#20: Tanay Kothari - FeatherX

And so I was thinking about ways on like how could I reach out to big sets of brands with the minimal effort. And so one idea was, okay, I can build partnerships with other companies like Trustpilot or Shopify would serve these customers. But again, those, those were sort of out of network. I have to build relationships there, which is going to take time. And venture firms, because of my background in VC consulting and having lots of connections in the Valley, that seemed like an easier way to, to get into these brands.

Welcome to The Founder's Couch. This is a show about Stanford and MIT student founders and their intrepid journeys of starting their own thing. I'm your host, Katherine Jiang. Today, in this final episode of season 2, we'll be talking to Tanay Kothari. He's a senior here at Stanford studying computer science who hails from New Delhi, India. Tanay is a serial entrepreneur. He founded FeatherX, which is an intelligent add-on for e-commerce brands to personalize reviews on their websites based on what the customer is looking for. So far, the company has a presence in both India and the U.S. and has built partnerships with venture firms like Fireside Ventures and DSG to launch with their entire portfolio of consumer brands. But this isn't Tanay's first company. When he was just 14 years old, he built a personalized music discovery platform that had over 2.5 million users, and after that, he started an AI for medical diagnostics company. Now I can't wait to dive into this and learn about how Tanay came to found FeatherX and his overall experience building companies. So let's get him on the couch. Hey Tanay, how's it going?

Hey Katherine, I'm good, how are you?

I'm good, excited to be back for winter quarter for sure.

Yeah, me too, winter break was fun.

What'd you do for winter break?

I had gone back home to Delhi to see my family.

Okay.

And you?

I went to Spain with my family and then spent the rest of break back home in Texas. So very relaxing.

Oh, that sounds super fun.

Yeah. So you mentioned that you went home back to India, right? For a break. Tell me about like your childhood. What was it like growing up there?

Man, it was super fun. So my family's from Jaipur. Which is in the western part of India. That's where I grew up. So the Rajasthani family. And then my parents moved to Delhi when I was 2, and I spent most of my childhood there. My parents are always kind of people who just let me be. They never forced me to study or told me what to do. Just like, if you get good grades, you can do whatever you want. And they always provided me with things that I needed. And so they gave me a laptop when I was young, and I was starting to build apps somewhere when I was around 9 or 10 years old. And when I was young, I remember about when I was 3 years old, my mom gifted me a bunch of math books. And she used to always ask me questions like, if you had 2 candies and I give you 1 more, how many would you have?

3.

And I was like, 3. And whenever I answered it right, my mom used to give me those candies. And so I absolutely loved math. It's like math and science and all the engineering things were just something that I loved ever since I was a young child. And That's sort of what I feel led to my loving computer science as well.

Mm-hmm.

And then when I was 7, I had a younger brother. And so both my parents were working at that time, so I was taking care of him. So that sort of gave me the role of like an elder brother slash parent while taking care of him too. And I feel like that sort of shaped how my personality is today.

Mm. So what age would you say you started learning computer science?

So yeah, that would be about age 9, 10, like starting off with some of the basic stuff in school. So I got exempted from my math class. So I used to sit in the computer lab and just play around with some things. And this one day I saw a couple of 12th graders building an app and I went up to them and I was like, oh hey, what are you guys building? And they're like, oh, you're too young. You won't get it.

And that sort of— He's right, 18-year-olds, right?

Enraged me, yeah.

Yeah.

And I was like, no, I'm going to get it. I'm a big boy. And so I went back home and then I started Googling stuff up and I found tutorial after tutorial, started following those. I remember the first time I was learning, I spent— that was the first all-nighter I pulled off when I couldn't figure out how for loops worked and I just stared at this thing for like hours at end. And finally, like somewhere early right before dawn, I like figured it out and I was so happy. And that was basically how it all started.

Wow, that's so crazy. Like at the age of 9?

9 or 10, somewhere around that, yeah.

That is crazy. And after like this interest in computer science peaked, did you like take courses? Like were courses even offered for kids that young?

There were not that many in my high school. We just had like computer science courses for every grade. So I did those, but apart from that, I got a couple of my other friends interested as well. And so we used to build lots of stuff together. And I remember like we used to build lots of apps for Windows at that time. And then we compiled it all together into this virtual operating system that I eventually built for my younger brother. And it had its own word processor and Excel sheet and file system and all that he could use without messing up any of my stuff. And then after that, we started building apps for Windows Phone back in the day when that we thought was getting really popular. And that's how it all began. Mostly just self-learning off of YouTube and stuff like that.

That's very impressive. Very cool. So I've given listeners a bit of information in regards to what FeatherX is all about, but if you could explain in your own terms what the company does.

Of course. So FeatherX right now is a personalized widget for e-commerce brands that shows people reviews, Instagram posts, Facebook comments, Reddit, tweets, whatever, that are relevant for them for other people like them. For example, if you're someone with back pain and you go to casper.com to buy mattresses, the kind of reviews you want to read are ones that say, oh, I used to have back pain, but I bought this specific mattress and now my back doesn't hurt anymore. Because that's the one that is going to make you buy. And so it surfaces out these reviews for you.

Very cool. And how did you even get into this space in the first place?

That's a great question. So I'm a compulsive shopper. I love shopping from— Me too. Direct-to-consumer brands. And I found myself going through Instagram and reviews and trying to figure out if this is something that I should buy 'cause there were so many of these new brands coming up. No way to know if this is like a good brand or not. And I initially built this for myself that just scraped everything and then showed content relevant to me. And at this time I was working out of South Park Commons, which is an incubator/co-working space up in San Francisco. And some people there saw it and they were like, "Oh damn, this is a really cool thing. I'd love to use it for me too." And one of these people were starting a brand which is called Riya Collective, similar to Rent the Runway but for Indian wear. And they wanted to use it for their website, which is when I got this idea of giving this as a tool to brands directly so that they can have it on their website. And it can reach a lot more people.

Definitely. I think it makes the most sense to tailor these tools for those businesses specifically.

Exactly.

So you mentioned that this was something that you started in June?

Yeah.

Yeah.

Somewhere around then.

So was it like, because I'm trying to envision, this is the end of junior year where you're like, I'm interested in this idea. Let me, you know, just take the summer off and work on it. Or was it more so? I'm going to take the summer off because I want to pursue some sort of startup. And then this idea came.

It was actually the latter. So one of my really good friends and mentors, Constantine, he was sort of the one who told me that it's very few times in your life when you get 3 months and zero other responsibilities. And I could take an internship. I was initially supposed to be working at Scale AI, and I rejected that offer. I've heard of that company.

Yeah.

Work, work on something of my own full-time. And for me too, I realized that in high school and middle school, I had a lot of time to just sit and brainstorm about ideas. But during my first 3 years at Stanford, like classes and clubs and other stuff, I just didn't get the time and the mental space to do that. So I thought the summer would be great. And to be honest, it was one of the most rewarding 3 months of my life.

Wow, that's huge. Take me back to like June. So this is right after junior year has ended. You are up in San Francisco working on this idea. You get this validation from this other company.

Yeah.

What are like the first steps that you take? Like what are, what are the first things that you do?

So first thing I did was I reached out to a bunch of e-commerce brands. So like LinkedIn, Stanford Alumni Network, reached out to a lot of their CEOs and I pitched this product and see what their reaction was. And something about personalization on their website really clicked with every one of them. And so after that, I spent the next 2 weeks completely heads down, built out the complete MVP and put it on Rhea Collective's website to see how the initial user reaction would be. And my goal for this is, well, if I need to get all these e-commerce brands interested, I need to show some value add to them. And I realized that if people see reviews that are relevant to them, then it's going to make them more likely to buy. So it's going to bump up the conversion rates. So I ran the test on Rhea Collective and the numbers came out to be really good, which meant that this was actually working. And after that, uh, I was like, okay, I need to get this running on more brands to collect more data about people and improve the experience. But e-commerce brand owners were not necessarily people in my circle. It was mostly like other tech entrepreneurs. And so I was like, how do I reach out to them? So while thinking about that, I realized that venture firms that invest in these consumer brands are going to be the ones that are going to be most interested and the best people to reach out to.

Interesting.

And they're also in network for me because it's going to increase the revenue of their portfolio companies and make them a lot of money as well. And that got me to partner with two firms in India, Fireside Ventures and DSG Ventures, who invest in a lot of companies in Southeast Asia and the Indian subcontinent as well. And then I started to launch with their companies.

Mm. Because when you initially told me about like you partnering with these VC firms to then target their customer or target their portfolio companies as customers, I thought that was super interesting. I was like, that's such an interesting approach beyond just going directly to those customers, right? So how did you even come up with that approach?

So I realized that a really big competitive advantage I would have is the first mover advantage. That if I have this platform running on a bunch of these different brands and it's integrated in their systems and consumers are beginning to recognize Feather X everywhere, then it's going to be almost impossible for any other company to come in and take me out even if they have comparable technology.

Mm-hmm.

And the way to get that is to have my product on as many brands as possible. And so I was thinking about ways on like how could I reach out to big sets of brands with the minimal effort. And so one idea was, okay, I can build partnerships with other companies like Trustpilot or Shopify would serve these customers. But again, those, those were sort of out of network. I have to build relationships there, which is going to take time. And venture firms, because of my background in VC consulting and having lots of connections in the Valley, that seemed like an easier way. To, to get into these brands. Yeah, it seemed like the first option to go down.

It's a very smart option, I gotta say.

Thank you.

So you mentioned that you personally built the MVP to test out the value prop and the results as well. What was that process of building that MVP? How long did it take?

It took me 2 weeks, and I was mostly working 16 to 20 hours a day.

Oh wow, the startup life, truly.

Yeah, yeah. Super fun. Yeah.

And it was just you during this time, right?

It was just me initially. And then after the 2 weeks, I reached out to a friend of mine who I went to high school with who is an amazing rockstar developer, and I got him on board to join me in building this as well because he's an amazing web developer.

Hmm. So in terms of building the MVP and moving forward, like the development timeline, what did that look like?

So first 2 weeks was I had to build some way of ingesting content. So like getting Instagram, integrating with Facebook, integrating with Shopify to get on these stores. And also building a widget that not only figures out what's the best content to serve, but also deploys on websites without hitting their load time. 'Cause for e-commerce brands, that's one thing that they care about a lot. They would never compromise on their website load times. And there was a lot of areas where I was stuck. But at South Park Commons there were lots of people who were experts in areas like caching and how do you build like really deep integrated technologies that can go onto websites and how things like that work. And so they were a great resource. I spent lots of hours talking to them. They helped me a lot like pointing me in the right resources and directions. And then after that came other challenges. One of them specifically was that Unlike other normal startups which have linear growth, like initially you have like 100 customers, 1,000 customers, and so on, I had thousands and tens of thousands of customers starting day one because I was launching brand by brand, right? And so I needed to develop for that scale from the start, and that was something that was a very high learning curve during that time. And the next few months of development was a lot on making the widget widget experience better and coming off as a more mature company when I sell my product to other brands. And at the same time, building the analytics framework underneath that would let me figure out how people are interacting with the widget to get lots of customer learning in and also optimize the widget to show the best content for people and building the AI systems behind it.

That's very cool. No, I definitely agree that like beyond just building the MVP, you need some sort of metrics, right, to actually show people why this is successful, right? What were like some of the key metrics that over the summer you were really keeping your eye out for those to really determine if this was something that was going to work?

So the main one was the increase in conversion rate. So that was what was the conversion rate before the widget existed and after the widget existed. Now we use an A/B test to try test those sort of things. And the second thing was people nowadays, especially millennials and Gen Z, are just blind to reviews on the landing page. They will just skim over it, not even notice that it's there. Somehow you're, how you're blind to advertisements. And the other metric I was tracking was how prominent is FeatherX on these brands' website and what percentage of people actually stop on it and scroll through and engage with it. And those were the two metrics I was optimizing over.

Interesting, interesting. I'm assuming that, you know, the pricing of this software is sort of based on how much conversion, how much increase of a conversion rate you can bring. So how did you, like, what was your approach to determining like pricing for such a software?

That's a great question. So I went down the route of value-based pricing and, cause I feel like for me, I would very much be incentive aligned with my customers, which in this case are the brands. And so the way that is, I run the widget on the website for a month. And let's say it increases that conversion rate by some percent, which gives them $50,000 extra in monthly profits. And I would charge them a tenth of that, let's say. So $5,000 a month for running the widget there. And for them it's a no-brainer to use the platform. And it's a win-win for both of us. And ideally I wouldn't want to go into just pricing that's a fraction of the revenue always. And initially just set off this metric and then have that constant throughout, because that helps a lot in sort of like calculation of future revenue and accounts payables and things like that. And having variability in that is not very helpful growing the company larger. And so for me, that was sort of how I was thinking about pricing.

So at the beginning it was more a fraction of the revenue, the additional revenue you'd bring by increasing the conversion rate, and now you're moving more towards a constant.

Yeah, so we just keep that, get that first number and just keep it constant for a year and then reevaluate after some time so we don't have to keep the A/B test running as well.

I see, I see. And it makes it easier to, like you said, to do the revenue model as well.

Exactly.

So something else I wanted to talk about was you mentioned that this, that Feather Axes has a presence in both India and the United States. Which did you first launch to?

So I first launched in the United States. And then I've been focusing on the launch in India. The reasoning for the India launch is that's more low-hanging fruit. I've got lots of relationships there, so it makes it easier to launch with brands there. And currently it's running on 3 of the top consumer brands in India. And I feel like using India as a test base, because it's much earlier in the direct-to-consumer market, it will help me make the product far more mature that when I come to the States and launch it with bigger brands here like Allbirds or Hubble or Casper, then the product would be at a much better state. And it will help us close the deals much faster if you already have 10, 20 million users on our widget.

Yeah. If you're allowed to disclose this, how many brands in the United States do you have?

Currently 2.

Okay. And your hope is that, you know, when you get to India, you can expand it big and then come back to the US and really connect with the those bigger brands?

Right. So right now we're having both those sales pipelines work in parallel.

Mm-hmm.

And so we're signing on more Indian and American brands day after day.

So is it mostly you leading those sales?

Yeah, I'm leading sales right now.

Okay. And what's that process of meeting with these, um, consumer brands and closing the deals? Like for example, if I am the face of, I don't know, some smaller consumer brand.

Mm-hmm.

I'm meeting with you, Tanay. Who is pitching to me Feather X, what do those meetings typically look like?

So first I want to understand the business. So what was the motivation of starting? What's the mission? What's the kind of person who would buy from this brand? And then I would try to understand the challenges the brand is facing. For some brands, it's that people don't really understand the value proposition and they have to do lots of customer education for doing that. For some brands, it's that the conversion rates are just too low and that could be because of multiple reasons. And so after I understand some of the key problems, I come up with a strategy of like, if you use FeatherX, here's how it could solve these, these, these problems for you. And then give them a pitch, send them a one-pager, just like, it's like a 2-minute integration, kind of also where the FeatherX name comes from, super lightweight. And—

Interesting.

Then I'd give them a 1-month free trial. They'd use it on their website. Brands generally love the smooth integration process, and they hear from their customers that they really like the widget, after which they convert to being paying customers.

That is interesting. So what was the reasoning behind doing the 1-month free trial? Sort of to just get them smoother— like the smoother integration into trying it before actually converting them?

It was a twofold reason. First was to demonstrate them the value, 'cause for a lot of them, people come up with numbers of all sorts. So an average e-commerce brand owner would get 20 emails a day from people trying to sell them products. Everybody has case studies and numbers like, "We increase our conversions by 50% and buy our product." And a lot of these numbers and case studies are spam. So to appear authentic and to build trust much easier. Giving them a free product helps with that. And the second thing it does is once they start using you, they get into your system, they have some of their information in it, it's harder for them to leave. So it makes the closing the sales pipeline, moving to a paid customer much easier if they have seen a paid trial.

Yeah, no, that makes total sense. Have you, you know, in these sort of deals encountered a scenario where you know, you have done this one-month free trial and then you're going to convert this customer into a paying customer. Have they at all tried to like negotiate or has it been a pretty smooth closing of the deal?

It's been pretty smooth. Right now we're charging 1/10 of the ROI. Okay. And so for them it seems like a bargain already. So none of them have negotiated with us. I think that's going to be later on when I get harder with negotiations and ask them to pay higher prices.

Right. Makes sense.

Because right now my goal is not to get a lot of revenue. It is to get as many customers as possible because our operating costs are pretty low right now. And later on when we start focusing more on getting more and more revenue, then this is something that I can expect to happen.

And as you get more and more customers and they're on this platform for a longer time, they in a sense will become more reliant on your platform as well.

Right.

So then it would make sense to want to charge them more.

Exactly. And then the value addition would also be more because at the end of the day, I feel like I would be cheating customers if I charge them more than the value I provide.

Exactly.

And so I'd also want to balance those two.

Yeah, it makes sense. Something else I wanted to touch on was funding. So I know you mentioned that you were hoping to wait until June to start fundraising.

Mm-hmm.

What was the decision-making behind that?

Key reason was, so I could have raised money earlier as well. However, I know that with some bootstrap capital I can get to a state where I have, let's say like 50 e-commerce brands and millions of users running, using the widget. And I feel that at that point I could raise at a much higher valuation. And the second reason was that doing deals with venture firms as a student is generally hard because they have some higher risk there because you might not drop out of school to work on this full-time, other risk factors. And raising after June, once I graduate, would make the fundraising process a lot smoother. And so for those two reasons, I chose to fundraise after graduating.

No, that makes sense. I feel like the expectation for student entrepreneurs once they raise funding is that they need to work full-time on it and dedicate their full lives to it. So that definitely makes sense. Beyond just looking into future fundraising, have you looked into any incubators or accelerator programs? And what's that process been like?

I have, yeah. So South Park Commons is one place where I worked at. And not exactly incubator or a coworking space, but it was part of a fund which provided resources and supported entrepreneurs brainstorming ideas and building companies. We also applied to Y Combinator earlier, although I got rejected then because I was a solo founder and they don't like solo founders for their early application program. So I'm gonna apply to that again in March. But I feel the YC application process for me was extremely useful because the interview is essentially in 10 minutes. They ask you 50 to 80 questions, which means you need to go snap, snap, snap. And have all the answers at the tip of your tongue, which means you need to know your company and your business and your market extremely well. And there were lots of questions which I hadn't thought about initially that came up in this process. And I had actually done 8 to 10 mock interviews with other YC alums. And through that, I also got lots of insights into other parts of my business which have helped me scale the business ever since.

Mm, that is awesome. Taking those lessons learned from there. Yeah, that's great. One last question that I wanted to ask you before moving to the fire round is related to your past company. So you've built several companies before FeatherX. What would you say are like the biggest lessons you've learned?

The most important one I feel that I still carry with me today is initially you have an idea and you're really excited about it and you're like, oh, this is going to be Amazing. I'm going to build this and a million people are going to use this and so on.

It's sort of like the honeymoon phase.

It's the honeymoon phase, the infatuation you have with the idea and you build it out and then maybe you don't get a million users on day one and you're kind of bummed about it. At that point, if you don't have anything higher, like a higher purpose or a higher passion that's very close to your heart that's driving it and you just started working on it because it was a cool idea. You don't really make it beyond that bump. And that's what I realized for me was a lot of ideas that I started with and I spent months working on it nonstop, like in the initial honeymoon phase, and once I faced my first bump, a lot of times I just like left it there because there's nothing hard. I was like, oh, this is a cool app. It didn't work out. Let's move on, try something else. And I feel like for FeatherX, I felt a significant difference there because for me the motivation there was not just to build something cool, but have a way to bring back trust in the world and align incentives again. Because there's so many companies right now that try to scam people into buying products they don't really need and showcasing them something, marketing something else, and then the product turns out to be something completely different. And I felt that I wanted to be the voice of authenticity in this world and then provide that as a service and have it across the entire internet where I see FeatherX being used and known by a billion people, something that they trust and love as providing them with authentic content about whatever they're buying, whatever they're looking at. And right now starting off as something that's only on the website of brands, but I see this turning out that exists on the entire internet as something is an intelligence layer on top of it that is built for people, helping them, personalizing things for them with no other purpose other than adding value to the end user at the end of the day.

Wow, that was a very inspiring pitch. I love it.

Thank you.

Awesome. So why don't we move on to the fire round?

Sure.

I'm going to shoot at you a couple questions related to Stanford and your experience here, and it's going to be like a couple short responses. So first question, most memorable experience at Stanford so far?

The first thing that comes to my mind is freshman year, one of my really close friends, John, he called me up at 4 AM one night and he's like, bro, what are you doing tomorrow afternoon? I was like, nothing. He's like, wanna come to Yosemite with me? I'm like, sure. And it's like a really spontaneous trip that was planned like 10 hours before and we all just packed our bags and then went off to Yosemite for a couple of days, climbed the falls, camped there for the night. Wow. We went up to Glacier Point and just saw the stars laying down there, and we came back. And that's something that I really enjoyed, was just like the spontaneity of it that I only found at Stanford so many times.

Yeah, absolutely. Second question: favorite class at Stanford and why?

It was definitely social dance. So I'm someone who had never danced before, like not at weddings, not at discos. I used to stand in a corner or go hide in the bathroom because I was terrified of moving my body. And I come here and now there's suddenly a class where I can dance and there's people who are complimenting me constantly. And—

Feels good, doesn't it?

It feels fantastic. And so that just got me out of my shell and now I'm part of a dance group and this weekend I'm gonna be performing in front of 10,000 people.

Which dance group is this?

Ritmo. It's a bachata dance group.

Oh wow.

We're going to Reno for the Latin Dance Festival and I'm performing there and I don't feel shy at all anymore, so. I feel it's been truly transformative for me.

That's awesome. I love that. Closest mentor at Stanford and how you met them.

That would be Constantine. I've known him since my freshman fall. He started Stanford Venture Capital Club about 8, 9 years ago. And I joined that club in my freshman fall and then I took over as president over the winter quarter. And I reached out to him to get advice on like what's the best way to run the club and like things around that.

This was last year or?

This was freshman winter.

Oh, freshman winter, okay.

And he and I just somehow clicked. I feel like, I always felt like he was sort of my older brother and he's the one who motivated me to take the summer off. He's also right now my founding advisor at Feather X and I'm just really grateful for having someone like him around.

Yeah, that's incredible. Favorite place to do work on campus?

To be honest, that would be my room. It's like really comfortable and have a lot of food and—

You got the nice chair with the red and black patterns.

Oh yeah, you've seen that. Yeah, I've seen that. That's also really comfortable. And usually at nights I have a couple of friends over and then I'm usually playing music, coding away. I've got a really nice monitor setup, so it's nice. Friends, music. Occasionally beer.

Best way to do it. Favorite activity to de-stress on campus?

I've recently started going on runs, especially around the, I guess, the professor housing behind the Row, and at nights around midnight when there's no lights, no nothing, like all your senses are just non-existent, and just like running through, just feeling the wind on my face.

Wow, that's bold. Most impactful summer internship and why?

I would feel that would be this summer. In a lot of ways, I feel that not having anyone else telling me what to do, making my plans for me, living by myself in my own apartment in San Francisco gave me a lot more sense of responsibility and self-ownership for whatever I have to do, making my own choices. At every step of the way. And also I feel like I'm someone who loves to learn on the fly. And so whenever I got stuck at the problem, I was also in an environment like South Park Commons where I could just reach out to someone and they would show me the next steps and I would go across them. Was, I think I learned the most from an intellectual and technology perspective, but also from the perspective of how would I manage myself and start adulting a bit more.

Yeah, we're getting close to that age.

So I know, right? A few more months and we're out.

Yeah, I know. Crazy. Second to last question. One piece of advice you'd give for students on campus who might want to start something.

My biggest piece of advice there is the question you need to ask yourself is, what would I do if I wasn't afraid? And just think about it and just write down a bunch of points that are the first things that come to your mind and then just go do it. Because fears only— a big part of fear are things that you were afraid of before or were incapable of doing before, and those are just remnants of your childhood that go on. But now you have the capabilities to go and overcome them. And fear only stops you from going and being the best version of yourself.

Wow, that is so inspiring. I'm Definitely keeping that in mind. Last question, where do you see FeatherX going and what are the next steps for Tanay Kothari?

Next steps of FeatherX are getting on every single consumer brand in India. We're going to make it self-serve so companies can just start using us without us having to interfere in the process. And after that, I wanted to see it on every single e-commerce brand in the United States, so like Alberts, Casper, Hubble, everybody. I want this out there, I want everybody to know what Feather X is. And after that I want to make this into a B2C product, 'cause I've always loved building products for customers. And I just want everyone to love and I want billions of people in the world to know what it is and have it be something that they trust truly. And so aware. Privacy issues, trust issues, fake news and everything are just taking over everything.

That's incredible. Well, I'm excited to see where FeatherX goes and also where you're headed. Just incredible things.

Thank you so much, Catherine.

Yeah, thanks for coming on the show.

Of course, it was a pleasure.

Now I hope y'all enjoyed that episode. Thanks again, Tanay Kothari, for coming on the couch. I'm excited to see where he goes with Feather X. Thanks so much for tuning into this episode. If you've got any feedback, suggestions, questions, or any existential thoughts, write to us at cj98@stanford.edu. Lastly, wherever you are listening, please make sure to subscribe, rate, and review. Cheers to an insightful season 2. Thanks so much, Chelsea, for being an incredible co-host at MIT. Keep your ears out for episode 1 of season 3 coming this early April. As we continue to bring on more student founders at college campuses across the US. I'm Catherine Jiang, and you've been listening to The Founder's Couch. See y'all soon!