That's a good question. So how I got here, I graduated from undergrad Virginia Tech, and it pretty much went into government contracting and management consulting. And no, I was always the guy in the room that carried the most, and that was frustrating, uh, pretty much in government. A lot of measuring consulting. It was figuring out how you could do less and just coast your way into retirement. I've never been that guy. So I was writing software, and, uh, you know, I you know, I actually get the code to meet the tickets, and I was realizing that sometimes we'd finish and it didn't solve the problem. I thought that was crazy. So I ended up getting into user research and figuring out Okay, what, like there's a whole field around this called human computer interaction, found Carnegie Mellon went back to grad school. Um, and I met them some of the most motivated people of my entire life, and it was so inspiring after that ended up coming or going back into management consulting because it was it was through Dell and it was comfortable, but it was the same problem. So at that point, I realized like I don't have kids yet now, Ideo. But then I didn't, um It was time to really try to do something. So I end up meeting a guy named Nick. He had the idea to start this This startup, which really is kind of a world changing, you know, we deliver organs for transplants. Really? Kind of a life saving idea requires very complex software Greenfield opportunity. So I just went for it. And luckily, all the frustrations I had that led me down the path to and I learned so much I could really prepped me for a startup life, which is, uh, it's a boiler room.

So Airspace Technologies is a time critical freight forwarder. So the elevator pitch for us is We move things generally very far, very fast. So if you need something to go as fast as possible, so someone might be losing money on the other end. So let's say an aircraft can't take off on the runway. You need to get a part there as fast as possible. That part might not be in that city, so use a company like us to get there as fast as possible. So we find the fastest possible path between two arbitrary points on the planet using real world transportation. That's what we do. Eso we dio organ transplants. We do tissue for research. Like I said, parts for downed aircraft. We keep manufacturing lines up and running. Critical shipments is what we specialize, and we write a lot attack around that to make sure that it's gonna get there as fast as possible and is error free. It's possibleit's pretty much on the phone. So there were companies that that we're solving this problem, but it was just a telephone tree. So you're a nurse. You just talked to the family right of someone who passed away. And now you need to solve a very complex logistics problem. And these companies, would you say, Okay, I'll call you back. And then they would call people in in the Origin city. They would call people destination cities, see if they'd be appropriate vehicles available. Drivers did manually walk a list of flights, so it was a very manual game of telephone that took hours. And, you know, we solve the problem in 100 milliseconds.

So I kind of joked that I knew that the fastest way to make this idea not work was to just start coating right away. So instead, we sat with drivers. Nick actually ran a logistics company. So we sat with drivers. We sat with dispatch. We did full on user research, uh, to figure out what the actual problem was, what the pain wins for and what would really change the game s O. That was really the first probably six weeks, maybe two months on. Then we knew exactly we needed to make, um, you know, through low five prototyping, and then we started cranking.things change in the next few months. Um, really. It was about six months to get to the M V p to really, like launch and go live with the product. And then after that, it was rapid learning. You know, we we realized that we offer one thing 1000 times better than everybody else, but we didn't offer some other thing and eso it was feeling feature gaps as fast as we could based on customer information.