Speaker 1: What's up everybody? Will Lucas here a black tech, Green money.
Speaker 1: So good to be with you guys as we kick
Speaker 1: off this holiday season. And let's start this off a
Speaker 1: little bit of afrotech news. A lot going on in
Speaker 1: the world today. You can always get news like this
Speaker 1: on afrotech dot com. But in case you haven't logged
Speaker 1: on to the end at this morning or this today,
Speaker 1: this avenue, whatever, I don't know when you're listening, whenever
Speaker 1: you've listened, if you have not been over yet, I'm
Speaker 1: going to just give you a little bit of snapshots
Speaker 1: of what you can get on afrotech dot com. So
Speaker 1: first up, early stage investor in Wall Street VET Stephanie
Speaker 1: Thomas is now going to be the managing director over
Speaker 1: at Zeo Capital Partners. She was previously a founding member
Speaker 1: and investor at Impact American Fund IAF and helped that
Speaker 1: company scale from seven million dollars to one hundred and
Speaker 1: ten million in assets under management. At Zeocapital Partner, she
Speaker 1: will lead US investment plans, which include a fifty million
Speaker 1: dollar commitment to inclusive investing through its newly establish Barclays
Speaker 1: Black Formation Investments Initiative BBFI, established just in October like
Speaker 1: a little bit ago. The fund was designed to invest
Speaker 1: in black led companies that are working to address wealth
Speaker 1: and skills gaps through their services and technologies. So if
Speaker 1: you're building in that category and that vertical, you need
Speaker 1: to high at a big shout out to you, Stephanie.
Speaker 1: Much success in other news of black women doing amazing things.
Speaker 1: According to shot Black, Maria Tower is behind one of
Speaker 1: the largest women's health funds. According to shot Black, so
Speaker 1: Steel Sky Adventures. They portfolio companies include like Midi Health
Speaker 1: which does menopausal care, Origin which is pelvic floor physical therapy,
Speaker 1: twenty eight Health which is telemedicine for reproductive healthcare, in
Speaker 1: May which is a marketplace for improving black maternal health today.
Speaker 1: To date, Steel Sky Ventures manages about seventy three million
Speaker 1: dollars in total assets, that's per shot Black. Place in
Speaker 1: the firm is one of the largest women's health focused
Speaker 1: venture capital firms, Toller told shot Black. Steel Sky partners
Speaker 1: with passionate founders innovating in women's health. We invest in
Speaker 1: series A companies with product founder fit demonstrated solutions to
Speaker 1: critical women's health issues and readiness to collaborate with leading
Speaker 1: healthcare institutions. I'm so glad about that product founder fit
Speaker 1: statement because it's a great segue into today's episode. 'm
Speaker 1: with Lucas Black Tech, Green Money. That was your afro
Speaker 1: tech news. If you want more stuff like that, go
Speaker 1: to afrotech dot com, pin it to your bookmarks bar. Now,
Speaker 1: we're taught to give things our best, especially if you're
Speaker 1: starting out in business. You know you've got to give
Speaker 1: it all you got in order to find success, right,
Speaker 1: you know, but what if with respect to business and
Speaker 1: ideas in the beginning, that's the absolute worst thing you
Speaker 1: should do. I want to talk about minimum viable products,
Speaker 1: and this word is specifically for businesses and startups that
Speaker 1: want to scale, meaning you want to grow your revenue
Speaker 1: faster than your costs. It's not like, you know, you're
Speaker 1: building a long care service or some lifestyle business like that,
Speaker 1: where if you want to cut more yards or cut
Speaker 1: more hair, or you know, do more nails, you've got
Speaker 1: to hire more people or purchase a lot more equipment
Speaker 1: in order to do that and grow. Because you're one person,
Speaker 1: you've got limited resources, limited time, et cetera. It's not
Speaker 1: designed to scale. But in a scalable startup, you're growing
Speaker 1: your revenue faster than your costs. So in this regard,
Speaker 1: we're talking about something that might be leveraging technology, whether
Speaker 1: it's an application or a website, even a fashion brand
Speaker 1: or any event like let's say you're putting on a conference.
Speaker 1: Those things, the revenue can grow for a business like
Speaker 1: that faster than the amount of effort, resources, etc. That
Speaker 1: you're putting into it. So my goal by the end
Speaker 1: of this episode not only is it that you're convinced
Speaker 1: that you may not need to dive in with both feet.
Speaker 1: I want to get you to embrace the logic and
Speaker 1: why that might not be smart, but also my hope
Speaker 1: is that you have an idea of what you should
Speaker 1: do next with this information. So unlike the kind of
Speaker 1: businesses that I mentioned earlier, the landscape or the barber,
Speaker 1: the nail tech small businesses, if you think about it,
Speaker 1: we're not necessarily trying to be profitable upfront those kind
Speaker 1: of businesses. You're trying to be profitable with every deal
Speaker 1: with a scalable operation at the MVP stage. All we're
Speaker 1: trying to do at this point is prove that people
Speaker 1: want what we're building and that they'll pay for it.
Speaker 1: And so with that, I need to start this conversation
Speaker 1: with talking about passion and romance, and not the kind
Speaker 1: of passion in romance you know that you googly eye
Speaker 1: and somebody, but the kind of passion in romance that
Speaker 1: you might be googly eye and your ideas. I'm going
Speaker 1: to just say it in the most stark terms. I
Speaker 1: know how just because you care about the thing that
Speaker 1: you're working on does not mean the market does. And
Speaker 1: that's not easy for a lot of people to hear
Speaker 1: because we believe that because we think we have the
Speaker 1: best idea for solving whatever problem that the world believes,
Speaker 1: the market believes it's a worthy idea to be on
Speaker 1: the shelf. Because some ideas that you have, people may
Speaker 1: appreciate the idea, but they're not willing to pay for it.
Speaker 1: It may not be a problem at the level of
Speaker 1: them bringing you know that they want to go in
Speaker 1: their pocket and reach out their wallet or pull a
Speaker 1: phone out for Apple pay. They may have the problem,
Speaker 1: but they don't have the pain at such a level
Speaker 1: that they are willing to solve the problem with your solution.
Speaker 1: And think about it this way, it's not always pain
Speaker 1: that people are trying to solve for it's also desire.
Speaker 1: Maybe they think what you're doing is cute, but are
Speaker 1: they willing to embrace you or cute for themselves such
Speaker 1: that they'll pay for it at a rate or at
Speaker 1: a dollar amount that makes it make sense for you
Speaker 1: to produce the thing. So just because people have displayed
Speaker 1: some level of interest in what you've displayed interest in
Speaker 1: developing does not mean there's a place for it on
Speaker 1: the shelf. This is what this process of going through
Speaker 1: the minimum viable product phase will help you figure out.
Speaker 1: So what is a minimum viable product? It's just the
Speaker 1: finest for those of us who don't know what it means,
Speaker 1: a minimum viable product. And I'm gonna give you my
Speaker 1: pairaphrase and then I'll give you the actual definition per Google.
Speaker 1: So the definition, if you ask me, is what is
Speaker 1: the least I can do? The least viable thing I
Speaker 1: can do? And I'm going to come back to that word,
Speaker 1: the least viable thing I can do to prove that
Speaker 1: it is worth it to go to the next step
Speaker 1: and invest more in it. My idea in my business,
Speaker 1: what's the least thing I can do? Because all I'm
Speaker 1: trying to do again, all I'm trying to do at
Speaker 1: this stage is prove that the market wants it and
Speaker 1: they will pay for it something the market wants. There
Speaker 1: are some things the market wants that it will not
Speaker 1: pay for at a level that makes it make sense
Speaker 1: for a producer to produce it. So I went to
Speaker 1: Google and just the first website that came up was
Speaker 1: my VA three sixty. I don't even know who does
Speaker 1: this website, but it's just the first one that came up.
Speaker 1: So their definition of the minimum viable product is the
Speaker 1: first form of a product that you can release to users.
Speaker 1: It provides core functionality without any additional features. Entrepreneurs use
Speaker 1: MVPs and viable products to assess how customers feel about
Speaker 1: an idea. If the idea does have potential, they use
Speaker 1: customer feedback to develop the next version of the product.
Speaker 1: There's a couple things in there I want to point
Speaker 1: out because it's important to do, because I started this
Speaker 1: conversation off talking about why you should not give your
Speaker 1: best in the early stages of a scalable startup scalable business,
Speaker 1: and that was a little bit intentionally abrasive, because I
Speaker 1: believe you should always give your best. But what I
Speaker 1: mean by not giving your best is don't do the most,
Speaker 1: do the least. You have to do viability in order
Speaker 1: to prove. But that viability standard means you gave your
Speaker 1: all at that minimum level. What all can you do
Speaker 1: at this minimum level to make it viable? So if
Speaker 1: I am interested in starting, you know, let's say I
Speaker 1: want to start a new website and I want to
Speaker 1: do news what is a minimum viable product? Because I
Speaker 1: don't have any eyeballs come into my domain today, I
Speaker 1: don't have any eyeballs downloaded my app and subscribing to
Speaker 1: my newsletter. I don't have any eyeballs or demands from
Speaker 1: advertisers to come and check me out. What is a
Speaker 1: minimum viable product in that scenario. In that scenario, a
Speaker 1: minimum viable product could be my Instagram page. How many
Speaker 1: people can I engage in the types of content I
Speaker 1: am going to produce things to produce content around, produce
Speaker 1: ideas around, produce words around such that I see okay, yesterday,
Speaker 1: it was one hundred people. Following today's it's one hundred
Speaker 1: and ten people following Tomorrow, there's one hundred and fifty
Speaker 1: people following a week from now, there's two hundred people
Speaker 1: following and my engagement on every post continues to go up.
Speaker 1: That is some sort of proof that people are interested
Speaker 1: in my take. So what is the next step from
Speaker 1: that Instagram or that Twitter account, or that Facebook profile
Speaker 1: or that LinkedIn situation. I could go start a newsletter
Speaker 1: for free. There's plenty of websites where you can go
Speaker 1: and you can create a newsletter. Keep it under most
Speaker 1: of them like make you keep it under a certain
Speaker 1: number of subscribers at the free level. Like let's say
Speaker 1: I don't know list to be true, but let's say
Speaker 1: like constant Contact or what's another one, Mailchimp. Let's say
Speaker 1: constant Contact. A Mailchimp will allow you to create a
Speaker 1: newsletter for free if you have less than one hundred subscribers.
Speaker 1: I think Mailchimp actually does. It's constant Contact. I don't
Speaker 1: believe does. But Mailchimp, I believe, has their pricing structure
Speaker 1: to allow you to use their service for free if
Speaker 1: you have under a certain number of subscribers. So, if
Speaker 1: you want to be the next big publisher, the next
Speaker 1: big blog, the next big you know, hot take giver,
Speaker 1: the way to do that is to create content and
Speaker 1: build a following. You don't go and build a ten
Speaker 1: thousand dollars website on day one. You don't go and
Speaker 1: buy twenty thousand dollars cameras on day one. You don't
Speaker 1: go and invest in studio time at your neighborhood podcast
Speaker 1: studio and spend you know, thousands of dollars an hour
Speaker 1: just to figure out if people want to consume your stuff. Now,
Speaker 1: if you got it and you want to do that, hey,
Speaker 1: by all means, but in a minimum viable product scenario.
Speaker 1: To save you the time, the effort, the resources just
Speaker 1: to figure out if people care about your take is
Speaker 1: to start with what is the minimum What is the
Speaker 1: least viable thing you should you doing just to prove
Speaker 1: that the one hundred dollars you're gonna spend as an
Speaker 1: investment into more equipment, better resources, it's people, etc. That
Speaker 1: it's actually going to a good cause. That's what the
Speaker 1: minimum viable product is designed to do. So, if you
Speaker 1: are I talked about fashion early, if you're creating a
Speaker 1: fashion brand, you don't necessarily have to go and spend
Speaker 1: a bunch of money on inventory. There are plenty of websites.
Speaker 1: Spring is now one of them, used to be called
Speaker 1: Tea Spring, Shopify, does this now where you can create
Speaker 1: you can even sell the T shirt designs and the
Speaker 1: shirt designs even other branded things that you design and
Speaker 1: you don't pay anything effectively until somebody buys it and
Speaker 1: then they print it, they create it with your designs
Speaker 1: on demand. Amazon, I believe, is getting into this business.
Speaker 1: I know Shopify, does I know t Spring which is
Speaker 1: now red, which is now Spring Red Bubble is one
Speaker 1: And this is something you can do just to prove
Speaker 1: that people want your stuff. Every year, at least once
Speaker 1: a year, sometimes twice, but at least once a year,
Speaker 1: I get somebody who is because I have a marketing
Speaker 1: technology agency. Also we do video production and all that
Speaker 1: stuff creatio and so every year I'll get at least
Speaker 1: one person who says, hey, I created this book. I
Speaker 1: want to market and sell it, develop a website for
Speaker 1: it so I can sell it. And I'm like, I'm
Speaker 1: thinking to myself, like, who's waiting for this book? Who's
Speaker 1: who asked you for this book? And so they spent
Speaker 1: all their blood, sweat and tears writing this book that
Speaker 1: nobody's waiting for. And it baffles me that people do
Speaker 1: this now. If you want to write just because you
Speaker 1: got to get it out. That's fine, but there are
Speaker 1: better ways. If you're writing in order to be a
Speaker 1: published author, in order to sell your knowledge, insights, words,
Speaker 1: there are smarter ways to go about doing it. For instance,
Speaker 1: if I'm writing a book, here's what I would do.
Speaker 1: I would write one chapter of said book. I would
Speaker 1: write one chapter of the book, and I would write
Speaker 1: no more. Unless you know, again, you just got to
Speaker 1: get it out, that's fine, But I would write one chapter.
Speaker 1: I would create a one page website. You can do
Speaker 1: this on the variety of sites. Google allows you to
Speaker 1: do this for free. If you want to spend a
Speaker 1: little bit of money, that's fine too. But create a
Speaker 1: one page website that allows people to insert their email
Speaker 1: address for a free chapter of the book. Now, nobody
Speaker 1: knows you haven't started writing the whole book. Only you know.
Speaker 1: But you can say, hey, book name is how to
Speaker 1: Build an MVP. It's coming out in twenty twenty five.
Speaker 1: But if he goes to this website right now, you
Speaker 1: get a free chapter. And in order to get that chapter,
Speaker 1: when they get to the website, they got to give
Speaker 1: you that email address. So they give you the email address,
Speaker 1: they automatically get this free chapter. In their inbox. It's
Speaker 1: just a PDF. It's easy. So now, not until I
Speaker 1: have created this one page website that allows me to
Speaker 1: collect email addresses, and in return for those email addresses,
Speaker 1: an automatic email get sent to that new subscriber, because
Speaker 1: you're adding them to a newsletter, which is the point
Speaker 1: of this. Not until I have done that at enough
Speaker 1: and got enough subscribers, would I believe that there's enough
Speaker 1: people who want my book on creating an MVP. So
Speaker 1: if I'm looking at this website and I'm seeing three people,
Speaker 1: I'm making up numbers, but three people in three months
Speaker 1: have signed up to get the free chapter, there's probably
Speaker 1: gonna be one person waiting for the book. That's with
Speaker 1: thirty three percent. That's high because not everybody who subscribes
Speaker 1: actually wants the content. So you got to determine the
Speaker 1: MVP to determine if I should spend the hours it's
Speaker 1: gonna take, the weeks is gonna take, the months, is
Speaker 1: gonna take, the dollars is gonna take to then go
Speaker 1: get somebody to create the artwork and do all the
Speaker 1: illustrations or whatever whatever whatever like, if I'm going to
Speaker 1: spend that spend that time, energy resources, etc. On this book.
Speaker 1: I better know somebody's waiting for the book. So what
Speaker 1: you do is once you know, hey, there's a thousand
Speaker 1: people waiting because a thousand people signed up for this thing.
Speaker 1: I know too many people who have books, boxes of
Speaker 1: book boxes of books in their garage that they wrote
Speaker 1: a book and they thought they were going to be
Speaker 1: on the New York Times bestseller list, so they went
Speaker 1: and bought all of these books of the thing that
Speaker 1: they wrote that nobody asked them for. They didn't do
Speaker 1: any preparation of the market. They didn't do any market
Speaker 1: development to generate excitement interest in the book that they
Speaker 1: were writing. But what I gave you is a very
Speaker 1: simple way to do it. And you can do this
Speaker 1: with almost anything. You can do this with an actual application.
Speaker 1: You can build your debt and you can start getting
Speaker 1: market research on hey, this is how the app works.
Speaker 1: And you can build mockups. There's actually websites that you
Speaker 1: can go to, such as flutter or flow is one,
Speaker 1: retool is another. And what you do is you go
Speaker 1: to these websites and you build a mock up of
Speaker 1: your app, a mockup of your website, and then you
Speaker 1: start showing this thing to people, you start demonstrating it
Speaker 1: to them. The buttons are very often on a lot
Speaker 1: of these apps. The buttons will work. So if I'm
Speaker 1: on one page and I click a button, it'll take
Speaker 1: me to what I would see actually as the second
Speaker 1: page in a real app on my phone, but it's
Speaker 1: just a mockup. And so the buttons are like clickable
Speaker 1: very often in a lot of these new prototyping softwares.
Speaker 1: And so then I'm taking that and I'm showing people
Speaker 1: who are in the target demographic, the people who are
Speaker 1: the people who I'm targeting or will target. Once I
Speaker 1: have found that the marketplace actually wants this thing and
Speaker 1: they want it for me. Oh, we'll come back to
Speaker 1: that in a second. That the marketplace actually wants this thing,
Speaker 1: then I know, okay, I might have something here. Because
Speaker 1: I actually showed this to people who could use it.
Speaker 1: They would pay for it. They might even even signed
Speaker 1: up for my email list. They might have actually given
Speaker 1: me a dollar to be the first user once it's built.
Speaker 1: All sorts of ways you can determine if people are
Speaker 1: serious about using the product when it's ready. So I
Speaker 1: mentioned a second ago, I meant to mention this at
Speaker 1: all in the episode, but I'm glad I said that
Speaker 1: it was do they want the thing? And are you
Speaker 1: the best person to build it? Because there is such
Speaker 1: a thing as product market fit, which means that my
Speaker 1: product is designed in such a way that the market
Speaker 1: who it's designed for it's built for they match. So
Speaker 1: the people who would use this thing are willing to
Speaker 1: use it because it's made for them. Is my product
Speaker 1: design to situate that it's made for the market that
Speaker 1: is trying to satiate? Then there's a question of founder
Speaker 1: product fit. Just because you have an idea for something,
Speaker 1: what makes you uniquely situated to do this thing? What
Speaker 1: is it about you that says, you know what? I
Speaker 1: believe you're the guy to solve this problem because eventually
Speaker 1: you're going to have to sell users. Eventually you're gonna
Speaker 1: have to sell investors. And what they're going to be
Speaker 1: looking at is not just the idea, not just the product,
Speaker 1: not just the team you developed. They're also going to
Speaker 1: be looking at you and saying, what is it about
Speaker 1: this person? What is it about Jill? What is it
Speaker 1: about Henry that makes me believe he's going to go
Speaker 1: out into the marketplace evangelize this thing and win? Are
Speaker 1: you the best person to solve the problem that you're
Speaker 1: trying to tackle just because you're passionate about it and
Speaker 1: just because you had an idea or just because you
Speaker 1: had the idea, does that mean it's best for you?
Speaker 1: That's work you gotta do. Do you have the skills
Speaker 1: those personal qualities that the market believes aligned with the
Speaker 1: solution to the problem. So these are things that at
Speaker 1: your early days of starting a company, starting one that
Speaker 1: specifically scales or that should scale. These are the questions
Speaker 1: you have to answer and so your work, hopefully number one.
Speaker 1: Hopefully what we've accomplished today is getting you to think
Speaker 1: about are you doing too much too early? What are
Speaker 1: things you can do that might not be the ultimate thing?
Speaker 1: And look Amazon. When Amazon started, Jeff Bezos knew, Hey,
Speaker 1: one day, I would really love to be able to
Speaker 1: sell TVs on the internet. One day. I would really
Speaker 1: love to be able to sell a car on the
Speaker 1: internet one day. I would really love to be able
Speaker 1: to sell anything on the internet. But what can I
Speaker 1: do today to prove that the market will buy things online?
Speaker 1: I'm going to sell books online. That's it. When Amazon started,
Speaker 1: all they sold was books online. And then as that
Speaker 1: started to make sense, say, okay, what things go with
Speaker 1: books that people say that they're here buying books are
Speaker 1: what kind of things can we sell that book lovers
Speaker 1: since they're coming here already to buy books. Oh, they
Speaker 1: might want a bookmark, they might want a pencil, they
Speaker 1: might want a journal. And so they started to expand
Speaker 1: and then sell more and more and more things. But
Speaker 1: the minimum viable product was a website that just sold books.
Speaker 1: So you need to start thinking about what is it
Speaker 1: you can do today with the limited resources. Sometimes having
Speaker 1: limited resources is actually a blessing in disguise, because you
Speaker 1: shouldn't necessarily always go spend a whole bunch of money
Speaker 1: on something that's unproven. What you should do is put
Speaker 1: a little bit towards it, whether that be time, resources,
Speaker 1: dollars or whatever, and just see if the thing starts
Speaker 1: to go. And then once you figure out what goes,
Speaker 1: that's when you pour fuel on the fire. But you
Speaker 1: don't pour all your fuel into this thing that and
Speaker 1: there's no fire. What you want is to figure out
Speaker 1: what actually is showing some signs, and that's where you
Speaker 1: go to the minimum. The minimum viable product helps you
Speaker 1: that this process of developing a minimum viable product, the
Speaker 1: thing that you can do at with the smallest thing
Speaker 1: you can do that takes the least amount of resources,
Speaker 1: that's actually viable, the least viable thing, not the least alone,
Speaker 1: but the least viable thing. What is that thing that
Speaker 1: you can do in your category? And so think about that,
Speaker 1: and then once you determine that, do that and only
Speaker 1: that until you found success. And once you found success,
Speaker 1: you know then that people actually might want this thing.
Speaker 1: Then you go and put the resources, spend the extra time,
Speaker 1: you know, take off a day, a week of work
Speaker 1: or whatever, spend a little bit more money on the thing,
Speaker 1: you know, buy a better piece of equipment. But not
Speaker 1: until you figured out that the market actually even wants
Speaker 1: this thing from you in the first place. What's interesting
Speaker 1: about the minimum viable product and all everything I just
Speaker 1: said it's interesting about it. But what's interesting in this
Speaker 1: moment is the viability actually is a moving target. So
Speaker 1: as you build viability at one level, the point of
Speaker 1: a business is to grow, and so what is the
Speaker 1: viability requirements at the next level. So you're always looking
Speaker 1: to test features, test things, test test new avenues for
Speaker 1: business growth, not with again, not with both feet jumping
Speaker 1: out the window, jumping into the water, but your test
Speaker 1: thing at every stage to see where is the next easiest,
Speaker 1: most efficient path path for growth. So once you have
Speaker 1: that thing, you're making money, you're building a user base,
Speaker 1: you're getting sales, you're getting new people to sign up,
Speaker 1: you're getting signatures on the line, you're getting interest. There's
Speaker 1: another level and there will always be another level. And
Speaker 1: so what you want to do as a founder is
Speaker 1: start to train yourself to be in this always testing
Speaker 1: sort of mentality, always testing phase, because that's where the
Speaker 1: growth is. This is what you sign up for when
Speaker 1: you go build a business. You want to constantly. It's
Speaker 1: like playing Jenga in a way. It's like you're always
Speaker 1: you know, testing which block is the easiest one to
Speaker 1: move based on the amount of effort I can give
Speaker 1: it safely. And just like Jinga, I think Jenga is
Speaker 1: the perfect example. The perfect parallel to a minimum viable
Speaker 1: product is one you got to be fast. And so
Speaker 1: you want to release a product, some version of your product,
Speaker 1: the viable version, to the market as quickly as possible,
Speaker 1: and you want to do it without committing a whole
Speaker 1: lot to the effort. You know, you don't want to
Speaker 1: put all your chips in on the minimum viable product.
Speaker 1: You want to test it at a level to where
Speaker 1: you're not putting the company, the whole thing, your personal
Speaker 1: self at risk. That's the point of the minimum viable product,
Speaker 1: so that you don't put yourself at risk. You're testing
Speaker 1: at a level quickly, getting the market quickly, and at
Speaker 1: a level that just gives you inside Again, you're not
Speaker 1: trying to prove that you can make money yet, You're
Speaker 1: just trying to prove that there is a market for it. Yet.
Speaker 1: That's all you're trying to do. And then you want
Speaker 1: to learn what resonates with the market that you're going after.
Speaker 1: And so in this minimum viable product phase, you're going
Speaker 1: to learn things about the business that you would have
Speaker 1: not you would not have had an opportunity to do
Speaker 1: if you delivered this fully fledged product at the onset.
Speaker 1: There's this quote, I think it was by Reed Hoffman,
Speaker 1: and he said, if you're not embarrassed by the first
Speaker 1: version of your thing that you release into the world,
Speaker 1: you've released it too late. So many of us want
Speaker 1: the whole thing to be perfect, with a ribbon on
Speaker 1: it everything is perfect before we release anything. And what
Speaker 1: you do is you rob yourself of the opportunity to
Speaker 1: learn what the market actually wants from you when you
Speaker 1: do that. On another episode down the line, we'll talk
Speaker 1: about l doing that publicly. We'll talk about showing the
Speaker 1: behind the scenes and why it's important to allow people
Speaker 1: to grow with you behind and get exposure to the
Speaker 1: behind the scenes of it, the mistakes and the failures.
Speaker 1: Maybe you should show that. We'll talk about that another
Speaker 1: episode though. Hey, listen, if you got something out of
Speaker 1: this episode, y, it would do me a big favor
Speaker 1: to just share it with somebody. Share this with somebody
Speaker 1: who you think will get something out of it. That's
Speaker 1: all I ask. I'm with Lucas's Black Tech, Green Money.