In this Founder Wisdom podcast episode, host Charles Cormier interviews Yat Siu, founder and CEO of Animoca Brands. Siu recounts the company’s origins as a 2011 gaming studio, its rebranding and ASX listing in 2015, and its breakthrough into blockchain through CryptoKitties. He explains the purpose‑driven philosophy behind building digital entertainment and protecting digital property rights, emphasizing impact over valuation. Siu describes the volatile crypto environment, citing events such as the FTX collapse, Terra‑Luna failure, and regulatory scrutiny under Gary Gensler, and how Animoca navigated these challenges with conviction. The conversation shifts to Animoca’s unique venture‑builder model: reinvesting profits from its balance sheet into over 600 portfolio projects to create a self‑reinforcing ecosystem, likening the approach to a country’s economic development. Siu then details Animoca’s AI frontier, highlighting the HelloMinds platform, his personal use of more than 400 AI agents, and a multi‑agent stack that treats agents as specialized coworkers. He argues that AI agents will reshape work by enabling tasks beyond incremental efficiency, warning of a future knowledge gap between those who leverage agents and those who do not. Current priorities include scaling HelloMinds, a stablecoin joint venture in Hong Kong, and real‑world asset tokenization (RWA) products that offer hourly yields. Siu discusses hiring in the agentic age—right‑sizing for AI fluency, hiring globally, and using agents to amplify human output. Finally, he shares a glimpse of his personal life, balancing family, health, and daily interactions with hundreds of AI agents. The episode provides insight into Animoca’s growth strategy, market outlook, AI integration, and Siu’s personal leadership philosophy.
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Welcome to another Founder Wisdom pod. We have Yat Siu for round 2. Last time we covered his background, which is pretty fascinating. Today I wanted to speak more about the brand that he founded. It's called Animoca Brands, which is pretty big, was on and still is. It was on the ASX at some point and it's into gaming. You can recognize some games that they publish, such as CryptoKitties, right? So hell of a story there. Yat, welcome to the podcast for round 2. Tell us a bit more about yourself and Animoca.
Well, thank you for the invite. It's a great pleasure to be here again. I think last time we had a nice sort of philosophical banter about the state of the web, broadly speaking, and everything else around digital property rights. But very quickly, my background, I've been really a sort of a tech entrepreneur, really, for— it's like almost 40 years. I hesitate to say that because that just sort of, sort of marks my, uh, sort of, sort of, uh, age, I would say. Um, but I've been doing this for a while, um, most recently with Animoca Brands, which is a company that was originally founded as a gaming studio way back in 2011, and today is considered one of the largest, certainly consumer brands in the whole blockchain space, and also agentic space. We have over 600 portfolio companies, and most recently we're also a leader with AI agents with HelloMinds, which is, you know, one of the top 3 sort of personal agents on OpenRouter today.
And Animoca, I think, was founded around what, like 2018— 2015, sorry. Yeah, that was a bit— that was a couple of years after Satoshi published his white papers, right? Like, give us
Yeah, so the background on this one, yeah, the background on how we got into the blockchain really was really sort of not really related to Bitcoin, but actually just sort of, just to sort of go to background, Animoca started in 2011. So that was literally just like 2 years after Satoshi wrote the white paper, but we weren't really involved with anything in the crypto space at the time. But we had basically rebranded ourselves as Animoca Brands and went public on the ASX in 2015. So on the official records, it would say we, you know, started in 2015, but really the origin story started much earlier than that because we were basically sort of refactoring the business to prepare ourselves for public listing. And today we are the same company from 2015, hence the 2015 founding date, because we are an Australian corporation as opposed to, you know, a Cayman corporation, which I think was the original. sort of Animoca. But one of the things, how we got into the space was one of our studios was involved in building CryptoKitties back in 2017. And that's how we got a front row seat into NFTs and sort of basically other forms of digital assets. And that's how we got into the space. So we got into the space because of culture and entertainment. We didn't get into the space originally because of Bitcoin or new forms of money, shall we say.
And what was the premise of the company? Did you know it would be publicly listed and grow that big one day?
Well, no. I mean, I think, you know, you don't— well, certainly my own philosophy is that, you know, we do want to sort of build something with impact and purpose. So you hope that it will have scale, but we don't go and say, hey, it has to be worth billions, or it has to be worth hundreds of millions, or whatever. That doesn't seem to be the right frame because really you focus on just building the business. Right? And if you succeed in building it, then you will receive essentially the value as the rest of the sort of market appreciates it. And so it's really about sort of, you know, are you delivering something that's, that's of value? Does it have an impact? And more importantly, is there a deeper purpose behind it beyond just value, shall we say, right? And I think this is sort of how we've always decided to build stuff. And, you know, one of the things that, you know, we had in the early days for Animoca before we sort of saw the light, shall we say, on, you know, the importance of digital property rights, was that we're talking about basically making the world a happier place through fun and entertainment, which was also a purpose of form, right? And so video games was a way to deliver that. So if we can make the world a happier place, then we will do so with sort of forms of digital entertainment. And then we also thought about educating people, you know, our children really, in new forms. And so again, there was an impact and a purpose behind that. But not every impact and purpose is grand in scale necessarily. You might hope it will be, but you don't necessarily know. until you roll it out. And then, you know, some, some of the times it becomes big and, you know, sometimes it doesn't. And when it came to blockchain, NFTs, and generally the entire tokenization space, that ended up becoming today a roughly $3 trillion market and will continue to rise.
Right. What was the ups and downs of Animoca? Because yeah, I love the vision, right? And it might not look like nothing on the front end, but on your back end, you have like this flame and this desire to scale things or to make things bigger, right? You have this excitement that is uncommon in most people that I speak to, right? So, and sometimes the market reacts well to some of these products you've published. Sometimes there was issues, sometimes it's overleveraged, right? So what has been the roller coaster ride of Animoca so far?
Well, I mean, first of all, we're in crypto. So the roller coaster ride seems to be every day, if not every, you know, maybe every week. So it kind of goes pretty wild. a few highlights, but maybe just to answer your sort of question specifically as to sort of what brings the spark and what brings the ambition, shall we say, it's really sort of wanting to, it sounds corny, but it's wanting to sort of make the world a better place, right? And it requires a healthy dose of optimism, right? In other words, you have to be sort of, you have to feel optimistic enough that you think you can make an impact, And that sort of people sort of will receive that as it were, right? So that's kind of a really sort of important part in terms of the— and then by the way, if you have that optimism, then, you know, there will be struggles every day, you know, in terms of sort of things that don't work or frustrations and so on. And that's what it's like running anything really. I mean, life, if life was always sort of smooth sailing or smooth sailing most of the time, actually it would be pretty boring, right? So we're big believers that sort of change and innovation can only come from friction. And I think if you look at sort of, I guess, life's greatest impacts that we have, not just in the company, but on personal, we tend to grow when there is friction, right? When there's no friction, it's nice, but it's kind of boring and nothing happens. But when there's friction, there's an evolution, there's a learning, there's a change, there might be failure. And from that you evolve, right? And so I would say that the more friction you have, the more challenges you face, the faster you learn, the more evolved you are, and the more rapid you are able to make these changes. One example would be, we're one of the leaders now in personal AI agents. We launched a product in February. But really, if we think about the state of the market, agents really only came into play probably at December or January of really late last year. If we were just not moving quickly or didn't have the ability to do so, or weren't sort of flexible enough to do so, then we would be behind like most of the companies are today, which don't even have sort of an agent strategy, let alone an agent platform, for instance, right? So there is that. In terms of ups and downs, I mean, there's a couple sort of, I guess, sort of seismic events in our industry if I had to sort of pinpoint. Certainly in 2023, sorry, '22, when FTX blew up and when Terra Luna blew up, that essentially sort of really set our industry back for several years. We also had a very hostile US regime under Gary Gensler, under the, you know, basically just sort of treating tokenization and anything tokens as securities. So we had to fight that as well, right? And I think one of the things that maybe I would say is the harder part is not even sort of the ups and downs of the business, which is something you have to manage, and sometimes you have to let go of people and you have to right-size and restructure. And that happens all the time when there's big changes. But it's the fact that because of what happened, we had to constantly fight off the image that, you know, because crypto had a bad reputation amongst certain people, that, you know, when you say you're in that industry, people, particularly back in the day, were just like, oh my goodness, this is like, how could you be involved in such an industry? This is terrible, blah, blah, blah, all that kind of stuff, right? And so if you don't have conviction, if you don't believe in what you do, then, you know, this— these type of things can be disheartening. But if you really believe in what you do, then it doesn't matter if people throw rocks at you, uh, because you know what you're doing is right, right? So there has to be a certain level of— call it righteousness, and I don't mean this in sort of a moralistic way, but in a sense where you feel like the path that you're taking is the right one because it is the better path for the people that you are supporting, or for you, or for your family, or whatever that may be. And then you can endure, shall we say, right? Because the part I struggle with in terms of what are the ups and downs is that I don't think there's ever such a case where there isn't an up and down, right? In fact, if you— sort of the belief that certainly I and we as a company have is that volatility is the nature of life, right? And so every company ultimately deals with volatility. What if, like, what Trump has done recently in the crypto space, for example, has been incredibly volatile and has actually been in many ways also negative for the industry. It's not just been positive on the regulatory side, but on the stuff that's been happening on other areas has had a negative impact, which is why the Clarity Act initially failed for the time being because of the ethics bill, for instance, right? These are examples that sort of set our industry back, right? Or Bitcoin dropping from $120K to, at one point, somewhere around low 60s or maybe even below in a span of 3 to 6 months and people's confidence shaken in that sector. These are all crises, if you will, but you have to sort of ride through them. And again, if you believe in the longer-term picture, then they're basically footnotes in the history of the business. But yes, I mean, so as I said, there's been pretty big seismic events in our industry. That are not necessarily in our control, whether it's big frauds, whether it's regulatory, or even the most powerful man in the world.
Right. How the heck did you scale to 600 projects? And are you still like an agency? Like—
No, no, we're not an agency. We were never an agency. We're kind of more like a venture builder. A lot of people sort of look at us in the construct of being a sort of VC, which is partially true, but we're not a fund. We invest out of our balance sheet. So the vision, you know, why we sort of took that is we were trying to build an ecosystem in the space. And to build an ecosystem, we feel like it's better to build it together. And what we did was we took, you know, basically sort of, you know, our sort of profits, as it were, of the business and redeployed it back into industry. Because in the blockchain space, there is a kind of shared network effect. So if you build, for instance, in an ecosystem that is tokenized, actually through the building of that network, as you empower others, they add value to that network, right? So in other words, give you an example, for instance, right? The fact that, you know, Robinhood, for instance, most recently started launching a chain and started building on the blockchain has had a net positive effect not only for Robinhood but for the entire blockchain industry, because these network effects essentially can permeate across other chains because it is open. The example is that if basically make money on Robinhood chain, or I have an asset on Robinhood chain, I can basically monetize that and I can move it to another chain and I can move it to another ecosystem because it's free, it's open, and it's permissionless, right? This is not something that existed before crypto because if you were building something that was on Facebook, or Meta as it is called now, it would be only on Meta. You can't move it out as an application. You have to rewrite it, or you'd have to have new terms with another business. But on blockchain, essentially you could say this permissionless nature allows network effects to travel wherever you like it to be. That's not to say that the network effects are going to be as, you know, powerful as if they were in the same native chain, but you have the ability to make it portable, right, and composable, right? That, that's, that's the benefit, right? So in other words, as we reinvest back into the ecosystem, we make the ecosystem larger, which benefits the entire ecosystem but also ourselves, right? Um, and, and in that way, I would say, you know, you can think of us almost like sort of, you know, how, how countries scale themselves, right? Like, if a country basically furthers through tax breaks or investment programs an industry, actually what happens is that the country benefits because it becomes more wealthy, it creates more jobs, it has more opportunity, there's more cash, there's growth, right? There's market appreciation, right? And, you know, the country benefits, but everyone else in the ecosystem benefits as well, right? And, and that's kind of how we, we took that approach and why we have so many investments and continue to invest in the space, particularly small companies sort of driving in the area of innovation and growth. And, you know, the parallel, the example I often like to give is imagine if Apple actually had a fund out of their balance sheet, which you could easily do so, and if they took, you know, just 1 or 2% of their profits every year and reinvested it to support companies building on, on the platform as on Apple, Do we think that the Apple ecosystem would be healthier? And do we think that developers would be much more happier to pay their 30% as opposed to basically saying it's a tax and it's a rip-off? But we think so, right? Because they know that as they help sort of, sort of pay whatever it is that they're paying, they're going to bring in more growth because that money is getting redeployed into new agents and new builders in the space that is better, better for everyone, right? And I think that is a philosophy that we have, and that's why we continue to make these investments sort of at scale. And, you know, we tend to be very early in them as well. So it's not that we're spending that much money, comparatively speaking.
Yeah, yeah, yeah. You and I talked a lot about AI last time, right? And you've probably read the headlines last week. I believe it was on TBPN, right? They were talking about Vitalik, talking about the crypto Do you think AI is going to crack blockchain ultimately? Do you think blockchain can scale?
Yeah, so I think our general perspective is that blockchain and AI are very, very tightly integrated. And what I mean by that is that blockchain is effectively the sort of legal system of agents because the immutable nature and the sort of code nature of blockchain is first of all much easier for an AI agent to read and understand, but it's also the transactional layer. And in fact, agents want something permissionless because they want to be able to sort of build, um, sort of build on platforms, um, that they can freely move their assets around, right? So we actually think that blockchain was ultimately designed, in hindsight of course, for the machine economy, right? If you think about an AI agent, How does an AI agent have a bank account so that it can actually autonomously make payments? It won't ever, or if not for a long time, be able to have a bank account on something like a Bank of America or a Citibank. Can you imagine an AI agent having a bank account? They don't have personhood, so it doesn't really work. However, through a crypto wallet, suddenly they become banked, and then they have the ability to basically deposit funds into a DeFi area, or they have the ability to buy Tesla stock because it's tokenized. They basically suddenly become part of the financial system. And the same technology that enabled people in the Philippines who didn't have a bank account to be able to do that is now the same technology that can do that essentially for autonomous AI agents who are just getting better, faster, cheaper, and smarter, right? I also believe, to the question on sort of what Vitalik might fear, is that AI agents are not only, you know, some people will do bad things, they always do, but the same technology will also protect us. And I think there's a perfect example with the Hugging Face incident that OpenAI, for those of you people who are familiar, basically in a nutshell, OpenAI agents basically went amok and effectively hacked Hugging Face. OpenAI was unable to support them, so Hugging Face ended up getting a Chinese model that they essentially adapted, effectively obliterated, and had them basically fight off the OpenAI attack, and in the end were successful, right? So you could call it a kind of arms race, but the point is the tools are out there, right? So to the extent that there's going to be a vulnerability that is sort of, you know, made present through an AI agent, those same AI agents or different other kinds of AI agents are going to patch it up, right? And that is basically what's been happening in the world as well, right? It's like, you know, when people started stealing, people started building a police force and then started to find a way of enforcing it better and all that kind of stuff. We're going through the same motions, just much faster because it's sort of technological and particularly it's agentic.
Interesting. And how are you leveraging agents nowadays in the company to make investment decisions, to raise capital, to manage projects? Like, tell me about your stack nowadays. Must be pretty crazy.
Yeah, I mean, I have over 400 agents myself, so I'm a little bit of an anomaly. But generally speaking, as a business, so for instance, with our HelloMinds platform, it is in less than 60 seconds you can spin up your own AI agent. And if you look at our terms of service, you can also see that essentially you have an ownership of the agent in the sense that you have the right to essentially sort of the data as opposed to what we see with Muse, which is of course Meta's or Facebook's agent where you don't own anything, right? And that becomes, I think, much more important sort of going forward. But in terms of the stack, I mean, so first of all, we think of AI agents effectively almost like coworkers. And we also believe that the future of jobs belongs to the people who can manage many agents. We don't believe that there's going to be one master agent that does everything. And it's not to say that a master orchestrator doesn't work in many occasions. It's to say that if you're an organization, you do need areas of specialization for context management. So one of them is technical, right? So you've got the context world. I mean, I don't know how many people probably on your show or yourself, you probably use Claude or ChatGPT or Gemini, but notice that when you talk to them a lot about a topic, it basically always reverts back to it even though you didn't ask for it because of the memory, right? So in my particular case, you know, I've— it's difficult for me, for some of my tools to go beyond investments in crypto because I talked so much about it that if I talked about something personal or something else, it might try to find the financial angle into it even though I didn't ask for it. Because its memory essentially thinks that it must be related to that because it's got that. And so you see that what people have done is they've basically launched different tools. Like I say, okay, I use ChatGPT this way, I use Claude that way, and I use Gemini that way. They've essentially created their own multi-agent framework. And at Minds, you basically literally can just do that over email and basically launch multiple agents, and they communicate over email or Telegram or WhatsApp or Line or Kakao, essentially like, like a coworker, right? So we've built a platform that makes it possible for anyone to launch an agent that serves you. Maybe the one thing I would also add is that the real thing that you want from an agent is not to— everyone's excited about the fact that the agents can book a restaurant and that they can arrange your travel bookings. I mean, that's neat, but honestly, if that's what we use AI agents for, that's pretty boring. Because the incremental benefit of an AI agent being able to book a ticket versus a human, is, you know, not substantial, shall we say, right? It gives you a leverage of 10 or 20%, maybe 30% efficiency. It doesn't give you leverage of like 1,000 or 10,000% efficiency, right? To us, the much more exciting thing about AI agents is not for it to do things better that you already do. That's nice, that's incremental. It's for it to be able to do things that you never were able to do and open up these entirely new capabilities, right? So, you know, why do I have 400 agents? Because every time I see something new and exciting, I basically create an agent on the fly and have him do it. For instance, I'm like, oh my goodness, I'm interested in my genealogy of my family history. I actually don't know anything about it. I launch an agent, that's it, his task. He goes out there and figures it out, asks me questions. It's like literally hiring someone who does a job, but he does it and it costs you almost nothing. Or there's an exciting GitHub that talks about some new capability. Normally I would have to download it and, or like I'd have to basically fork it or something and I'd build it in my tools and figure it out. Here I just send the agent to it and say, hey, take a look, see what you can make out of it. Here's my ideas. They'll come back to you and tell you what they can and cannot do and how you integrate that. Every time there's a new idea of which there's a lot of them that come out, I can test it with a new agent or I can test it with an existing agent. Essentially, you could be as busy or as productive as you want. Because agents will basically always keep you occupied. That's one type. I think the opportunity spectrum therefore is you want to be able to look at this wider range of opportunities and the more knowledge you have and more interest you have, the more you can leverage essentially these AI agents. That's basically how I think of people when they build a stack. It's no longer good enough to be specialized in one task. That's helpful for you, of course, driving certain things, but you also need general knowledge. You need to understand more things. So you— because, because you can, you know, the value for you as a human is making connections and connecting the dots, um, because the execution side, the agent can do way, way better than you ever could.
What's next for you this year? What's your priority as the, the CEO of the company?
Well, the biggest priority for us is basically pushing HelloMinds. And of course, the other thing is, is that, you know, we do have a joint venture with a stablecoin in Hong Kong. And we also launched Nuva in partnership with essentially a Figure entity, basically for RWAs. And one of the exciting things is that an example that you could do in DeFi is you can have hourly yield, you know, on things like sort of, you know, prime mortgages, right? And that's something you can't do in traditional bank where you have to have a fixed deposit. Whereas here you can basically do it on a variable basis and withdraw every hour. Right? That's sort of, you know, on the RWA side. But really, you know, we are the 3rd largest personal agent on OpenRouter today, just behind Hermes and OpenClaw. And we believe that, you know, we could be one of the biggest agents. We also the only one for Asia. So I'm heavily focused on that. You know, we are sort of, you know, currently sort of consuming some upwards of like 70, sometimes 80 billion tokens a day. So again, not the biggest, but sort of fast rising. And I think it's really critical for us that most people have a way in which they can use AI agents that they own, that sort of they own, so that they can take advantage of the benefits that they can create. Because let's say our fear that we have is that sometime in the sort of near to mid-future, the people who can leverage AI agents and the people who don't even know about them or can actually use them are going to be a huge sort of knowledge gap. It's kind of like having someone who doesn't use AI and someone who does use AI, and then they go into sort of a meeting and they sort of talk about sort of whatever it is they talk about, clearly the person who uses AI tools has an advantage against some person who does not, right? And sort of agentic AI is that thing as well. But the difference is that personal AI agents can help every individual, right? And we feel like that's really important to put it into people's hands that way. And that's sort of an important mission. And of course, a chance to become a global leader in this as well because we've been so early. I mean, we launched our personal agent platform in February of this year.
Are you still recruiting new humans in this agentic age or have you downscaled that?
So I think the right— so the way that a lot of people sort of corporate speak would be right-size as it were. However, I think the correct framing isn't to say that you're downsizing or right-sizing. It's basically just bringing the people who can handle this new future, right? So I liken it a little bit like back in the day when you're sort of at the Industrial Revolution and you had basically people do sort of, and people were delivering things by horse. And then you had the train or you had the car and you said, wait, hold a second, that's more reliable and that's faster. I'm just gonna use that, right? And so you might hire a driver, but you no longer needed horsemen, for instance, right? And I think that's kind of the situation where we're at. I am not a believer that AI is going to take away the sort of net number of jobs, but what it will do is change the jobs, right? So certain jobs are not needed anymore, but that means that other jobs will be absolutely more needed than ever before. And we see this in history as well. Like, a lot of people said this about, you know, basically sort of, you know, scanning technology, about the computer, about the internet. I mean, perfect example, you know, um, you know, on the social media lens You know, when, when YouTube and Instagram and those guys all came out and said, hey, you know, it's easy to make a photo and sort of, you know, share your photos, or it's easy to make a video, or it's easy to make my new content, right? Everyone was saying, oh my goodness, Hollywood's gonna die, this is pretty bad, you know, photography is gonna die, nobody's gonna basically buy photos anymore, right? Because, you know, um, everyone will be a photographer and it's gonna be a lot of slop. It wasn't AI slop, but it was human slop, so to speak, because everyone can now take a photo on Instagram But it turned out that because of that, photography has never been bigger, right? More people are not just taking photos but appreciate good photos. And now some of the most expensive photos in the world are worth millions of dollars more than they would have been if the photo industry was small, right? And we see the same with AI. AI is going to create a lot more growth and abundance in all the industries, but the shape will change, but the opportunity will, will rise, right? And so that requires humans to be adaptable, but we are not worried about a sort of net number of jobs being reduced. So in our case, it's the same, right? Which is to say that we have to basically sort of optimize. And if there's some people who are not ready for an agentic future or are unable to leverage them, then it's going to be difficult to keep them versus someone who does know how to do that. And so we're actually recruiting and hiring people who do know how to use agents or who know how to sort of deal with these new systems. or are flexible and adaptable. So it's not that we have stopped hiring, it's just, you know, hiring for the right people, that's always a challenge.
Right. Um, where do you hire from also? Is it mostly Asia or do you hire all around the world? It's global. It's global.
Yeah, it's global, right? Um, you know, I think, uh, at this point, you know, we have hundreds of employees. I think like close to like, let's call it roughly 300 employees, give or take, right? Um, and, uh, but, you know, for instance, an example with the Mines team, which is the sort of, um, AI team that's launching the Minds platform, there's probably less than sort of 12 or 13 people on that team, right? And that's something, you know, because they're leveraging agents much more, right? And so we expect that kind of leverage to happen over time with different organizations, you know, within the group. And I think the way I like to think about this is it isn't necessarily just sort of saying you do less, you actually can do more, right? Because, you know, if you have, people who can leverage agents, then it's almost like you hired that one person. However, he gives you the workforce of another 10 or 20, right? Which is some sort of a leveraging that didn't exist before AI agents came of age, and people are now really beginning to understand this.
At what stage of your life are you right now? Like, you've made lots of money, obviously. You're board at Dalton Foundation. Also, you're a member of task force promoting Web3 in Hong Kong SAR government, right? So what does a day in your life look like? What stage of your life are you into?
Well, I mean, so in my particular case, I have 3 kids. 2 of them I've already sort of basically empty nested. One of them is about to. So they're well along on their journey. Happily married, same wife. In fact, very, very, very important part of my life. And very happy and satisfied on that front. And on the business side, having a great time and being in, I think, in a privileged position to be able to sort of make impact and drive these type of changes, right? So to me, I think that's the secret of feeling energized and having a purpose. I think, of course, I do things to reasonably try to sort of keep fit. You know, I exercise. And, but I think to me, I don't exercise for the sake of exercise. I exercise because I want to be sort of, you know, reasonably strong and healthy and fit, because I certainly hope that I'm going to live for a long life, not because I fear death, but because I feel like I can contribute a lot to society and keep contributing and growing and doing stuff, which is something that, you know, I feel like I can do. So that to me is, so the day in the life for me, of course, means that I have to, of course, deal with people. But one change, I do have hundreds of agents that are messaging me every day. And so I do have to respond to them as well. Sometimes I joke that I sometimes have to respond to more agents than humans on occasions, because the agents are also communicating on my behalf in some case, which is kind of funny. But generally speaking, I would say, there's always gonna be crap coming at you. But if you have fun, broadly speaking, in what you do, if you enjoy, then it's not a core, right? You'll figure it out. There is a routine, but I feel like certainly my motto is that sometimes you have to be flexible on the changes. Maybe you can't go to the gym that day because of something, or maybe you can't sort of do what you wanted to do. That's okay. You'll figure something else what to do. The paths are never always fixed, right? So the word routine to me, feels a little dangerous, not because it's not good to have a routine, but if you sort of plan your life with a sort of setup, if you will, and then you sort of are maybe sometimes even dogmatic about it, then you're maybe not making yourself as adaptable as you can be for a world that is going to change ever faster, even more so since the last time we spoke on your podcast.
Yat, thanks for being on today. Where can people find out more about you?
Yeah, I mean, you can find me mostly on X. My handle is @ysau, but I also have a Medium blog, and I occasionally write also on LinkedIn, which you can easily find me. My name, Yat Siu, is not that common, although there's a lot of fakes out there, but you'll easily find the right one.
There you go. That was Yat and Charles for another Founder Wisdom
