WEBVTT - Learning from Mistakes - Tech Startup Failures

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<v Speaker 1>Welcome to Tech Stuff, a production from I Heart Radio.

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<v Speaker 1>Hey there, and welcome to tech Stuff. I'm your host,

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<v Speaker 1>Jonathan Strickland. I'm an executive producer with I Heart Radio

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<v Speaker 1>and I love all things tech. And those of you

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<v Speaker 1>who have listened to my show for a while have

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<v Speaker 1>heard me talk a few times about the infamous dot

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<v Speaker 1>com crash that happened around two thousand, two thousand one.

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<v Speaker 1>And one of the factors, and there are lots of factors,

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<v Speaker 1>but one of them that contributed to the problem was

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<v Speaker 1>that you had a lot of companies popping up that

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<v Speaker 1>were based around novel and potentially awesome ideas, but they

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<v Speaker 1>had no real way to generate revenue. And that's a problem.

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<v Speaker 1>A company might be centered on a fantastic idea, one

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<v Speaker 1>that appeals to a lot of people, but if there's

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<v Speaker 1>no way to monetize the bis no, then you're living

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<v Speaker 1>on borrowed time. You can only operate for as long

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<v Speaker 1>as you have the money to fund it, which means

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<v Speaker 1>you're hustling for investments from venture capitalists or you know,

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<v Speaker 1>even better, for some bigger company to come along and

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<v Speaker 1>scoop you up in a lucrative acquisition. Now, perhaps that

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<v Speaker 1>larger company will actually find a way to monetize your idea,

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<v Speaker 1>or maybe integrate your idea with other existing products and

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<v Speaker 1>services that that company already has. Either way, for some companies,

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<v Speaker 1>this ends up being a pretty dangerous game. It doesn't

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<v Speaker 1>always pay off. While a company like Twitter might manage

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<v Speaker 1>to hang around for years before developing a viable revenue model,

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<v Speaker 1>others will fade away. So in this episode, I want

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<v Speaker 1>to look at some tech startups that didn't survive and

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<v Speaker 1>not really focus on the dot com crash because that

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<v Speaker 1>was a particularly rough time that that affected a lot

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<v Speaker 1>of companies, both good and bad. I'm going to look

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<v Speaker 1>at stuff outside that era. Now. To be clear, I

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<v Speaker 1>don't necessarily think that all the companies I'm going to

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<v Speaker 1>talk about today were bad, or that the people who

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<v Speaker 1>are working on them weren't working hard enough or anything

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<v Speaker 1>like that. Like I said, good ideas can fail, and

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<v Speaker 1>on the opposite side, bad ideas can sometimes really take off.

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<v Speaker 1>A business is financial success isn't necessarily tied to how

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<v Speaker 1>good an idea it is, you know, which is kind

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<v Speaker 1>of frustrating, But that's capitalism, baby. So let's talk about

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<v Speaker 1>a few companies that made a go of it but

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<v Speaker 1>came up short in you know, more recent years. To

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<v Speaker 1>set the stage, it is very easy for us to

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<v Speaker 1>assume that a tech startup is one of the best

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<v Speaker 1>bets to get rich quick. We see reports in the

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<v Speaker 1>news all the time about companies where the valuation skyrockets.

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<v Speaker 1>I mean, you hear about unicorns all the time in

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<v Speaker 1>tech news. Those are startups that reach a billion dollar valuation,

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<v Speaker 1>and most of those companies at least well many of

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<v Speaker 1>those companies are in the tech sector. Right. It's not

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<v Speaker 1>just tech sectors that are billion dollar unicorns, but that's

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<v Speaker 1>typically the way I hear about it. Then again, I

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<v Speaker 1>also cover technology for a living, so I'm already biased.

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<v Speaker 1>But the fact of the matter is that, according to

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<v Speaker 1>the Harvard Business School, nearly nine out of ten startups

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<v Speaker 1>actually fail. So for every big success we hear about

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<v Speaker 1>in the news, there are nine companies that didn't survive.

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<v Speaker 1>And heck, I'm not even sure that this takes into

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<v Speaker 1>consideration companies that initially appear to be a monumental success

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<v Speaker 1>and then like a decade later, completely implode when it

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<v Speaker 1>becomes clear that it's all, you know, built around a fantasy.

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<v Speaker 1>Cough Faroness Cough and of course more rea. Suddenly we've

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<v Speaker 1>had the COVID nineteen pandemic playing a major role in

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<v Speaker 1>all factors of our lives, including business startups that were

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<v Speaker 1>tied to activities that were meant to bring a lot

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<v Speaker 1>of people together in a physical space. Suddenly they found

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<v Speaker 1>their use case eliminated. You know, when I did my

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<v Speaker 1>episode about the video service Quimby, I talked about how

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<v Speaker 1>the pandemic has played a part and pulling the rug

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<v Speaker 1>out of the use case for that service. And if

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<v Speaker 1>you don't know what Quimby is, the original idea was

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<v Speaker 1>to create a short form video content platform and they

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<v Speaker 1>would serve up high production value videos like think TV

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<v Speaker 1>level production value to subscribers, and each of those videos

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<v Speaker 1>would be around ten minutes in length or shorter. The

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<v Speaker 1>idea was that people would watch these videos on their

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<v Speaker 1>mobile devices well, you know, like waiting on stuff like

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<v Speaker 1>let's say you're in line at the coffee shop or whatever.

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<v Speaker 1>Because the pandemic meant that the use case scenarios kind

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<v Speaker 1>of went away because people were spending greater amounts of

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<v Speaker 1>time at home. Quimby is still around right now, and

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<v Speaker 1>the company has tried to pivot a bit by offering

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<v Speaker 1>up the service on platforms beyond mobile devices. But you

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<v Speaker 1>get my point. So let's talk about some big and

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<v Speaker 1>maybe a few not so big. But you know recent

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<v Speaker 1>tech startup failures, and one of the ones I want

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<v Speaker 1>to cover existed for more than a decade, it received

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<v Speaker 1>an enormous amount of financial backing, and yet it's still

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<v Speaker 1>ultimately failed. That company was General Magic, and I should

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<v Speaker 1>really do a full episode about this company, as it

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<v Speaker 1>was incredibly innovative and important, and yet for years, not

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<v Speaker 1>that many people outside the computer and telephone industries and

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<v Speaker 1>Silicon Valley really knew much about it. Now that has

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<v Speaker 1>changed over the years. There's a documentary that came out

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<v Speaker 1>about this company, and that documentary came out in and

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<v Speaker 1>so that's a great resource to learn more about it

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<v Speaker 1>if you want to. But the founders of General Magic

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<v Speaker 1>were incredible. They saw the writing on the wall before

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<v Speaker 1>pretty much anyone else did. Heck, you might even argue

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<v Speaker 1>that they saw the writing on the wall before there

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<v Speaker 1>was a wall there. They were looking beyond the PC

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<v Speaker 1>to see what was coming next down the pipeline, like

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<v Speaker 1>what was going to be the next big revolution in computing,

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<v Speaker 1>And they were convinced that the future would be centered

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<v Speaker 1>around communications devices and mobile devices. So they got to

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<v Speaker 1>work developing technologies that would converge into a form factor

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<v Speaker 1>that we would recognize as sort of a proto smartphone.

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<v Speaker 1>And keep in mind the company actually formed around n

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<v Speaker 1>and that was before there was even a worldwide web.

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<v Speaker 1>General Magic would do a lot of pioneering work that

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<v Speaker 1>would later be intrinsic in smartphone design, both from a

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<v Speaker 1>hardware standpoint and a software and user interface standpoint. The

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<v Speaker 1>company itself had spun off from Apple, which, of course,

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<v Speaker 1>Apple would go on to execute on many of the

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<v Speaker 1>ideas General Magic kind of came up with and do

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<v Speaker 1>it with enormous success. So what happened? I mean, if

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<v Speaker 1>General Magic's ideas were so radical and transformative, why isn't

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<v Speaker 1>the company around today? I mean, why didn't it stick around?

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<v Speaker 1>There's not just one reason that I can point to

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<v Speaker 1>to explain all this, but there's a collection of issues

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<v Speaker 1>that contributed to its ultimate failure. For one, when the

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<v Speaker 1>company started working on an operating system called magic Cap.

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<v Speaker 1>They were doing that for an announced project. It was

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<v Speaker 1>sort of a partnership project with Sony and A T

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<v Speaker 1>and T was involved to feature creep became a huge issue.

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<v Speaker 1>Feature creep is what it sounds like. During the design

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<v Speaker 1>and development process for a product, people begin to add

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<v Speaker 1>more and more features to the original concept, which causes

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<v Speaker 1>that concept to bloat, and more importantly, it creates delays

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<v Speaker 1>as the development teams have to figure out how to

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<v Speaker 1>turn those ideas into reality. That's not easy to do.

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<v Speaker 1>Feature creep often originates as a well intentioned idea, kind

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<v Speaker 1>of a wouldn't it be cool if this thing we're

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<v Speaker 1>working on could also do this other thing, but it

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<v Speaker 1>can frequently lead to disaster or to halfhearted implementations where

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<v Speaker 1>the product just doesn't seem very good because too much

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<v Speaker 1>was going into it. That was a big problem for

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<v Speaker 1>General Magic. Worse than that, though, is that when the

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<v Speaker 1>Sony Magic Link, the product that was using this operating

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<v Speaker 1>system they had developed. When that finally came out, hardly

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<v Speaker 1>anyone bought it. The Magic Link was a p D,

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<v Speaker 1>a personal digital assistant in a sort of tablet form,

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<v Speaker 1>a small tablet form like the screen was about the

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<v Speaker 1>size of a big smartphone, but it was a very

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<v Speaker 1>clunky device is very thick, and this was not a

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<v Speaker 1>knock against Sony I don't blame the company. I don't

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<v Speaker 1>blame General Magic because the state of the art of

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<v Speaker 1>technology in the early nineties meant it would have been

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<v Speaker 1>impossible to make something as sleek and sexy as the

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<v Speaker 1>smartphones of today. Keep in mind, this is more than

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<v Speaker 1>a decade before the iPhone would come out, and it

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<v Speaker 1>got some good reviews from you know, to tech writers

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<v Speaker 1>of the time, but that didn't translate to actual sales.

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<v Speaker 1>So despite having some really super smart and creative people

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<v Speaker 1>working on and creating innovation in a space that hadn't

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<v Speaker 1>seen it in ages, and it had the backing of

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<v Speaker 1>big companies like Sony and A T and T, General

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<v Speaker 1>Magic ultimately failed to get a foothold in the market.

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<v Speaker 1>The general consensus is that it was just too soon

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<v Speaker 1>for those technologies to gain traction. Now, you could argue

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<v Speaker 1>that it's kind of like virtual reality, which also tried

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<v Speaker 1>to establish a place in the market in the nineteen nineties,

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<v Speaker 1>but it failed to do so and it almost totally

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<v Speaker 1>faded away from public consciousness. However, we could actually argue

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<v Speaker 1>that smartphones are not just here, they dominate the technology space,

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<v Speaker 1>whereas VR is still kind of trying to find a

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<v Speaker 1>place today. I mean, there's a niche market for VR,

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<v Speaker 1>but it is not what I would call a mainstream technology,

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<v Speaker 1>certainly nowhere near as ubiquitous as mobile tech. Now I'm

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<v Speaker 1>gonna let off of general magic for now. That's just

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<v Speaker 1>an overview of what happened, but if you guys want

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<v Speaker 1>to hear a full episode on it, let me know. Next,

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<v Speaker 1>I want to talk about a company that I'm guessing

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<v Speaker 1>most of you probably have never heard about, and it

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<v Speaker 1>was called Atrium Legal Technology Services, Incorporated, and the idea

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<v Speaker 1>was to pair legal services with software. The original concept

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<v Speaker 1>for the business was to create a law firm that

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<v Speaker 1>could offer basic legal services at lower fees than the competition,

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<v Speaker 1>partly through the use of software which would help automate

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<v Speaker 1>certain processes and make things more efficient. When I say

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<v Speaker 1>legal services, I'm mostly not talking about litigation. I'm talking about,

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<v Speaker 1>you know, other stuff that you typically need to employ

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<v Speaker 1>legal services for in order to get it done. So

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<v Speaker 1>in early twenty twenty, the company actually completely shed the

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<v Speaker 1>technology part of that business. They laid off nearly a

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<v Speaker 1>hundred people, and they slimmed down to a more traditional

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<v Speaker 1>law firm, again, one that's not pursuing litigation, but rather

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<v Speaker 1>providing other legal services to tech companies in particular. In

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<v Speaker 1>the end, while the idea to use software to help

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<v Speaker 1>streamline things seemed really promising, the company just couldn't find

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<v Speaker 1>a way to fit the software and the legal services

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<v Speaker 1>together in a way that made sense. And that's sometimes

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<v Speaker 1>the case. You'll hear of a business that has an

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<v Speaker 1>idea that, at least on the surface level, seems like

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<v Speaker 1>a great idea. Right, it seems like a no brainer.

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<v Speaker 1>Let's take this traditional process, will inject technology into it

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<v Speaker 1>and will make it more betterer. But there's not always

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<v Speaker 1>a logical or helpful way to integrate technology into a process.

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<v Speaker 1>Or it might be that the technology itself has to

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<v Speaker 1>reach a new level of adaptability or capability before it

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<v Speaker 1>will really be helpful. Like it's just too early to

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<v Speaker 1>bring that tech in. It's going to cause more problems

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<v Speaker 1>and it'll solve. So it might not even be a

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<v Speaker 1>quote unquote bad idea. It might just be one that's

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<v Speaker 1>not viable under current circumstances. It could be that we're

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<v Speaker 1>gonna see something like Atriums Technology Division emerge in a

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<v Speaker 1>few years, and at that point it will work great.

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<v Speaker 1>This kind of reminds me of when I was a

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<v Speaker 1>kid in high school and at that time, computers were

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<v Speaker 1>just starting to become, you know, like a high school fixture.

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<v Speaker 1>But it was one of those things where everyone recognized

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<v Speaker 1>the value of technology, but not everyone had a good

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<v Speaker 1>way to implement it into the educational process. So you

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<v Speaker 1>would have classrooms with computers in them, but not really

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<v Speaker 1>a meaningful way to use those computers for any good purpose.

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<v Speaker 1>They just kind of took up space. And that was

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<v Speaker 1>a real issue and continued to be an issue well

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<v Speaker 1>through my high school years, where schools were competing to

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<v Speaker 1>get funding to buy stuff like computers and ultimately not

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<v Speaker 1>finding good ways to use it, which then turns into

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<v Speaker 1>a perception that schools are wasting money, even though no

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<v Speaker 1>one wanted to waste money. People wanted to make the

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<v Speaker 1>computers be a part of the educational system. It's just

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<v Speaker 1>that we didn't have all the pieces in place to

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<v Speaker 1>make that a reality. You know, teachers didn't have the training,

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<v Speaker 1>the software wasn't fully there yet. So it wasn't one

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<v Speaker 1>single person or institution's fault. It was a collection of

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<v Speaker 1>issues that ultimately made it a painful process. Now, the

0:14:36.040 --> 0:14:39.720
<v Speaker 1>Atrium story also makes me think of a totally unrelated

0:14:39.800 --> 0:14:42.200
<v Speaker 1>one of the Apple Newton, which I talked about a

0:14:42.200 --> 0:14:45.520
<v Speaker 1>little bit in a recent episode. The Newton is the

0:14:45.520 --> 0:14:48.800
<v Speaker 1>device that led to the coining of the term personal

0:14:48.920 --> 0:14:52.560
<v Speaker 1>digital assistant or p d A. Now, granted, we don't

0:14:52.600 --> 0:14:57.480
<v Speaker 1>really talk about the Newton anymore because or even PDAs anymore,

0:14:57.480 --> 0:15:00.880
<v Speaker 1>because smartphones have emerged to take that spot. Right, p

0:15:01.000 --> 0:15:04.760
<v Speaker 1>d a's aren't needed. Smartphones do pretty much everything the

0:15:04.800 --> 0:15:08.800
<v Speaker 1>PDAs used to do. But before we had smartphones, the

0:15:08.920 --> 0:15:10.960
<v Speaker 1>p d A was a high tech way to manage

0:15:11.040 --> 0:15:15.080
<v Speaker 1>calendar appointments, to take notes, to build out a contact list,

0:15:15.160 --> 0:15:18.240
<v Speaker 1>and you know, other business e business type of things.

0:15:18.800 --> 0:15:23.280
<v Speaker 1>The Newton was one that really captured a lot of

0:15:23.280 --> 0:15:27.840
<v Speaker 1>attention when it was being promoted, and its most anticipated feature,

0:15:27.880 --> 0:15:31.840
<v Speaker 1>I think, was that it would be able to interpret handwriting.

0:15:31.960 --> 0:15:34.600
<v Speaker 1>So you could use a stylus and you could write

0:15:34.600 --> 0:15:37.680
<v Speaker 1>on the Newtons screen and the Newton would detect your

0:15:37.680 --> 0:15:41.160
<v Speaker 1>handwriting and interpret it and convert the script you're writing

0:15:41.440 --> 0:15:44.720
<v Speaker 1>into text, which would mean you could just jot down

0:15:44.760 --> 0:15:47.080
<v Speaker 1>notes and the Newton would build out a text file

0:15:47.200 --> 0:15:52.239
<v Speaker 1>for you. There was one teeny tiny problem. The handwriting

0:15:52.280 --> 0:15:57.280
<v Speaker 1>recognition technology was completely unreliable. There were numerous reports of

0:15:57.280 --> 0:16:00.760
<v Speaker 1>people having issues with the Newton's ability to detect or

0:16:00.880 --> 0:16:05.200
<v Speaker 1>understand their handwriting, and what had been a huge selling

0:16:05.240 --> 0:16:09.240
<v Speaker 1>point for the device morphed into more of a punchline,

0:16:09.480 --> 0:16:12.720
<v Speaker 1>and it really ended up hurting the Newtons sales, even

0:16:12.760 --> 0:16:16.760
<v Speaker 1>after Apple attempted to fix the issues. Now a couple

0:16:16.760 --> 0:16:19.760
<v Speaker 1>of decades later, we have devices that can do what

0:16:19.800 --> 0:16:23.240
<v Speaker 1>the Newton was trying to do more reliably, or we

0:16:23.360 --> 0:16:27.560
<v Speaker 1>have devices that use alternative approaches to handwriting recognition, you know,

0:16:27.640 --> 0:16:31.080
<v Speaker 1>like swipe keyboards to make it really easy to take notes,

0:16:31.320 --> 0:16:34.440
<v Speaker 1>or you can even skip the physical note taking entirely

0:16:35.040 --> 0:16:38.840
<v Speaker 1>and use a voice to text app to dictate notes

0:16:39.000 --> 0:16:43.360
<v Speaker 1>directly into text. The problem with the Newton wasn't the

0:16:43.480 --> 0:16:48.160
<v Speaker 1>idea necessarily, but rather that the ability to execute that

0:16:48.280 --> 0:16:52.880
<v Speaker 1>idea wasn't fully mature when the product launched. Moving on

0:16:53.000 --> 0:16:55.960
<v Speaker 1>to another product that failed to find a place in

0:16:56.000 --> 0:16:59.600
<v Speaker 1>the market, let's talk about the Uh Yeah, Oh you

0:17:00.240 --> 0:17:04.359
<v Speaker 1>y A. This project, which originated back in two thousand twelve,

0:17:04.680 --> 0:17:08.040
<v Speaker 1>aimed to bring a video game console device that would

0:17:08.119 --> 0:17:12.160
<v Speaker 1>run on the Android operating system, you know, the OS

0:17:12.280 --> 0:17:16.840
<v Speaker 1>that runs on Android phones. The company's Kickstarter was one

0:17:16.840 --> 0:17:20.200
<v Speaker 1>of the most successful of all time. They raised more

0:17:20.240 --> 0:17:24.760
<v Speaker 1>than eight million dollars on Kickstarter, and unlike another entry

0:17:24.840 --> 0:17:28.280
<v Speaker 1>that I'll get to on this list, the Yeah was

0:17:28.359 --> 0:17:33.359
<v Speaker 1>actually a real thing. Backers started receiving their consoles and

0:17:33.400 --> 0:17:36.800
<v Speaker 1>two thousand thirteen, and the console went on sale to

0:17:36.880 --> 0:17:40.399
<v Speaker 1>the general public not long after that. And it worked.

0:17:40.560 --> 0:17:43.240
<v Speaker 1>You could download games to the console, you could play

0:17:43.240 --> 0:17:47.200
<v Speaker 1>those games on a television. It was a lower price console,

0:17:47.280 --> 0:17:51.320
<v Speaker 1>too much lower than the competition. It was at dollars retail,

0:17:51.800 --> 0:17:55.480
<v Speaker 1>but despite the initial interest from backers, it failed to

0:17:55.520 --> 0:18:00.600
<v Speaker 1>catch on with a wider gaming audience and sales were blackluster.

0:18:01.320 --> 0:18:03.879
<v Speaker 1>The company tried to stay afloat, but it was clear

0:18:04.000 --> 0:18:06.760
<v Speaker 1>that the Uyah was going to be a disappointment and

0:18:06.800 --> 0:18:09.280
<v Speaker 1>there wasn't enough money to fund the development of a

0:18:09.320 --> 0:18:12.600
<v Speaker 1>successor that would keep up with future versions of the

0:18:12.680 --> 0:18:15.760
<v Speaker 1>Android operating system. Because, of course, the danger is if

0:18:15.760 --> 0:18:18.960
<v Speaker 1>you build out physical hardware that runs a specific operating

0:18:19.000 --> 0:18:22.520
<v Speaker 1>system and the operating system gets more advanced, the hardware

0:18:22.560 --> 0:18:28.240
<v Speaker 1>may not support the later versions. In Razor acquired Uyah's

0:18:28.280 --> 0:18:32.040
<v Speaker 1>software assets for an undisclosed amount of money, and developers

0:18:32.240 --> 0:18:35.239
<v Speaker 1>on Uya moved over to Razor. Not long after that,

0:18:35.720 --> 0:18:39.000
<v Speaker 1>Razor announced the discontinuation of the console, which wasn't a

0:18:39.000 --> 0:18:43.439
<v Speaker 1>big surprise. The company did commit to supporting the existing

0:18:43.480 --> 0:18:46.399
<v Speaker 1>consoles that were on the market for the time being,

0:18:46.760 --> 0:18:49.520
<v Speaker 1>but in twenty nineteen that support finally came to an

0:18:49.560 --> 0:18:53.440
<v Speaker 1>end when Razors shut down all of Uyah services, including

0:18:53.440 --> 0:18:56.080
<v Speaker 1>the app store. Many of the apps for Uyah would

0:18:56.080 --> 0:19:00.440
<v Speaker 1>stop working as a result, effectively killing the consoles off completely.

0:19:00.840 --> 0:19:03.640
<v Speaker 1>I think with Uya, the reason for this company's failure

0:19:03.760 --> 0:19:05.879
<v Speaker 1>is largely due to a lack of interest in the

0:19:05.920 --> 0:19:09.520
<v Speaker 1>general gaming market. The tech worked, it did what the

0:19:09.520 --> 0:19:12.280
<v Speaker 1>company set out to do, It just didn't find a

0:19:12.400 --> 0:19:15.080
<v Speaker 1>home in the marketplace, and ultimately that led to the

0:19:15.119 --> 0:19:18.880
<v Speaker 1>demise of the company. When we come back, I'll cover

0:19:19.040 --> 0:19:22.280
<v Speaker 1>some more failures and the lessons that we've learned from them.

0:19:22.320 --> 0:19:33.360
<v Speaker 1>But first let's take a quick break. Okay. One business

0:19:33.440 --> 0:19:38.080
<v Speaker 1>that I have done episodes on was movie Pass, a

0:19:38.080 --> 0:19:42.160
<v Speaker 1>company that had some major ups and downs and appeared

0:19:42.200 --> 0:19:46.000
<v Speaker 1>to be quote unquote dead more than once. The company's

0:19:46.040 --> 0:19:50.320
<v Speaker 1>business was about offering up a subscription based service in

0:19:50.359 --> 0:19:54.280
<v Speaker 1>which for a monthly fee, a user could go to

0:19:54.480 --> 0:19:57.800
<v Speaker 1>the movie theaters and see a certain number of movies

0:19:57.840 --> 0:20:00.240
<v Speaker 1>per month. The number of films you could see per

0:20:00.320 --> 0:20:03.960
<v Speaker 1>month changed throughout the history of the service. At one

0:20:04.000 --> 0:20:07.600
<v Speaker 1>point it was three films a month, and another point

0:20:07.680 --> 0:20:09.920
<v Speaker 1>it was you can see a film every single day

0:20:09.920 --> 0:20:12.320
<v Speaker 1>of the month. To really get a sense of how

0:20:12.400 --> 0:20:15.680
<v Speaker 1>crazy the story of movie Passes, you should go find

0:20:15.720 --> 0:20:19.080
<v Speaker 1>the episodes of tech stuff I did about them. Movie

0:20:19.119 --> 0:20:22.720
<v Speaker 1>theater chains at large resisted movie Pass, and they made

0:20:22.760 --> 0:20:25.680
<v Speaker 1>it really hard for movie Pass to actually put its

0:20:25.800 --> 0:20:30.280
<v Speaker 1>service into reliable operation. Movie Pass was trying to build

0:20:30.280 --> 0:20:32.879
<v Speaker 1>out a new approach to going to the movies, and

0:20:32.920 --> 0:20:38.400
<v Speaker 1>to capitalize on that approach by gathering data about moviegoers habits,

0:20:38.720 --> 0:20:43.160
<v Speaker 1>which in turn could become really valuable information for various advertisers.

0:20:43.600 --> 0:20:46.600
<v Speaker 1>The revenue side of the business seemed, at least on

0:20:46.640 --> 0:20:49.760
<v Speaker 1>the surface, to make sense, but the opposition of movie

0:20:49.800 --> 0:20:53.640
<v Speaker 1>theater chains, which were already struggling in many cases, meant

0:20:53.680 --> 0:20:56.600
<v Speaker 1>that there was a huge hurdle to get over. Movie

0:20:56.600 --> 0:20:59.920
<v Speaker 1>Pass never quite managed to do that. Perhaps at the

0:21:00.040 --> 0:21:03.640
<v Speaker 1>company had instead become a software company that could develop

0:21:03.720 --> 0:21:07.639
<v Speaker 1>products for the movie chains themselves, such as developing apps

0:21:07.640 --> 0:21:10.080
<v Speaker 1>that a movie chain like AMC could use to offer

0:21:10.160 --> 0:21:15.119
<v Speaker 1>up to its own subscription service. That might have worked,

0:21:15.720 --> 0:21:19.439
<v Speaker 1>but we just didn't see that happen. The cost of

0:21:19.520 --> 0:21:23.320
<v Speaker 1>operation was great enough to necessitate a shutdown. In two

0:21:23.320 --> 0:21:25.720
<v Speaker 1>thousand eighteen, the company just shut off for like a

0:21:25.920 --> 0:21:30.160
<v Speaker 1>day while they tried to figure out more financing, and

0:21:30.440 --> 0:21:33.960
<v Speaker 1>it continued to limp along for another year, but in

0:21:34.080 --> 0:21:38.120
<v Speaker 1>late twenty nineteen, movie Pass shut down its ticketing service.

0:21:38.400 --> 0:21:41.720
<v Speaker 1>This was after numerous changes and how the service was

0:21:41.800 --> 0:21:45.639
<v Speaker 1>being operated, which was a source of constant frustration for

0:21:45.800 --> 0:21:50.320
<v Speaker 1>movie Pass customers, and then in early twenty the parent

0:21:50.400 --> 0:21:57.440
<v Speaker 1>company that owned movie Pass itself went bankrupt Sad Trombone Today,

0:21:57.560 --> 0:22:00.280
<v Speaker 1>after we have had more than six months of dealing

0:22:00.280 --> 0:22:03.159
<v Speaker 1>with COVID nineteen in the United States, I think it's

0:22:03.160 --> 0:22:06.119
<v Speaker 1>pretty safe to say that movie Pass would not have

0:22:06.240 --> 0:22:09.920
<v Speaker 1>survived much into twenty twenty. Even if there hadn't been

0:22:09.960 --> 0:22:13.879
<v Speaker 1>so many problems towards the end of twenty nine, maybe

0:22:13.880 --> 0:22:17.080
<v Speaker 1>movie theaters would have been eager to strike deals with

0:22:17.200 --> 0:22:20.119
<v Speaker 1>movie Pass in the wake of COVID, hoping to you know,

0:22:20.160 --> 0:22:23.159
<v Speaker 1>make up some cash with concession sales and stuff. But

0:22:23.280 --> 0:22:27.200
<v Speaker 1>the drastic drop in theater attendance would likely have spelled

0:22:27.440 --> 0:22:30.080
<v Speaker 1>doom for a movie Pass, even if it had made

0:22:30.119 --> 0:22:33.760
<v Speaker 1>it further into the year. That being said, it's not

0:22:33.800 --> 0:22:36.719
<v Speaker 1>like you can anticipate a once in a century pandemic,

0:22:36.920 --> 0:22:39.840
<v Speaker 1>So I wouldn't hold movie Pass at fault if that

0:22:39.960 --> 0:22:42.600
<v Speaker 1>had been the case. But it's a moot point because

0:22:42.600 --> 0:22:45.160
<v Speaker 1>the company had sunk well before we really had an

0:22:45.160 --> 0:22:48.920
<v Speaker 1>inkling about the scope of what was to come. The

0:22:48.960 --> 0:22:51.600
<v Speaker 1>next company I want to talk about is one that

0:22:51.680 --> 0:22:54.439
<v Speaker 1>I actually have kind of a personal history with, and

0:22:54.480 --> 0:22:58.320
<v Speaker 1>it's a personal history I really regret, but I feel

0:22:58.320 --> 0:23:01.840
<v Speaker 1>it's important to be honest and front with you guys. Also,

0:23:02.160 --> 0:23:04.959
<v Speaker 1>it could serve as a warning for some of you

0:23:05.040 --> 0:23:07.800
<v Speaker 1>to help avoid the same mistakes that I have made.

0:23:08.160 --> 0:23:13.080
<v Speaker 1>So it's time to talk about yik Yak. Yik Yak

0:23:13.560 --> 0:23:19.400
<v Speaker 1>was a regionalized like a localized and anonymized messaging service.

0:23:19.480 --> 0:23:23.359
<v Speaker 1>So essentially, the idea was that users could post messages

0:23:23.480 --> 0:23:27.160
<v Speaker 1>to a localized forum to talk about what's going on

0:23:27.359 --> 0:23:32.520
<v Speaker 1>in the area, with particular focus on targeting college campuses.

0:23:32.760 --> 0:23:34.520
<v Speaker 1>So in other words, the idea was that it could

0:23:34.560 --> 0:23:37.639
<v Speaker 1>serve up as sort of the rumor mill for a

0:23:37.760 --> 0:23:40.480
<v Speaker 1>region like a college campus, users would be able to

0:23:40.560 --> 0:23:43.600
<v Speaker 1>see the posts that were relevant to whatever area they

0:23:43.600 --> 0:23:46.439
<v Speaker 1>were in at the time, like what's going on. But

0:23:46.640 --> 0:23:49.280
<v Speaker 1>the fact that it was anonymous meant that there was

0:23:49.359 --> 0:23:53.160
<v Speaker 1>also a prime opportunity for people to abuse the service

0:23:53.320 --> 0:23:57.679
<v Speaker 1>and other people. There were numerous issues with a person

0:23:57.880 --> 0:24:01.520
<v Speaker 1>being called out on yik yak by anonymous accusers, right Like,

0:24:01.960 --> 0:24:04.040
<v Speaker 1>you could get a bunch of people saying so and

0:24:04.119 --> 0:24:09.520
<v Speaker 1>so is, you know, cheating on their significant other, or

0:24:10.000 --> 0:24:13.359
<v Speaker 1>so and so is cheating on tests. I mean this

0:24:13.560 --> 0:24:15.560
<v Speaker 1>was a college campus after all, or just so and

0:24:15.600 --> 0:24:19.199
<v Speaker 1>so is a total scumbag. Reputations could be ruined and

0:24:19.240 --> 0:24:24.080
<v Speaker 1>people could be harassed, and vulnerable populations could be ostracized

0:24:24.119 --> 0:24:28.640
<v Speaker 1>and hassled, or even worse, it could get seriously ugly. Now,

0:24:28.760 --> 0:24:32.840
<v Speaker 1>let's talk about my personal connection to this. That happened

0:24:32.960 --> 0:24:36.879
<v Speaker 1>at a south By Southwest several years ago. I was

0:24:36.920 --> 0:24:41.840
<v Speaker 1>put in charge of moderating a discussion with the founders

0:24:42.040 --> 0:24:45.480
<v Speaker 1>of yik yak, and all of my questions had to

0:24:45.520 --> 0:24:49.560
<v Speaker 1>be vetted beforehand. I couldn't just ask them anything I

0:24:49.600 --> 0:24:52.639
<v Speaker 1>wasn't supposed to anyway, so I had to work with

0:24:52.680 --> 0:24:55.679
<v Speaker 1>them to create a list of questions, and I was

0:24:55.760 --> 0:24:58.879
<v Speaker 1>told by others that I should be really fair and

0:24:58.920 --> 0:25:02.720
<v Speaker 1>really go after them right, like really nail them down

0:25:02.760 --> 0:25:05.240
<v Speaker 1>for answers. But at the same time I was getting

0:25:05.280 --> 0:25:07.480
<v Speaker 1>a lot of indicators from others that were saying that, no,

0:25:07.880 --> 0:25:10.720
<v Speaker 1>you really don't want to do that. So I was

0:25:10.760 --> 0:25:13.439
<v Speaker 1>in a bad position. There was really no way for

0:25:13.480 --> 0:25:16.159
<v Speaker 1>me to succeed. It was just a bad idea for

0:25:16.200 --> 0:25:18.640
<v Speaker 1>me to agree to do this in the first place. Now,

0:25:18.680 --> 0:25:21.919
<v Speaker 1>as it turns out, when I asked these questions, and

0:25:21.960 --> 0:25:25.159
<v Speaker 1>I had drafted a pretty long list of questions, the

0:25:25.240 --> 0:25:29.359
<v Speaker 1>founders were really short with their answers, Like I was.

0:25:29.440 --> 0:25:32.000
<v Speaker 1>It was like trying to get blood from a stone.

0:25:32.040 --> 0:25:35.439
<v Speaker 1>I couldn't get them to give me longer answers, and

0:25:35.480 --> 0:25:38.160
<v Speaker 1>before long I had run out of questions. I still

0:25:38.200 --> 0:25:42.000
<v Speaker 1>had like twenty minutes to go with that speaking engagement,

0:25:42.560 --> 0:25:46.000
<v Speaker 1>which meant that the audience Q and A session was

0:25:46.359 --> 0:25:49.840
<v Speaker 1>much longer than anyone had intended it to be, and

0:25:49.920 --> 0:25:52.760
<v Speaker 1>the audience did not have the same restrictions that I

0:25:52.800 --> 0:25:55.400
<v Speaker 1>was working with. One of the first people to ask

0:25:55.400 --> 0:25:59.600
<v Speaker 1>a question was Bartunde Thurston. If you do not know

0:25:59.640 --> 0:26:03.560
<v Speaker 1>who it is, look him up. Because he's brilliant. He

0:26:03.640 --> 0:26:07.040
<v Speaker 1>also hosts a podcast on our network called how to Citizen,

0:26:07.160 --> 0:26:12.159
<v Speaker 1>highly recommended. Anyway, Barrettunde got right to the point and

0:26:12.200 --> 0:26:15.240
<v Speaker 1>started to grill the founders about the problems that came

0:26:15.240 --> 0:26:21.040
<v Speaker 1>along with anonymity, particularly harassment of vulnerable populations, and how

0:26:21.119 --> 0:26:25.200
<v Speaker 1>it's incredibly easy to abuse the service, and it got

0:26:25.240 --> 0:26:29.240
<v Speaker 1>super uncomfortable up on that stage. To this day, I

0:26:29.320 --> 0:26:33.320
<v Speaker 1>regret that I agreed to moderate that panel, as I

0:26:33.400 --> 0:26:36.479
<v Speaker 1>kind of felt complicit in supporting a narrative that I

0:26:36.560 --> 0:26:40.199
<v Speaker 1>just didn't really believe in. And I'm really thankful for

0:26:40.280 --> 0:26:43.080
<v Speaker 1>the audience who didn't let anyone up on stage get

0:26:43.080 --> 0:26:46.560
<v Speaker 1>away with that, including myself. Right. So, yeah, that's just

0:26:46.600 --> 0:26:49.000
<v Speaker 1>a warning out there for all of you that not

0:26:49.359 --> 0:26:55.280
<v Speaker 1>every opportunity that's offered to you is necessarily a good opportunity,

0:26:55.359 --> 0:26:58.200
<v Speaker 1>and it is okay to say no to stuff. Take

0:26:58.280 --> 0:27:00.080
<v Speaker 1>it from me. I wish I had said no to

0:27:00.200 --> 0:27:06.400
<v Speaker 1>that anyway. Yik Yak, while it received some very enthusiastic

0:27:06.440 --> 0:27:12.040
<v Speaker 1>initial investments, eventually tried to address the harassment problems that

0:27:12.200 --> 0:27:16.960
<v Speaker 1>were mounting up. People were really concerned about this, and

0:27:17.560 --> 0:27:20.840
<v Speaker 1>the company decided to change things and forced users to

0:27:20.920 --> 0:27:24.800
<v Speaker 1>abandon the anonymous approach. You had to make an account

0:27:24.840 --> 0:27:28.760
<v Speaker 1>that was linked to your actual identity. That in turn

0:27:29.000 --> 0:27:31.679
<v Speaker 1>caused the user base to revolt and a lot of

0:27:31.720 --> 0:27:34.800
<v Speaker 1>them left the app. And you could say that the

0:27:34.840 --> 0:27:38.200
<v Speaker 1>well had been poisoned, and yik yak would end up

0:27:38.280 --> 0:27:43.080
<v Speaker 1>getting scooped up at by Square for a million dollars.

0:27:43.320 --> 0:27:45.919
<v Speaker 1>Now a million dollars, that's that's no chump change, right,

0:27:45.960 --> 0:27:49.880
<v Speaker 1>that's a princely some however, and its height, yik yak

0:27:50.000 --> 0:27:54.560
<v Speaker 1>had reached a valuation of four hundred million dollars, so

0:27:54.640 --> 0:27:57.479
<v Speaker 1>it was a huge drop off. Now. I've seen at

0:27:57.520 --> 0:28:00.639
<v Speaker 1>least one analyst say that the company had made a

0:28:00.680 --> 0:28:04.359
<v Speaker 1>mistake in pivoting away from its original use case. But

0:28:04.400 --> 0:28:07.120
<v Speaker 1>I would respond to that with I don't think an

0:28:07.119 --> 0:28:10.439
<v Speaker 1>app that enables abuse is one we really want to

0:28:10.480 --> 0:28:15.840
<v Speaker 1>see become incredibly successful. Besides, we already have stuff like

0:28:15.920 --> 0:28:20.679
<v Speaker 1>that like Twitter and Facebook that are allowing for ridiculous

0:28:20.720 --> 0:28:24.720
<v Speaker 1>amounts of harassment. Okay, that's enough of that. Our next

0:28:24.880 --> 0:28:28.439
<v Speaker 1>startup failure is another example of a great idea that

0:28:28.560 --> 0:28:33.360
<v Speaker 1>turns out to not actually be possible. We could categorize

0:28:33.359 --> 0:28:36.959
<v Speaker 1>these businesses as having fallen victim to wishful thinking. So

0:28:37.000 --> 0:28:40.520
<v Speaker 1>in this case, the company was called Mark One and

0:28:40.560 --> 0:28:44.280
<v Speaker 1>the product was called the Vessel, but spelled v E

0:28:44.560 --> 0:28:47.880
<v Speaker 1>S S y L. I first heard about this back

0:28:47.920 --> 0:28:50.720
<v Speaker 1>when the company was holding a crowdfunding campaign in order

0:28:50.720 --> 0:28:53.719
<v Speaker 1>to get enough money for the development of the Vessel.

0:28:54.280 --> 0:28:57.160
<v Speaker 1>I heard about it actually on another podcast, the Rooster

0:28:57.320 --> 0:29:01.600
<v Speaker 1>Teeth podcast, where Rooster Teeth foul under Bernie Burns mentioned

0:29:01.640 --> 0:29:04.840
<v Speaker 1>he had backed the campaign. He had intended to get

0:29:04.880 --> 0:29:10.520
<v Speaker 1>a Vessel cup for fellow Rooster Teeth employee Gavin Free. Sadly,

0:29:11.000 --> 0:29:14.240
<v Speaker 1>that gift was never meant to be and Mr Free

0:29:14.680 --> 0:29:18.040
<v Speaker 1>has never received a Vessel cup because nobody did. The

0:29:18.080 --> 0:29:22.400
<v Speaker 1>fundraising campaign was a success, with Mark One receiving a

0:29:22.440 --> 0:29:26.240
<v Speaker 1>few million dollars from other ventures to boot, so they

0:29:26.240 --> 0:29:28.840
<v Speaker 1>had some good startup money. But it turned out that

0:29:28.960 --> 0:29:32.600
<v Speaker 1>making a cup that can identify the liquid poured into it,

0:29:32.960 --> 0:29:35.080
<v Speaker 1>because that's what the vessel was supposed to do. No

0:29:35.120 --> 0:29:36.880
<v Speaker 1>matter what you pour into it, it was supposed to

0:29:36.920 --> 0:29:39.400
<v Speaker 1>tell you not just what it was that was inside

0:29:39.400 --> 0:29:42.120
<v Speaker 1>the cup, but the nutritional value as well. It turns

0:29:42.120 --> 0:29:44.880
<v Speaker 1>out that's actually pretty difficult. Now it's not as simple

0:29:45.080 --> 0:29:48.240
<v Speaker 1>as throwing a sensor in with a microprocessor and maybe

0:29:48.240 --> 0:29:54.400
<v Speaker 1>some Bluetooth capability. After numerous delays and numerous complaints from backers,

0:29:54.760 --> 0:29:57.480
<v Speaker 1>the company tried to make the best of an increasingly

0:29:57.560 --> 0:30:00.120
<v Speaker 1>bad situation, and one solution was to offer up an

0:30:00.120 --> 0:30:05.720
<v Speaker 1>alternative product, one called Prime spelled p R y m E,

0:30:06.120 --> 0:30:08.560
<v Speaker 1>essentially a water bottle that kept track of how many

0:30:08.600 --> 0:30:12.360
<v Speaker 1>times you refilled it during the day. But there were

0:30:12.440 --> 0:30:16.880
<v Speaker 1>widespread reports that these promised replacements just never arrived too

0:30:16.960 --> 0:30:21.080
<v Speaker 1>many backers, and things turned even uglier. After a few

0:30:21.200 --> 0:30:25.800
<v Speaker 1>sporadic updates on the official company blog, the company apparently

0:30:25.840 --> 0:30:29.520
<v Speaker 1>shut down. Now. I say apparently because it's actually really

0:30:29.520 --> 0:30:33.120
<v Speaker 1>hard to find definitive information on what happened or when

0:30:33.240 --> 0:30:37.680
<v Speaker 1>it happened, but certainly by two thousand eighteen, the company's

0:30:37.720 --> 0:30:42.400
<v Speaker 1>website and their social media handles were all shut down.

0:30:43.000 --> 0:30:46.320
<v Speaker 1>Vessel remains one of the big cautionary tales for those

0:30:46.320 --> 0:30:50.120
<v Speaker 1>who would otherwise, you know, fund hardware early on rather

0:30:50.160 --> 0:30:54.040
<v Speaker 1>than just wait for a finished product. So sometimes things

0:30:54.360 --> 0:30:57.080
<v Speaker 1>just don't work out. I have a lot of unanswered

0:30:57.160 --> 0:31:00.960
<v Speaker 1>questions about the Vessel thing for examp Couple. A writer

0:31:01.120 --> 0:31:05.719
<v Speaker 1>for The Verge one named Ellis. Hamburger wrote a piece

0:31:05.800 --> 0:31:09.080
<v Speaker 1>that talked about how a prototype of the cup was

0:31:09.120 --> 0:31:13.120
<v Speaker 1>able to detect with great accuracy whatever was being poured

0:31:13.280 --> 0:31:16.320
<v Speaker 1>into it, including being able to tell the difference between

0:31:16.360 --> 0:31:19.840
<v Speaker 1>two different types of gatorade. But I can't find much

0:31:19.960 --> 0:31:24.280
<v Speaker 1>other information to back that up, and it really makes

0:31:24.280 --> 0:31:27.080
<v Speaker 1>me wonder what was going on now. I'm not trying

0:31:27.120 --> 0:31:31.200
<v Speaker 1>to say that Hamburger was inaccurate or trying to mislead

0:31:31.240 --> 0:31:34.440
<v Speaker 1>the readership or anything like that. I mean, I just

0:31:34.480 --> 0:31:37.720
<v Speaker 1>wonder where the problems ultimately were. And it's entirely possible

0:31:38.000 --> 0:31:41.560
<v Speaker 1>that they did develop a working prototype, but that the

0:31:41.600 --> 0:31:44.720
<v Speaker 1>working prototype was just way too expensive to turn into

0:31:44.840 --> 0:31:47.800
<v Speaker 1>a production model, Like it could have been like, yeah,

0:31:47.880 --> 0:31:49.880
<v Speaker 1>we got it to work, but it would cost five

0:31:50.280 --> 0:31:52.480
<v Speaker 1>dollars and no one's going to spend that on a cup.

0:31:53.000 --> 0:31:57.200
<v Speaker 1>I just don't know what actually happened. Now, if we

0:31:57.240 --> 0:32:02.040
<v Speaker 1>want to go with a spectacular or public failure, one

0:32:02.080 --> 0:32:04.680
<v Speaker 1>that was kind of a head scratcher even when it

0:32:04.840 --> 0:32:08.520
<v Speaker 1>was available for purchase, we have to talk about Juice

0:32:08.560 --> 0:32:11.840
<v Speaker 1>a Row. This started off in two thousand thirteen, again

0:32:11.920 --> 0:32:15.360
<v Speaker 1>as a crowdfunding campaign, and the goal was to create

0:32:15.400 --> 0:32:20.240
<v Speaker 1>a smart, high end luxury juicing machine, as in a

0:32:20.360 --> 0:32:25.320
<v Speaker 1>machine that makes juice, and it would have a persistent

0:32:25.400 --> 0:32:29.640
<v Speaker 1>Internet connection to give it some kind of smart capabilities.

0:32:30.080 --> 0:32:32.600
<v Speaker 1>And it would also have a really high price tag.

0:32:33.040 --> 0:32:36.600
<v Speaker 1>And the price tag was around four hundred bucks sometimes

0:32:36.920 --> 0:32:40.000
<v Speaker 1>quoted as high as seven hundred bucks when it came

0:32:40.000 --> 0:32:46.000
<v Speaker 1>out Home My Goodness, where people disappointed or enraged or

0:32:46.120 --> 0:32:51.840
<v Speaker 1>just amused. The actual Juicer Row came out in By

0:32:51.880 --> 0:32:55.880
<v Speaker 1>then the company had raised nearly a hundred twenty million

0:32:56.040 --> 0:33:00.000
<v Speaker 1>dollars and then the problems started to roll in. See

0:33:00.240 --> 0:33:05.080
<v Speaker 1>this cold press juicer would squeeze plastic bags from juice

0:33:05.120 --> 0:33:07.840
<v Speaker 1>a row that were filled up with cut up fruits

0:33:07.840 --> 0:33:11.160
<v Speaker 1>and vegetables. So you would put these juicer ro bags

0:33:11.200 --> 0:33:15.200
<v Speaker 1>in the juicer Ro machine, close the machine, push a button,

0:33:15.560 --> 0:33:18.880
<v Speaker 1>and after a few moments you'd have your juice. And

0:33:18.920 --> 0:33:21.280
<v Speaker 1>I imagine the packages were really meant as a way

0:33:21.320 --> 0:33:25.320
<v Speaker 1>for the Juicy Row company to build in recurring subscriptions,

0:33:25.360 --> 0:33:29.200
<v Speaker 1>like a recurring revenue model, because he would pay one

0:33:29.320 --> 0:33:32.800
<v Speaker 1>big upfront fee to buy the juicer, but then you

0:33:32.840 --> 0:33:36.360
<v Speaker 1>would have a recurring fee in order to buy the

0:33:36.440 --> 0:33:39.800
<v Speaker 1>packages that could work inside the juicer. Because you couldn't

0:33:39.840 --> 0:33:43.480
<v Speaker 1>just you know, like put slices of fruit or or

0:33:43.600 --> 0:33:46.680
<v Speaker 1>vegetables into the machine. It had to be in these bags.

0:33:47.360 --> 0:33:50.280
<v Speaker 1>But the real headaches for the company came when folks

0:33:50.360 --> 0:33:55.600
<v Speaker 1>started posting videos of themselves just squeezing the bags by hand.

0:33:56.320 --> 0:33:59.840
<v Speaker 1>They were making juice as effectively and in fact faster

0:34:00.480 --> 0:34:04.960
<v Speaker 1>than the Juicero machine itself. The videos showed that the

0:34:05.000 --> 0:34:09.200
<v Speaker 1>machine was totally superfluous, it was expensive, it was slow.

0:34:09.800 --> 0:34:12.839
<v Speaker 1>The company offered up a fairly weak defense, saying the

0:34:12.840 --> 0:34:16.840
<v Speaker 1>Internet connectivity meant that the machine could avoid using packets

0:34:16.880 --> 0:34:21.279
<v Speaker 1>that were past their expiration date, but that expiration date

0:34:21.360 --> 0:34:24.200
<v Speaker 1>was already printed on the packages, meaning you just had

0:34:24.239 --> 0:34:26.000
<v Speaker 1>to look at the package to see if it was

0:34:26.239 --> 0:34:29.680
<v Speaker 1>good or not. As you can imagine, things did not

0:34:29.920 --> 0:34:34.320
<v Speaker 1>go well, and by the company had shut down. Juicero

0:34:34.640 --> 0:34:38.279
<v Speaker 1>became a mascot for companies that offer up solutions to

0:34:38.400 --> 0:34:42.440
<v Speaker 1>things that turned out to not actually be a problem. Okay,

0:34:42.440 --> 0:34:45.080
<v Speaker 1>how about we look at a company that appears to

0:34:45.160 --> 0:34:49.759
<v Speaker 1>have failed largely because of bad leadership. For that, I

0:34:49.840 --> 0:34:53.920
<v Speaker 1>submit the startup that was called BP. That was spelled

0:34:54.000 --> 0:34:58.680
<v Speaker 1>B E E p I. So what was BP? Well,

0:34:58.719 --> 0:35:01.359
<v Speaker 1>the concept was kind neat. It was like a peer

0:35:01.360 --> 0:35:04.040
<v Speaker 1>to peer market for used cars. And here's how it

0:35:04.040 --> 0:35:09.000
<v Speaker 1>would work. BP the company would create the online platform

0:35:09.000 --> 0:35:13.120
<v Speaker 1>through which buyers and sellers could find one another. The

0:35:13.160 --> 0:35:16.399
<v Speaker 1>company promised a cell price of a certain value for

0:35:16.480 --> 0:35:20.480
<v Speaker 1>every car. And if you were selling your car on BP,

0:35:20.920 --> 0:35:24.399
<v Speaker 1>and after thirty days you were unable to sell your car,

0:35:24.960 --> 0:35:27.879
<v Speaker 1>the company BP would buy the car from you at

0:35:27.920 --> 0:35:31.440
<v Speaker 1>that agreed upon price, you know whatever. It might be

0:35:31.480 --> 0:35:33.880
<v Speaker 1>the low end of what you were hoping for, but

0:35:33.960 --> 0:35:35.839
<v Speaker 1>you would still be able to sell your car and

0:35:35.880 --> 0:35:38.399
<v Speaker 1>the company would take it over. Presumably the company would

0:35:38.400 --> 0:35:43.839
<v Speaker 1>then sell it later down the line. As for buyers, well,

0:35:44.080 --> 0:35:49.360
<v Speaker 1>BP would handle the inspection of the vehicles and delivery

0:35:49.360 --> 0:35:52.200
<v Speaker 1>of the vehicle to the buyer's home, and even fill

0:35:52.200 --> 0:35:54.880
<v Speaker 1>out the paperwork for the buyer's local d m V office.

0:35:55.480 --> 0:35:59.360
<v Speaker 1>The proposition was really phenomenal. I mean, convenience was built

0:35:59.360 --> 0:36:02.200
<v Speaker 1>in and buyers would suddenly be able to look at

0:36:02.239 --> 0:36:06.200
<v Speaker 1>cars that they might not ever consider because of local scarcity.

0:36:06.320 --> 0:36:10.680
<v Speaker 1>Like just imagine you're out in the boondocks somewhere and

0:36:10.760 --> 0:36:13.080
<v Speaker 1>you really have your heart set on this particular type

0:36:13.080 --> 0:36:15.759
<v Speaker 1>of sports car, but there's no place near you that

0:36:15.880 --> 0:36:20.200
<v Speaker 1>has them. Well, this service could potentially be a solution,

0:36:20.560 --> 0:36:23.200
<v Speaker 1>and it sounds too good to be true, right, Well,

0:36:23.320 --> 0:36:26.240
<v Speaker 1>it's not that the company was running a scam, because

0:36:26.280 --> 0:36:28.560
<v Speaker 1>that was not the case, and it's not like they

0:36:28.600 --> 0:36:31.760
<v Speaker 1>didn't get investors either. The company raised nearly a hundred

0:36:31.760 --> 0:36:35.759
<v Speaker 1>fifty million dollars in funding, which gave the company a

0:36:35.840 --> 0:36:39.760
<v Speaker 1>valuation of more than half a billion dollars. The company

0:36:39.880 --> 0:36:43.279
<v Speaker 1>geared up in fourteen, but it went off road and

0:36:43.360 --> 0:36:47.080
<v Speaker 1>ultimately crashed by twenty sixteen. So what the heck happened?

0:36:47.640 --> 0:36:52.680
<v Speaker 1>According to numerous reports, the big issue was that BP

0:36:53.040 --> 0:36:57.400
<v Speaker 1>was burning through money at a pretty incredible rate. According

0:36:57.440 --> 0:37:02.160
<v Speaker 1>to one of tech crunches sources, someone that the site

0:37:02.160 --> 0:37:04.680
<v Speaker 1>said had been working for BP for at least a

0:37:04.719 --> 0:37:08.400
<v Speaker 1>while before talking to tech Crunch, the company at at

0:37:08.440 --> 0:37:13.279
<v Speaker 1>one point was turning through seven million dollars a month yauza,

0:37:13.680 --> 0:37:17.160
<v Speaker 1>and most of that, according to that same source, was

0:37:17.320 --> 0:37:20.960
<v Speaker 1>going to cover big salaries for the top management team

0:37:21.280 --> 0:37:24.799
<v Speaker 1>or to cover unnecessary costs. So, in other words, it

0:37:24.840 --> 0:37:27.400
<v Speaker 1>sounded a lot like the sort of stuff we saw

0:37:27.640 --> 0:37:30.040
<v Speaker 1>in the years leading up to the dot com bubble

0:37:30.080 --> 0:37:34.400
<v Speaker 1>bursting a decade earlier. A couple of decades earlier, companies

0:37:35.000 --> 0:37:39.359
<v Speaker 1>flush with cash start spending that cash irresponsibly and that

0:37:39.480 --> 0:37:44.239
<v Speaker 1>leads to an unsustainable situation. BP attempted to find a

0:37:44.280 --> 0:37:47.560
<v Speaker 1>solution in the form of a buyer. The company itself

0:37:47.600 --> 0:37:51.279
<v Speaker 1>tried to find another company to purchase them, but there

0:37:51.280 --> 0:37:54.320
<v Speaker 1>were two failed attempts to do that. Two different companies

0:37:54.520 --> 0:37:58.040
<v Speaker 1>considered it and ultimately backed out of the deal, and

0:37:58.360 --> 0:38:02.880
<v Speaker 1>eventually BP had to resolve and its assets were bought piecemeal.

0:38:03.440 --> 0:38:06.360
<v Speaker 1>It was a rather shoddy into what could have been

0:38:06.400 --> 0:38:09.960
<v Speaker 1>a fairly bold move on the market. And just to

0:38:10.000 --> 0:38:14.640
<v Speaker 1>be clear, BP had some other challenges apart from hemorrhaging money.

0:38:14.920 --> 0:38:17.480
<v Speaker 1>I mean, there was a big trust issue to overcome.

0:38:17.600 --> 0:38:20.280
<v Speaker 1>For the purchase of something as important as a car.

0:38:20.800 --> 0:38:23.840
<v Speaker 1>It's a lot to ask consumers to hand over the

0:38:23.960 --> 0:38:27.440
<v Speaker 1>duties of inspecting the vehicle to someone that they would

0:38:27.440 --> 0:38:31.200
<v Speaker 1>never meet or even speak with, without knowing if the

0:38:31.239 --> 0:38:35.400
<v Speaker 1>inspection is trustworthy. It's a huge request to have someone

0:38:35.440 --> 0:38:38.399
<v Speaker 1>put down the thousands of dollars it would cost by

0:38:38.480 --> 0:38:42.480
<v Speaker 1>a used car. Now, perhaps if BP hadn't been spending

0:38:42.480 --> 0:38:45.360
<v Speaker 1>so much money, it could have built up that trust

0:38:45.600 --> 0:38:48.359
<v Speaker 1>needed to become a viable business and it would still

0:38:48.360 --> 0:38:51.400
<v Speaker 1>be around today, but due to mismanagement and out of

0:38:51.400 --> 0:38:56.120
<v Speaker 1>control costs, it just beaped right the heck off. I've

0:38:56.120 --> 0:38:59.640
<v Speaker 1>got a little bit more to say about failures in general,

0:39:00.080 --> 0:39:10.640
<v Speaker 1>but before that, let's take a quick break. Why do

0:39:11.320 --> 0:39:14.799
<v Speaker 1>startups fail? Well, as we've seen, there's not really a

0:39:14.840 --> 0:39:17.080
<v Speaker 1>single answer for this, and in fact, in most cases,

0:39:17.560 --> 0:39:20.920
<v Speaker 1>there are several contributing factors that can lead to failure,

0:39:21.480 --> 0:39:24.160
<v Speaker 1>but there are a few patterns that tend to emerge

0:39:24.200 --> 0:39:28.520
<v Speaker 1>if you look through enough examples. C B Insights did

0:39:28.600 --> 0:39:32.239
<v Speaker 1>that when looking at postmortem reports. They actually talked with

0:39:32.320 --> 0:39:38.359
<v Speaker 1>people who founded companies that failed and got really insightful

0:39:38.480 --> 0:39:43.160
<v Speaker 1>information about what caused the failures, and they aggregated a

0:39:43.360 --> 0:39:47.440
<v Speaker 1>top twenty reasons list as to why companies fail, and

0:39:47.480 --> 0:39:49.879
<v Speaker 1>I want to give you a few highlights. So at

0:39:49.880 --> 0:39:55.000
<v Speaker 1>the very top, the number one contributing factor was no

0:39:55.320 --> 0:40:00.440
<v Speaker 1>market need, with of failures having that as one of

0:40:00.560 --> 0:40:04.400
<v Speaker 1>the attributed causes for their failure. So what that means

0:40:04.480 --> 0:40:07.480
<v Speaker 1>is that someone came up with an idea, they formed

0:40:07.480 --> 0:40:11.280
<v Speaker 1>a business around it, and then ultimately discovered that nobody

0:40:11.520 --> 0:40:16.080
<v Speaker 1>really wanted the thing they were offering. Actually, and this

0:40:16.160 --> 0:40:18.799
<v Speaker 1>is a tough one. Now, on the one hand, you

0:40:18.880 --> 0:40:22.160
<v Speaker 1>don't want to launch a company that's super similar to

0:40:22.400 --> 0:40:26.120
<v Speaker 1>existing ones, because I mean, you're already behind, right. Your

0:40:26.160 --> 0:40:29.319
<v Speaker 1>competitors might be really well established, Some of them might

0:40:29.320 --> 0:40:32.600
<v Speaker 1>be really big companies, and they might have market tested

0:40:32.640 --> 0:40:36.120
<v Speaker 1>products and services that people are familiar with. Now, unless

0:40:36.160 --> 0:40:40.279
<v Speaker 1>those companies have a reputation for lousy products and services

0:40:40.480 --> 0:40:44.160
<v Speaker 1>or customer service, it can be really hard to gain

0:40:44.200 --> 0:40:48.040
<v Speaker 1>a foothold in those markets. Though. Sometimes consumers are just

0:40:48.280 --> 0:40:50.680
<v Speaker 1>hoping that a new company will enter a field and

0:40:50.680 --> 0:40:53.080
<v Speaker 1>shake things up, so it's not impossible, it's just really

0:40:53.120 --> 0:40:58.160
<v Speaker 1>hard to do. Typically, the stronger poll is to come

0:40:58.239 --> 0:41:01.760
<v Speaker 1>up with an idea that isn't already present in the market,

0:41:01.960 --> 0:41:05.719
<v Speaker 1>something that's new and innovative and exciting and there are

0:41:05.760 --> 0:41:08.360
<v Speaker 1>no competitors out there for you to have to worry about.

0:41:09.239 --> 0:41:11.800
<v Speaker 1>But on the flip side, the danger of that approach

0:41:11.840 --> 0:41:14.040
<v Speaker 1>is that, yeah, you might find out the idea is

0:41:14.120 --> 0:41:16.840
<v Speaker 1>new and stuff, but you might also find out no

0:41:16.880 --> 0:41:20.120
<v Speaker 1>one really cares. And that is a tough pill to swallow.

0:41:20.400 --> 0:41:24.319
<v Speaker 1>I mean, I experienced this myself. I once tried to

0:41:24.360 --> 0:41:28.840
<v Speaker 1>get funding for a video series a superhero comedy series

0:41:28.880 --> 0:41:32.560
<v Speaker 1>that I wanted to do, and I promoted the crowdfunding link.

0:41:33.040 --> 0:41:36.640
<v Speaker 1>I worked really hard. I got a lot of people

0:41:37.000 --> 0:41:41.600
<v Speaker 1>who lent me their expertise and their their talent. We

0:41:41.680 --> 0:41:45.120
<v Speaker 1>all put together a pretty compelling pitch and I failed

0:41:45.280 --> 0:41:49.040
<v Speaker 1>to get it funded, which really indicates that either I

0:41:49.080 --> 0:41:52.040
<v Speaker 1>didn't reach enough people or and this is the part

0:41:52.120 --> 0:41:56.360
<v Speaker 1>that really hurts, I reached enough people. They just didn't

0:41:56.440 --> 0:41:59.719
<v Speaker 1>care to see the finished product. And that happens. And

0:42:00.000 --> 0:42:03.560
<v Speaker 1>it can feel awful when you pour your heart into something,

0:42:03.960 --> 0:42:06.600
<v Speaker 1>but it doesn't mean that people made the wrong choice.

0:42:06.640 --> 0:42:10.319
<v Speaker 1>It just might mean that you put more emphasis into

0:42:10.360 --> 0:42:14.200
<v Speaker 1>something than other people do, and that happens. It stinks,

0:42:14.520 --> 0:42:18.640
<v Speaker 1>doesn't feel great, but that's life in a distant second

0:42:18.719 --> 0:42:23.359
<v Speaker 1>place to the no market need factor. CB Insights identified

0:42:23.760 --> 0:42:27.720
<v Speaker 1>ran out of cash as a top contributor to business failure,

0:42:28.000 --> 0:42:32.279
<v Speaker 1>with of the businesses they looked at listing that as

0:42:32.400 --> 0:42:35.319
<v Speaker 1>one of the reasons they failed. We've seen that in

0:42:35.560 --> 0:42:38.680
<v Speaker 1>some of the examples I've talked about in this episode,

0:42:39.280 --> 0:42:43.560
<v Speaker 1>and it's what I was alluding to earlier in the podcast. Startups,

0:42:43.760 --> 0:42:48.399
<v Speaker 1>particularly those with steep operating costs, are really operating under

0:42:48.440 --> 0:42:51.960
<v Speaker 1>a ticking clock scenario. They need to establish a revenue

0:42:52.000 --> 0:42:56.000
<v Speaker 1>generating business, you know, one that can cover operating expenses

0:42:56.560 --> 0:42:59.920
<v Speaker 1>before investment money runs out. They might be able to

0:43:00.080 --> 0:43:03.760
<v Speaker 1>keep things afloat by raising multiple rounds of funding or

0:43:04.000 --> 0:43:07.160
<v Speaker 1>you know, securing some loans and if the idea is

0:43:07.160 --> 0:43:11.080
<v Speaker 1>attractive enough, and that could work for a while, but

0:43:11.200 --> 0:43:14.719
<v Speaker 1>ultimately they need to make revenue off the business or

0:43:14.760 --> 0:43:18.000
<v Speaker 1>the cash will eventually run out. Investors aren't likely to

0:43:18.080 --> 0:43:22.600
<v Speaker 1>pour endless amounts of money into a failing business, even

0:43:22.640 --> 0:43:27.359
<v Speaker 1>with the sunken cost fallacy. That's the illogical belief that

0:43:27.600 --> 0:43:31.200
<v Speaker 1>you're too invested in something and you can't walk away

0:43:31.239 --> 0:43:34.400
<v Speaker 1>from it, so instead you just keep pouring more cash

0:43:34.440 --> 0:43:37.360
<v Speaker 1>in with the hope of at least breaking even. The

0:43:37.400 --> 0:43:42.840
<v Speaker 1>sunken cost fallacy is what casinos thrive on. They depend

0:43:43.000 --> 0:43:47.160
<v Speaker 1>upon it, running up in third place as a contributing

0:43:47.200 --> 0:43:51.640
<v Speaker 1>factor to failure with twenty three percent of startups you

0:43:51.680 --> 0:43:57.479
<v Speaker 1>know listing it would be not the right team, which

0:43:57.560 --> 0:44:00.680
<v Speaker 1>is true. If you've got a bad leadership team and play,

0:44:00.719 --> 0:44:04.000
<v Speaker 1>it's really hard to succeed. I mean, you might succeed

0:44:04.040 --> 0:44:06.960
<v Speaker 1>despite your team, but you're not going to reach the

0:44:07.080 --> 0:44:10.800
<v Speaker 1>same heights as you would if you had a really capable, nimble,

0:44:10.920 --> 0:44:14.840
<v Speaker 1>and knowledgeable team. This can happen a lot with tech startups,

0:44:14.880 --> 0:44:16.840
<v Speaker 1>where you might have a founder who has a really

0:44:16.880 --> 0:44:21.799
<v Speaker 1>strong background in engineering but not in business management, so

0:44:22.200 --> 0:44:25.640
<v Speaker 1>they might have a great idea for making technology that works,

0:44:26.040 --> 0:44:28.120
<v Speaker 1>but not a great idea of how to market and

0:44:28.239 --> 0:44:31.520
<v Speaker 1>sell it and fund it. Likewise, you can also hit

0:44:31.560 --> 0:44:34.080
<v Speaker 1>this point if you've got someone who has great business

0:44:34.120 --> 0:44:37.080
<v Speaker 1>sense but they have a really weak grasp on what

0:44:37.280 --> 0:44:41.400
<v Speaker 1>is actually technologically possible. And I'm not gonna do the

0:44:41.440 --> 0:44:45.680
<v Speaker 1>cough joke again, but thoroughness leaps to mind. Now. I

0:44:45.719 --> 0:44:48.920
<v Speaker 1>won't go through all the other factors, but I do

0:44:48.960 --> 0:44:52.840
<v Speaker 1>want to name a couple more. Sometimes companies fail because

0:44:53.040 --> 0:44:56.680
<v Speaker 1>some other company manages to do what they're doing, but

0:44:56.880 --> 0:45:01.520
<v Speaker 1>you know, successfully. Sometimes it comes down to pricing or cost.

0:45:02.080 --> 0:45:04.600
<v Speaker 1>The product or service ends up being too expensive for

0:45:04.640 --> 0:45:08.480
<v Speaker 1>the market, but there's no real option to reduce prices

0:45:08.520 --> 0:45:13.520
<v Speaker 1>because the operational costs of the company are themselves too high.

0:45:13.920 --> 0:45:17.720
<v Speaker 1>Sometimes the company fails to pay attention to customers entirely

0:45:17.880 --> 0:45:21.400
<v Speaker 1>and lose his focus. And usually again it's a combination

0:45:21.440 --> 0:45:25.759
<v Speaker 1>of these and other factors that ultimately lead to failure. Now,

0:45:25.800 --> 0:45:27.600
<v Speaker 1>the reason I wanted to do this episode in the

0:45:27.640 --> 0:45:29.960
<v Speaker 1>first place was not for some sort of shot in

0:45:30.040 --> 0:45:34.239
<v Speaker 1>Freuda as we examine the shortcomings of various companies. It

0:45:34.320 --> 0:45:37.120
<v Speaker 1>was rather to illustrate the sort of lessons we can

0:45:37.239 --> 0:45:40.960
<v Speaker 1>learn through these failures. I mean, honestly, failure is a

0:45:41.000 --> 0:45:44.799
<v Speaker 1>better teacher than success is. Through failure, we learn what

0:45:44.960 --> 0:45:48.239
<v Speaker 1>mistakes to avoid and where to put our focus. So,

0:45:48.360 --> 0:45:50.800
<v Speaker 1>if you're ever going to work on a startup idea,

0:45:51.320 --> 0:45:53.360
<v Speaker 1>you know some of the pitfalls that you need to

0:45:53.400 --> 0:45:56.400
<v Speaker 1>be aware of. You need a good team in place.

0:45:56.480 --> 0:45:58.799
<v Speaker 1>You need strong people on both the business and the

0:45:58.840 --> 0:46:02.640
<v Speaker 1>products side. You need short and long term business plans.

0:46:03.080 --> 0:46:05.359
<v Speaker 1>You need to test your ideas and make sure there's

0:46:05.400 --> 0:46:08.920
<v Speaker 1>a place in the market for those ideas. Personally, I

0:46:08.920 --> 0:46:12.000
<v Speaker 1>feel people should avoid the whole fake it until you

0:46:12.080 --> 0:46:14.600
<v Speaker 1>make it approach, where you know, you pitch an idea

0:46:14.640 --> 0:46:18.000
<v Speaker 1>that you think might be possible, but you don't really

0:46:18.040 --> 0:46:21.200
<v Speaker 1>know that it is possible, and then it just becomes

0:46:21.239 --> 0:46:23.400
<v Speaker 1>a race to see if you can make your idea

0:46:23.480 --> 0:46:26.839
<v Speaker 1>work before the money runs out. That doesn't work out

0:46:26.840 --> 0:46:30.360
<v Speaker 1>well most of the time. Also, if you are looking

0:46:30.400 --> 0:46:34.200
<v Speaker 1>for investment opportunities, or you see a crowdfunding campaign that

0:46:34.239 --> 0:46:38.600
<v Speaker 1>catches your eye. It's good to ask some really tough questions,

0:46:38.680 --> 0:46:42.120
<v Speaker 1>even if you're just asking yourself before you contribute your

0:46:42.239 --> 0:46:46.360
<v Speaker 1>hard earned cash to that endeavor. Now, I've done episodes

0:46:46.360 --> 0:46:50.880
<v Speaker 1>about crowdfunding failures as well as outright scams and hoaxes.

0:46:51.560 --> 0:46:55.600
<v Speaker 1>The hoaxes and scams tend to be slightly easier to avoid,

0:46:55.680 --> 0:46:58.960
<v Speaker 1>I think, because there's usually at least some indicators that

0:46:59.080 --> 0:47:01.680
<v Speaker 1>things are not on the up and up. Looking into

0:47:01.680 --> 0:47:04.400
<v Speaker 1>the background of the people involved is always a good idea.

0:47:05.040 --> 0:47:08.440
<v Speaker 1>Examining their goals and what they're promising is a must,

0:47:09.200 --> 0:47:11.760
<v Speaker 1>And as the old saying does go, if it sounds

0:47:11.760 --> 0:47:15.319
<v Speaker 1>too good to be true, it probably is. These scenarios

0:47:15.360 --> 0:47:18.560
<v Speaker 1>are for the most part avoidable if we really employ

0:47:18.680 --> 0:47:22.680
<v Speaker 1>critical thinking and we don't fall in for stuff that

0:47:22.800 --> 0:47:26.600
<v Speaker 1>just sounds like wish fulfillment. But the other failures, the

0:47:26.600 --> 0:47:30.439
<v Speaker 1>ones that are not based off misdirection or scams, those

0:47:30.440 --> 0:47:34.440
<v Speaker 1>are harder to avoid. Right These can be people and

0:47:34.520 --> 0:47:39.600
<v Speaker 1>companies that have sincere legitimate goals, and they might even

0:47:39.640 --> 0:47:43.200
<v Speaker 1>achieve some of those goals. As we've seen failure does

0:47:43.239 --> 0:47:46.400
<v Speaker 1>not necessarily mean having nothing to show for your work.

0:47:46.840 --> 0:47:51.040
<v Speaker 1>Plenty of these companies failed after bringing a product to market.

0:47:51.520 --> 0:47:54.480
<v Speaker 1>It's just that the market, for whatever reason, didn't receive

0:47:54.560 --> 0:47:57.759
<v Speaker 1>the product with open arms. It's a lot harder to

0:47:57.840 --> 0:48:00.839
<v Speaker 1>predict that kind of thing unless you hear of an

0:48:00.880 --> 0:48:04.359
<v Speaker 1>idea and say, I don't understand why anyone would want that.

0:48:04.680 --> 0:48:07.279
<v Speaker 1>I mean, if that's your reaction, that might be a

0:48:07.320 --> 0:48:09.680
<v Speaker 1>red flag. It could be something that a lot of

0:48:09.680 --> 0:48:13.200
<v Speaker 1>other people are also thinking. But then again, keep in

0:48:13.239 --> 0:48:16.200
<v Speaker 1>mind that's coming from a guy who was pretty sure

0:48:16.239 --> 0:48:18.920
<v Speaker 1>the iPad was going to be a total failure. I

0:48:18.960 --> 0:48:22.719
<v Speaker 1>had seen so many tablet style devices failed to get

0:48:22.719 --> 0:48:26.279
<v Speaker 1>a place in the general consumer market. And also I

0:48:26.320 --> 0:48:28.920
<v Speaker 1>thought the name was pretty dumb, and I was pretty

0:48:28.920 --> 0:48:31.560
<v Speaker 1>sure that was gonna be a flop, and I was

0:48:31.640 --> 0:48:36.440
<v Speaker 1>obviously a billion percent wrong. So, as I said, figuring

0:48:36.480 --> 0:48:38.960
<v Speaker 1>out if a product or service has the potential to

0:48:39.040 --> 0:48:42.239
<v Speaker 1>be a big hit requires a lot of insight and

0:48:42.320 --> 0:48:44.840
<v Speaker 1>maybe a little bit of luck, and I definitely didn't

0:48:44.880 --> 0:48:47.520
<v Speaker 1>have enough of either one of those when I dismissed

0:48:47.560 --> 0:48:51.360
<v Speaker 1>the iPad. Personally, I'd kind of like to see a

0:48:51.440 --> 0:48:55.120
<v Speaker 1>readjustment to how startups get funding and support in the

0:48:55.120 --> 0:48:58.200
<v Speaker 1>tech world in the first place, I feel there's way

0:48:58.239 --> 0:49:01.839
<v Speaker 1>too much speculation going on, and it means that some

0:49:01.920 --> 0:49:05.240
<v Speaker 1>things that could be great ideas don't get the support

0:49:05.239 --> 0:49:08.920
<v Speaker 1>they need, while others that are far more far fetched

0:49:09.120 --> 0:49:12.840
<v Speaker 1>or have limited value end up getting pushed into the stratosphere.

0:49:13.480 --> 0:49:16.200
<v Speaker 1>There are some startup incubators out there that try and

0:49:16.239 --> 0:49:20.319
<v Speaker 1>help founders create a strong base for their companies, complete

0:49:20.320 --> 0:49:24.440
<v Speaker 1>with things like making up business plans and networking opportunities.

0:49:24.600 --> 0:49:27.560
<v Speaker 1>I think that's a good step, but in some cases

0:49:27.600 --> 0:49:30.880
<v Speaker 1>these can turn into what feels like a tech oriented

0:49:30.920 --> 0:49:33.919
<v Speaker 1>fraternity and less of a genuine effort to help good

0:49:33.920 --> 0:49:39.360
<v Speaker 1>ideas flourish. Now, these problems are not unique to technology.

0:49:39.640 --> 0:49:43.080
<v Speaker 1>We see it in business across multiple industries, but tech,

0:49:43.120 --> 0:49:46.040
<v Speaker 1>with its cool appeal and how it expands into every

0:49:46.080 --> 0:49:50.799
<v Speaker 1>aspect of our lives, is particularly visible in this regard. Well,

0:49:50.840 --> 0:49:54.600
<v Speaker 1>I hope you guys learned some interesting stuff in this episode.

0:49:55.360 --> 0:49:59.799
<v Speaker 1>I barely scratched the surface of tech startup failures. I mean,

0:49:59.840 --> 0:50:04.960
<v Speaker 1>the list of failed companies is hundreds of companies long.

0:50:05.400 --> 0:50:08.480
<v Speaker 1>So if there are particular instances you would like me

0:50:08.560 --> 0:50:13.200
<v Speaker 1>to cover, either companies that promise big things but fell short.

0:50:13.800 --> 0:50:17.000
<v Speaker 1>Maybe there's some hoax or scams that you specifically want

0:50:17.040 --> 0:50:19.400
<v Speaker 1>to know more about, or you want to know about

0:50:19.440 --> 0:50:22.799
<v Speaker 1>some success stories about companies that started off in a

0:50:22.920 --> 0:50:28.280
<v Speaker 1>humble way and grew into something truly spectacular. Let me know. Also,

0:50:28.360 --> 0:50:32.000
<v Speaker 1>if you have any other requests for topics on tech stuff,

0:50:32.480 --> 0:50:34.239
<v Speaker 1>reach out to me. The best way to do that

0:50:34.480 --> 0:50:39.040
<v Speaker 1>is on Twitter. The handle is text stuff, h s

0:50:39.160 --> 0:50:48.640
<v Speaker 1>doubable and I'll talk to you again really soon. Text

0:50:48.680 --> 0:50:52.120
<v Speaker 1>Stuff is an I Heart Radio production. For more podcasts

0:50:52.160 --> 0:50:54.920
<v Speaker 1>from my Heart Radio, visit the i heart Radio app,

0:50:55.040 --> 0:50:58.200
<v Speaker 1>Apple Podcasts, or wherever you listen to your favorite shows.

0:51:00.320 --> 0:51:00.520
<v Speaker 1>Nine