Lunch & Learn - Session 3

And I'm live. Okay, well, I'll wait for Candice to get here. And welcome to lunch and learn. Today we're going to be Talking about the six Cs of result focused storytelling. And the interesting part of that was I had an opportunity to help my wife, who is doing a doctoral study, and she is engaging partners in that doctoral study. And it's an interesting doctoral study about caffeine effects on golfers and specifically on female golfers. And so she has all this data and information relative to that. And in meeting with the golf course, she asked for some input. And as I was thinking through it, I started going through our model that was the. As many of you have that have been around me for a while. No, it's bad guy, good guy, happy ending, call to action, credibility. And me too. And just briefly, what that is, is it's the hero's journey. So the hero's journey is about how do you best tell a story. It's been around since the time of the Odyssey and Odysseus, and we've framed that as the model that have also affectionately called the Betty Crocker model of being able to do capital raising. So the great thing about it is it gave me an opportunity to come up with some language that fits within our six keys of capital. And for those of you that have been following us, the six keys of capital, which both work for the founder side and the founder investor side. So we have found that many times what's driving the economy where the VCs get the credit, but it's really the former founders that have had an exit and take that income and put that income into a new founder. So the six keys of capital are clarity, alignment, structure, stewardship, velocity, and legacy. And we'll be going over those over the next few months here. And of course, we're doing those up in our Lake Tahoe event. But so what I was able to do was take along those lines and within brainstorming. Of course, brainstorming means putting it through AI and say, no, that's not it. And getting a better prompt. If you don't know what a meta prompt is, check out Prime AI and sign up for some of their classes. So it was finding the better words that would be memorable. And so the first one was instead of saying bad guy, which today in this world is not necessarily the best thing to do, it's. And we didn't really like problem. So challenge has been a word that we've been using a long time. Well, hi there. And speaking of Challenges. Not my daughter as a challenge, but challenges.

And an intro.

I know, I know. I love that. Well, hi. Hello. And Jackie's off taking a holiday. Right. Where is Jackie today? She's off doing something.

She's. She's out in no cell reception, which we're really excited for her.

Good, good, good. Yeah. As we're getting ready for our event coming up, everybody's trying to take. I'm going to be taking holiday next week in Sedona, so. And I think you just took holiday in Iceland.

Yeah.

Right. So as founders, it's super important to make sure that you take that downtime and actually step away. And for many of us, we have to step away to where we can't have any connection.

Yeah.

So, Candice, I don't know if you were. If you were able to hear as we were starting this, because I think you were stuck in the attendee location, but I was.

I was. I was on and listening.

Oh, cool. Okay. Well, so I was talking about, you know, helping Riva write this letter to the golf course because she has a problem she wants to solve and she needs to find the relatable problem with the golf course. So it was using this formulaic model it we've had, which is bad guy, good guy, happy ending. And now it's actually led us to be able to write this in, which is challenge, champion, change, credibility, call to action, and connection. And so we're really happy with how the words have kind of changed it. And obviously the words don't really matter. It's the basis of the story. So why I'm saying this about what Reva needed to locate was she wants to get access to this golf course and to the players on that golf course and to be able to have them be a, you know, a champion, truly, for this program that they're going to be doing. And so when I started writing it, I said, okay, so what problem are they all trying to solve? And the. The head golf pros, female and just a wonderful person. And so the. What we started with was this kind of opening. Women remain one of the least studied groups in sports performance. Although participation in golf continues to rise, research on how women train, fuel, and compete has lagged. Most existing studies on caffeine and golf performance have involved male participants with women either underrepresented or not studied separately, leaving a significant gap in understanding and opportunity. That was the bad guy or the problem statement, or now what we're calling the challenge statement. And so what we're talking about today is how do we Frame. And when else does this work in the scenarios? So we use the Avengers. I think Candace, a lot of times we'll talk about that. You know, almost all event Avengers, maybe not Captain America, but most of the Avengers are mess ups until there's a problem to solve. Right. And so what problems and how do you articulate that on the other side?

So just like most, most successful people we know they're just kind of causing problems till there's a bigger problem for them to channel their energy into.

Well, we've said that a lot of times. You don't get credit for putting out the fire if you're the one who starts the fire.

I'm teasing. I'm teasing. No, I think, I think that's a really great point. But I think in this kind of we start with challenge and we start with that being a really key point when we're talking to two founders. I think a lot of times people lead with their solution.

When they're telling us what they're doing.

Not only do they lead with a solution, they go on and on and on about the solution, thinking that if you just understand the solution, you will automatically want to be involved. Whether it's again as a joining the team, it's investing in the company, it's becoming a customer and it's over and over and over again about the solution.

Yeah, and we actually had a unique one the other day.

We had one last week. The person did one of the better jobs of leading with a challenge that was, got a very relatable challenge and a, I think kind of got a visceral reaction out of.

Was it cancer? I think it was, I'm not sure. Yeah. Okay. Yeah.

Yes. I don't know if you want really.

Articulated it well, I think told it.

In, in story format, which I think is always a better way to go. So for, for our founders on the call today, I think anytime you can start a conversation, we listen to a lot of pitches that's we a lot of pitches.

Anytime somebody starts off with a bit of a storytelling element to it that is relatable or gets some reaction. And this one got a pretty good reaction out of all of us, which is unique.

And they're solving a very specific challenge.

But they were able to articulate their this, their kind of why and it got down to like what even, what was the catalyst for them to even kind of start this process of developing their product. And, and that's a really rare thing. So I, I'd hope that if anybody on this call today can Take one thing away is the start with starting with challenge. And it's not just telling them what the challenge is. It's getting people to recognize, understand, and say, oh, yeah, I see that too. I can relate to that.

Well, part of this is that we all have one primary limited resource. Most of the time, founders think that primary resource is money, but it's actually time. Right. So the reason we start with the challenge is because if. And if you articulate it correctly, you're either going to attract or repel the people. So meaning. And by repel doesn't mean they're turned off and go like, oh, no, no, I don't want to know. It's either that they've recognized that that's a problem that they want to solve or be a part of solving. So let's just go down. From the employment standpoint, if you're solving a problem and you want to find committed team members.

The best way to find the committed team members is to get them involved in the problem that you're going to solve and that they're going to be participating in solving that. So an old story about the Empire State Building was a gentleman is talking to the various people, and, you know, it's like, oh, I'm an iron worker. I'm putting the beams in here. And another person was doing such and such and such. And they get to a person who is laying bricks, and that's kind of one of those really mundane jobs sometimes. And they asked, what are you doing? He goes, I'm building the tallest building in the world.

Right. And so he was engaged in it. And maybe that's a false story and it didn't really happen, but it does go to that when you have team members that are committed. Well, it's the same thing when you have customers that are committed because they understand that the problem that you're solving. And what problem does Starbucks solve? Solve several of them for people. I mean, sometimes it's just, I need my caffeine fix. Right. But you can get your caffeine other ways.

Well, they really started about being a third space.

That was started.

Do you remember back to that experience?

Yeah. It was.

It took a commodity. They took a commodity and they took this space and then they made it into an experience. Right. So that. Then that became the third space, which I think became really the value about that. So articulating that problem and then being able to bring the champion, the hero of the story in there. So one of the questions that we had from our audience was, what's the most important, they're all important in the sequencing. But the very first one is absolutely a sequence. So it's like doing a Rubik's Cube, which we use as an example quite often. If you don't start off those first turns the right way, it's going to take you a lot longer to get there. So if you start off with the solution of what you do, which is even how as humans, we oftentimes go with the group, right. I mean, Candace, what do you do for a living?

And instead of saying, you know.

Now.

That'S probably true too at any given time in our life. But you know, instead of starting off and saying, you know, gosh, we are the founder's advocate, well, that's a solution, right? So I even find myself in this position, right. So it's like, have you ever come across a founder who is the sole person in their brain at 2am Even though they're surrounded by everybody from attorneys to accountants to their spouse to the C level team, whatever that is, they're surrounded with people, yet they're still isolated and making their decisions and carrying all the weight on their shoulders. As a founder's advocate, we're the ones that come and engage with them and help them see around the corners. Right. So the problem is one side, the solution is what we do. And then we go into with helping over 500 founders and over $3 billion in capital. That's credibility. Right. We have the experience and the foresight with a number of MBAs and lawyers and entrepreneurs that are part of our team that help build, build that into there. By the way, we're having an event at the end of, of October if you'd like to come and engage with us. It's both for founders and founder engaged investors. Is that something that might be of interest to you?

So, oh, Angela's sharing her screen sharing.

I don't know what she's sharing, but there you go.

Oh, well, she.

I love it.

That's funny. Yeah. I mean, and you bring up a great point because the challenge being, Angela, there you go.

The.

The challenge being.

I think we can pin it even more and maybe some of our people today can relate. The isolation, Founders isolation paradox is one of the, one of the challenges that I think we lead with, you know, in, in our own storytelling of what it is that we do. So those who maybe don't know us.

That'S the challenge that we, that we solve is the Founders isolation paradox. And that has taken us time to, you know, figure out.

How to put a Name to it, how to put that feeling to it. There's not a day that goes by that I don't talk to a founder. We, we just ended a call 20 minutes ago with a founder and we jump on the line and because we know this founder really well, he started off with where he's at in his founder's isolation. He and I are just chatting for a few minutes beforehand. And so.

You know, he's right into.

Who needs counseling and why we need counseling and what kind of counseling needs to be done.

We're talking right into it. That founder mental health care is the like number one issue he's worried about right now because so founders isolation paradox is the challenge. And I say this, and I want to be clear about this because it took us a while to get to our challenge. We used to solve a very different problem and now what we do as the founder's office is we're really, we are first challenge we kind of address is the founders isolation paradox. I think a lot of people think that the, the challenge that we would address and it is, part of it is, is the capital.

And I think that's the, I think if we were to go to one of the other questions.

You know, what are the, what are the Cs, which one of the Cs is hardest to get right? And I think challenge is one of the hardest ones to get right. Even when we're working with founders on figuring out what their challenge is and what they solve, a lot of times their gut reaction, whatever you're currently thinking right now is the challenge you solve, it's probably not the one you're going to kind of end on in your story because we got to dig a little bit deeper. What is it that you, that you solve? What is the why? What made you jump into this in the first place?

It is absolutely. So when we first originally, when Bill Fisher and I originally put together the six secrets of raising early stage capital, and that was again going back to a Cal request, our former boss at Wells Fargo. And it really, every single founder that wanted to come to our events asked, are there going to be investors in the room?

And we said, well yes, there's always investors in the room because we invest in a lot of early stage startups. So that's it. But until your story is correct, you won't attract the right type of investors. You may attract an investor or multiple investors, but remember that alignment of capital is really the second part of those six keys of capital because you can have the wrong capital and so the critical part of this is the storytelling and attracting both the team members and the customers and especially the capital that align with that problem that you're solving. So it sounds super easy and it sounds something like you'd be able to run through chat and you get it, it sounds great, but it's not probably there. You really have to work at that. Once you have that, you intuitively know that you're the champion of the story, right? This is a great thing. We all get to be the heroes. Here's the second part of that though, is that in being the heroes, it takes a whole team. Because if it's just the founder and it's all about I, I, I, that's usually one of the things that turns us off is instead of it's a we scenario, these are the people, this is who I've got involved in my team and as a key underwriting piece for us is who have you gotten on your team and who have you been able to retain on that team and who's sitting on the sidelines that once you raise that capital, it's going to come in there. So by the way, in helping Revo with that story, again, it was like, this is who I've recruited to help me get this scenario going next. And it's these professional and the university and the other parts in there because it adds credibility to the hero of the story, right? So that's the champion. And then the change is, you know, for my friend Lee Brower, I love this is. It's a. So what? So that.

So that again, if you're recruiting team members and you get them to see the challenge and then you get them to see the champion, they need to know what it means to actually solve that problem, you know, so that at the end of the day, you leave energized, you're going to be tired, you're going to be frustrated, you're going to be all these things. But then when we have a big exit that's going to allow you to provide for your family for the, you know, eternity, or, or when we solve this, we solve cancer, or when we solve this, we help founders have in our case, advocacy so that they have a place to go and a community to resolve that in there and so that they feel better and they're regenerated to be able to do the next deal, right, to solve the next big problems.

I think that's really important and we're talking high level on these seas right now.

I think something that's really critical about Understanding why these are important to understand. This isn't just part of your storytelling. This isn't just part of how you're attracting the right capital. This flows all the way down to how you're structuring your investment, which is a lot of times people come to us and they just kind of want us to help them with some structural things or repositioning of assets or. Well, I, I got that. I got, I got that. I just need your help with the pitch. And when we dig in and I think we've got a couple. I looked, we've got a few clients on the line. I think I don't want to put any of them on the spot, but I would imagine some of them are sitting here going like, yeah, I came to you for this. And then when you looked over here, we weren't aligned. And so then what we're able to do is once we're able to kind of really understand these key points and we can understand what's important to you, we then can understand how to structure the deal so that it is.

It is going the way you envisioned it going. You are preserving what is important to you. You are being able. You. You are in a position to raise the capital you need, build the business that you want, and retain your assets without, you know, jeopardizing your, your, your personal assets or putting yourself at too much personal liability, giving up too much of your equity, whatever those things are. Also, if we understand what the, like you just talked about, kind of the exit long game strategy is, that's really critical to the overall structure. So these Cs are important to the storytelling, but they're really critical to the overall longevity of the capital raise and of the overall business path.

Well, I mean, you hit on a really, I think, important part of the overall framework. So the framework that we're talking about today is the framework of the storytelling, which is really only the first part of our six Cs of capital, which is clarity. Right? So if you're really clear on the story, you, you do have that clarity, but the alignment and the structure come out of that storytelling because you. To where we've talked about with the data rooms. Data rooms generally won't win you an investor, but they certainly can lose you an investor because it shows the misalignment in the story of what you say, right? And this came from us, from a learning lesson of one time. We're like, oh, these guys just, you know, it's fine. We'll help them get their data room. Right? And it was just an absolute mess. And for us, that should have been a really big red flag. And it is going forward because it's now I'd rather have you have fewer things in the data room and have the data room be very accurate and matching to the story because that's the credibility within that scenario than having it misaligned. Or we're seeing the whole pathway of what you've been through. It's okay for that, but let's get back to the story. So challenge, champion, change, which was, you know, if you think about it, it's a bad guy, good guy, happy ending. The happy ending is what's it mean to them? Well, investors for the most part, not all, but most part have one primary happy ending. They want an exit, they want to be able to draw their cash out. They want to know that they were a part of it, whatever that is. That's how the story gets articulated to them. That attracts them into there. Right. And then the credibility starts in back as we were talking about, it's not the credibility of the founder because if the founder goes away, then the whole idea falls apart. It can't just be founder based. It's got to have the founder is a key, intricate part of that. But it's then into the team and it's into who else says this. So, meaning, can you get a Wall Street Journal article, can you get a Harvard white paper? Is there something that's already shown that this is working over in Europe or in Texas and you're doing this in California or whatever it is type scenario? It's the proof within that credibility. And then the one that I find a lot of people aren't very good at is the ask, the call to action. What's the next step? And the next step isn't always.

Write a check. Now, Candice, I know you have raised hundreds of millions of dollars, right. And there are times that you will have had conversations with people and they write a check before they ever even get any details. Like you come walking in, you're like, I don't know what to do. It's a million dollar check.

I don't love those.

Right.

Those always are concerning.

It's like, no, no, no. We still have to get the structure and everything.

That's a great example of wrong money, actually.

Yeah, well, yeah, sometimes it's also there's some people that have, have, you know, they just know. Well, I guess this is one of those things we have in the past and very specifically said, just because we're investing does not mean you should invest. Right. And that actually was in our documents because that every time cannot be your qualifier that we did it. Okay. It's the qualifier for you to do your own due diligence and that should be the same for everybody else. If your best friends invested, doesn't mean you should be invested because it doesn't mean it's the right parameters. And if you know, if they put and never should you put all your money into an investment. But if they did, that does not mean you do right scenario. You need to do your own in there.

If your friends jump off a bridge. Don't, don't follow. We have to have the same conversation.

This is a just as dad moment. Right. And the last one is that connection. And I think somebody said in here I saw a question that was about the. I think it was there.

Yeah, sorry. And, and by the way, if anybody wants to submit, we've got a few questions coming in. But if as there's questions, I've got got four over here in this one. But then it looks like there's also a Q and A. Oh, there's a few more in the Q and A. So let's.

Well, let me get this one. The connection is why is connection such an important final step? Well, connection is not just the final step, it is the beginning of the next step and it's a forever step. So we've been talking about raising capital is not just this one time event. If life goes as it goes, even if you are wildly successful and become a billionaire and you could always fund your next investment, why you don't is because that capital actually becomes a part of the overall team and structure and such. So the connection is about tying them to that problem you solve. When you have good connection and alignment, when things go wrong, they're still on your team. Right? So for the people that have read the book good to great, Candice, you've heard me tell this for probably now, I don't know, 30 plus years, probably much of your life. How do I tell the story of good to great even though there's lots of things in there. Do you remember that now? I put her totally on the spot.

Put me on the spot. Wow.

It's about the. We could go as a family, we could go to Disneyland. Happiest place on earth. Right? And at the time, at some of the times it was like we're struggling. So going to Disneyland was a big deal. And if one of your siblings, because of course it was never you, was having a bad day, we would have A miserable day. Right. Certain. Certain people could make it a miserable day for any one of us. Right. Even though we're in the happiest place on earth on the opposite side, we could be doing just absolutely almost nothing chores out in the yard, working on the fort, doing something along the line. But if everybody's having fun and even though we're having challeng but people are getting along and there's the connection within there, it's a great time. And those become a lot of your memories that you share back with me and things. It's the same way with our. With you guys got stuck on a chairlift for. Was it twice this year you got stuck on chairlift or once.

I got stuck twice, but the one time was. Was pushing an hour and a half.

And you were with friends.

I was with my two best friends. I had a fanny pack full of snacks and girl scout cookies and we had just gone to the bathroom. It was like optimal conditions for getting stuck on a chairlift.

But it was also who you were with. Nobody.

I was with my best friends.

You guys are having a conversation with the. With the safety patrol that's talking about getting you guys down and all the different things, right? Yeah, that's the part about connection and that's why it is the last one on there of that scenario. But connection doesn't just happen.

Right. So I was talking with the youngest in the family, we just got back from Notre Dame and I and I said these are, you know, let's go through who you're going to write thank you cards to. And there's one particular person, it's like, do you think a thank you card's appropriate or do you think a two or three page letter because this person spent a lot of time with us at Notre Dame on the tour. Right. So do you think a two or three page letter going through all the various points, parts that really were meaningful in what you're thinking about might add value to that connection for them. And so that's why it's not just a rote. Yep. Send out a text thank you. Or the assistant is always sending out or whatever it is. It's a key part. So let's go back through these just real quick. So the six Cs of resort. And I got to tell you, everyone, I am in the creation stage of taking these through and moving from bad guy, good guy, happy ending, credibility call to action. And me too. So if I intersperse those words, it's because we've become more timely into this now, as I'm told, 21st century language is challenge, champion change, credibility, call to action and connection. Those are the six Cs. Right?

We got a couple questions. My apologies, guys. I didn't see that. I saw two different buttons here and I was looking in the wrong spot. So I got a couple more for you. Okay. How do you keep your story from sounding like a sales pitch?

Well, I guess the first place to start is what is sales and what is persuasion and what is trying to talk somebody into something that isn't right for them. So Candice, do you have to convince my granddaughters once in a while to brush their teeth.

Twice a day?

So a good parent, a good.

They then try to convince me that they did. So it's a battle of salespeople.

So it is at any given time you're trying to persuade someone to do something that's in their best interest. Well, then that's what it is. Right? So as long as we don't think that sales is a bad thing, which a lot of people do. So let's just say let's, let's get that off the table. Having it be a good sales pitch is almost good marketing, which is again, you're going to be trying to attract the right people and understand that you'll repel, not in a negative way, just they're not interested. So you don't keep going, don't think you can talk them into it. That's not it. It's why I say get the problem down that fast. And then if you listen to them and you find a problem that you can solve, then figure out how to solve that problem for them and it engages them in there and back to the connection. So I don't know if that answers it, but it really is, it's a, it's also a listening more than a talking.

Yeah, I, I think that.

One. This goes back to right capital. If it's feeling like you're hard selling somebody, it's probably not the right capital in my opinion. I think a lot of pitches, yeah, I think a lot of pitches can sound salesy and, and again, I've been pitched a lot. I have been pitched products that shouldn't exist and so so many some I probably could never even articulate very well because they're awful. But if you can start with the challenge and I keep going. We've had some great calls in the last couple weeks and of course we move so quick. So I've had so many great pitches, but of course I'm going to Remember just the last couple good ones that have been pitched in the last couple weeks.

There have been a few that were so distinct because they. They. I could understand. Understand what they were doing right away. Not their solution. I understand what their drive was to go figure this out. That's what I related to most. And so it didn't feel salesy because I was already like, oh, yeah, I can. I. Wow. I never. I. That's brilliant. I'm thrilled somebody out there exists who has the solution to this. And. And we're talking things from cancer to somebody has a product that is helping with DIY.

Auto. Auto.

Yeah.

And both of those extremes I was able to go. That's. That's brilliant. I am thrilled that somebody is addressing this. This is great. Like, how cool of a solution. And those. Because I understood what the challenge was first. So it didn't feel salesy.

That's good. So we got. One of the questions here, too, is an actual slide in the deck that tells the story of a challenge you're solving.

It's great. That possibly goes into the credibility side. Let me tell you about. So first, tell me about the problem.

We have a mountain. And I say that because I serve as the president of a nonprofit where we teach youth and adults and physical disabilities how to ski and snowboard and slide around on the snow. Not really all that important in life, but super important to me. For those of you that know, we also do it during the summer with cycling and the energy that we see. The problem that we solve for some of these is with our adaptive group is when the family has had a change to where someone is an adaptive person. Now the whole family's come off the snow. And so part of the problem we solve there is getting the whole family back on the snow, which. That doesn't even sound the problem. It's the problem of being able to get them back to doing something that they love that was removed from them. And that it's. We're able to do that. And here's the solution. This is how we do it, and this is what it means. And this is the file. And you get to see this one young man's face, Jimmy. Right as we're doing it. And it just always makes me tear up. But that's the scenario. So I think in answer to that question, of course, it's great to show the happy ending of what it means when you solve that problem. It's. It's great. And the more emotional you can get that we have people that are like, I'm in when they see that and we have other people that say that's interesting but they don't do anything.

Yeah, it's not there. It's not, they're not the right fit. But you did a great job I think in that 30 second sprint of showing what that challenge process is. And it's more than 30 seconds. I'm gonna, I'm gonna say that right here because if you were to just kind of take the adaptive program, you would be like, well, it's, it's getting, it's, it's making, it's making seeing accessible.

And, and sure, but we've, we've scratched the surface of challenge. That's where getting the deeper piece and getting that emotional aspect to it and, and, and recognizing the challenge spreads a little bit further. Looking at the rippling effect, looking at how you solve some of those pieces and that's the real deep work of the challenge. So it's the question. I, I think it's always great to have room in your deck and there should be room in your deck to address the challenge. It's hard to get that visceral reaction, that emotional connection through just a deck. And that's why connection and really engaging with, with your investors is going to be the key piece.

So I, and let's go to that. So if you don't know it, for those people that are joining us here on both the, the founder investor side and the founder side on our website, there is a button you can push and upload your deck and it will give you feedback. Within 24 hours, one of our team members will, will reach out to you and so you can load that deck and get a green, yellow, red in the various areas that we count as value within those scenarios. So founders-office.com and you can load the deck. Why does it work for founder investors? Investors that are looking at investing in founders? Because we're not going to give you investor advice. So I just want to be real clear, not the financial advisors. That's not it. We're not going to tell you whether we'd invest or not invest, but we will tell you the areas that are keys that you may want to look for that aren't there in that piece. And, and it's not unusual that that founders don't have all of it. The other part of that is it's really easy to keep throwing things into your deck, thinking it'll become more, more interesting and in many cases it takes away from it.

Yeah.

Most investors that I've come across in My life and I am one. We are beyond adhd, beyond adhd. So we are listening. So you've got to be able to capture the attention that fast and you've got to be able to retain the.

The, the that does that pitch that we sat through that one day, we were like trapped in the room and it was just a bunch of screenshots of Excel sheets. Still haunt you? Because it still haunts me. And I say that because.

Wait, no, you're not, you're not understanding it. Let me get through this a little bit more. And it reminds me of Jim Rohn when he had this. Yeah. He had the sales. He's like, okay, so we're going to teach sales. So could you imagine if you went in to buy a car and the, and I don't even know that they use ball bearings in the front of the cars anymore, but the salesperson is like, yeah, okay, well, let me take you to the back room. And they take out the manual that's that thick. And say we're going to start with the right front wheel and we're going to tell you about how the ball bearings help turn this, you know, and the brake systems work. And you'd be like, I don't need to know that. And neither do investors. Neither do they want to know that. Right. Maybe they do at some later point. But that's, that's again, capital alignment. Well, we're coming up at the, at the top of what we try and do these. We get them done in 40 minutes. We have a special for everybody here. We'll probably continue to do this. So it's one of our good friends, Gary Sanchez, who's going to be coming out to the Capital Summit. Capital Edge Summit is giving us a yos y os and it's the. If you have any doubts or you've. You've listened to Simon Sinek or any of the other things out there, use this QR code. It takes less than eight minutes. Don't think too long on it. You're going to get an assessment. This is a hundred and I think $140 offer that's for free. So you don't have to do anything. It's not selling you anything. It's going to give you that to talk about sales. It. Which I don't. I'm not opposed to selling anything. I'm just telling you this isn't, this isn't anything that there's a. Oh, it leads to something else. This will give you a very cool, detailed report. And once you get it. And you can reach back out to us. We can talk through some of these things or turn you over to the WHY Institute and have you go through these things. It's a great tool and it helps you find out your why, your what and your how. So just briefly, I'll tell you my why, which for anybody that knows me, really fits. My why is a better way. And that means no matter what you bring me, to my team's chagrin and my family's chagrin, whatever you bring me, I'm always going to find some opportunity for improvement with that. And my what is that I challenge, which again, goes back into my personality of I challenge the standards and the norms to try and find a better way. And eventually I get to.

The ease of solution. Right. So that's going to be. I simplify because it's like I want to get this simplified, then I want to get it off my plate. So those are the little things. Right? Candace is shaking it. She's like, yep, that's my dad.

Super fun.

I know not. And every one of these has a great thing, but it is. It is not always the best thing on all sides. So hopefully you'll find that of value. So try that. If you missed out the QR code, reach out to us. We'll do it. Founders office again later this month. We're up in Lake Tahoe. It's going to be a lot of fun. That Wednesday. We probably won't actually have a lunch and learn unless we're doing it live. I don't know what our thoughts are for that day because we're on Wednesday, you know. Yeah. So we'll work through that. But maybe we will do a live lunch and learn, so. All right, well, thanks for all the questions. Thank you all and have. And thank you to our team and thanks, Candice, for coming on after you got out of the waiting room.

I know I got locked out. Thanks for letting me in. Thanks for opening the door.

All right, take care. Thank you.