LB-N, LLC , CEO - Chief Executive Officer
CEO College (Phil Glen), CEO Preparation and Insight
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How did you get to where you are today? What incidents and experiences shaped your career path? What inspired you to work on this business idea?

Summarized By: Jeff Musk on Fri Oct 16 2020
sure I appreciate the question today, so thank you very much. Um, So how I got here today? 30 plus years in telecom. Um, and what drived toe? What? The incidents shaped the career within that I've done operational support systems, predominantly software networking within the fiber optics, built global networks and looked at things from a global perspective. And those were some of the things that I actually have a shape, the experience for me. Let's say, as you say, the incidents and what inspired me to do what we're doing at l b in to start L B in WAAS starting to look at things. Uh, not not to use the term. That's probably overused, but out of the box. So most of the environment telecom eyes very in the box toe, work with carrier work with the function and stay in a silo. And that is what it encouraged me to do. This is to create an enablement company to look across that and stretch between those different silos to be approached with those. And so that's what we have done here. Tell Bien. So I appreciate the question

What products or services did you start with? How has your product or service offerings evolved over time?

Summarized By: Jeff Musk on Fri Oct 16 2020
we got started with this, um, really looking at smart cities and how to enable a smart city, an environment for smart city and what a city was undergoing. An aesthetics and functions and features And, um then enabling that along with the carriers, so very simple to start it sounds like then Cove it hit. So things have changed very drastically for us. As a lot of the software function, features and stuff have changed. And that is how that's evolving over time for us. With the pandemic currently underway, Um, we've had to realign some of our timeline and some of the products and offerings, but it's enabling that component of what we started with. And that's what we did was for services, I guess, the key word in the industry's called digital digital transformation. So you have it infrastructures of service platform as a service and software as a service. And as I said earlier, you had to find a way to over arch those to make it to be a single solution city, which they do not know how to do. And so that's what we were solving that. And now that our products offerings were changing based upon security co vet and different things in a pandemic which hasn't happened in 100 years. So I guess I should feel blessed.

Can you walk us through your first few weeks, especially challenges, when you started your business? How did things change over the next few months?

Summarized By: Jeff Musk on Fri Oct 16 2020
Oh, certainly. So those weeks were very still right in the back of my mind like they were yesterday. Um, being that have been in the industry long enough and we'll get to probably seen those questions. But the first few weeks had been working on the idea and functional company for a year, year and a half. Consultants, analysts, partners and things that I had when I decided to start those first few weeks, it was amazing that once they realized I was building a company and it wasn't a theory or processor thought of all the things that had to be put in place and until to start those first few weeks and all the way from being, um, Inc. How do I do that? How do I look at, uh, of course, starting the company? How do I bring people into the company? And so that was really the first few weeks was even though the business plan was in place, prospectus was in place now that I had to start to execute, and those were some of the fun challenges. When you're starting a business there, things you don't think about because I've worked for very large companies and other multiple startups. But not in the position I'm in is the CEO and those are things that you normally don't see. They go on behind the scenes and all of a sudden when those were put in front of me, that was very interesting. And um, it was It was a very trying and very, very fun time at the same time on how it's changed over time. Mingling in the right parts of the team is the real key is everybody speaks many times of business colleges and postgraduate programs and sort. But it is a real key and that is how things change. So a lot of those things that I thought might be daunting or harder for me to try to take over and control. I was able to bring in the right team members and that's what's changed over the over the months and I got to get back to strategy and vision of how to direct. The company, which is CEO, is primarily held responsible for

Who were your early customers? What marketing approaches, channels and promotions did you use to reach out to customers? What worked and what didn't?

Summarized By: Jeff Musk on Fri Oct 16 2020
Okay, So some of the earlier customers for us were, we thought would be working with phone companies and carriers. Um, still pursuing those wound up being cities themselves. Um, that is not an area that the team that I've put together until that that's not where usually telecommunications companies don't go sell. They usually go sell two carriers. So then we had to go put your second part of this. Those are early customers or cities and different areas that we're working with them with police departments. First net, which is the fire ambulance on how to accommodate that with them. And so that was interesting parts what the market approaches and channels. We took the promotions for us. It was the Council of Governance for mayors. Um, looking at organizations, um, network on everybody heavily stresses network. And I don't know how much more to do that than tell the students that is a key. Having a very viable and active network definitely helps. We use a lot of linked in, um, have not done Facebook yet have done it in some with Twitter. Um, that's how we've been reaching our customers because it's other people that we've been linked in with and networked with and talked with and do working with other startups, talking thio equity people and investors. That had been people I've known for a long time, but they were interested in what I was doing, and it was amazing the number of people they turned us into to go talk to because of different initiatives they had going on. So the marketing approaches. We've been very, as they call it, Guerrilla marketing has not been a traditional marketing approach in a a let's, say, a professional company marketing program. We have been really by word of mouth and networking, and that environment has been doing very well for us. We've actually have now global reach, which I didn't think I would ever have. We're very globally engaged in many different parts of the world because of us doing that. What worked and didn't work, we did. That's why I said, Come back up. Social media is good if you know how to use it. Facebook's good for friends and family is not so much for business, maybe for retail, but for professional services and accommodations into this environment that we were working with. Uh, not that we haven't figured out, but I don't think that worked well for us. Um, other marketing approaches we did, of course, for trade shows and functions of those and participating. And I think that what does work is if you could get on into the, um, trade shows and things of the industry, what you're pursuing and become a speaker or a Panelist. That is a lot of the ways that we have reached out to. Also, the industry is participating in the industry conventions and standards. Even right now, with all the virtual conventions going on, we have 2 to 3 a month. Whether they be i Tripoli, whether they be open Network foundation or one f, there's another one more part of, um And then, of course, there's the cancel governance for mayors, which they have their postings. We work with federal energy reserves or, uh, FERC Federal Energy Regulatory Commission. Sorry. Um, they have postings and stuff for cities, and even in smart grids from the areas were moving too. So, with the current environment, the digital world marketing, I I believe, um is easily and flexible. It could be aligned very quickly for what you're trying to do

How did you hire, incentivize, and track the progress of your marketing team including agencies and part-time workers to scale the customer base?

Summarized By: Jeff Musk on Fri Oct 16 2020
so primarily the way we've started off and when we were doing, um the term was always called sweat equity, But most of the people, I guess I could say now all of the people hired within the company we've had four other hires here briefly so I could say up to four hires where people that I've been involved with in the industry and had seen past life and success that I've had in different initiatives. And they were willing to come in and work in essence, in a sweat equity environment to start. Thank goodness they did. We're doing well and in tracking progress. Um, whether we track progress from my position in the company is it's not just sales. So we really track progress. Also like you, Like you say, they're tracking progress with marketing team and the agencies and functions we work with. And so now, then you have to find a way to track it, incentivize them because they're not like a salesperson getting commission check. Um, you gotta put together programs with them that they can help engage with those. That's what I've been with most of them. Most of the team that I have is 20 plus years in telecom, so they've had different and initiatives and incentive programs that they like and didn't like. So that's how we've actually work together as a team. Of course I have the final decision being the CEO founder, but I look to them to tell me what what drives you? What doesn't drive you? Um, here's the some of the benchmarks. I don't want to say KP ice. I'm not a real strong proponent of KP Ice. I am is a company, but not KP eyes as individual silos because sometimes that's very hampered upon the other entities of your company because they're achieving their achieving their KP ice at the downturn of some other entity within another organization. So that's why we we track progress off course. Sales is always the predominant one. Revenues, always the way progress but marketing for us and work with the agencies. Um, messaging is key, um, and help work that with the part time environment we work with, uh, consultants. I could consider them part time, I guess, would be the best way to put them industry leaders and and thought leaders and engaging them and board member and advisory roles also with us. We have, uh, a fairly good role in advisory roles with us to actually help scale the customer base.

How did you finance your business at the start? How have your financing needs and fund sourcing strategies evolved over time?

Summarized By: Jeff Musk on Fri Oct 16 2020
Okay, That's a fun question. Especially this year. So, um, how we started the company at the very beginning is the way I've seen most startups that I've been engaged with, and I'm engaged with about six of them myself. Um, the start of the business was really friends and family and, in essence, a bootstrap to get started. Um, knowing in the past with most investors, they're interested. But they don't wanna fund ah, lot of upfront stuff and operational expense. They're more into cap ex and initiatives going forward. So that's always a fun part for a startup. I know a lot of people. They read stories they don't hear about all the four years behind in a garage that somebody and two other buddies were working with. That they self funded what they're doing. So ours was definitely a bootstrap. And like I said, really finance based from an equity for the operational point with sweat equity with us. Uh um, Now, the financing needs and the sources have evolved immensely. This year, primarily, as we have been working in the past would be your traditional funds. Um, trying to talk to venture capitalist. It is difficult to find venture capital out in California and some of the other areas. A lot of it shifted to New York, so we've had to shift a lot of our attention to New York. Looking at private wealth management is another Mary major source that we're using A Z I've been doing that they had not done in the past. But I would highly recommend that to anybody looking in a startup. Look at within your network and and look at that because there are hard net worth individuals that want to be involved and it helps the company that helps you with the right investors. And so that's what we've been working on A Z. We're doing another initiatives is you gotta make sure your funding source matches your goals, not just to check in the bank, because that will drive your company. And it might not be the direction you want

How did you manage the legal and accounting needs of your business? Would you manage your legal and accounting needs any differently if you have to do it again?

Summarized By: Jeff Musk on Fri Oct 16 2020
legal accounting for us. Um, so I look at that is we hire that out. We're not of this size to have legal counsel in house. And so, um, for somebody to start up, this gets to be fun is going interviewing large law firms that can represent you in the right manner and not having anything in front of them. Other than an idea. Pretty interesting to do the engagement and get the letters and things done with with legal firms. Um, make sure you're looking for that legal firm. My opinion that matches your business again. Um, they might be have a great name, but they might not be doing what you're doing. So that's how we did. We manage that by, um it's a local here with me where I'm at in Oklahoma. But that's what they do is innovation. They do it all in gas, telecom and others, and the same thing in accounting. Um, we work with, uh, a gentleman that actually is ah, publicly traded company CFO. And he is helping us with the county needs the business practices there. Would I manage it any different? Um, probably not. I can't think of any reason that has gone very well for us in legal and accounting to date, So I cannot think of anything that I would do differently than what we did. It's just the struggle. Is finding a way to engage illegal firm when you don't have anything in front of you? For them to put their arms around to help you with is a startup.we actually went up with retainer basis and then based upon functions of what we're doing, there is a defined term sheet of what that retainer means, and for anything outside of that for legal counsel. Then it's upon agreed upon hourly basis for that. But yeah, we're on. We're on a retainer basis on both the counting and legal.

What kind of suppliers and vendors do you need for your business, if any? How did you negotiate terms with them when you were starting out? How terms changed over time?

Summarized By: Jeff Musk on Fri Oct 16 2020
so as far as what we've done and built. So we have some patents arranged around our process and and product. That's the infrastructure for what we're doing for Enablement. Then we had to go find and it's a zoo. Ask their suppliers and vendors for the current world of what we call the Internet of things. Five g. So, yes, we do have all sorts of suppliers because the way our infrastructure is built and the way that we're doing it, we could enable, um, cameras. We can enable sensors we could crosswalk street lights. Uh, anything that you can think of that you would see in a city street. It goes in our infrastructure inside of what we do. And so the interesting part was negotiating that with terms. Um, especially when you're trying to talk to I'll just leave it as it used to be. The big three. But now the big two telecom providers and products. Um, how we negotiate terms were teaming agreements and arrangements, and we're moving forward to master service agreements with them. Um, same thing with some of the other vendors on some of our software initiatives. Some of that has been a pay as you grow. Um, call it like a retainer with an attorney, I guess would be the best way to look at it. So there is some up front, but it's not over daunting. Where a $400,000 license could put a young startup out of business. They've been willing to work with us on a pay as you grow process. Um, the terms I would change over time. Um, they've changed. E think it's due to the current environment we're in. Um, for instance, we have other, um very large. I guess I could say a trillion dollar customers with teaming arrangements also, and the terms they used to have they didn't touch anybody unless they had an M S A. Or you were by X number of millions per month or per quarter. They're engaging that now. That's historically what I've seen happen in the past. This to say, 18 months is that they're arranging MAWR into this business enablement environment of looking at teaming agreements and the functions of which we're currently at. That has been a major change in terms. Um, it is hard to get extended terms, of course, as a startup and the teaming agreements is. What we found is actually good because both parties air participating and they're fully aware of what's going on and they know where the money is coming and going. So that's how I've seen the terms change.

What were the challenges in building the initial team and how did you overcome them? How did the team's composition, responsibilities and team-culture evolve?

Summarized By: Jeff Musk on Fri Oct 16 2020
so building the team is something of CEO or start up really needs to sit down, think through. It's not just going through a list of friends and boy be great to work with. Um, you gotta look at function and feature what you're trying to do in your company and what you're trying to resolve as your solution of solving a problem and move into revenue. And I had to really sit back and look at that and through many different nights and different charts and or charts and things, knowing different people, personalities and their capabilities arranging that to build the initial team. The key tome, Iwas looking at the team knowing they could work as a team and not feel like they have to always be in control because there could be situations which, better for another team member to be in control and then support, which is hard for most of executives. We have the company today, um, have been EVP senior VPs, president of business units, and that is that was the challenge of building the team of telling them you're no longer president of a business unit. If you come work for me, you'll be senior VP. Well, I want to be senior executive vice president. Well, if you're going back to investors, they go who works for him? They work for themselves. That doesn't look good, so that that is one of the challenges of aligning title and function along with the culture, with that person for the team, that's a very difficult thing. Um, so it's for the responsibility and teen culture evolved. I'm I'm a CEO that let's kind of involve itself and take its own nature, of course, and oversee it to make sure it's accommodating the original vision and and composition of what was started. Pardon me one second, um, e to apologize. Um, so that's what we had to do with the composition of the team. So they've actually helped evolve and build the culture themselves and that that is fun to watch. Um, it's not like it's, ah, everybody what they want. They have evolved in their own culture, and I just have to oversee it.

What qualities do you look for while hiring your team members? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Fri Oct 16 2020
So what? I'm looking for a team member in our environment. I have to have somebody that doesn't kind with any preconceived notions of what's right and what's wrong. They have to be very innovative because what we do is out of the box. There's really not companies like us. Eso there is nothing for them to gauge against. Um, so that's what I'm looking with them and I started asking questions of the candidate. Um, if you were us, how would you perceive moving forward on not so much a cells question. But how could we do things better? Or how could we doing things that would make more sense to you? And usually I'll get answers that well, if you were like X y Z company and you did this, that's a big black Black X for May because what we're doing is not what everybody else has been doing. And so it's It's a balancing act between the team members and is they hire people they know. That's one of the questions that I'll get. It's kind of a ah fun time for those that have joined us here recently, they said. That is usually not questions I get from people, I said, I know what you're very capable. I could read your resume. I want to see how you fit into the culture in the vision of what we're producing and offering to customers and service. And I don't need a lot of luggage is they might call it to come across with things that come along with large companies and get in their way and think that's a better way of doing it. So let's use of the questions I posed in position with. I do like to go to lunch or dinner with perspective. It's been kind of hard. I actually just did a virtual lunch last week for a lady that was helping us with corporate development. She thought was kind of funny, so we're both to eating. But we're still talking and we're doing like you and I are with the video conference, because the current environment it's it's harder to get out in restaurants. So yes, that is what I prefer, and it's it gets the chance to kind of get to know the person and ask other questions in them of us

Who were your competitors when you started and how did the competition evolve? How did you create a competitive advantage and a unique selling proposition?

Summarized By: Jeff Musk on Fri Oct 16 2020
so it was actually started. Everybody always to think that their unique and there alone and nobody is doing what they're doing. And we thought that we went to Mobile World Congress and we found out we really were the only ones doing what we're doing. We had, um I guess it's OK to, say name brands. During this conversation, we had people like Sprint Coyote. We had Erickson. We had Nokia. We had CommScope. We had These were all big names. They come by and talk to us. It scratch your head there. That's very interesting. Nobody's doing that. So what we found interesting, though, and working through, like the Linux Foundation, some of the open environments that were with that we've actually helped create a competitive environment, identify a new arena and a new let's say, silo if you want to call it that, enabling an environment in what we're doing. And we're starting to see a lot of our competitors that air now competitors because they're starting to say the words we say in our presentations when we got started. So it's it's been a little reverse for us. Um, it was not daunting for me. I've been in two other markets where there really wasn't anybody doing what you're doing. Um, I would not highly recommend it to somebody that is not very passionate and really believes in what they're doing and know they can get there because that is very tough when nobody else is not talking like you're doing anything like you. And not having a competitors does not help. Also, when you're trying to raise funds because they always want to gauge you against the current market or competitors and how you will change value. So that's the next part of the question, which I really appreciate it. So how do you go create a competitive advantage of something that's really not there yet? Um, so creating That is what we have done. Uh, essence. It's like kind convention earlier, working through the organization's identifying the area that we're truly pursuing and creating the competitive advantage that actually starts a whole new industry. We've had to equity firms, um, that have just released what they think the market size value, and these are people we've been working with, of course, that they have publicly said the market that we're working on, I never thought I would help start or initiated be part of a group of guys doing this is a $10 trillion market. So now that we've even gotten it to the point where the equity firms are identifying the space rent and what it's valued at, so I think that's a very unique, up selling proposition of what we're doing, we've also helped set the market. Hope we get some of those numbers it someday. Um that's how we've been able to get a competitive advantage because a lot of the investment community does Call us, talk to us. They're looking at other companies that are starting to show up like us and ask us, uh, is this your space, Their space? What their unique, um and that that's why that's how we've been really working on our unique selling proposition, trying to be open. I mean, we gotta make money, what we're doing, but trying to be open and enabling even the environment of the industry that we're helping start

What were the major exciting and memorable moments? Were there also any moments that almost got you to quit? How did you get past them?

Summarized By: Jeff Musk on Fri Oct 16 2020
Yes, there's been many exciting moments that we've had. Uh, I think one of the most exciting moments that we had in memorable, um, we had CEOs of major carriers coming over to see us at Mobile World Congress last October when we really announced our company publicly had been selling and moving through that. But this is more of a public announcement we were doing and it was exciting to me and that I had sold to them or worked with him and other projects. Two of the three that came by and it was a memorable moment to me that people of their stature, which is a seat, I sit and not near their size of companies. And they said, Ron, we always knew you would figure something like this out because that's the way you are. So to me, that was exciting. That was very, you know, it sounds self serving, but toe have people that you respect and have meant towards you in your career. Just come out and say This is what we've always expected. We're happy to see you finally did it. I mean, that that was exciting for me and the team for me and l b in, um, I had four of us there, Andre, like, Well, that's That's what we had expected. That's why we're here. So, as faras moments, do you want to quit? Um, yes, um, June July in particular this year, because the pandemic, um, we watched January February March was still highly active. Unbelievable people calling in moving forward with us, doing different projects and processes worldwide. Come June and July, it was the vendors that I was teeming with calling me because they were bored and there was nothing going on. And as a startup, you've got to figure out what is the time when I got to pull the plug or find a new way to rearrange this or have a different vision. Remove this forward in a different manner because this is just not working. And so, yes, that you will get those. And that is the part of the question you asked, How do you get past them? I highly recommend, um, I'm a very paper or in a guy and everybody else's digital in the company. But there's a walk into my office and talk to me from time to time. Um they know I have a special pad. They know what it all looks like. I go back to my original business ideas and vision and see. Did I miss something? No. Our thanks. Still moving? Not as fast as I want, but yes. Um, has there been any economic change that means I should quit this? It was close in June and July, like I said, but you really gotta go back and look at your initial vision and how that you had perceived this moving forward and do, Ah, they say a self check. That's how I do it. That's how I get past him. I go to a self check. Then after I do a self check, I go back to my CEO, my CEO who is my partner and my CTO, who is very engaged in the company and say, Here's what I'm thinking. What do you think? I'll always like to get validation and verification? I don't think things from the CEO's level should ever be done in a vacuum because you're affecting everyone's livelihood, and I want them to know where I'm at and what I'm thinking at the time. I think we're all adults so we should be ableto converse in those those topics. So that's how I get past them. And of course, the three of them said, You're crazy what we're doing. Perfect. I'm from my desk. I'm not seeing things move right, but Okay, uh, you know, those things are real busy. We just were not as busy as you want, so that that's how I get past them.

What college programs did you attend and what were their best parts? How did each of your college programs prepare you for your career?

Summarized By: Jeff Musk on Fri Oct 16 2020
fairly. So I'm a finance major. Um, and I work with a bunch of electrical engineer. So it's It's an interesting mix, So I look it from a business, and they they say, I'm a misplaced engineer, which maybe I should have gone to engineering, but I'm glad I had still a finance major. Do what I do. Um, but the college programs I was going through was was on the finance side also have a minor in computer science and programming and technology, And so that's helped me with a lot of the visions and ideas and moving forward that that I think are very good. I don't recommend it. Even my Children are now past college because they were going through college. I told you, Always have a backup plan that's a minor or have a second degree or blend the degrees to get something you want to get. Don't cubbyhole yourself as they say, and put you in one spot, because if that spot doesn't move, um, you're in trouble because that's what your degree says it is. And so that's what I did with mine. Um, so instead of having all of the fun courses, I was doing com site courses. Um, how they prepared me for my career. Definitely been a finance major trying to put together, um, a lot of the performance metrics working with investors, the member of the memorandum is And things you have to work with legal and financial on building tables is no big deal to me. Um, you understand? Forecast. You understand your algorithms, you understand how to apply them. Um, So even though I'm not an electrical engineer, um, or telecom engineer by either way, I am by trade for 30 years in the industry. Plus, um, that's That's what the college programs prepared me for. I still have two or three my college books that I go back to for different, Um, when I'm looking for a certain way of looking at a formula and go back and read through them, um, I don't believe the Web has has everything. So sometimes when I'm looking for I'm goes old school is you get, I go pull a book off the shelf and thank goodness I had some of those college classes for cost consulting, cost accounting and some of the other things that that definitely get me through those

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

Summarized By: Jeff Musk on Fri Oct 16 2020
So when I think of three, predominantly that the first and foremost to me is and it's it's it's something that I've been handed down from mentors I have. So that's why I appreciate this program. That's why I was so excited to accept this. I really feel I feel like going forward. People should be mentoring. I don't need to be on a pedestal here, But if people don't mentor, the groups coming up don't know what what went on. That's why I appreciate your questions. So life lessons for me is find a mentor. That's number one. Um, two of my mentors were very retired, Um, but they were the gentlemen. Two of them are the guys that actually founded Nortel in the United States, and they went through a lot of problems, like what I'm going through and when I say first they were the first three employees for Nortel in United States, so they're very good mentors and friends of mine. That's a life lesson. I think that is not taught well or even they always talk about networking. Networking is definitely good finding somebody that truly understands you and you understand them. They could mentor of how you wanna be like them. I think that's very key. Second is if you find it sounds somewhat rhetorical, you know, it's a lot of books, but if you find your passion, you never goto work. This is something my father taught me early on. He was self employed entrepreneurial, and he said, If you truly find your passion, you never goto work and everybody They'll be in wonders when I sleep and when I do things. But it's truly a passion and I love what I do and I never goto work anymore. I'm not gonna work for almost two years to me. I don't go to work. It's just I get up and I have fun doing I'm doing. I think it's a life lesson. It's not just to check its finding something passionate that drives you and you want to do it will find you. The passion will follow you and the other life lesson to me. Um, because I thought, as you just said, that is, I think the key, Um, I know you have a lot of students. Maybe they don't have families now was global sales and so always have a balance of life and work, so work life balance is a very key thing. I know there's many books and things written about that, but I really believe people have to have a work life balance. Andi, That's what I I work on all the time, even still at my age and where I'm at with my kids and all. It's a work life balance. So those are the three life lessons that I've learned that have assisted me in my career. Um, so as faras facing adversity or trying something unusual, Um, I guess the best way from an answer that for you all is that's all I've ever done my whole career, so I don't see any adversity. I've always been doing something that's a little off. One of their careers I had early on was that kind of called network solutions, and I was one of the two cells people. I was really one of the only enterprise salespeople outselling I P. What's I p today to carriers, So that's very adverse. That's very unusual. Um, try to sell something free and tell them how they're gonna make money. That's a little interesting story. So as faras experiencing facing adversity. Um, my tactic of what has worked well for me. I take it, but take it is what it is, and it is what it is. And I try to envelope or develop through it and around it and put it behind me. And then that's why trying something unusual does not really get in my way. That's why we started. I'll be in. Um, it was it was interesting. Like I told you earlier on was early days. People, What are you doing? What are you doing? This It is very unusual. So, um, that's why I would say people toe to experiencing adversity because there will be plenty in your career. There'll be plenty with competitors. Be plenty of different things. Um, have faith. Go through it and put it behind you instead of procrastinate and put it over to the side and think it'll go away. It will not go away.I know some of the kids. They got the pictures and all that. Well, Dad's not lying. Here's jobs. Wozniak e. I mean, there's Dad. I mean, wow. Um, yeah. I mean, okay. And my kids have been with you as they were growing up because we have videoconferencing. I've always been involved in this. They would see these different guys on TV on the and you're talking to Dad. They're going. Wow. I guess you know, this weird guy from Oklahoma does talk to some strange people.