DBA 3: We have a name!

It is Wednesday, February 18th. I'm Dave Hamilton here in Durham, New Hampshire, here with the third episode of Whatever we're going to call this podcast. And by the end of this show, we're going to have a name and. And that's what we're going to do.

You got it. This is Shannon Jean coming to you from Northern California near San Francisco, and we're happy to be back.

Yeah. Yeah.

Awesome.

So let's talk about this name, man.

Yeah, you know, I really. It's funny because we've done this before, and I am a firm believer in that, you know, you gotta start. Have something that you really enjoy hearing, a good name and then a good logo, and it kind of gives you a good, you know, little burst of energy and something to put on a website, put on a piece of paper, something to show people. I think that's really important.

Yeah. Something you're proud to. Something you're. You're not ashamed to say, I guess is a start, but proud to say. Yeah, yeah.

It's something you. You want to put on a T shirt and wear it.

Yeah, exactly. Exactly. Yeah.

T shirt. The T shirt test is always a critical one for me.

I like that.

Yeah, works out well. So, you know, I was putting out, you know, like last time we talked about the word maker and biz and business, that kind of thing. And I actually was laying out words and combinations of things and then checking websites and stuff. And one of the things that hit me when I typed it in was first was the business. Like, you know, hey, we're giving them the business, you know, and. And I thought about that and I was like, that's kind of cool.

That's actually. That might be a good tagline for us.

Yeah, that's true.

Giving you the business every week.

Giving you the business. I love that. That is great. That's it. I could see it on the shirt. I love it. Yeah, that's perfect.

I'm writing it down.

Yeah, Please do. Please do. Yeah, yeah. The funny thing is, I can remember, you know, when we were working on deal Brothers and deals on the web before and having this discussion, not recording it, but as we were talking via Skype and you're coming up. Okay, I just got the domain dealbrothers.com. i got deal parents, I got deal this. Like, you know, and that's kind of, you know, how, you know, you're onto something good and, yeah, you start. Start jumping around. So. So yesterday I was sitting there thinking about, you know, names and the business, and I. I thought well, how about, you know, DBA doing business as. Because that's really what we're doing. And, you know, we've got multiple businesses, all different kinds of concepts, different, you know, demographics, different channels. And I kind of fell in love with the. The acronym dba, and I sent that over to you this morning.

Yeah, I love it. DBA podcast is it. Because it speaks to. Listen, if you're doing some special, you know, sexy startup or whatever, you may never go get a dba. Right. But the types of businesses that we're talking about here, almost all of them start with a dba, right?

That's right. Yeah. So you can get paid, right? So you can get paid.

Yeah.

I mean, because unless you have a business that has your name in it, when you go to cash a check or deposit. To deposit a check in the bank, they're going to want to know, well, who are you and how do we know this is you? So you need to have that dba.

Yeah, yeah. And it also makes sure that no one, at least in your area, is, I guess, in your state. Right. You file a DBA with the state. It's been a while since I filed one, to be fair.

Yeah, me too. Me too. But. But yeah, it's count. I know it's county.

It's at least county records, if not state records. Yeah, yeah. So it's got to be unique for whatever the jurisdiction is. It's gotta be unique. And that way you don't have. In fact. Yeah, I think. Trying to think the last DBA that I got was for Mac Observer.

Yeah.

Yeah, that's great. And then after that, it was always just start an llc. Start an LLC under them.

That's right. Yeah. Let's see what happens before we do anything else.

Yeah, And I thought about that after you said that, the DBA podcast, I thought, well, should we call it the LLC podcast? Like. Nah. I mean, we could. Right? Well, but that the. That's too narrow a focus, I think.

Well, I think that. And one of the things I mentioned last week when we were talking about what we were going to focus on and how I really wanted to focus on small businesses because they're the, you know, the backbone of the. Of the country and, you know, stuff that we're very familiar with. And. And I was looking up some statistics and. And, you know, the. There's also a ton of. Of sole proprietors, and actually the bulk of the small businesses in the US that employ over 50% of the population are sole proprietors. So. So that's where I think, you know, DBA works well, and yet, yes, you should get to the point where you do an LLC and we can talk about that on a future episode. The benefits of that, all that, all that stuff. But, you know, and the thing I. One of the statistics that really stood out for me was that, yes, over half the country works, you know, for small businesses, but the big one is that the employer or small businesses, the growth of employment in. Since, like in the last 15 years, the bulk of it has been small, small businesses, you know, not at huge companies and, you know, that kind of thing. So that's awesome. I love it. You know, I think it's speaks very loudly to the entrepreneurial spirit and, you know, people that want to do things and control their own destiny. It's awesome.

Yeah, it resonated with me immediately and I thought, okay, well, that's all we, that's all we need. I even. I think I even wrote you, man. I guess we should sleep on it before we move forward with it, but we don't need to.

Yeah, yeah, I got it. Yeah, I. Absolutely. I think it's great. I think it's cool. So, done deal. So the. So the DBA podcast and@dba podcast.com.

That'S right.

Yeah. And then, you know, you work on the website, I'll take over the logo development. And so next time we come back, we'll have that up.

Sounds like a plan.

That'll be awesome. That'll be good. And speaking of having all kinds of different things to do, you know, one of the things that helps keep my sanity with these different projects and different companies and things that we're involved in is being able to compartmentalize my life. And so I was definitely interested in hearing your take on it as well. And I can, you know, for me, you know, I kind of run things on a. On a dashboard level, and it's taken me a long, long time to be able to do that. And, you know, when I first started, I always consider myself self employed. And it probably took me, you know, even running my first business with employees, I really was still self employed probably for the first five years where I was doing everything and everything was integral. And then I made the, the step to being a business owner and really being able to manage, you know, that kind of thing. And that was with. With one business. And then once that started to flow and I could do some other, other things, it really became important to me to compartmentalize and being able to stop thinking about one thing and start thinking about another. You know, very quickly, whether that was, you know, leaving the office at home to come home and have dinner with my kids and, you know, my wife so we could talk about their day and not be overwhelmed with business, to coming home, like today at. You know, and. Because I record the podcast at home and leaving everything at the office this morning and then jumping back into when we're done, you find you have to do the same thing, Dave, or do you kind of mash it all together?

You know, I do less compartmentalizing now than I used to. I used to do a ton of it and actually found it to be quite burdensome for.

Really?

Yeah, yeah, yeah. And. And so I forget I was having a conversation with somebody and they're like, well, and I was complaining about it, or not complaining, but just, you know, venting about, oh, this is, you know, I. I work on the TMO stuff and then I work on this, and then it's, you know, it's. And finally somebody said, well, you just live the life of Dave, don't you?

And I thought, yeah, that's true. It's true.

Well, yeah, that. That's true. Right. And. And for me, I have all these different things going on. I mean, we've got this podcast. I've got Mac Geekab, I've got the Mac Observer, I've got Backbeat Media going. And there's always, you know, a zillion things going on. But a lot of them, especially Mac observer and Backbeat, are very closely tied, you know, in terms of what we do. So I have. I mean, I guess I, To a degree, I still compartmentalize in that when I'm working on something, I try not to be working on six things.

Right. And I guess that's where I'm. I'm going with that. Yes, they're. The edges are very smooth. Yes.

They're fuzzy is what they are.

Ye. Very fuzzy. And. Yeah, and me too. And you often, you know, I often look and say, well, how does this impact this? You know, oh, I've got this warehouse and we run several businesses out of it, and what do we do? And, you know, that. That impacts one another. But for, for me, I guess it's. It's. And maybe along the lines of what you say, being able to sit and focus on a given task and, you know, I'm a. I jump all over the place. I've total short attention span type thing. And as a kid, that was very challeng. And, you know, my son is kind of, you know, he's 13 and Ethan's going through the same thing right now. And I keep telling him, hey, as an adult, you will love that. You know, it'll be powerful for you to be able to jump around and multitask and everything. And I love it now, but for me, I have to have ways to stop and, you know, put something on paper. On paper. You know, put it on my phone, put it on my Mac, come back, okay, here's this project. Here's what I'm going to do. I'm going to go hit this, hit that, hit that, and be able to think about it. So it kind of keeps my sanity, and it works. It works pretty well for me.

Yeah. So I guess. Okay, so using compartmentalize in that sense, I think. I think we're very similar in that regard.

Yeah. Maybe. Maybe there's a better word for it and.

No, it's the right word, but it's more. You know, multitask is an interesting.

Term.

Because my guess is you don't actually multitask because you're a productive person.

Yeah, I understand. Yeah.

I don't know many productive people that are actually thinking about multiple things simultaneously and working on them. Now, that's not to say that from the outside, it might not. It might look like you're actually working on six things at once. But in your. In, for me, in my head, if I'm doing something, I am in that. And.

Yeah, that's right. And maybe it's being in the moment more than.

Yeah.

Anything else. Right.

It might only be for, you know, 30 seconds. Right. Where it's like, okay, I got to do this one thing. All right? I'm going to focus on it. I'm going to get it done. Okay, great. Now I'm going to move on to the next. And when those distractions do come in, it screws me up, you know, if I. If I let those distractions come in and actually distract me as opposed to. No, you know what? I'm going to let that. That little Skype IM or the text message I got, I'm just gonna wait, you know, 3 minutes to read and respond to that.

Right. Well. And I think that that is the people that I know, like yourself, that are very productive and they get things done, have the ability to chop up their day, if you will, or their project or their business into small digestible pieces that you can then go, okay, like you said, whether it's 30 seconds or 30 minutes, okay, I'm gonn tech restore, or, okay, I'm going to work on buyback. Plus, I'M going to knock this out and get this done. And, you know, I read this term and I've. I just have really fallen in love with it. And I don't remember where I read it, but it was looking at a group and looking at the development of things, and this guy used a term, he called it a symphony of action.

Yeah.

And for me, that's it. You know, it's that, oh, what did I do today? What actions did I take that moved everything forward and, you know, what project or whether it's in your personal life or that kind of thing. And when I look at or talk to people that are trying to get a business started or get something going, oftentimes I. What I see the problem is, is they're thinking of this giant thing and they almost get paralyzed with, you know, instead of breaking it down into little steps. Hey, what's the name? Okay, now we need the website. Hey, we're going to need a logo and having little chunks. And I see us doing it very naturally.

Yeah. We don't even think about it. That's right.

No.

Yeah.

But, you know, but, you know, you talk to people that. Trying to get started like, well, I need to get a banker and I need to do this, and how am I going to do my taxes and how many.

It's like, hey, car before the horse, man.

Yeah, man, and just start. And, oh, I'm going to. I want to make all this money. I said, well, hey, let's make $100. And. And. And then you can say, okay, then how do we. Now we made 100. How do we make a thousand? Okay, if you can make a thousand, you ought to be able to make 10,000. I mean, and just moving it down the. And I'm not even a huge sports guy, but I always come back. This sports analogy, right. Moving it down the field.

Yeah.

Just a little at a time.

You know, I. I've said this many times, and people look at me like I'm. I'm crazy when I say it, but I say that I use calculus every day. And what I mean is I learn. I use what I learned in calculus every day. Because what you learn in calculus is to take a seemingly insurmountable problem and break it down and break it down and break it down into tiny little chunks that are all very solvable. And as long as you know how you broke it down, you can go solve all those little pieces and then reassemble. And now the insurmountable problem is solved. That's it. Right?

Yeah, that's cool.

And that's exactly what you just described. Right. Is going through and saying, okay, you know, we've got to get this podcast off the ground. Okay, well, that's actually not insurmountable, but it might seem that way to someone. I mean, there's some stuff that happens that we didn't even think about. Like. But we did, like, talking to you about microphones, and, you know, you knew to. You identified that you're like, wait a minute, I don't have a mic. I don't have headphones.

I don't know anything.

I don't know anything. So you asked me some questions like, yeah, great. Okay, yep, we'll focus on this then. It's all right. We get a schedule down so that we solve that problem. Okay, the schedule's done. Now we got to come up with a name, and we know we've got to have a name and a logo, and then we can do a website. And then once we have all those three, then we can submit to Apple and release this show. And, you know, but. But it's. It's just taking. Otherwise, you just sit down, you're like, okay, we're doing a podcast. What does that mean?

Now what?

Now what? Yeah, that's right. But, yeah, you know, it's funny. Last Wednesday, I. I find that I am more productive when I'm busy. Now, that.

That.

That sounds obvious, but what I mean is I'm more productive when I have constraints on my time. If I know I need to get something done and I have nothing on the schedule all day, I. There's a greater chance that I won't actually get it done because I'm. Yeah, right.

You know, all the time in the world. And you're like, wow, this is great. Yeah. Because, of course, why would you want to do it and then free up the rest of your day?

That's right.

I'm the same way.

Yeah. And, you know, last Wednesday was one of those days. We had this to record it for. I think I had something afterwards. Oh, I had a band practice afterwards, but I had it. I'm doing this musical because I'm a drummer as well. And the Thursday I had a rehearsal for this musical, and I'm playing an instrument. I'm playing keyboards in this thing that I don't actually play keyboards. So I had to figure out.

Re.

Figure out how to read music for keyboards and all of that stuff. So. But it was like, well, I got to do that. I got to do the. Our show. I have to snow blow because I know that I've got to deal with, you know, otherwise my driveway is going to be a disaster. Right. You know, and so I sat down in the morning and I actually built. And I'm looking at my calendar and it's all still there on the calendar. It's like, okay, staff meeting, then rehearse this for 90 minutes. And then, you know, get this call. And I got 10 minutes for lunch. And then snowball. I mean, it was. That's a little more retentive than I normally am. But I knew on that particular day I just needed to. It wasn't so much I needed to put it on my calendar. It was that I needed to sit down and envision, okay, what's the reality of this? How. Where do I have time to do the things I need to do? And I was very productive. I got it all done.

Yeah, yeah, yeah. And for me, you know, being able to get that stuff done also at the end of the day, like, okay, I've had a great day, you know, I got this done, got these things taken care of, and it's, it's real important. And if there's not a lot going on, I find myself going, man, I suck. What did I do today?

Right.

You know, and I will make sure. I mean, we came home from Tahoe on Monday and I'm thinking, okay, so I drove in. The car was a miserable drive home, traffic and everything. I got home, I was very tired. And you know, it's like, now I need to get something done. I got to be productive, you know, and you jump in and, you know, get some work done so at least you can feel like a, you know, productive human being. It's. It's a, That's a big deal.

Yeah. So that, the, that's an interest. Another interesting topic is what. What is it that drives you to get your work done? Because, and I think, I mean, from what I just heard, it's. It's not any external pressure. I mean, of course we all have those external pressures.

Sure.

If we just stop working long enough, then suddenly the bills might pile up and we gotta go live in a box. Right, right. But. But that's not the main thing every day. It's. It's this innate. For, for me, and it sounds like for you, it's this innate desire to feel productive.

Oh, yeah. And then that's it. And if, you know, when I talk to people that are, you know, starting businesses and this kind of thing, that's what I tell them. I said, what is it that you want to do that you enjoy. And I know there's a lot of cliches about, you know, following your passion and that kind of thing, but if, you know, you get something that's going to drive you. For me, it's never, you know, never been. Oh, I want to, you know, whatever I'm starting it for. Money has never been it for me. It's always like, how, how can I manipulate this so I could do it and have a good time doing it and if I can make some money at it, that's awesome. You know, and, and I think that, you know, that inner drive is what you, you really can't teach people to do it. I've been trying for a long time, but you have to find it yourself.

You have to. Yeah, it has to come from within. Yeah, yeah, yeah. There's days when I feel like I, I need to do something for my, my employees. Right. You know, and there's. Sure. I mean, there are those things. Being, being at the top doesn't necessarily mean that you are not beholden to anyone. In fact.

Oh, not at all. It's worse. It's worse.

It means you're beholden to everyone.

Everybody.

Everybody. Yeah.

Yeah. And, you know, everybody. I mean, and that's, that's great. I, I enjoy it and, but, you know, it's. Everybody gets paid first, everybody gets their stuff. You have to, yeah. You know, have the flexibility to try new things and to challenge ourselves. And, you know, the responsibility is you've got to, you know, create a place where they can come and they can be challenged and they can. Within the, the realm of being an employee, they can find whatever their currency is. Because I can tell you from having employees for 20 plus years, it's not. At a certain level, you know, like you said, you have to make a living, got to pay the bills. But above a certain level, it, it's not about the money, it's, you know, about what they can do. They want to be challenged. You want to have an enjoyable, you know, work environment. That kind of stuff is very, very important. And that's our responsibility to set the tone and create that.

Yeah, that's right. It's not. And it's not easy, especially when I don't know what your background in schooling was, but I never, I always knew somehow I wanted to be in charge of my own destiny. And I mean, that's cliche too, but I always knew I wanted to do my own thing. When I grew up, my, my absolute desire was to be a computer consultant. Now this was a Job that didn't even exist. Right. You know, it was because I needed one when I was a kid. It was, you know, that who's going to come to my house and fix my computer? Guess what? Nobody. Okay, wait a minute. So I figured out how to do it and then I wanted to do that and then guess what? I did that for a long time. And then, you know, that's one of those things you always still wind up doing for people.

Oh, of course.

But it's not support, it's not my business anymore. Unless you, unless you count Matt Geek gab in that realm. And it is, you know, but sure, sure. But I always knew I kind of wanted to do my own thing, but I never really never had a desire to have employees and manage people and any of that. And, and because of that, I never really sought out to learn how to do that until after I needed to know how to do that.

Yeah, well, and I don't think anyone starting a business anticipates that, oh, I'm going to become a manager. Well, but that's eventually the path that you're on. I mean, if you, if you, you know, whatever you do, you start as the technician, whether you're a, a chef or a baker or a computer person or a truck driver, you're the person doing the work. And if you make that jump from self employed to business owner, you have to give up and you have to make that transition into management and that's what you spend. You still may be very connected to the work, but you are required to be at a different level. Level not to say it's above or whatever. Oftentimes it's side by side. And yeah, that, that could be the best kind of manager, you know, where you're doing work with people, but you still wind up managing people. A lot of times you're managing your clients, your customers and those that, that can make that transition, I think do the best as far as just being happy with what they're doing. You know, there's lots of people that struggle and, and with that transition and always want to keep. And maybe those are the micromanagers, you know, but my employees don't want to hear from me every day. I mean, they want to, I, you know, say good morning, how's things going?

Sure.

Have I, have I given you all the tools that you need to, to get your work done and they want to do their, their job and they know how to do it?

Yeah, well, they want to feel like they're, they're making their own Way in the, in the confines of, of getting a, you know, steady check.

Yeah, exactly. That's right. And that's, that's the difference.

Yeah.

And that's. Yeah, we have to have them or we wouldn't be doing this, you know.

Right.

No, it's great.

Yeah, no, it's, it's, it's great. I, I found for me, you know, I'm a total control freak. And so like you said that, you know, it's hard to pass things off to people. And I found the easiest things to pass off were things that I was not good at.

Yeah.

And so salespeople were the first people I hired. And that's actually where Backbeat media sort of grew from that. But the first full time hire that we made it at Mac observer was a full time sales rep. Yeah, that's great. I couldn't do it. Now I feel like I probably could do it, but that's only because I've been managing salespeople for whatever, 15 years. I'd probably be terrible at it. But that's okay, you know.

Yeah. And I think you brought up a really good point. And we'll talk about in future episodes, strengths and weaknesses. I often, you know, people ask me, what's your, your biggest strength? And after thinking about it many, many times, what I realize is my biggest strength is identifying what I'm not good at and finding people that can, you know, prop me up. And whether it's a partner in a business or, you know, like yourself or an employee that comes in and like you said, like a salesperson. And if that, that's a really critical thing to be, be able to identify.

So, yeah, I want to have a longer discussion about that because.

Absolutely.

You know, what do you do when you realize you're better than your employee at something? You know, how do you manage? Because that's a difficult thing. You want them to be better. So now you know, how do you deal with that? But I feel like that's a, that's actually worthy of its own show. So I'll.

Yeah, I agree with you. I agree with you. So.

But I saw on our agenda you did some, some, you had some sales experience this.

Well, yeah, so there's a company called Single Platform there and they recently were bought by. Well, I'll think of the name here. And I got a call the week last week about, from a company said, hey, yeah, they got bought by Constant Contact. Oh, sure. Yeah. And I got a call and they put it through and, and the reception said, oh, so. And so would like to interview you for a Yahoo business post or business listing. And I said, oh, that sounds like an ad, you know, an advertising thing. But I said, okay, you know, I'll talk to the guy for a minute. So I pick up the phone and I said, hey, let me ask you this, is this a marketing thing? Are you selling anything? And guys, no, no, no. We're just, we've been hired by Constant Contact to interview people for business listings. In the back of my mind, I just knew that it was not true, but I said, okay, I'm interested. And I've, I said, well, I'm going to be out of town, but let's talk on Tuesday. So sure enough, I get a call and they start talking. And I realize it's this company, single platform, which if you're familiar with it, but basically what these guys do is they take your business listing, give you all kinds of information, and they push it out to a number of different sites. Google, Yelp, Bing, Foursquare. And I think they got their start with restaurants putting their menus online. And basically what, they've taken the concept of a menu and moved it across all different businesses and said, hey, we can list your services and you know, this kind of thing. And as a standalone idea, it's like, hey, this is pretty cool, I'm interested. But what really turned me off was, of course I was correct and it was not interviewing me for Yahoo, which is, you know, great. It was, you know, trying to pitch me their, their service at 79 bucks a month, you know, and I told the guy, I said, you know, you could have got me. You would have had a better place to start from by not coming in the door this way. And we have a sales department, a tech restore, and I would be, you know, very upset if our salespeople got a call or, you know, called a lead and converted it by basically lying about the premise of the call. And it happens more often than you think. And you know, after talking with this guy and he's kind of, you know, going back and forth, I actually did wind up, you know, with the service and giving him a shot. And we got a, you know, a three month trial to just, you know, give it. But I just, you know, the, the, the lack of transparency not being authentic, it's just not the place that you want to start at. And I thought, hey, you know, we should talk about this because it's just leaves a bad taste in your mouth. Even for a service that really looks like it has some value and it's relatively Inexpensive.

Well, that's the thing. Yeah. And you know, what part of what. Again, back to compartmentalizing of what. What I do all day is, is manage a team. That sale, you know, sales people. Right. That sells. And. And if you have a product that is worthwhile. Well, if you have a product that's not worthwhile, you need to find a different product or.

That's right.

Or you need to figure out to whom that product might be worthwhile. Right. You know, because if you sell the wrong things of the wrong person, it's. It's. It's the wrong fit. I mean, that.

Yep. You know, you got it.

So you figure out the right market, you figure out the right product, and you tweak it and you put it together and then you go sell that. Now, are there appropriate ways, you know, have we learned things over the years about human nature and all of that where, you know. Yes. Do you come in the door and, you know, just blow down the door and say, okay, I need 50 grand from you, otherwise it's not worth talking at all. Right. I mean, listen, if that worked, we just do that. But instead we start with, you know, okay, we've got a package that, you know, we can put this together and it's really attractive, and we've got a deal. And if you'll sign up for three months, you know, we can get you into grand a month. Now, is your goal to get to that client to be a $50,000 a year client?

Of course. Yeah, of course, yes.

Is that possible with every client? No, it just doesn't fit with their business necessarily.

That's right. And the thing is, you know, you have to start when you're starting. You have to start with trust. And it's like, hey, I'm here. I want to make this work. I wouldn't be pitching it to you if I did not feel that it was valuable to you. And, you know, we talked and I went around, around, and I got the same thing. Well, I'm interviewing you, and I'm not the final decision maker. And I said, well, what do you mean about that? And he says, well, we have to approve every business. And I said, well, I'm up on your site right now and there's a sign up right here. What's the difference between you approving me versus me signing up right here?

20 bucks a month. He's giving you a deal.

Yeah, that's right. I said, you know, come on, just pitch me on the. On the concept of the idea, which is an intriguing idea at a Reasonable price point. And yes, I understand you're going to sell me other services as we go along. But it really had a great value proposition. And I told the guy, you know, and. And I was trying to be cool. I didn't want to school, you know, but I said, look, you need. You should twist this around. And you really got to find another way to get my initial attention. And it is hard when you're cold calling, trying to get leads. And whether it's email or, I mean, I understand it's very difficult, but you got to start at a stronger position. Had it been anything truthfully, more expensive that would require a bigger investment, I. I don't believe I would have fallen, you know, fallen through with it.

Right.

You know, but now it's like, oh, it's, you know, a minimal risk. Let's go up and we can track it and we can see, you know, how it. How it works. So.

Yeah, yeah, it might be the kind of thing that you're paying. Whatever, 80 bucks a month.

Yeah.

For the, you know, FFE forever. Right, that's right. Yeah, that's right.

Yeah.

Listen, monthly recurring revenue, it's a wonderful thing.

Yeah, absolutely. And if they add, you know, if they add value and we get, you know, a few customers out of it and all that stuff, I'll be the first to. To, you know, wave their flag and really promote them. I, you know, I'm. I'm a total, you know, promoter and sneezer, early adopter, whatever you want to call it. I'm the guy with the thing in my pocket that always shows somebody, look at this new, cool thing. And, yeah, this, that, like, I think you are. And. And people come, they ask me often, what do you use for this? What do you use for that? So we'll see. I'll keep you posted on how it works, and we'll see whether it's a viable platform or not.

Okay, cool. Yeah, you mentioned something that I want to put on a future agenda and maybe we talk about next time is you said it starts with trust, and there's so much about that I think would be a great conversation to have about just how sales works and. And where that final decision actually comes from, because it's not what most people think. I think.

So, yeah, I agree.

Fun conversation to have.

Yeah, that sounds great, and that sounds good. And I think we might be getting close to time, but, you know, we were going to talk about marketplaces, but, you know, we can certainly bump that to next time. We could probably talk. Well, we'll talk about marketplaces like ebay and Amazon often on the DBA podcasts because on involved in both extensively. And I think it's a great opportunity for someone to get started quickly and painlessly. So we'll spend some time on that.

Yeah, that sounds great. That sounds great.

Awesome.

All right, well, check us out.

Very good.

DbaPodcast.com is what we have currently. Hopefully, we'll have a Twitter account and maybe some Facebook stuff and all that down the road, too, but I'm assuming. I feel like this episode will probably be heard by people at some point, though. Not today.

Yeah, that sounds good. I think we're. I think we're doing all right. Yeah, I think we're doing all right.

Cool. Cool, man.

Awesome. Have a great night, and we will chat soon.

Thanks, man.

All right, take care.

Bye.