How To Get To $10M/Year In E-Commerce Without Working 80 Hours/Week

Most of us look more like we're working 80 hour weeks just trying to keep the hamster wheel going. Our financials are an absolute mess. You know what you want to be doing or should be doing, but you have absolutely no energy to be able to do it. You have no time to be able to do it. All of your profit is tied up in inventory or other people. You don't have enough cash flow to hire good talent. So you throw money at consultants and agencies and outsourcers trying to grow and nothing seems to work. And every time Ryan Daniel Moran says vision or build an audience or TikTok shop, I want to punch a baby. Does this feel familiar to any of your businesses? This is the reality of most of them. So how do we get out of this? Well, what needs to happen in order for my business to be ready to scale? What needs to be in place? When am I actually in a position that I can grow? Someone asked last night, when is it a right time to raise capital? How would you use capital? When's the right time to start hiring somebody? How do I know how to value my business? If I want to think about enterprise value, what do I need to be focused on? So we created these eight checkpoints.

So the owner's model is this idea that the owner of the business can sit in the visionary seat and recruit the relationships that are needed in order to support the business. Now, we talked about this morning, but how many of you feel more like a person after 36 hours of just being around people who genuinely want you to win? Do you feel that? Do you feel a little bit more empowered? Do you feel a little bit more expansive? Do you feel a little bit more like you can cast from a place of vision rather than a place from scarcity? Yeah, that's what it looks like to feel supported. That's what it looks like to be in a room of people who genuinely have your back and want you to win. And we all live in front of laptops and screens and it's terrible. And this is what we thought we wanted when we signed up for some business that allowed us to work from our pajamas. Turns out it's awful being plugged into community with people that are genuinely on the same team and going somewhere that feels like freedom. So I want to introduce you to the owner's model 2.0, because as we started teaching this, we started to realize this is great in theory, but until a certain point, you just need somebody to come in and do it for you. So we all signed up for this idea of freedom, which we thought sounded like creating from a place of abundance with people that we like doing work with, but we feel more of this feeling of scarcity where we feel like we're doing a bunch of things that we hate just to keep the hamster wheel going. Can anyone relate to this? Yes. And once you're at seven figures, there's a different level of that. There's more to manage, there's more to handle, there's more on your back, there's more pressure. You're afraid that you're going to lose. And all of a sudden this thing that was supposed to give you freedom feels a lot more like enslavement. So our goal is to try to help entrepreneurs create more of that freedom so they can build from an expanding vision. So in order to get off that hamster wheel, the focus needs to go from cash flow to enterprise value. If you are flipping a house, you don't put a bunch of work into the house so that you can change the rent from $1,000 a month to $1,500 a month. That is not a good ROI. If you are redoing a house, you're putting a certain amount of effort in knowing that it's going to have a different equity value so that you can sell it at a significant profit. But in our businesses, we often take the other mindset where we think about keeping money on the sidelines, doing everything ourselves, fixing up the house and fixing the toilets ourselves so that we can save money in order to protect cash flow because we're not thinking about enterprise value. Can anyone relate to this? All of you are lying.

Everyone has done this at a certain point in their careers, especially when you're right at about seven figures. I had a friend and a mentor say once that seven figure businesses are the worst businesses because you need to be able to afford high quality talent and you can't afford high quality talent. So you're stuck in this hamster wheel of what the heck do I do? How do I get out of this hamster wheel? Now, yesterday we saw this beautiful, perfect case study. We heard from Tara and she gave us the five step plan to hundreds of millions of dollars. Cast a compelling vision launch to a small audience. Get one customer acquisition channel dialed in. I have two step fives up there. You can see that I changed this at 9pm last night because I called a total audible after talking to you on the boat. We use inventory financing to scale, hire a great team and partner with private equity. One, two, skip a few 99,360 million, right? No problem. Except the normal $2 million business, which by the way, Tara said that her first 12 months of business they did about $2 million in business. Most of us look more like we're working 80 hour weeks just trying to keep the hamster wheel going. Our financials are an absolute mess. You know what you want to be doing or should be doing, but you have absolutely no energy to be able to do it and you have no time to be able to do it. All of your profit is tied up in inventory or other people. You don't have enough cash flow to hire good talent. So you throw money at consultants and agencies and outsourcers trying to grow and nothing seems to work. And every time Ryan Daniel Moran says vision or build an audience or TikTok shop, I want to punch a baby. Does this feel familiar to any of your businesses? This is the reality of most of them. So how do we get out of this? Well, what needs to happen in order for my business to be ready to scale? What needs to be in place? When am I actually in a position that I can grow? Someone asked last night, when is it a right time to raise capital? How would you use capital? When's the right time to start hiring somebody? How do I know how to value my business? If I want to think about enterprise value, what do I need to be focused on? So we created these eight checkpoints first and these are in order. First, you need clean financial reporting. Knowing where the money's going, what is being spent on. Can we project?

What is going to happen? Second, if you're in E commerce, it is inventory financing. We will talk about why that is such an early lever to pull. This is a big conversation last night. Supply chain management. Can you keep stock of the thing that you sell? Do you have a predictable customer acquisition channel that you are excelling at? Do you have a process for launching new products? Do you have quality? Call it customer service review, getting systems, testimonial processes. However you are servicing customers, do you have a roadmap for the next products that you want to launch? And do you have then a three year written vision? Now how many of you ever tried to write a vision from a place in which you are scared to death and tight on cash and it feels awful to try and write from that place? Jamal, you're laughing. Yes, all of you, right? But when you are actually in a place of expansion, how does it feel to write a vision about how things are going to look three years from now? Feels awesome. This is what I want to create. This is what I want to bring to the world. And oftentimes we are stuck on this seven figure hamster wheel working 80 hour weeks. And then we're like, I need a vision of where I'm going. And then you never read it again because you wrote it from a scarce place anyway and you hated the business that you wrote about when you wrote about it. So this is our process.

These eight things. This is when we as a fund know that a business is ready to take on capital. We'll consider funding a business when they have these eight things. And by the way, this was born out of a lot of mistakes. Oh, we probably shouldn't fund that business that doesn't have this piece dialed in. Let's not make that mistake again. We spend three months developing a process for this business because they couldn't grow without this. Maybe next time we should help them just do that before we give them capital to grow. So once you have this in place, now you're in a position to be able to scale, you're in a position to raise capital. Or if you want to exit your business, getting these things in place will make you more valuable. So we break these into two categories. We call them freedom levers and growth levers. Freedom levers are the things that you are probably doing that you should not be doing because they are a low ROI on your time. You're holding on to them probably because you're trying to conserve cash. But if you brought in somebody who is dedicated to that task, they would probably do it better than you. And it's taking up a lot of your time. So it's costing you in multiple ways, it's costing you in time, it's actually costing you in ROI because the person who is not the best, you are doing it. And number three, there's a lot of opportunity costs because the things that you want to be doing or should be doing are not being given attention to because you're tied up in these things. So some of these freedom levers are having financial reporting, inventory financing, managing your supply chain, your acquisition channels, your customer service, maintaining product quality. These are all things that can be systemized, they can be brought in affordably, and they free you up to focus on the things that you want to do that you know will grow the business, like launching new products. How many of you have a product that you would love to bring to market but you just can't do it because it doesn't feel like it matches the business? And doing it would absolutely Monopolize your time right now. Anybody else, Rest of you are lying. New channels. You want to be on TikTok shop. You want to be on. You build your own funnels. You think about going into retail, but you can't because you can't manage another thing on your to do list right now because you're on the hamster wheel trying to keep things going. This is why people don't build audiences, why they don't build relationships, and why they can't cast a vision from a place of expansion because they are completely constrained, walking on, running on the hamster wheel. This is why we invested in Sellerplex last year. This is not a pitch for Sellerplex. We invested in Sellerplex to solve our own problem, which was how do we create affordable operations for the brands that we invest in? So we have these brands that we invest in, and we have the operational constraints, and sometimes they feel like they can't afford things. So how do we create a partnership that slots in to be able to free up some of those operations? There are also wonderful agencies here in this room that specialize in acquisition channels or. Or specialize in certain operations. I don't care how you solve this problem, but we start by looking at the freedom levers that we need to pull in order to increase the ROI on our time and our capital so that then we can go into that place of expansion. But this is why we created this partnership. We invested in Sellerplex so that we could plug them into the brands that we invest in in the fund. And now we can actually partner with a brand. And when we give them our capital, our time, or our advisory, we now have a resource to be able to go execute those freedom levers and growth levers. So the business goes into the expansion mod. Now, here's a couple examples. Where is Vanessa? Where's Vanessa? Oh, hi, Vanessa. You're right in front. Nice to see you. So Vanessa is a member of the capitalism incubator. And what we started doing about four months ago is we started taking the processes that we were running inside of the fund, and we started applying them over to the brands that were coming through the incubator. And so when Vanessa came in, you're doing about 1.7 million, right? And I didn't know this when you came in. You told me on a call like three weeks ago that you had 39 SKUs. Is that correct? 39 SKUs. And they're all pretty similar. And you have a lot of capital tied up in all of these different SKUs. But the majority of the revenue for the business was coming from about four or five of those SKUs. Now how does that feel when all of your profit, all of your debt financing, all of your capital is tied up in a bunch of inventory? It feels like you're going to die. That's what it feels like. Where is all my money? Oh, it's tied up in inventory. And you also shared with me that you have a list of 120,000 people of responsive people, but you don't have. You just don't have the capacity to mail them and talk to them because your attention is going everywhere else because you're doing everything. So we ran it through our estimated valuation. We put an estimated value of $765,000 on this business. Now one thing I forgot to mention, when I looked at that typical $2 million business that was on the screen, we what do you think that business is worth? I know this is going to be poor man's math, but in the fund we tend to start with a valuation of one times revenue. So that would be about $2 million. And then we look at the other pieces and say, okay, does this add value to it or does this take away value? One of the things that we look at is founder's risk. Founders risk is if the founder walks away, what happens to the business? And if there's high founders risk, the business is then devalued at least 50%. At least. At least. So that typical $2 million business might. On a good day, on a good day, if you find the right partner with great operations, who knows, your business might be worth a million dollars and it would probably be on an earn out. It would probably be over time, but it might be worth a million dollars. So in this case we have high amount of founders risk because we have a strong business with great revenues, really happy customers, passionate raving fans, a leader who cares about the audience has great products that she wants to bring to market. But you're doing everything right. So first thing we recommended was, okay, let's reduce this number of SKUs. Let's bring the sound to the few products so that all of that capital, all those resources are freed up to be focused on a few things. Just like Logan and I talked about this morning, when we free up focus to do a few things well, things tend to grow. We tend to launch and diversify from a place of scarcity. But when we can dial into a few things that are working well, guess what, things tend to grow. The second thing that we recommended was supply chain management feels super early for something like that. But Vanessa reported you're spending about 40 to 60 hours a month on supply chain management. That's between actually working with the supplier, negotiating rates, making sure that you have inventory in stock, and then thinking about it all the time, what happens and especially when you've got a lot of SKUs, this takes up a lot of time and energy.

So we estimated that offloading the supply chain management and getting proper channel support, meaning somebody who is better than the founder at pay per click and launch strategy, would cost about $4,000 a month. Now, to a business that is constrained in terms of capital and cash flow, that can be that. I mean, that's a hire, it's a full time person. What we do is we create a checklist of the steps that need to happen and they happen over six months rather than being all at once. We don't take this entire expense up front. We take it over six months and allow the business to grow so that those expenses come out of profit. But I'm going to show you what happened, what this does that once we're through this process, once all of this is implemented, based on our estimation, we'll free up about 60 hours a month. And Vanessa shared that she has a product that you've been sitting on for how long? A couple of years. And it's the business, it's the product that you really want to bring to market. Right. And it's a product that you know your customers want. They'll probably rally behind and they'll probably be excited about. It'll probably lead in the category because there's 120,000 people who are a perfect fit for this product. But all the time and focus is tied up in what has been keeping the business constrained up to this point. But if we were able to free up, I don't know, about 60 hours a month of time and energy, would there be room for this founder to launch the product that she really believes in or at least pre launch it to test it to the audience and see if there is a hungry market for it? We estimated that that product, if done well, would add about $600,000 in top line revenue. I happen to think it would be a lot higher because we could do some really cool things with that audience and that customer list. And we estimated that if we properly manage the email list and focus on building the audience a little bit, we already have a raving fan base of 120,000 people. If that's properly managed, that would add another $600,000 to the business. Again, I think we'll do a little bit better than that. But that would give us a projected revenue of $3.2 million. So we invest $4,000 a month to free up ourselves from what we call the freedom levers. And we take our revenue from 1.7 to 3.2, at least projected. I think that it'll be a lot higher than that. But that is our projected on paper. But what does this do to our valuation? This is a much more interesting question. Where our old revenue was $1,700,000 valuation, our estimation was about $765,000. Our new projected revenue, $3,200,000. Short term valuation based on the increase of profits and revenue would be about $1,800,000. So we've added about a million dollars in valuation, but because we've reduced the founder's risk, because we don't have that detracting from the valuation anymore, then once we've implemented this process and we've launched the new products and we've matured the audience now over about a year process, this business goes from a less than $800,000 valuation to about a $3.6 million valuation. Is that a good ROI? Yeah, I'll take it. This is building for valuation. Here's another case study. This is what we did with Jake at Integral inside of the fund. So when Jake came into the fund, his starting valuation was about half a million dollars. We provided debt capital in order to allow him to place bigger inventory orders. And I'll talk about why that matters here in a second. We then partnered with Sellerplex in order to plug in marketing and supply chain support. And that freed him up. Just those two things took him to a valuation today that is about 6 million on the low end, 10 million on the top end. All this did was free up Jake to be able to do the things that he wanted to do, which are things that we call the growth levers. Now here's where it gets really exciting for me. Now Jake is in a position where he says, okay, I can breathe for a second. Now I can cast a vision for what I really want to create. And this is where he came up with the next suite of products that he wants to launch.

He told us a few weeks ago that a very, very famous, controversial politician is a customer. That's interesting. And has reached out about possibly being an influencer, which we thought was really weird, didn't solicit it. He just started talking about the product line that he wanted to build. And now he has all of these influencers with huge followings reaching out to him. Product is even ready yet. He's just been talking about it. Very, very strong chance that with this new product line, that business can have a $50 million valuation over the next couple of years. All we did was provide a little bit of capital to free up the freedom levers and then partner him with people that could allow him to execute on the things that were keeping him stuck. Now, I want to talk about financing real quick because this came up a lot last night. Once you are doing at least about a million dollars in your business, if you are still using profits to fund your own inventory, you have all of your profits tied up in a very low ROI investment. So let's run the numbers here for a second. Actually, I think I have a slide about it. Hold that thought. I'll come back to it. Remind me if I don't. Here's another case study. So we invested in this brand called Optimal Carnivore at a $300,000 valuation. We provided debt financing because that's one of the immediate levers that we pull immediately because we were able to stay in stock, because we were able to place bigger inventory orders. This brand went from about 30,000amonth to 80,000amonth. We then plugged in supply chain management. It's cost us about $2,000 a month in order to free up about 40 hours of the founder's time per month. Gave him breathing room, he could think again. He had 30 or 40 hours back on his back in capacity and then he was able to launch new products. And that brand, over the course of about 18 months went from 30,000amonth to about $150,000 a month and growing. And we went from a valuation of about 300,000 to between 2.5 and $3 million. If we were to raise today, that's about a 10 times growth in valuation. Which now if we wanted to do a capital raise to seed and invest in the next stage of growth, we could do that with much more ease than what we were doing previously when we just had a bunch of problems that needed to be solved. Now let's run the numbers on the cost versus the roi. Inventory financing is one of the first levers that we pull in terms of what we call the freedom lever. It's a big lever to pull. Here's why your cost of inventory. If you're selling physical stuff, let's just say your cost of capital is going to be about 10%. Well, two things happen if you use other people's money to fund that inventory order one, you're probably able to place a bigger order. And if you're able to place a bigger order, pretty good chance that you're going to get at least a 10% reduction of cost. So now the reduction of cost has offset the cost of the interest. Another beautiful thing happens is 90% of your capital that was tied up in future sales that you won't see for six to eight or 12 months is now in your bank account. Well, what can we do with that money that just got freed up and is in your bank account? I don't know. Maybe we could invest in the next stage of growth. Maybe we could launch a new product. Maybe we could even give ourselves a distribution and breathe just a little bit easier because we just freed up a bunch of capital.

Well, what we do with some of the capital is one of the, one of the next things that we plug in is supply chain management, which on average costs between 2000 and 2500 dollars a month to free up about, in our, in a lot of cases, about 40 hours a month of time, energy and focus. Now there's another. Now that alone, if you could spend 2,000 to $2,500 a month to free up 40 hours of your focus, good decision. But there's another ROI to this, too. You never run out of stock because someone else is on top of it.

That's good. You can stay in stock and keep selling things. And since we're able to place bigger inventory orders from having available financing, we can be a little bit more aggressive with marketing because we have consistent supply, we have better cost of goods.

You're starting to see how this starts to pay for itself, starts to compound. Then we bring in something like acquisition channel support. You're on Amazon, you're on TikTok shop. It's probably not getting all of your attention, especially if you are managing everything yourself. So we bring in somebody who is dedicated to it, or we recommend one of the agencies that we work with and we send a lot of business to other agencies who are really, really good at what they do. And you partner with one of them and now they're doing it better than you. And you are growing and you are now thinking about vision again. You free up, I don't know, 20 hours a month, and let's say they could do it 10% better than you. It's probably going to be more like 50% or 100% better than you, maybe even 200% better than you. But let's just say it's 10% better than you. And we see an increase in sales of 10% on a business that's doing $2 million a year. Well, guess what? Our total costs on paper look like $5,000 to $7,500 a month. But our ROI is that we've freed up 60 hours a month and we've added at least a quarter million dollars to the business. At least it's probably a lot more than this because we freed up capital to be more aggressive with acquisition, because we're being more thoughtful about how we're approaching the channel where we're taking sales, because we have people dedicated to making sure that we never run out of stock. I don't know if you know this, but if you are out of stock, you can't take sales. So if you increase all of those things, we're probably going to increase a lot more than this. But this is what it looks like in terms of cost and potential ROI if things just about stay the same. Now, here's what it actually looks like from an ROI perspective. When you are freed up from all of this time and constraints, now you can actually do the things that you want to be doing and you should be doing, like launching new products, launching the product that adds half a million to a million dollars a year. Looking at new channels like TikTok Shop, we have a case study of TikTok Shop adding $100,000 a month to one of our businesses. If you're neglecting your email list and you hand that off, you can either do that yourself because now you have time, or you partner with an agency that's going to do that and it adds six figures to the business. Our total costs are a few thousand dollars a month, but we've added over a million dollars in revenue to the business, which also adds over a million dollars in valuation to the business. Now, when we are thinking about cash flow management, this is really difficult, but we're thinking about enterprise value and increasing the equity value of our company. All of a sudden we start to see how the ROI makes all the sense in the world. Here's one more case study. Nick at Sinless Snacks is beating his head against the wall at about 40,000amonth. For a long time we worked with him, launched product for product. We just weren't making much progress. So we created a partnership with one of the biggest influencers in the food space. We then partnered with Sellerplex in order to launch on TikTok shop. Finally cracked the $100,000 a month mark in February. Two months ago. And finally we have, we're in a position to execute a product roadmap because we have predictable channels to be able to launch new products, because we have a relationship with an influencer that has a lot of distribution and because we don't have all of the time and energy of the business being sucked into things that we could outsource for a nominal amount of money. So now this business is in a position to where if we were to do a capital raise for this, it makes a lot more sense to do so. So previously this business was doing about half a million dollars a year. 1x revenue would give it a half a million dollar valuation. Founders risk was really high. So the valuation was more like $250,000. But since we freed things up, since we brought some capital to the table, since we're able to get ahead of the inventory orders, because we have some support in the business now, projected sales for the business look more like 2 to 2.5 million dollars. But there's other things that contribute value to the business as well. Like we've reduced founders risk. We now have a partnership with an influencer with a really big following. It now has a roadmap of products that can be launched. It also has a new channel where we're getting good exposure. So now effortlessly could raise, could raise capital for a business like this at about a two and a half million dollar valuation. So we plugged in a few things and we're able to massively change the value of the equity of the business, the value of the business. Now there's still cash flow constraints in all of these businesses. Sometimes there are still good months and bad months. There are still good times in terms of the cash in the business or the month to month P and L. But in terms of equity value, there's a dramatic difference, a dramatic impact. So once again, these are the eight points that we take someone through.

And in this order, clean financials. Once there's clean financials, now we can go finance the business. Now we can actually bring debt financing, we can bring inventory financing to the table. Now we've freed up all the money that's stuck in inventory. What are we going to do with that? We're going to invest it in the supply chain. We're going to invest in increasing the customer acquisition channel performance. Now, now we have consistent supply chain, we have performance on an acquisition channel. Now we can think about, okay, what does it look like to launch new products?

And then we can think about solidifying those products by having really good customer experiences. So they leave reviews, bring testimonials. That's going to make the channel performance go up that much more. Okay, now we've proven that out. Now we can roll out more products. Okay, now when we have this roadmap, what do we want the business to look like? Where do we want to be over three years and we can run them through this process over about six months or so, get them back to a place of thinking about expansion. Does this make sense? How does this feel? How does this feel? You feel good about this. You start to see how the process frees you up out of the grind in that seven figure trap that a lot of entrepreneurs get stuck in. Now if you want us to do this for you, we do this inside of the capitalism incubator. You run this process yourself or you can go through our processes where we actually just introduce you to people that can do these things for you, which is things like, here are favorite debt financers, pick your favorite one and go for it here. Now we're going to set you up with a meeting for the supply chain management part of this and we'll guide you through this process. So if you want us to do this alongside you, we'll also run the numbers on what it looks like in terms of if you execute this plan, here's how much of an increase in valuation this will make for you. And so you actually see if there's ROI there on if I do these six things, if it will add this much to my valuation and over six months I'll have a more scalable, sellable or fundable company. Now once a brand goes through this process, then we're going to consider putting some of these brands on the marketplace, which I shared with you yesterday. So again, we don't, by the way, I do not know the business model for this yet. We don't know like we don't know how we're going to monetize this. I don't have like the financial side of this figured out. We decided we want to do the marketplace because it was the best thing that we could do for our community and our customers. So when this is when we have a fundable business, when we have a business that we know is in a position to where we might invest in it or we would feel good about bringing this to our group of investors, then we'll consider putting it on the marketplace. So one of the ones that we're going to start with is, is Jake, who I've used as an example. So if we look at the current valuation of this business being about $6 million on the low end. Our target for something like this is we'll probably raise $3,000 from 200 investors. So it'll be crowdsourced. So that gives us a total raise of $600,000, which is selling 10% of the business. Now we have 200 built in advisors, reviewers, and influencers. So the next time we go to launch a product, we know that we have a pipeline of people who are financially incentivized to be able to buy the product, leave a review, tell our friends, provide testimonials, post about it on social media, provide social proof. Okay, now we have a really cool distribution channel, but we also have $600,000 reserved for the things that are the growth levers. Launching new products, acquiring new customers. So now we can actually afford to build out the vision that Jake is freed up to cast, because now he has the time, capacity, and resources to be able to build the vision that he wants, not the vision that he's been stuck in for a long time. So this is probably one of the deals that we'll start with. And I just wanted you to see an example of what we plan to do. Once a brand goes through that process and they meet that checklist, they check all these boxes, okay? Now, this is in a position where it could raise capital or it could bring on talent, or it could even exit if they wanted to. So, again, our goal with the marketplace is to raise capital, but we want to crowdsource it because we want number of investors, not size of check. We want to build a network of people who could be advisors and influencers and reviewers and people who can actually bring awareness to these brands. Now, once again, we don't know how we're going to monetize this yet, but we do know that we're going to be bringing the deals first to our mastermind, which is called the capitalist pigs. So the capitalist pigs is our internal mastermind. If you want to continue this feeling that you've had at Capcon for the last 36 hours, if you want to continue this throughout the year, this is where you can do that. We do three events per year, then everybody gets to know each other. They have friendly faces. When they come to capcon, they're getting first access to the deals in the marketplace. This is where we prioritize our relationships for people who come on the podcast, for people who serve as advisors or influencers for our brands. And we don't do this like a typical mastermind. This is not a $50,000 a year. Mastermind the Capitalist Pigs is an NFT, which I know is a dirty word right now because it's related to crypto and nobody buys NFTs anymore. But here's why we did this. We did this because.

If you buy an nft, you join a group, you're in it for a year, you get the value, you decide you want out, you can sell your spot to someone else. So we have had this happen multiple times where somebody comes in, they're a part of the group for two years, part of the group for 18 months, they say, hey, I haven't come to an event the last couple events, I'm just going to sell my spot to somebody else. And they recoup their entire investment. And so what was their cost? The zero. Now, we didn't make any money off of the resale of that, but it was really good for the customer and it made the experience of the group a lot better. And it just de stresses the entire experience. And everyone is there to serve because we're actually all financially incentivized for the group to do really well. So the value of your spot goes up. So we have comfortable room for about 10 spots. If you want to be more plugged into our community, you can either talk to one of us about it as we break or tonight. Or you can just go over to capitalism.com NFT this is not a fancy sales page. I did not have time to make a fancy sales page. Remember, I called a pivot last night about 9pm this is an ugly checkout page, but this will give you first dibs to our community, which is called the Capitalist Pigs.

Sa.