podcast

I have 325 already. Is that a lot? It's, the recording is 325 gigabytes. Megabytes. How much storage do I have? Um, you can go into this utility. Command space. This utility. Three... Oh wow. Holy shit. Wow. What's yours? What the fuck? Bro, mine is 939 gigabytes used, 43. You have nothing on there, man. I do, I feel like I have a lot of stuff. But it's all like, it's all like school documents and like PDFs of pages and stuff. I'm sure you have like, I don't know, you installed this one coding, whatever you installed that one time. I tried to learn Python. Oh, yes I did. Maybe, I mean, it was some sort of package on my computer. Just absolutely nuked me. Really? I mean, I opened it and it was just so much stuff. But I like an old laptop that couldn't really handle stuff. Yeah. Now you got that beast. Yeah. Sorry, sorry. Yeah. I'm actually talking in the mic now. Wow. Sounds so weird. It's soothing. It's nice. I was told my voice is nice. And soothing. Oh, by who? Soothing. By who? I wonder. Don't worry. This muffin is fully in view of everyone. Should we clean up the table a little bit real quick? Yeah. Holy fuck, there's a fan in here. Should we get that fan in here? Oh, shit. Nah. Are you hot? What's up? Fuck. Just drink your LaCroix. Please don't. We're actually not sponsored by LaCroix. We are looking for one, though. I don't drink caffeine. Oh, that's a lie. That is a lie. I actually drank caffeine for the first time today. Tell me about that. In months. It was an interesting experience. I guess I had a job interview this morning, so I kind of decided that I needed to be a little more alert than usual on top of my game and my toes. So I had a cup of green tea before this interview, and I did really well. I mean, I wasn't too strong. Didn't kick in, really. Did well in the interview. Came back. Came back here. Came back to the office. And then the whole thing was started. Can't say anything on the record, but... Yeah, and then I went back, and I was just doing work all night. I was just wired. Absolutely wired. But I don't know if I really like that feeling. You tell me you like the feeling, but I don't like the feeling of being... that caffeine gives you where you're cold, and you're lacking blood flow, and you just don't feel good. I guess you're high-focus, but I wouldn't say high-energy, and you don't feel good when you're high-focused. I guess you're high-focus, but I wouldn't say high-energy, and you don't feel good. You feel nauseous, and it's just like... That's true. It's not high-energy, but it is high-focus. And the only reason I like that feeling is because I like the feeling of being productive. So I feel like it's a necessary evil. I feel like there's sacrifices that you have to be willing to make. And maybe if I had an optimal schedule, and I woke up at the right time, and I cold-plunged, I wouldn't need it. But right now, I don't have that, and so I'll do whatever it takes to win right now. Because I think you have to do whatever it takes to win in the next unit of time, and then you just keep doing that. And then they stack on each other, and you learn lessons to win more and more units of time. Right. Honestly, I think I need to move this camera over here. So we're going to take a quick intermission. Edit this out. Should I just give instructions while I'm speaking? Yeah, we should think about this as a series of individual clips. I think that's a better way to start. For sure. That's a better angle. It's annoying. I can't put this on the table. It would be perfect right here. Yeah. Because I'd have to look at you, and it's all the way over here. I think this is fine. Maybe I should order some shit. I mean, I guess I could. I'll just disconnect it. Put it on the table. Yeah, let me do that. Yeah, let me do that. I'm just going to try and write that, because you can't angle it on the table. I think that's way better on the camera still. You think? Yeah. Can you get a little side angle? What do we want to talk about today? I actually have... I have an insane workout set. What did you do? What was the split? I went right up to the MUSC roof. MUSC gym is a rooftop. It's an outdoor rooftop. It has a big training area that you can do sled. You can do basketball court, pull-up bars, kettlebells. And I went up there. I shot around. I shot free throws. I was making free throws, surprisingly. Yeah, that's surprising. In a row. How many? How many in a row? Like five, maybe? Five out of what? Like... ten? How many shots? How many shots did you throw? I threw a lot of shots, actually. Yeah, I get your percentage. Get that metric. That's true, that's true. Yeah, metrics are important. We'll talk about that later. Yeah. But then I hit sled, backwards sled, stretched, went downstairs. Key for your knees. Shout out, Knees Over Toes guy. Ben Patrick. Yes, sir. And lifted. Lifted for another hour. So that was an hour on the roof top and an hour lift. So I was there for two hours. And it was just solid. It was one of those days that... What time did you go? Like... seven? Or... 6.30? 8.30? Yeah, I think that's the perfect time to go. I'm going to be honest. Because you get that low sunlight. I know you like going at 12. The peak. Peak heat of the day. Where it's really, really hot. And humid. Yeah. Down here in Charleston, South Carolina. Yeah. I love that heat. Yeah. I don't know. I can't handle the heat, I guess. My skin has been absorbing all the heat. Yeah. UV. UV, to be specific. Speaking of UV. I know someone who actually worships the sun. Which is a little concerning. Yeah, why isn't she here right now? Whoa, whoa, whoa, whoa. I think it's better that it's just you and I. Yeah. Should I buy a bunch of podcasting equipment and take it to Kirkwood? Ooh, that would be a great background. That would be an insane podcast. That would be sick. I mean, we need to bring people we can podcast with. That's the thing. We need to build a little squadron. So... All my family's leaving, and then it's just open space. Honestly, I'm going to be honest. The best conversations you and I have had have been with either us two, or with Maine and Wang and Chiari. Yeah. That five just produces a great conversation every single time. Yeah. Like, the dynamic's perfect. Yeah. And then... You know, people like Andy who are into the whole content thing. Or could be in the content thing. That dude could be a Red Bull athlete on the side. For real? Yeah, I don't know. We'll recruit. Lake Tahoe is a great place. Sierra Nevada mountain range is quite beautiful. I keep forgetting my camera's over here. Yeah. That's actually a good place. This thing is 700 miles. So, what's your tie again to Lake Tahoe? Our Kirkwood Lake? Lake Kirkwood? Yeah, Lake Kirkwood. So, my great-grandfather, Merritt Sherman, worked at the Federal Reserve in San Francisco. So, he was in the Bay Area. He was in Berkeley. He had a house in the Berkeley Hills. And he, along with his friends, decided to go up to a smaller lake near Tahoe, near South Lake Tahoe. And to be close to Berkeley at the time, he wanted to build... He was with his friends? ...a cabin. Yeah. How many? And how old were they? Do you know? I think they were around his age, a couple of them. I think a lot of the people that built cabins around his cabin as well were friends with him, were close to him. And so, they went to this remote lake in the El Dorado National Forest and fucking assembled a cabin by hand. That's great. And then he moved to D.C. to be the Secretary of the Federal Reserve. And so, he was completely not close, but he still wanted to have your cell phone. So, yeah, that's where you're from, Washington, D.C., but you're in Charleston temporarily. What are your ties, initially, to Washington, D.C.? Well, give me your story, your upbringing on the existence of Eric Sherman. Yeah, I feel like it's interesting. As I get older, the range of Homebase kind of expands and that network expands. And so, at first, obviously, as a kid, I was completely confined to my neighborhood in, you know, a suburb of D.C. in a closed atomic. And so, we would go up to, like, the local elementary school, me and my dad, and we would launch model rockets. He would teach me electronics, teach me, blah, blah, blah, set me down on the computer, give me, like, educational programs, things like Reader Rabbit, these, like, old Windows laptops, XP. So, basically, this guy was doing aerodynamics and computer science at what age? At, like, fucking nine. Nine years old, nine years old. I have some baby pictures of me, like, messing with, like, a piece of electronics and stuff. But, yeah, went through school. Was a bit of a troublemaker in middle school, got to high school, evened out a little bit. And tried to do computer science programming class, started a company in college, did well, dropped out of college, and now I'm starting the next big thing. The thing that will really propel me. What would you say the biggest success you've had so far would be? If you were to quantify all of your achievements, which one would be the top ranking? You can even give me a top three if you want. Okay, I'd say the biggest thing to date would be signing my software contracts for a company and building a team. So, assembling my company and achieving financial freedom, I think, has to be my number one achievement. Because I can go anywhere in the world. I'm here now in Charleston, I can go to California, I can go to Austin, I can go to D.C., I can be wherever I need to be. And I can manage my team, and I can make enough money to fund everything, and also do my own projects on the side. And so, I'd say that's definitely number one. And I think that will be taken very, very soon by CLEAT taking over. As soon as we hit anything that makes it a real software startup. So, probably anywhere from 10k MRR to 100k MRR, especially the past 100k MRR. Then it's like, alright, this is legit. So, where did all this, I mean, you're obviously very talented. You run your own software agency. You're highly capable in other fields as well. Where did this come from? What do you think, or what advice do you think you could give to younger people who are in your position, you know, 5, 10 years ago? What would you say to them? And what advice would you give? I would say be curious. I think where it came from is a mixture between intellectual curiosity and just being interested in a lot of different things, thinking a lot of things are cool. But then also a feeling of that I need to prove something to the world, or that I am destined for something that I'm currently not. And so that, just that instinctual feeling of being not good enough, or that people don't see you as good as you see yourself, is like a huge push for me. And I think that's common amongst people that really, really push, because otherwise, why would you push? If you just, if you don't really feel that pressure, if you're not really running from anything, then it's really hard to motivate yourself to do anything. Right. Have you ever felt back down in a corner where you've felt the pressure to succeed? Or do you feel like you've always been out ahead of the competition? I feel different. I don't feel ahead. I feel different. And so I'm constantly trying to push to prove that I am ahead. But I think in a large percentage of my life, I've just felt different, instead of necessarily ahead or behind. I wouldn't ever say behind, but really just trying to prove that that alternative path has significance. Because you can't always directly compare it to the path that other people take. Right. So what's in the future? Do you want to talk about your current venture? Yeah. I mean, we may as well. Yeah. I think really, going back to that point of proving yourself, I think Hormozi said that there's three things that motivate highly successful people. He said there's a feeling of not being enough, like a fear that you're not enough, but an underlying fear of superiority. And then the third thing was basically discipline, so the control over your action, to actually put one step ahead of the next, to achieve that overall goal. And so I think those are the three things. And those aren't necessarily positive things, especially not feeling like you're enough or a feeling that you have to prove something to the world. And then the process of being disciplined can be painful, especially if you're really, really pushing at some times that you need to in these sprints. Right. And that can get unhealthy. So tell me, how do you maintain that work-life balance? Do you? No. Good answer. I maintain it in the aggregate, but on a day-to-day basis, definitely not. Right. And there's definitely weeks that I'm really, really, really on it, and there's weeks that I'm really, really not. But a lot of the best, most enjoyable weeks have been the weeks I'm not. Right. Especially if that improves, if that goes along with improving socially or improving physically. Those are honestly way more joyous than improving in productivity because, A, no one gives a fuck if you're productive or not, unless you hit some crazy milestone. And starting a company, you put in all this work day after day and you get basically next to nothing until it actually takes off. It's a pretty painful route compared to, you know, if you're in college and you improve yourself by getting better physically and getting better socially, you can see those results immediately. Right. It's very, very tangible and you feel good doing so. Absolutely. And you can get addicted doing so. I think you just have to be addicted on a longer time frame. You know, people today, especially in society now, as we all know it, are very addicted to dopamine, short, quick dopamine spurts. Right. And just absolutely spamming those, especially when you see TikTok. It's just dopamine, dopamine, dopamine, dopamine. It's obviously not good for you. It really messes with our heads, our neurochemistry, and, you know, really just turns your brain into mashed potato. Yeah. I mean, to be honest, and there's a lot of people that are like that out there these days, I mean, you'd be surprised because being in your network and being who you are around, you're surrounded by very intelligent people. And that's not normal, but it's good. And it'll serve you very well in the future. And I think that's honestly a reason to appreciate where we came from, the school we went to, the area we're from, our families, everything. You know, just be grateful, but also be humble. And that kind of is the theme of Washington, D.C. We were talking about that the other day. You've got to act, like, not cocky, like you don't care about anything, but very humble in the sense that you don't brag about anything you have. You know, that's a big telltale of status in the area, almost, socially. Just the way you're able to express yourself while looking at things that other people would perceive as valuable, and you look at it in a lower manner. And people are like, it almost turns into a competition. Like, who could care less about the greater thing? Right. 100%. Which is great. And that's something that does naturally happen. It can get nicer and nicer thing. That's something that, you know, people have experienced the greatest amounts of wealth. Like, they just don't care at all about it. And they look at a million dollars and they're like, this is nothing to me. We'll burn it. Right. And being, I mean, being from the D.C. area, it's very competitive. And we saw it firsthand there. But I think it's everywhere. It's not just in D.C. The whole world's competitive with everything. Everything you do, you're, and there's increasing competition. Like, the market overall is getting more saturated every day. There's more and more people every day. You know, so right now is the most important time to differentiate yourself like you're doing with software. How else do you see yourself differentiating? Because you can't just be successful in one vector of your life. It has to be, you know, you have to have a selection, an array. You have to have a balance across those other vectors. 100%. I don't want to live a typical life. I feel like a typical life is really restrictive. And it's not individually motivated. Like, it's collectively motivated. And so, like, that traditional life path of going to school, getting a job, and then keeping that job for 10 to 20 years. I mean, I think most jobs give you, what, like four weeks of vacation a year? Yeah, I mean, depending on your position and role in that company. And you have to wake up at 9 a.m. and go in until 5 p.m. every single day. And so, that's very, very restrictive as to what you can do and how you can live your life. And so, I think really something I'm trying to focus on doing. And there's multiple motivations. There's the motivation of curiosity and inspiration towards doing something, which I feel humbly, you know, and on a daily basis, that is quite motivating to pursue. But also, that longer-term vision of having a differentiated lifestyle where you have freedom and you have the ability to own yourself and your time and your space and the things that you like doing. Whether it's being on a lake with a boat, or whether it's going out to restaurants whenever you want to, or your favorite ones, or dropping a bag at the restaurant with a bunch of people, crafting your own social events, crafting your own sports, hiring coaches, hiring people that support you with those goals. And then, of course, your business and your work. And that can be your own business, or it can be joining a bigger vision, right? Like, people at most companies, SpaceX, Neuralink, they might not own those things, or they partially own it. But that's all consuming and scaling so fast that those companies, those shares, the employees are getting absolutely rich off that, right? Like, early employees at SpaceX and Tesla are absolutely multimillionaires, and they absolutely have differentiated lifestyle. Speaking of those kind of companies, we are big fans of Elon Musk here. We appreciate his genius. And we were just watching StarChip launches, and those were a series of tests, of experiments. Musk seems to run a lot of high-costing experiments, but they're still valuable to him. Being us, we see, oh, he just launched a $150 million rocket in the sky, and it blew up, and he was happy, he was laughing, he was joyful. But it was an experiment, and experiments are progress no matter what, right? Even if you, quote-unquote, fail, right? Tell me a little bit about your philosophy with experiments and how you implement those into your life, your daily routine. Yeah, so the first thing is, I've adopted the mentality of doing experiment after experiment to pursue any vector of your life, because I've failed at gaining momentum before, and so there's been a lot of projects and companies that have failed because I felt like I had to build everything before launch, and I got 40% of the way done, and then just fell off. And so having small, accomplishable experiments where you can really sprint to do something, release it, and then sit back and observe it, and have a phase of doing and building, but then having a phase of evaluation is really important before you launch the next doing effort. And you are really big on those sprints, living your life while looking at it as a series of sprints. You do things very quickly in short periods of time with a lot of effort to make it an efficient process, and then you go do something else for a few more weeks, or months, or however long those periods may be. What do you think is so valuable about doing things in sprints? Yeah, when you're doing the same thing on a daily basis, your body completely optimizes for doing it, and so you just gain so many more hours and so much more experience doing the thing in such a shorter time period. And so that's really the key, especially when you start doing something. Like if you started playing guitar, for example, you would do so much better if you literally sat there and played guitar for four or six hours a day for a boot camp of two weeks before you started playing, you know, just one hour every day or one hour every other day. Then at that point you're skilled enough to where that hour every other day can actually make a difference. Same thing with lifting. If you have no days lifting, then really your workouts are, you're not even stimulating your muscles, you're just learning how to do it in the first place. Correct. So in life you have compound interest, and that happens with money. If you put money in your bank account, it compounds every time. It happens with other things in your life. It happens with your athletic days or your physique. It happens with your career, 100%. Yeah, and I think it's all about trying to compound exponentially instead of a fixed rate, depending on what you're dealing with. Obviously, in terms of your physique, you can only get so much more ripped, right? I mean, you can always improve, but with your quote-unquote career or your startup ventures or whatever you decide to do, especially with startups and entrepreneurship, you can scale that exponentially. Yeah, and you need that base, and it's going to pay dividends for you, whether you're actively doing it or not. So it's like if you start a startup, if you don't and you wait 10 years and then you do it, then you have just missed out over those 10 years. If I start a startup now when I'm 22 and then I exit, I can chill for the next five years and just network with people and talk to people and they've understood that I've proven my value in that sense, and then I can look for that next best opportunity for all of those next five years in the 10-year span versus someone who's never started, has nothing, and then they're finally first starting this thing. So it's just an advantage. It's compounding with every single thing that you do to just get as much reference experience as you can in the shortest amount of time. And I think experiments are a good way to do that. They're a good way to rally a team around a common goal. And when you're starting a company, your experiments have to work for you to pursue the company. All right. So you've had your own experience running your own companies. What do you think are the most important aspects of a good leader in terms of someone who runs a company, someone who's, say, they're good at management or whatever technical skill maybe they need to have to succeed in that role? Yeah, I think the most important thing as a leader is cultivating environmental success. And you can do that a number of ways. One way that I've found is effective is to lead as a general would in the Roman times. They're the first person that's marching into battle on their horse and their army is falling behind them. Because when you set that standard as a leader, then you can expect that of other people, and they don't see you as crazy. Versus if you have someone, if you have a leader that couldn't do your job as good as you, then you're going to start having thoughts of that this is an unrealistic expectation. But if you lead by example, and you're also just a level-headed person, and if they have a legitimate really just filtering between what you're tolerant of, whether it's a legitimate excuse or not, or legitimate criticism or legitimate roadblock, and then navigating those as best as possible with the resources that you have from a top level, I think that's the most important thing that a leader could have. Right. Who are your top leaders that you look up to? Yeah, I think a leader has to cultivate a team to accomplish an amazing feat. I think some of the best leaders that I've seen, obviously Elon Musk being probably number one, because he's built the biggest empire doing the coolest, hardest things at the highest scale. And so that's really all about leadership. Steve Jobs is right up there as well. And really what Steve, the interesting thing about Steve Jobs is, that was his pretty much entire role, was setting the standard. He did it through sort of a different way. He was a highly opinionated person. He wasn't necessarily a technical person, but he was so surrounded by all these brilliant technical people and Silicon Valley that his perspective was actually more from a network perspective. It wasn't this is possible because I can do this. It was this is possible because I know this person, this person, and this person that can all do this. And he, like a director in a movie film, he set the standard through crafting his vision and crafting his team versus crafting his art. Right. Or his individual technical skills. So I see Elon Musk and Steve Jobs. I've seen a similar thing from Sam Altman with OpenAI. I don't know about people not in the business sector. Maybe I'm sure some athletes hold that as well. Right. But I'd say those are the top three. Leadership's a broad concept, yeah. That's interesting. So, athletes. We've been mentioning athletes a lot. Are you an athlete? Am I an athlete? I feel like non-athletes just pick some random thing that they can finally be better than everyone else at, and then they call themselves an athlete at that. So it's like if you can't play football or soccer or basketball and get to a high level, then not, and go pro, then not. You go play pickleball or something. Or you're the best climber or something like that. Yeah. That's cool, though. I think climbing mountains is cooler than playing pickleball. That's just me, though. I would agree with that. And that's what I like doing as well, so maybe I'm a hiking athlete. Yeah. There's some sort of adrenaline junkie lifestyle that is drilled into you when you go to Lake Tahoe. That's true. You go up in the mountains, start jumping off trees, into the water, into the lakes, skiing down mountains in the middle of the summer. What else do we do? We would free climb vertical rocks for no reason. Very large ones, in fact. And a lot of downhill and uphill mountain biking. That was brutal. Oh, my goodness. You had us taking four hours to get to the top of the mountain and only going down for ten minutes. It broke my heart, but it was fun. It was worth it. I love that lifestyle, and that's something I want to craft and create and differentiate with that. For whatever reason, I'm so compelled to be differentiated as a person than the general public, I guess. Yeah. And craft a theme around that and just talk about it. As someone who knows you really well, I know you have high potential and you have high current value right now. You could provide a lot of really, really solid value in any way you want to go, really. You could go to a company and you can provide immediate value to them on multiple fronts, like real value to the company. Most people go to a company, they're an employee. They're at the bottom. They're a bottom feeder. They kind of contribute to an organization, but they don't have a high impact. They have to work their way up. They have to really grind and develop their skills to fit in with the company, fit in with the organization, and work their way up, get a higher management position. But you can go straight to a company from an external place and offer them a third-party service, business to business. Tell me about your experience in business to business in that realm relative to consumer-based businesses. Yeah. Well, some context here is I've probably failed with close to 10 projects. I think I'm at like seven failed projects, like legitimate effort projects, multi-week projects that I've just absolutely failed at. I've always been doing individual projects, pretty much since the start. Since the first thing that I—the first application I ever really coded was a failure. And so obviously I got better and better and better and I started succeeding. But there's failures with business strategy. There's failures with the software stack used. There's failures with the team, coordinating the team across time zones, building that company culture. There's been so many failures. And so what I've basically refined down to as a strategy of highest probability success is to craft a product where the value is so explicit that it doesn't rely on being the craftiest product or the best user interface product. It just relies on providing the best value in the marketplace to the people who are going to pay for it, which are businesses. That's why I'm a big fan of business to business software. I understand the marketing behind it. Business to consumer, there's a lot of hype involved. There's a lot of trends within mass amounts of people with these social media apps, for example, things like Be Real that sell off. And then obviously the winners have been Instagram. There's a lot of people who use that religiously. Just letting you know. I don't do it, but... In my eyes, they've failed to capture enough market share to make it a viable product. I agree. It's hard to. Maybe they'll get acquired. Yeah. Maybe not. There's things that happen. I mean, they built a good product. They built a great product. Yeah. They marketed it well. I mean, it blew up. Everyone was doing it. Everyone was talking about it. Yeah. But at the end of the day, it's just... In my eyes, it just didn't provide enough value to the people using it to keep using it. Yeah. I'm sure whoever made it made a lot of money, though. Somehow. One way or another. Yeah. I think they acquired it. Unless they held and were conservative about what they did with it. But yeah. That's besides the point. We were talking about consumer-based and business-based businesses. Who are you going to sell it to? I think either way you look at it, you're providing value. That's a simplified way to look at it. You're providing value. How are you going to differentiate your offer? Have a grand slam offer. Shout out. Alex Ramosi. The goat. Entrepreneurial goat. How are you going to have a differentiated offer that puts you in that blue ocean where you're kind of selling without competition? You can set your own prices and your margins aren't really taking a hit. Yeah. The first thing I want to do is shout out everyone that has had a retarded, shitty, business-consumer app idea. We can't say that word. I don't want to get in trouble. Shout out to everyone who's had a shitty business idea, business-consumer. There's been a lot that have come across my plate. Just these things that barely provide any other value. They're very similar to products that exist. It's really important when you're doing a winning product to pick something that's actually going to win. That's maybe the most important thing. Of course, if you're starting your first company, it's going to fail anyway. It just is. It doesn't really matter. It's really more about the experience you gain. Really, it's very clear if you can provide a business value because you either save them time or you make them money. If you have an idea where your product, in this case for me to be software, can save a business time or make them more money, then it's a win-win offer for you because they pay you. It's a win-win for them because they got whatever that value is. It's just so straightforward. It's so pure. It just makes sense. Then I can spend my time making the product, which I'm good at. That's why I like business to business. Right. Yeah, it's an interesting concept. I guess sales can get really broad, but some good advice is to go very niche. Pick your niche and then find the niche of that niche and then the niche of that niche. By doing that, you can charge so much more money. If you have a very specific target consumer or business and you cultivate your offer to surround exactly what they need and they'd be more likely to do a high value partnership with you because your offer is so niche and not many people are doing the same thing that you're doing. I mean, it's all about separating yourself from the crowd. You can do that with just a really good product that's just better than any other product in a broad market or you could have a very average product, but if you're in a very niche market, it's going to perform, right? Yeah. But you need to have a good market at all times. I think the main reason why targeting niche works, because you hear that all the time. I know Y Combinator is super big on that. Airbnb, Brian Chesky is super big on picking literally one ideal customer and literally just building a product that completely solves their problems. The reason for that is because you're increasing the likelihood of that value proposition succeeding. So you're increasing the likelihood that you can actually provide your ideal customer profile value because a lot of times the offer fails. And so if you're on a big scale and you know you can provide a lot, if you can guarantee value to a lot of people, then you make a lot of money, but usually you can't fulfill on that promise at such a small scale company. And so you have to start with a niche offer and really just keep the likelihood of providing value to your customer high the entire ride of the startup. And then you increase the amount of potential customers that you can provide value to. So that has to be a high percentage chance that you can actually provide value. That's the key part. Right. Right. All about value. All about it. So you're in an interesting space and a position for someone at your age. 22 years old. Financially free. You're not tied down to a particular location. You have a lot of genuinely good experiences in your life because you have the ability to fund those and have the willingness to do them. A lot of people don't. Even people with money. They're very hesitant to spend it, even if they have a considerable amount. What do you think of those people who work so hard to achieve the ability to do those cool things, but they don't take advantage? Yeah. I completely disagree with that. I mean, what's the point of money if you can't do anything with it? It's cool. And really, especially at a young age, but really at any competitive age, you should be utilizing your money to maximum ability to produce because the best things are ahead. And that's been an underlying thought in my head and feeling is that whenever people kind of approach me, even in good interest with my parents, to be conservative and save a bunch of money or just kind of cultivate a mindset where you have it good now, so keep it so that you'll have it good later. I see it completely differently. I see it as the best is to come. And the way that I ascend is to utilize my money to gain more experience and to grow my vision bigger and then capitalize on that later down the road. So, I mean, you talk about vision. What is that long-term vision? Where do you see yourself in five years? Well, let's start with one year, then five years, then 10 years, then your 20-year plan. Okay. I think that's enough. Maybe 50. Maybe 50. Okay. That's the exercise I do. Yeah. That's the hard one. All right. Let's go with one, five, 10 because that's like very, I think that's a lot. Within one year, I want to get to a position at Kleet where I can focus on that full-time. Did you tell us about Kleet in depth? I think we should run through that real quickly. Okay. Yeah. So, Kleet is an end-to-end software product for government contract opportunities. So, a company will come onto our platform to upload their capability statement, to upload their key roles within their company so that Kleet, our AI, can have a solid understanding of the company and what it can do and what it can't do and the certain set-asides, whether it's the minority-owned business, woman-owned business that the company has. We will match the company with relevant government contracts. There's hundreds of government contracts that come out every single day. So, it can be a very confusing landscape for small and medium-sized companies to win these government contracts. They don't know which ones to apply to. So, we use AI to match up the company with the government contract opportunity, giving them what we call a compliance score that tells them how qualified they are and how likely they are to win the contract. Yeah. I mean, that's incredible. I mean, you're one of the only people doing that right now. And that is an example of getting niche, right? You're like, okay, we can build out AI. Okay. Who are we going to build AI for, right? Okay. From your perspective, I'm going to build it for a company. What is that company doing? That company is targeting government contracting. That's their niche. Do you see another niche within that niche that you could go further with? Yeah, you can go further with that. You can target within a specific sector of government contracting. And so, especially if you keep the product broad, but then you have specific features that really help one of them, one niche within government contracting, whether it's like you can just target construction. So, you can provide relevant specific features to just the construction companies that are looking to utilize government contracting. So, that's the niche within the niche. But finding opportunities is also just one of three phases. There's finding opportunities, learning about the opportunities through interacting with the GLEAD AI consultant, as well as looking at all the relevant documents through a document viewer and using the API to highlight specific key details of the contract in the document viewer. And then phase three is drafting and submitting proposals and actually applying and managing the contracts after they're submitted all the way to award. So, all the way from pre-solicitation phase of the government contract all the way to being awarded for the contract. So, we're an end-to-end platform for specifically small to medium-sized companies to actually enterprise that do government contracting. Gotcha. And can you tell me a little bit more about... I mean, I'm not technical, right? Can you tell me a little more about AI, how it works, and how specifically you're applying it to your business?