Jayesh Parmar - Founder of Gunkii

Gunky. You may not recognize that name, but our entrepreneur today is on a mission to make it a household name. We're going to talk about his journey from starting a tech company, exiting that tech company, becoming an angel investor, but then having that entrepreneurial spirit just eating away at him and forcing him to come back and build another company, but not another tech company. He's now diving into consumer packaged goods.

3, 2, 1.

Hey, what's up, everybody? We're back at it again with another founder episode Founder Journey series. Really excited today. Feel like a broken record every episode. I'm like, really excited because at the end of the day, these are entrepreneurs that I know and I really appreciate and I look up to. And so it's exciting for me to have these people on our series. Jayesh Parmar is joining us today. Jayesh is a entrepreneur, Canadian entrepreneur that's built some great, great companies. Pika Tick is the one that we're probably going to focused a little bit on today. And it was acquired by Eventbrite and definitely a Vancouver success story had its ups and downs. I've seen them firsthand since they are a launch academy company, and I got to witness a lot of the ups and downs firsthand. I'm gonna let Jay talk about most of those. Jay, welcome to the series.

Hey, Ray, how you doing? And hi, everyone out there.

Tell us a little bit about yourself.

I'm Canadian and very proud of it. I was born in, probably the coldest place on earth is Saskatoon, Saskatchewan. You don't necessarily think that you're gonna start a tech company when you're in Saskatoon. But, you know, I did. I started a few companies and then, you know, effectively ran into a problem. I was. I was put on events back in 2006, and as I was putting on events, I wanted to go out there and sell tickets. And at that time, you had to go out there and go to, like, music stores and drop some tickets and physical tickets and. And you had to collect money. And it was just really hard. Who's showing up, who's not showing up, and then how do you go out there and capture those dollars? So at that time, I was like, okay, well, why don't we try and sell these online? I mean, you got to really think about it. At that time, E commerce wasn't a thing. Fast forward a little bit. We end up going and doing about a million dollars in revenue in Saskatchewan, which was. Which was fantastic. Didn't know anything about tech. Didn't, you know, just really kind of just banged my head around it, you know, we didn't even really call it a startup back then. Got that traction, got invited to go to San Francisco. There is a pitch competition again and I'm you know, awesomely embarrassed about this as a pitch competition with these Valley. Big valley folks came up to Saskatoon. You know, when I had a piece of paper on stage reading from this piece of paper.

So. So was this in, in the. In Saskatoon? Yeah. So these valley guys came up to Saskatoon to scout companies and they found little ojsh an oversized two piece suit sitting on stage with a piece of paper.

Yeah, oversized two piece suit with pair of Arizona maybe. They literally I remember this, you know, this investor being like I am dumbfoundly impressed with how far you guys have made it with how little you know. Right.

So you know, it's like a backhanded compliment.

I don't know, you know, it's just like, you know, it's just like how did you guys learn how to do what you did? So they invited me to come down to the Valley, which, you know my world. I was like, oh my God, we're gonna make a billion dollars. This is on. Yeah, that was a very sobering, humbling experience to really go down. And I, you know, at that time I was like. And this is the figure of speech or this, this thing that I talk about, it's like being a phenomenal hockey player from Guatemala and then you come up to Canada and the kids on the street are better than you. That's what it was like when we went down there. Got an opportunity to learn and then.

I call it the big fish small pond. So totally no matter where you are in the world, this is a true to fact thing that happens is that you in your market become that big fish. But when you move to a market that's a little bit larger, you become the small fish in that market and you have to learn to swim all over again because the fish in that market swim differently.

Oh, and faster.

At a different speed and yeah, yeah, they're faster.

All the signaling that happens in the industry as well as the networks, they were able to go out there and have. So really quickly I learned that I need to go apply for accelerators. I didn't even know that there were accelerators at that time. We, you know, and so that we applied to an accelerator at that time. There is this, there was this only a handful. There was one that was extremely lucrative. That was in Toronto. It's called Extreme Startups. They accepted five companies, all Ontario based companies except one. That was from Saskatchewan. We got accepted, went through that whole entire process again. Leveled up really quickly outside of my comfort zone. This whole entire process went through the CTA program in New York. And then finally we got pregnant, my wife and I, and we decided that we needed to come. One, pragmatically, is we wanted our kid to be Canadian. Two, as we know that there's a lot of advantages of running after raising money is building your company in Canada. And that's when I knocked on your door. Your name came up as one of the pillars of Canada, and especially in bc, who to talk to. So I was luckily to get on your radar and have a conversation. And you're extremely welcoming and open and told me everything that was great about bc.

Well, I think from what I recall, we talked about. So it was a phone call, and you said, your options are either to build in New York or build in Vancouver. And correct me if I'm wrong, but I think I advise you to go to New York and not come to Vancouver because you were already there. You already had a network going there. But then when you told me, yes, you're having a baby, you want the baby to Canadians. Okay, now I totally understand that whole other dynamic, like those just isolated, just on your business, I'd say, no, go to New York. You've already built a network there. But there are other aspects. There's the human aspects of the entrepreneurs that, yeah, happy that you did end up coming to Vancouver, but we actually ran into each other at south by Southwest in Austin. Middle of the street. It's like random. Turn a corner and you're just staring there, looking at. Hey, aren't you Ray Wallia? Yeah. Oh, Jayesh. We had a call a couple weeks ago. I'm like, oh, wow. That was such a random, small world, random place to meet. Yeah.

Yeah. Oh, man, that's almost a decade ago. That was before you had gray hair on your chin and then moved to Vancouver, built up the team. It was absolutely like, listen, here's something that we did not have in Saskatoon, in very many places, but we didn't have a launch academy. And I am so grateful for the fact that we had a launch, a second safe landing spot that could help us go out there and just have a support group on day one. And not bad for that. We wouldn't have had the foundation we did.

And that concentration of entrepreneurs, the facility is one thing, but it's the people in the facility that really make a difference for entrepreneurs. And it's a peer network. And yes, Saskatoon has great entrepreneurs, but. And I think it's different now than it was back then, but it's that fragmentation. People just working out of coffee shops and small little basements or little pocket offices here and there. Getting them into one room makes a world of difference.

Well, yeah, I mean those iterative cycles and being able to go out there and solve the problems fast and being able to cross pollinate ideas and you nailed it. I mean colabs in Saskatoon, they have that now. We didn't have that back a decade ago. Launch academy we had and then so again we were able to go out there and use that as a launch pad, if you will. And fast forward half decade, we built a company and we sold it into Silicon Valley based company and then a month later we went public with it. And it's been an incredible journey from, you know, buying a URL to selling a URL.

And now you're kind of back at it again. So that founder journey never really ends. Yes, you got a company off the ground, you got a nice big exit, but that entrepreneurial bug hit you again. So you did something dumb. But different though. Well, let's take a step back. You thankfully and really appreciate the, the fact that you didn't just take your money and sit on a beach somewhere. You're an active angel investor now. You're giving back, you're helping other entrepreneurs, you're contributing to companies, you're contributing to the ecosystem, which is what we need to see more in this market and every market. Probably one of the telltale signs of how successful a ecosystem is is how many active exited angel investors are in that market and you're one of them. So thank you for that. But that entrepreneurial bug bit you and you've now started another company, but this one's a little bit different. Tell us about this.

Yeah, well, I mean first, first and foremost, I mean from the angel perspective, I just like, I don't know if there's any other angels that have invested in me in us early days. I just. One is. Thank you. I know that when you start taking a look at this high risk funding effectively in terms of investing in a startup, there are a whole bunch of people, the angels that invested in us. And I just think that when you do exit it's, it's your duty and actually I think I love it to be able to go out there and cycle that back into the ecosystem again, this time taking some of that, you know, just not just cash, but maybe a little bit of expertise in terms of, you know, some of the hard knocks and being able to eliminate some of those, those, those barriers. So I agree with you and it's something that I feel very privileged to be able to do. But at the same time, every time I talk to one of my portfolio companies, I get jealous. I absolutely just get like, I feel like, oh man, I should be in. If you're, if you're on a sports analogy is that if you're, if you're a player and then now you're a coach or you're in the stands or you're a gm. Every time I talk to these players, which are these founders, I feel like, man, I want to be inside there and getting my hands dirty or being the scrum.

And you want to be on the field or be in the ice.

Totally, totally. And being able to go out there, I mean, I have such an appreciation now for the journey that at the beginning I didn't really understand exactly the roller coaster ride that it was. But now being able to come through it, I miss it. I really do. It just. So, yeah, I decided to come in and put my hat into the ring. I'll give you this. Covid gave me, my wife and I opportunity to really spend a lot of time together. And that's gonna, there's two things are gonna happen. One is that we're gonna be like, oh, we need to get out of the house and you know, go further away from each other. Or two is that we know we need to work closer together. And she's. She's a phenom. She's a 40 under 40 entrepreneur, performance marketer, does really successful author, multiple degrees, blah, blah, blah. She makes me look bad. But you know, she does really well at performance marketing. I was like, well, why don't we build our own product? And there's a product that I love. And so I pitched my wife to see if she would be a co founder, which was fun. And she came on board and we developed a product company that we're excited to go out there and launch and share and sell towards the world.

So big jump though, you went from being a tech entrepreneur building software and virtual data products to a physical product. So something that is tangible and the go to market for that is very different than what you're used to.

Yeah.

So kind of tell us, tell us that journey, like the excitement, but also the oh shit moment when you realize that this is something different.

Oh, man, totally. Well, first of all, I feel founders are lifelong learners. They continually want to learn and kind of, you know, put themselves out of Comfort zone. So yes, I definitely have a lot of experience with billing software companies and can dive right back into that. One of the big drivers for me was be able to go out there and build a phenomenal team. And my wife and I in terms of having that team, those expertise. So like I always think that one of the most important things of, of you know, building a good company is having that foundational team. So that was a big driver there. The product. It's, it's nice to actually physically touch something in terms of something that you're creating and going through that, that process. And then the oh shit moments are the supply chain working with manufacturers, understanding the whole actual selling process. 3 PL just all these new concepts and ideas that we aren't familiar with and then also having the capital in order to go out there and do inventory management and that whole gamut. So that has been a lot of fun. There hasn't been oh shit moments been more like, because I now I think I have enough experience that I really relish the, you know, you know, the barriers because it's just like, okay, how do we solve that? We'll get it done.

But you've also taken the knowledge and experience from building the company to where it was to the exit to this new company and you took a very lean approach to it where you just put up a landing page, measured customer interest and product, customer fit. And then once you're there, you're now ready to take those next steps. And so you did a very pragmatic way as opposed to probably 10, 15 years ago where you probably would have jumped head on into manufacturing a product and setting up a stand at a corner and trying to sell physical goods.

Can we take all of our tech iterative process, lean methodologies, everything that we take in terms of what we've done with you know, building software company input into a product company, something that isn't really tech sexy. And can we, can we adapt those and it is gonna be E commerce, it's gonna be tech based, really heavy in terms of how we do do do that piece. When you, when you start running, you know, software companies, you're competing with the world. There are, you know, it's not like a product company or you can maybe competing in a small area or just you know, or your community. It's like you're competing with the world and you gotta be at a high standards, you gotta be extremely to run really fast. And so we're taking that DNA and putting it into this product and hopefully it'll come Out.

Well, you and the experience that you have. I'm pretty sure you're going to do a good kick of the can to make it, make it successful. But also like you've got experience, you've been through a lot of ups and downs and we're going to get real here for a minute and talk about the struggles and the challenges and the realities of building a business. Yes, you had a very good outcome, but that journey to get there wasn't easy. And what is your take on what does it take to build a company? What are some of the things that people don't talk about that they should be talking about or be cognizant that they might be running into these things as they dive into entrepreneurship?

Yeah, listen, I mean I'm going to be. I try not to romance the hardships of it or the successes of it and I want to try and be extremely pragmatic but and also real throughout this whole entire journey. It's been extremely difficult. I'm thankful for it now because it's made me a better person and being able to go out there and push me through those comfort zones and give me more tools with it. But from anything from panic attacks to sleepless nights to you know, family members misappropriating funds to all these different aspects to tensions in a relationship, there is definitely been the hardest experience of my life. Has been an entrepreneur, bar none, period. And that's been tough. And I'm not The very first one started when we, you know, that big fish, you know, small pond syndrome moving from, from Saskatchewan where they put you in magazines and they like get the top this of that and then come down to the, to the valley where realizing that, you know, like you're out of your, your depth and scope here and you know, that's where I had panic attacks. I didn't even know what panic attacks were at that time in terms of. Because it just, I didn't really feel this. And when you get talked up and you feel that and whatever the case be, you know, that that's something that I had to get through and you know they are running out of money or you know, being insolvent as a company where you know we had a co founder has appropriate funds and we need to raise a quarter million dollars in six days or else the company was going bankrupt and everyone's money that we would have. And I remember coming into your office and you know, I'm an Indo Canadian and I'm brown complexion but I probably had white complexion that day. You Know, just kind of like just not being able to eat. And again, you know, in the life process, and there's something that I keep reminding myself is nobody died. Right. And so, you know, and especially in the world of COVID and, you know, where we are right now, so that's something that. But for each one of those experiences, and here's the interesting part and something that I share, especially when we talk about this, is that when I was going through all the hardships, I would go out there and talk to mentors like you. I'd go out there and talk to our investors, and there's this little. It's not a grin, it's. There's this. This empathetic, no, sympathetic. Not empathetic, sympathetic look that goes on their face and they think, oh, you think that's a bad story? Let me tell you about mine. And there's this commonality and nobody talks about it, right. And there's like shit storms, shit damages, shitty situations with every entrepreneur in every story in terms of building it. And they just realized it was a comforting aspect to being able to go out there and talk to these entrepreneurs about that. So the thing that I do know is that resolve and fortitude and dedication and drive, if those aren't things that aren't embedded in you, just take a job, work for someone else, you know, because you don't need the stress of this.

Yeah. But I do know some. Some entrepreneurs need to go through that journey to realize that they're just not cut out to be an entrepreneur or that the second or third time is going to be that much easier because you now know what to look out for, how to address these challenges or issues that come down the pipeline.

Sure, you're right. And I mean, like. And here's the thing is like, we, our industry, no fault of its own or fault of its own. It's like we, you know, we romance the stories in our tech press in terms of all this raise or this happens or whatever the case be. You know, sometimes I think that it might be there's a false perception of what it really takes, you know, and I love sort of using the analogy of that iceberg. You know, you only see a little bit on the top, but everything on the bottom, all that on the bottom is what it takes. And again, it's just it. I enjoy it, I relish it. I, you know, it's in. And it's got to the point where now I've been able to understand the highs aren't as high. The low zone is Low. I can stay pretty even keeled throughout the whole entire process. Nobody, nobody's gonna die today, hopefully. How come would. Yeah, but that takes experience.

And again, that, that is, that is like a strong realistic approaches, like things are terrible, but hey, at least nobody died. Or at least I still have my health or I still have a family and my kid and whatnot. But when you are going through that challenge or that ups and down or that threat of insolvency or whatnot, it's hard to look at all those other things because you're faced head on with this serious immountable problem that you don't know how to get around or get through. And so there's a little bit of forgiveness that, yes, you don't realize how good you actually have it. But I'm speaking as somebody that sits across from entrepreneurs all the time while they're going through these scenarios. You can't not appreciate what that entrepreneur is going through right now and telling them the story. Well, hey, that's not bad. This is bad. It's like, well, yeah, screw my story. Like I was able to get through it. I need to figure out how to get you through the situation right now or how can I point you in the right direction that can help you there. And so what, what do you feel? What are some of the strategies that you were able to leverage to get you through hurdles or brick walls that you think thought were insurmountable?

Well, I mean, that was it. It's talking to mentors, advisors and people is chop wood, carry waters, keep your feet always moving. Everything in my life, I, dude, I remember something that a message that you sent to me and it's been something I probably said a thousand times. And I just remember that you saying this. This is a quote that I've heard from you. This is where a quote is that every great thing starts with one conversation. And I remember you, remember you saying that one time and I was just.

Like, I was at a metabridge event.

That was great. And you were just like, don't just sit there, go have conversations. We were upstairs, I remember it. And I was like, yeah, my love of my life. Everything started with one conversation. The conversation that I had with you. Then we end up leaving the street. Next thing you know, I'm in your office and you know, we're taking the making the big leap. And so everything starts with one conversation. So when we're in these situations, you'd be surprised to go out there. How many people are going to be able to help you or Know somebody that can help you.

Yeah.

I found that there is a lot of people that are willing to go out there and help. And when I was talking and I'm definitely not belittling the situation of like, somebody saying, well, your problem is bigger than mine. You're just like, whoa. Because I felt so guilty that I let my investors down. They're just like, well, wait a second. You know what I mean? Like, they saw the intent. They're like, you know, here's the situation. Let's get through this together. Here's what we did. And I was like. And I was really beating myself down around it. And not. But for that network, that support group, we want to get through it. And there's. Again, there's, you know, and here's the thing. And a lot of times the six, the. If something goes wrong in, in our company, it will be my fault. It is always my fault. I'm as a CEO. Yeah. Our success is. Is absolutely not. But for the team that we had around us and the, in the investors, and it's just because you can't do it by yourself. There's no. Sometimes, like, you know, we get unjust recognition. But, you know, that's the point that I'm trying to make, is that when we're going through all these hard teams, your team, your support group, your advisors, your mentors are crucial, and we would not have been able to get through them without that. Right down to our lawyer, James Smith, I don't know if you know him, he's a great startup lawyer that we've used. And then near and dear to us, I was like, you know, taking calls at 11:00 clock and say, okay, we'll get through this, Jay. And so, yeah, anyways, that'd be my advice. One piece of advice that I would give every entrepreneur. And if there's something tangible you can take out of every conversation, this is a tangible piece of information that I would give you is if you raise money or if you have advisors, continually communicate with them. I would do every month a conversation or a newsletter that go out with them and continued updates and just kind of stay in focus in mind. And the reason being is if you're raising money and all of a sudden you take it on day one, and all of a sudden you're gone for the next six months and something goes down, it's just like, well, where have you been? Right? I was continually engaging the conversation so that there's like, ownership and there's involvement. So when, when shit does hit the fan and it will, bar none. They know and they've been part of the conversation. Know that. Oh, yeah, we know. We've, we've been there. And so that support group is important, but it's important that you're making sure that you're a team and you're working together as a team throughout the process. Because this is a journey and that.

Conversation, just keeping open dialogue, A, they can help you mitigate challenges that they see coming down the road that you might not see because of experience and whatnot. But B, when you do hit a serious issue or a challenge, it's not just on you. You totally forget that these are entrepreneurs, these are leaders. They're well connected. It's not just about throwing money at a problem. They can help make introductions or connections where you need to. And even when things are going great, again, seeing like, I can't go into details, but when I see a deal or transaction being executed by one of my companies, I'm able to see, oh, well, I didn't think they were actually going to that industry in terms in that vertical for sales. I know XYZ company in that industry and I'd be able to make an introduction. The next thing you know, you're seeing a massive contract coming down. Because I didn't know that they're even considering going into that industry. But the fact that they are, well, two and two together. Hey, why don't I make introduction to Samantha over here and let them see if they can work out a deal. And next thing you know, it's a very lucrative opportunity for everybody. But if that information, that dialogue wasn't there, I would have known and they would have just executed that contract. Again, it's not a public company, so this is not public information. It would just happen without me knowing. And yeah, they would have been positive outcome, but not nothing near what transpired afterwards. But that's all through cost of communication.

Yeah. And 100% it's like, oh, I don't. Yeah, I can't help you, but I know somebody that can. And everything starts with one conversation. Another. If you want to get a little bit more pragmatic of something that worked real well for me is I'd make it very bite sizable in terms of how I communicated. So the first three metrics was how much money we have what to burn left. You know, so like legitimately just gave two KPIs of like, where are we doing from oxygen? We call money in the bank oxygen in terms of funds. And then after that I would just have sort Of a highlighted, not like too much to read. Like really, really, like really poignant sentences. And because I knew that one is that that's as much as that most advisors and investors would consume. Second of all, if they had questions, they would give me a shout and they would, hey, can we. Can we talk on this? And so that was it. And so if there's any advice you can give me that. Because I've seen some that go on for days. And investors, from my experience, I was like, hey, did you read that? And I put so much time and effort into it. And they were like, yeah, I got through the first paragraph.

Yeah. You gotta remember, attention spans are shrinking left and right. And keep it simple. Put the key metrics up at the top and then make sure you have a clear ask.

Yeah.

Regardless of what it is, even if you think this person, there's no way that they can help put it out there. You never know who they know or what they are doing.

Sure. And it's.

I want to change.

Oh, yeah, go ahead. One last thing. It's also time to romance the company. You know, talking about the hurdles is. That's a great time to talk about it because folks will help anyways. We'll carry on.

Yeah. Yeah. Well, we want to kind of change gears here and start talking about what you are now looking for as an investor in entrepreneurs. So you've been on one side of the table, you're now sitting on the other side of the table. How are you approaching angel investment and mentorship and this new role?

Yeah, fantastic. I think I got it down to sort of an acronym product Team Traction Market pttm. So I look for a product that is destructive and distinctive. You know, somebody who's really kind of solving like, for example, Gaze. Gaze Pass is, you know, is. Is a company that we've invested in and they want to solve passwords. And that, that is. That is pretty gnarly. So that is, you know, it's almost. I almost look for, for founders and ideas that are a little bit uncoachable in the sense that they're doing something that is like, what are you. Like, what are you trying to solve? And I guess, and I always kind of think about it is like the first time a founder kind of like.

Wild and crazy out there ideas or.

Yeah, yeah. Kind of moonshots. But also like, you know, is this doable? I like, I think about, like the first time, you know, the founder said, hey, why don't we have strangers live in our house and sell the room? You know, and okay, there's Airbnb or let's pick up strangers in a car. You know, there's, there's Uber. Like you know, all these weird and what they could we. But a little bit crazy and just like, okay. And so those. That's what I look for is destructive, distinctive and out there. Team, team, team, team, team. The reason being is your idea. What you have right now is probably not going to be what's the same idea that's going to be in six months, three months and it's going to iterate incumbents all the different aspects that are going to come into play. You know, do you have that DNA, you know, for team for myself. Luckily he's been in the game long enough. There's people that, that I know or have been a part of Pikkitech that I like to, I can, you know, get in and want to be able to go there and help support their venture because we have a relationship so we can double down on that team. But yeah, let's definitely look for team around that because that's the, that's, you know, software doesn't build itself. It's built by humans. You know, market is at this point is I'm not looking for 6% return or 7% return. It's like it's literally we're, we're for, for big swings. And is it, Is it, is it. Does it make venture math sense? Is it structured properly? Do you know, do they, do they have a signaling all in place? Are they able. Do I feel that they'll be able to go out there and bring on, follow on funding, et cetera, et cetera. You know, and what type of traction, you know, it's gone other days. And you know, this again, this is my opinion, but gone are the days of. Well, I know that this is a business plan. By the time you've written, done it and executed it, it's over. Gone are the days of, you know, really having sort of a minimal viable product sort of thing. It's. Do we actually especially the software talking software only is. Do you, do you have traction? Do you have, you know, do you have users? Do you have, you know, revenue? I'm not big on revenue. I think that's, that's a, you know, that's, that's okay, but I'd rather understand exactly, you know, you know, what you're trying.

Somebody actually want to use your product.

And how sticky is it? You know, like where is it? What is that? And you know, are you probably. Is it a, Is it a painkiller or a vitamin. And so that's what I take a look at. And so that's kind of a nutshell. It's a lot. But you know, we, it's been, you know, companies has been. The world's been so democratized in terms of how easy it is to start a company that the ceilings are getting higher and higher. So that's what I take a look at. And there's a lot of great founders out there doing some crazy cool things.

Yeah. Well, if you have a little kid coming out of Saskatchewan building this ticketing company and now becoming an angel investor, anybody can do it.

Yeah. Hey, trust me, if I can do it. Yeah, definitely the bars.

Jay, this has been an awesome conversation. I want to kind of wrap it up with the one last question. What's an app or a tool that you as a founder, as an entrepreneur or even as an investor you can't live without?

Yeah, it's Slack.

Luck.

Slack.

Slack, okay. Luck is an app. Where do I download that? I want that app. Slack.

Yeah. Slack is. It just creates efficiencies, integrations that they've been able to build in. It's just email killer. That is the one tool that once, I mean that we're old enough to know that with the pre Slack days when people used to just completely run through email and that is just. It just Slack is. Slack has been my, and I mean maybe biased to it because it's sort of home grownish as well.

Yeah, it's a Vancouver based company. Stuart Butterfield and the team there, the engineering team's here but the executive teams now in San Francisco. Yeah, but yeah, they're still a big influence here in Vancouver market. Jay, you've been really valuable with your time and insight and lots of advice. It's your opportunity to engage our audience to do something for you. What's your call to action? What can our audience do for you?

Yeah, hey listen, I'd love you to go out there and invite you to our website which is Gunky. G U N K I I. That's G u n k I-I.com. come on to Gunky. Take a look in terms of our minimal viable product, in terms of what we put out there, it's not for sale. You can sign up in terms of a waiting list but we'd love to kind of get your feedback. My email is a letter junky.com, just the letter J. If there's any type of feedback that you have, we would love it. You know, feedback is such a gift and we'll take it always, anytime.

And gunky is for the audience. The new startup, your product based startup that your kids, your little new baby.

It's a tongue scraper. It's a tongue scraper. And if you don't know what a tongue scraper is, you're gonna find out. Hopefully that's enough of a cliffhanger.

Good hygiene. Good hygiene is always important.

Hey man, I mean, we're saving relationships one breath at a time.

That's an awesome slogan. Is that your actual slogan?

That is our slogan. Yeah.

That's awesome. Saving relationships one breath at a time. Yeah, Jay, that's an awesome one. The way to end the talk here. Thanks for your time and look forward to getting my Gunky one day and saving a relationship even though I don't have one right now. Hopefully be well prepared when I do.

Fantastic. Thanks, Ray.

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