue to do so through this year and next.

Awesome.

Thanks for taking my questions. All right. Thanks, Mike.

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