Powering the Fleets of the Future Now with Jake Fields

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And welcome back to the Tacos and Tech Podcast. I'm your host Neal Bloom and I am thrilled to be joined with Jake Fields, co founder and CTO of Platform Science. Hey Jake, welcome to the pod.

Hey, how are we doing, Neil?

Doing great. It's good to have you on.

Appreciate it. And I know it took us a little while to put this together.

Yeah, I'm excited. You want to give us a quick overview of what platform Science is and then we'll come back and dive deep into it.

Sure, yeah, definitely. Platform Science is a connected vehicle platform. So working with large enterprise fleets and also vehicle OEMs to implement what Was previously looked at as telematics, but is really how do you support the driver experience? How do you deal with back office reporting and ultimately connect all the sensors and things that need to come in from a modern enterprise connected vehicle management standpoint. So deals with efficiency of driver operations, it deals with safety, it deals with ultimately supporting a whole marketplace of applications. As there's more and more developers that have come to the space that are looking to contribute different discrete functionality to fleets, but previously didn't really have a great mode for distribution and ultimately how to penetrate these large mega fleets that are out there in the country operating from a day to day basis.

Oh, this is such a hot space. I'm excited to dive into it. And in San Diego, we've got quite the ecosystem around this as well too that I'm also excited to chat with you about. But let's, let's take it back first. You and I go back, I think to 2015. I think that's when we met. You were building up parts of Treeline Interactive, I believe. But I want to go even further back because you've got a long history of building companies, building tech. How did it all start for you? Where are you from? How'd you get into tech?

So, New York originally, and I've always been kind of in the tech nerd realm, Even early days back in high school and in college, just experimenting, creating different technologies and different business opportunities. Just, you know, ultimately I like to invent things and the medium for inventing things now is ultimately software, but software combined with hardware. So it's been exciting to be able to go through that journey. So I did New York, then I was down in school in Philly, worked for a couple shops there, migrated out west, ultimately to Tahoe and then eventually San Diego.

What actually pulled you to San Diego? Was it a job or is it just lifestyle?

So I was up in Tahoe, accidentally started up Treeline, and after a few years up there, it's a small town, decided it was time to move to a real city like San Diego. So it just made sense from a talent pool standpoint and being able to kind of move into a bigger market. Not that San Diego is huge by any means, but we all know it's near and dear to our hearts, especially in a lot of these new emerging technology. San Diego is really on the map. So that's been great. And then since then, now I'm in San Diego, I'm on the road, I'm in Florida, I'm all over the place. But San Diego has been home base over the past 10, 12 years or so.

So was Treeline your first company you started or you already had started a few more before it?

My first official company, I think I created a couple, you know, skate related companies in, in my teens that, you know, I didn't really have the knowledge or discipline to actually turn into real businesses. But, you know, my first real business was Treeline. Yeah. So I actually, I say accidentally started it up. I, you know, I had worked for a number of different entrepreneurs, you know, in the early days, my father was an entrepreneur and I had sworn that looked like it sucked and was really challenging and hard. And I was going to go work for a big company and just go ahead and have a great job and create great things. And accidentally I ended up getting recruited to build out some technology up in Tahoe for a couple ski resorts. And then I said, hey, did a couple projects, I made a couple bucks, let me go ahead and make a company from there. Ultimately caught the bug and continued on that trend.

Got it. And so from the beginning was Treeline building, merging software and hardware, always. Was that something you guys always started with?

Yeah. So Treeline started up building out different interactive experiences. Back in the day, that was Flash. Right. So Treeline was doing interactive when the web was static. And then people started moving into interactive and JavaScript and all that stuff. Then we moved into mobile. Kind of caught the bleeding edge side of that thing even before, you know, the iOS app store existed. But, you know, there was different ways to create applications. And then from there people started moving into mobile. So I'd say, okay, well, let's do connected devices. We did connected devices with mobile. People moved into that. We started doing actual hardware prototyping and integration and so on and so forth. So they've definitely maintained all those different disciplines. But, you know, it was always exciting to be able to work on those newest, latest and greatest technologies. And you know, as kind of a company mantra, we wanted to work with good people, we wanted to work in a great space and work on new and emerging technologies. So it kind of forced us into those types of projects which are always exciting and fun, you know, risky projects. Right. So new technology looks great and shiny, but at the same time there's a lot of, you know, rocks under the water. So, you know, we had to navigate those rocks over time. And ultimately we're successful in being able to do so and be able to grow out a really strong network of, you know, staff and customers.

And so you were developing technology for other companies in A sense, Right. It was a bit of an. Bit of an outsourced process. Is that kind of what was the process of how it was?

Yeah. So Treeline started as just kind of a software development shop, developing different technologies for customers. More often than not, we ended up working with entrepreneurs and helping to grow their businesses. So it wasn't long before we started developing out some of our own technologies within Treeline, saying, hey, why don't we put these things in the market? We can create reusable, scalable technologies and ultimately create businesses out of those. So, you know, some of those were more successful, some of those were less successful, but allowed us to kind of brush up on our own internal product chops and draw upon the common threads that we had seen from the different entrepreneurs in addition to the large Fortune 100 companies that had come through the Treeline kind of bucket.

Any fun projects that people may have seen and known that you can chat about?

Well, first platform that was developed inside Treeline was for ski resorts. So it was a platform called Trail Tap. It has white labeled applications for a range of different ski resorts. So Mammoth, Big Bear Summit, probably about 15 resorts over time that were on the platform that all wanted to have their own iOS and Android application. So that was fun. It was interesting. You know, the budget and the resort markets were always there to expand the technology as much as we would have liked to, but allowed us to internally learn a lot of different disciplines about, you know, location tracking, testing, how do you, you know, deal with urban or not urban canyoning, but real canyoning within a resort, fluctuations of different guests and signal congestion. And it was awesome because we get to develop something and then ski or ride and to go ahead and enjoy our technologies. Until I quickly realized that I couldn't necessarily enjoy snowboarding quite as much. When I had my glove off and a powder day trying to look at the location tracking and battery drain on an application, I said, damn, we got to get some more testers in here.

I love that.

So that was one example, I mean, I think another one that was interesting and was always fun was another platform event Pass Pro for event management, which was a big platform that X Games and ESPN uses. I think to this day we've dealt with all the athlete registration management, on site scoring, basically the orchestration of the event from broadcast to on site with all those different professional athletes. There's a combination of a web application and mobile technologies that all came together as well. So that one was always fun. Getting to go, you know, behind the scenes, you know, at the X Games, whether it's summer or winter, and seeing that technology scale and grow with them over time as well.

Oh, that's cool. Especially with the X Games. They were just in Vista two weeks ago, just before the Olympics, which is pretty cool to have that come back to home base here. Full circle.

Yeah, definitely. I think I went to the X Games forever ago back in San Diego when we hosted them a long, long time ago. And I was probably not developing software yet.

Yeah, when you can enjoy it a little bit more, probably did that lead to Avimesa with the IoT platform is that kind of was the next generation.

Build on the Avimesa side of things. So Avymesa is IoT sensor management company that spun out a treeline and that developed out of seeing a whole range of different kind of client and partner projects where someone had a discrete solution that they're trying to create, they're trying to monitor this type of sensor or this type of implementation. But everybody was always developing all the infrastructure that was necessary. So you spent 90% of your time developing the thing that wasn't actually the product that you were trying to deliver. So after going through some internal incubations, understanding how that could work, Abby Mesa was kind of born out of that whole realm of how do you make it easy to plug and play and deploy IoT type solutions? Which, you know, the first use case that really popped its head up from a real monetization standpoint was industrial IOT and you know, the opportunities for preventative maintenance and ultimately, you know, understanding what's happening within a manufacturing facility or a working yard or different locations that have equipment or different real world occurrences that need to be monitored to be able to optimize different operations. So that was where that all came from and continues to evolve over time.

That's pretty cool to have developed technologies in a sense on customer's dime, incubate the idea and spin it into full on products into other places. It's got to feel pretty fulfilling.

Yeah, I wouldn't say necessarily on the customer's dime. I'd say we had to go ahead and research and develop a lot of different things that I think a lot of these customers definitely didn't have the wherewithal or the budgets to really explore from a broader platform implementation. Right. Nowadays everything's called a platform. Right. If you have a webpage and it does things, it's a platform. But in the day there's different levels of abstraction, different things that you want to create. If you're going to create and deploy Reusable technologies that takes some foresight and extra development effort and cycles that often companies don't want to necessarily invest in as they're trying to execute on one specific pain point or one specific, specific need that they're trying to bring to market. So having seen some of those trends time and time again, it's like, okay, we shouldn't keep recreating the wheel. How do we create a wheel and then allow people to bolt on a chassis or a body on top of that?

Yeah, that's smart. And so these technologies that turn into companies, I'm guessing you in a sense, kind of lose talent that goes off to it, Right? You incubate the technology, but also the people who've been developing it and they go off into this next company and fulfill the mission of this new technology into a company. Is that true?

Yeah, you know, lots of different models there. Sometimes you're kind of coming in, dropping in as special forces for some entrepreneurs and trying to help build out some technology ultimately to transition it back into their own hands and their own organizations. Other times you're taking things like Abby Mesa, you're spinning them out and resourcing them both with internal people and then hiring out new folks. But it's a balance, you know, I think it's a combination of, you know, how do you efficiently operate and scale these businesses? How do you create a career path for strong talent that you've been able to work with over time? And ultimately, you know, what do these technologies need and require as they grow up and mature?

So does that. Platform science is also beginning to incubate it a little bit or what's the. Well, how did it come to fruition?

Yeah, platform science was similar, a little bit different. So throughout, you know, Treeline's, you know, growth, there's a lot of work that we kind of stumbled into that was either telematics or vehicle related. So we were doing a lot of work with, you know, Go Fast cab, which was 2B, and then Vettio. We're doing work with bulk loads now, which was a load board in transportation logistics, working with Blue sky, who was doing telematics and, you know, both aviation and vehicle tracking. So we saw a lot of common threads there. Worked with Schneider national as a big fleet. So we saw a lot of these different, quote, applications that people were creating. And like, wait a minute, all this really should live on top of a broader platform that makes us easier. So, you know, after having gone through a lot of those different efforts, we eventually said, hey, let's Go ahead and create something different that allows it easier for people to get to market and build out these technologies. So we started out, you know, with those disciplines within Treeline and ultimately, you know, formed a business and then staffed that business, you know, both combination of, you know, previous Treeline folks, new folks, and said, let's really go for this and let's raise some capital and let's make a go at it. Got it.

So who were the other co founders that kind of joined in, worked on this with you?

Yeah, so my co founder was Jack Kennedy. So, you know, he had a background in both the media business and a range of other, you know, tangential spaces that helped make sense to, you know, build a really large scalable business. And then, you know, a whole bunch of different team members that, you know, we'd worked with for a long time that really made sense of, hey, you could be part of this and be a really good value, add to creating a really strong business from both your technology and product skills. So it allowed us to kind of tee up based on known resources and people that we had that have worked together. So that kind of cut down on some of the learning curve versus going out there. Said, okay, now we got an idea on the whiteboard. How do we go find people that kind of jump started us a little bit. They were able to draw upon past experiences to be really efficient in terms of how we build things out and then really just, you know, raise capital and then scaling out, started scaling out the organization from there. But, you know, as, you know, all these things take a really long time. So you're like, oh, wait, this looks great. Well, you know, this will take a year or so and then we'll build it and then, you know, world domination. Right. But, you know, I think, you know, most great businesses take a pretty extended period of time to really grow and mature. And then you're always building them, right? Because you're building, you're maintaining, you're building, you're maintaining, and all that has to go while you're maintaining and supporting ongoing customers too. So definitely not for the faint of heart. Easy to underestimate any of these. But I think if you didn't underestimate the level of effort that went into any of these things, nobody would start any businesses, right? You'd be like, that's too hard. I'm not going to do it. So you got to start somewhere and then kind of build up from there over time for sure.

And you got to weigh how much to build versus how much the customer is ready for as well too. Right. By seeing the minimal viable, what little can you build to go see if someone will say, yeah, I'm interested. I gotta imagine that's a constant wait with you of just like, go build tech, but also wait, don't build, go listen to what the customer wants so that we know what to build. Take us through some of that in the beginning stages too.

Yeah, definitely. So, I mean, the nice part on the platform science side is we've been exposed to some of these similar types of customers already, so we had a little bit of it in our heads in terms of where it needed to go. We'd seen a lot of the pain points of things that they weren't able to do in the past and that they wanted to do in the future, ultimately knowing that the use cases would just continue to grow more and more over time. But that being said, as much as we knew it was really important early on, Just getting under the hoods of vehicles, working with maintenance folks, working with drivers, doing ride alongs, working with the back office to understand how they operate, because it's really easy to underestimate the amount of effort that they have. Darren, who's on the product side of things, he always loved to go into these organizations and just sit and watch how people work, because people can tell you what their problems are, but they're not necessarily articulating the full scope of what's happening or how to contextualize that. So what he always liked to do is look for a spreadsheet whenever someone was using a spreadsheet that was kind of the glue between two suboptimal experiences and say, why are you using that spreadsheet? Why doesn't the software do that? So that was one key area that he liked to kind of take a look at from a learning perspective. The other thing that was interesting and unique is even within these organizations, often we were able to get people from legal compliance, driver management, maintenance, all in one room, who typically weren't even in the same room within their own organizations. So they typically didn't get together to solve these problems. And then ultimately the voice of the driver and user studies and so on and so forth were able to allowed us to really, you know, experiment, test, figure out what's working and not working early on to throw those things away. And then it's just customer feedback. Right. Once you get that mvp, you know, it's never enough. There's always more that people want, which is, you know, good problem to have. But, you know, you got to staff against you got to continue to grow, and then as you diversify to more and more customers, that problem set only grows more and more. But, you know, you see the common trends, you figure out how to prioritize, and then ultimately you got to figure out how do you get enough great people to continue to develop all the technology that is necessary to really support and scale what you're doing.

Wow. Obviously, that's the whole point of running a company. Curious within your specific purview, like, what's your focus and what does your team look like? What are they building?

I've been the CTO in the platform science side of things since basically founding, but more recently I've started up what we call ATG or Advanced Technology Group. So what we're doing on that side is taking a look at not just the challenges and the features that people want now, but what's coming a little bit further down the pipe. And that sounds obvious, right? Oh, where we need to go, what we need to do. But it's very easy to get, you know, caught up in delivering on all the features and even application requests that people have at present day. So if you want to go a couple years out, you really need to cordon off a different group that can put dedicated efforts into those. A lot of it is not just inventing things and whiteboarding often to allow those things to bear fruit. It's a lot of strategic partnerships. You know, there's people from, you know, a vehicle manufacturer, OEM perspective, or an application or sensor partner standpoint, things that are coming down the pipe like autonomy and ev, that you need to get out there and really understand what are those gaps, you know, what is your role and responsibility in the future? Understanding that you're not going to create everything. Right. So how do you act as that glue that allows an organization to mature, evolve, and really become more efficient based on different complementary technologies that are coming together. So from a platform perspective, you know, I think that's a key role that we play. And then it gets always into a conversation of, you know, is this something that we should be creating or is this something that we should be helping to promote and facilitate, to ultimately bring to market? But can't underestimate the power of the partnership side. And, you know, as we partnered with the Daimler trucks, that allowed us to get more advanced visibility in terms of, you know, how are they building these vehicles into the future? It allowed us to help complement their skills from a software and, you know, modern architectural standpoint of where do developers want to be as Opposed to just what is a vehicle? You know, technology team need to build to have a vehicle operating and running down the road. So you kind of need to pick up all the different nuggets of intelligence, pull them together to figure out, okay, what do you want to be, you know, a couple clicks down the road?

Hmm, interesting. Can you take us through? I guess, like, what is your platform doing today and then what it might look like two years from now?

Sure, yeah. I mean, you could take a look at that from a lot of different lenses based on the stakeholder, just purely looking at that from a driver's perspective. You know, there's certain technologies that a driver needs within their vehicle, right. They're trying to make sure that they're performing their work from a day to day basis. They're making sure that they stay safe, that they're reporting and communicating with the back office. And any given fleet is going to use a range of different applications, Android typically mobile applications that live within a tablet to be able to perform those functions. So the industry came from a previous world of proprietary devices and black boxes that ran, you know, Windows NT or some sort of old operating system. And they moved into this modern realm of mobility. But it isn't just bring your own device. Typically there's a fleet issued device, you want that to be locked down and safe and you want to deliver the right applications to the drivers. Right. So we've created some of those applications and then we facilitate the other ones from third parties. So third party applications, you know, is not Angry Birds. It's not, you know, the typical stuff you have on your phone, right? You're looking at applications that allow them to bypass weigh stations. You're looking at things for fuel optimization and coaching the driver. You're looking at different applications for doing, you know, multimedia management to distribute to the drivers. And then ultimately apps that you're starting to see from chippers like Amazon, Home Depot, Walmart, that all want drivers to use these applications even within that fleet to be able to allow their organization to have the right level of visibility. So that's all fine and dandy. But now all of a sudden the driver's got 2030 applications, they're clicking all over the place, they don't know what to do. So app fatigue is a really big problem that started to happen with modern mobility. So a lot of what we've done is create a lot of SDKs and APIs those applications can work together. We created device platform so that only the direct the applications that a specific driver would need would be deployed to that driver so that they weren't burdened with the other apps that didn't make sense. So basically making their life a little bit more easy, a little bit more streamlined, ultimately increasing the efficiency and the adoption of the technology that was given to them. And then on top of that, you start to layer on not just applications, but sensors, things for tire pressure, sensor monitoring. How do you integrate with cameras and video that starts to be in the cab or outside the vehicle, and then ultimately physical infrastructure. How do you pull up to a distribution center and automatically get into those gates and be able to perform your job and not have to wait online for two hours to be able to do the things you need to do? So that's really where we focused on that driver experience. How do we improve their lives and what needs to happen to your question of where does that go? I think that continues to evolve in a similar nature. But what we've seen in Pascar, that is just starting to evolve a little bit further in the Class 7 and 8 vehicles is your in dash displays. So those are starting to come into, you know, different vehicle builds and will continue in the future. So how do you have that same experience built into the dash that you previously had in a retrofit tablet? And I think that's an exciting realm where drivers get better technology that then can interface with all the vehicle sensors. Now. You have connected speakers, you have ADAS systems, you have your radio system. All these things that now can work together to deliver a more comprehensive and homogeneous experience where before things were just kind of pieced together. So that's exciting. But, you know, the fun part is you then, you know, go down. The product roadmap is, okay, I'm going to have a bunch of new vehicles that do this, and I got a bunch of old vehicles that don't necessarily do this. So now how do we deliver a consistent experience across both for some sort of transitional period of time as drivers continue to evolve their needs and also fleets continue to upgrade their, you know, hardware and their vehicle technologies.

Interesting. You make it sound like, you know, there's always been some technology. Maybe it was very old, like Windows nt. Got to imagine Covid all of a sudden put both pressure on getting the latest technology, but also maybe technology is a backseat to just being frontline workers for truckers. Right. Like, what has Covid done over the last 18 months for you guys?

Yeah, I mean, I think Covid obviously took everybody for a spin early on. I think everyone took a step back and said, hey, what are we Doing what's our technology strategy? But at least within the transportation logistics space, I think everyone quickly realized that there was an uptick in demand. There needed to be a further investment in technologies so they can continue to stay ahead of their competition and create more and more efficiencies. You know, as you take a look at, you know, the billions and trillions of dollars that exist within supply chain, there's just tons of waste. So how do you start to cut out some of those pieces of waste? And often those pair up well with some of the things that were trending through kind of the COVID era. Here is piece of paper. Why are we dealing with pieces of paper that people are handing back and forth or signing those? So as you go, more contact list from things like Bill of Ladings or checking into facilities. It helped accelerate those efforts that people or fleets always wanted to do. I think part of the challenge and why they hadn't adopted things like that sooner is it wasn't just an organization saying we're going paperless, it's a multi party transaction or ecosystem. So it forced multiple parties to come to the table and say, hey, this is really important, let's invest in making this happen. And often we functioned again as that glue that helped be the intermediary between those parties, facilitate the technology to make that happen and ultimately bring it to market. But you know, it accelerated things for sure. You know, Fleet said, hey, it's time to go. We need to make sure this happens. We know the writing's on the wall, so let's go there now.

Well, it's going to be exciting to continue to watch that as that adoption happens for sure. Also something that's been interesting to watch locally in San Diego is just the kind of the rise of the logistics tech. I don't know if you want to call it a sub cluster or something. That felt like it started as kind of like Omnitrack spin out out of Qualcomm. That has led to everything from Amazon and Walmart, public companies. You've got pe, Bot, Lytics and some of these other companies and then you know, very fast growing startups like Platform and Flock Freight and some of these others. What's that been like, watching that and then now joining in and seeing the rise of it locally in San Diego?

Yeah, no, it's exciting to see. I think much of it probably did spawn of the early Qualcomm days and really just the fact that there was a combination of software and hardware engineering skills in the day. These are big IoT implementations, as you're dealing with physical things in the physical world, then ultimately need to report back. I think that was part of the motivation. I think you had some of the other carrier, you know, mobile carrier companies that existed here as well. And I think there was always a bit of a entrepreneurial mindset that existed within San Diego. So I would say, hey, it's obvious, it's simple. Why wouldn't you want to create a business here in San Diego and how do you get good access to good talent? I think in the Bay Area you saw a lot of purely software plays that were evolving quickly. But, you know, I think the video realm definitely between, you know, Lytics, Metrodyne, SmartDrive and even some other players that are popping up, has been interesting to see that the concentration of folks all in one area, it's worked well for us because, you know, those are all folks that we need to go ahead and integrate with and help support as they have overlapping fleet partners. But yeah, I think that's, you know, it's just that simple. And it's been cool to see other companies like Flock Freight and things Oren's been doing there that helped complement that and really put San Diego on the map from a, you know, transportation tech standpoint, which is nice. You know, having that within the community is great. You know, all too often, you know, when it's great to see the country, but I'm in all sorts of places, you know, between, you know, Nebraska and Tennessee and, you know, Arizona and all these other places that I typically wouldn't have traveled for, you know, business purposes. And I've been able to see those yet be really efficient and get things done back here in San Diego and then also, you know, be able to go ahead and travel about and see it's popping up in a lot of other places too. So, you know, Chattanooga has been exploding. You know, tons of transportation tech out there and all different places.

Interesting. That's fascinating to hear. Yeah. How do we compare? Are we, you know, would be looking at other cities? Would you even consider that we have a clustering of in San Diego or. It's pretty late still, compared to like a Chicago or a Chattanooga.

I think Chattanooga definitely has a large cluster, but, you know, I guess proportionately they have more San Diego, you know, not a small city. So I think there is a large cluster here. You're seeing the startups in the Bay Area, Chicago, a lot more on like the freight brokerage side of things that I think has existed there. And all of that's you know, evolved out of, you know, the rail yards that existed forever ago, and then kind of probably have some of the financial markets that existed there too. But, no, it's popping up everywhere. I think, back to the world of COVID anything can be anywhere, and that's worked really well. I mean, our team, we have a lot of folks situated here in San Diego. We have a lot of folks throughout the country. So as of late, I've only been able to spend a smaller portion of my time here in San Diego, which is unfortunate, but at the same time, Zoom and all the other collaborative tools that allowed us to continue to push the realm forward and develop these technologies. And ultimately, you got to be on the road, you know, you got to be meeting with people and getting things done.

Totally. Well, when you do come back to San Diego, I'm guessing you got a favorite taco spot that reminds you of home. Do you have one? Or do you have a bunch that you go to?

You know, I've been loyal to La Playa in Mission beach for a long time, and then now they have a sister restaurant or brother restaurant, I think, actually La Perlita. Their chimichangas are just amazing. So you're saying tacos, but, you know, a carne asada chimichanga, you know, if you're ready to take a nap afterwards, is, you know, an amazing bite. So that's always good. But, yeah, no, you go anywhere else and it was like, oh, we have great tacos. You're like, I don't know about that. Let's see. So, yeah, I think San Diego definitely still holds that claim to fame.

Yeah, no, I love that we haven't had that one mentioned yet. That's going on the taco database for sure. And we'll mention the chimichanga.

It's not on the menu, so you just gotta order it.

Oh, good one. You gotta listen to the pod to know. Jake, we know you've been busy traveling, but we appreciate the time together now. But also just the company you've built and how many people you've obviously employed, but just technology you're building to change a lot of people's lives. So appreciate that. Thanks so much.

Definitely.

And thanks for being on the podcast.

Cool.

Thank you from Couchsurfing.

Thanks for joining us on the Tacos and Tech podcast with Neil Bloom. Thanks again to Cox Business for helping make this possible. Possible by expanding the reach of the San Diego tech ecosystem.

Big shout out to School of Rap.

For our rad intro music. And this podcast is edited and mixed by Patrick Norton at citizenrecording.com you can find Neil Bloom on Twitter eelbloom and on LinkedIn as well as well as fresh brewed tech and tacos in tech.

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