How Two Friends Built a $750 Million Barber Tech Company

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39:10You know what kids always say to me? Are you a boy or a girl? Oh my God. All the time. That's so funny. I know. So I'm always like, hi. I try to butch it up for kids, you know, so they're not confused. Yeah, but you're butching it up is basically like Dora's Day. No, I turn into Bea Arthur. Listen to these episodes of Dear Chelsea on the iHeartRadio app, Apple Podcasts, or wherever you get your podcasts. Like, this is great, because you're talking from 2016 to this point. How are we scaling year to year? Like, what trends are you watching to say, all right, here's an opportunity, here's an opportunity.

39:44This is a demographic. We haven't touched this. But how are y 'all going about that? That's a lot. Congrats. Thank you. Thank you. Thank you. It's never enough, though. There was more. Let's get to the next. So what we learned is what's super important to scale is that you really have to scale your team. So, you know, in the early stages, you know, it was us and then a few other early employees. But as you get bigger, you really have to bring on folks who have the experience of kind of getting to the next level where you're trying to get. and over time we've built up a really incredible kind of bench of our executives and that that has helped you know helped tremendously and in the early days you do you know it's called doing things that don't scale like walking into the barbershop yourself and pitching them like that's great and but like you can't that's not going to get you to where we are now so over time you have to figure out how do you build like repeatable motions repeatable processes that's like scalable and you know that's essentially what we've been able to do so as far as this number of$750 million valuation can you break that down as far as like what does that actually mean in layman terms for somebody that they hear that but it's like that is the enterprise value or the kind of like market cap of your business so if somebody were to purchase the business they would have to pay$750 million for an entire business.

41:17And if somebody's investing, you know, based on the dollar amount they invest, that's a percentage amount of the$750 million. And that$750 million would come from investors valuing the company at that as far as, okay, I'm going to put this amount of money in per percentage and then that equals the$750 million. Or does that come from revenue that is projected to be like, okay, 10x revenue. I mean, there's some formula that they create, but that's essentially the formula. It's like, hey, look, for 1%, it's 7.5 million. So you times that by 10. If you want 10%, you've got to put up 75 million. So that's kind of how the math works.

42:00And it's just supply and demand. uh you know if you have a great product if you have some proprietary technology that they think might you know transform the world they're gonna they're gonna pay whatever they're gonna pay for it's just like you know what the company what people think the company is worth how does the ownership table look right because a lot of times startups you know we don't have money right we haven't gotten venture capital and so a lot of times people offer equity right like as an exchange or collateral to say, hey, I need you part of the team. How does ownership look then?

42:38How does it look now? Obviously, you've got a board, you've got investors. Are you guys majority owners still? How does this work? Yeah, so as far as the equity, all of our employees have some degree of equity. We think that's important. We think it's important, one, to align incentives, and it's also important as a wealth-building mechanism. Our company is, I don't know for sure, but I would say it's probably maybe the most diverse or one of the most diverse of a company like at our scale in terms of like the background of our employees so we think it's you know it's really important for them to have skin in the game and like when we do have the big exit you know hopefully we'll be creating a lot of millionaires and creating a lot of wealth in the community um so so uh so that's important um the second was the second part of your question ownership I think oh yeah yeah the ownership you get diluted I mean it's natural um you know it's the the pie gets bigger, but your percentage of the pie goes down over time.

43:35So, you know, unfortunately, I wouldn't say we have a majority, but, you know, that's just kind of the name of the game. Yeah, but, you know, control, I think, is also super important. Like, you know, when you go through this fundraising, take on more investors, you know, you lose control, but we still, like, a board can't get rid of us if they wanted to because, of the structure we have in place. And that's equally important is control. So the decision-making process, you guys still are able to make decisions without having to have input or? No, you get input and you take feedback. But to Dave's point, as founders are raising and bringing on investors, it's super important to understand the control provisions and control mechanisms with respect to majority of equity, but also board dynamics.

44:34So that's a lot of times people aren't thinking about that. And they raise money, they get these boards, and the next thing you know, they have a bad quarter, and then the board's like, all right. So can you explain that? Is there a set term that has to be in the contract to be like, okay, even though I'm not a majority shareholder, I still cannot be removed from board? I think it's pretty much just a couple of ways. it is like Mark Zuckerberg has this. We don't have this, but he has super majority voting. So essentially one of his shares equal like 10 or whatever shares that he has. And ultimately that's super rare what he has at a public stage.

45:13He can do whatever he wants and they just literally can't get rid of him. And you have to think about like, especially in the public markets, investors are quarter to quarter, very short term. You guys know this. But, you know, as a founder-led, you know, you're thinking three, four quarters ahead. So you might, you know, max out CapEx for a couple quarters, but your vision is, you know, this will ultimately pan out. And if you're looking at it from a quarter-over-quarter basis, you're not going to make those long-term decisions. So a supermajority is one. And then the second is board seats. So if you have the board controls the company, and if your investors have more board seats than you have, they can just vote you out.

46:04But in our scenario, we have the same amount of board seats as investors. So in any case, it's going to be kind of like a deadlock situation. Okay. So you mentioned the exit. And I think a lot of people get this misconstrued, especially if there's no education around it. Talk about the vision for that. Is there a number that we have in mind? And it's like, all right. And then obviously there's a board approval. Explain the process. Because we've seen people sell their businesses. And a lot of times they're like, oh, they sold out the business. They sell out. They don't understand the functionality behind creating a business, getting capital, and then saying, all right, we're going to exit potentially to start something new.

46:49It doesn't happen too frequently. Is there a number that we got in mind? Like, what's the vision for it? I think we just want to build a great business. I think our metrics is like, hey, the best businesses are bought, not sold. And if you continue to add value, continue to build, continue to drive revenues up and to the right, Like businesses will, bigger businesses or, you know, public markets will, will come calling. So I guess, you know, that's kind of what we're focusing on right now. And, you know, when it gets there, but, but like to answer you, to speak to your first point, Troy, is like capital has to be returned at some point.

47:33You know, like you can't just do this. If you take capital as investors, you've got to return the capital some way, somehow at some point. so you can't have these evergreen situations where you're just building because you know like there needs to be an exit at some point gotta pay back so how are you marketing this like I know you did the barbershop expo with Jay, shout out to him that's a way to get barbers on board I'm assuming you're running ads what is the main source of actually creating awareness to make sure that the message is being spread to all barbershops in a diverse manner? Yeah, so those are two big ways.

48:18We're really big on events. So we do a lot of trade shows. We do big trade shows like CT Barber Expo, which I know you attended, which was super dope. But then we do a lot of smaller events also. We do local community events. So we'll partner with a barbershop that's got a good reputation in a certain city or neighborhood and then invite all the other barbershops around and host things like that. And part of it is marketing, but part of it is also just kind of like being there in the community, showing up, you know, where our customers are and meeting them where they are. We do a lot of, you know, advertisements, you know, online digitally.

48:56Our customers are very active on social, particularly on like Instagram and then now like TikTok as well. So, you know, we try to be like, you know, where they are. And then a lot of it is honestly word of mouth. Like barbers are naturally very, very communal type of businesses. So like in every neighborhood, each shop knows all the shops around there. It's like hyper local. So we try to incentivize, you know, our customers to like share, squire, refer, refer other shops that they know. And like, it kind of spreads that way as well. And also we have a sales team out in Austin, Texas. and they reach out to shops on a daily basis.

49:42They monitor. Cold call? Cold call, but more so like warm leads. Essentially, they know where they are. They might meet them on a show. They might comment on that page, but they're also always sourcing opportunities. But I think the community there in that Austin office is incredible. everybody sits together. I think there's value now in office environments because I know a lot of people don't like it, but we see the value of people coming to work every day, being amongst people the same age as you, sharing stories, learning from each other in real time, I think is very impactful. And we're seeing it with the culture and also like the wins and the scale that we're achieving in Austin office.

50:39You guys created something when it needed to be created, right? So I remember having Squire early on and I'm like in a barbershop. My barber didn't have it. Really? Yeah, yeah, yeah. He was in the Bronx, Jamaican. You know, we stubborn. But that was a time when you guys were the only person doing it. And now, 2025, there are people who have apps that are similar. I wonder at this point, how do you guys look at the landscape from a competitive standpoint? What keeps you ahead? Like, what's the technology that gives you the mode to keep Squire at that valuation to keep growing? Yeah, no, that's a good point.

51:20At the time when we started, there were definitely, like, fewer people trying to go after this market. And then, you know, as we've been more successful, people see it. So they're kind of trying to get in. But most of the competitive landscape is still software companies that are really focused on salons, spas, yoga studios, everything. And then they also try to do barbers like on the side, but it's not really their focus. So part of our differentiation is just like we're so laser focused on building the best product specifically for this user base. And that allows us to go deeper and just build things that like a lot of these other companies, many of them are even bigger than us, aren't willing to do.

52:01But then now, like what we're really excited about is just this AI lens and really having like an AI first approach. What we see in the landscape is that there's a lot of attention and a lot of investment going into building AI solutions for like at the enterprise level for like big companies and then at the consumer level. but for the small business level like there's really not a lot of focus on bringing this like powerful technology like to these small business entrepreneurs and like that's where we step in like we think they were really well positioned to to do that and that's what we're doing um what was the most recent raise it was you had a d yes yeah 2021 okay so and that was tiger tiger global yeah so walk us through that that one like what was the difference between that series D and the series A and like what did you know how did that look?

52:52So we raised our series A May of 2019 we raised our B, C and D over the next 14 months so in a year we raised over 100 million dollars

53:11over a year technology was that right I don't know. I don't know. I don't know. So over a year, we raised about$100 million. And what happened was we got that first check, and we executed. We went fast. We started gaining a lot of customers. And the folks that passed on the Series A came back and let the B six months later. And then nine months later, we raised the C. And that was on the back of COVID. So when COVID went, COVID kind of was like an inflection point for us because we were the first company to waive subscription fees so we didn't charge our customers. Then we built things, tools that allowed our barbershops to operate during that time.

54:02So virtual waiting room because everybody was trying to do social distances. COVID forums because people need to check they haven't been to an area in two weeks or whatever the case may be. You know, access to, you know, access to, you know, the various government programs. So streamlining the operations to get the required documentation to get those, the federal government help. So in a matter of six weeks, we launched like four or five products. And then when everything opened back up, like we had a boom effect because we were community first. Our message was clear that we're not going to charge you subscriptions.

54:40and also we built all this product that made the lives of our customers better. So coming out of that, best month sales, because everybody had to use some form of technology now because of the regulations. And then we raised in September, we raised our Series C. And then 10 months later, we raised our Series D. And what was coming in is like we weren't pitching. People were just coming to us. So it was like a 180 from our Series A where we had to go out and do a lot of the pitching to, like, BC's pitching us now. So when you get the infusion of$100 million in a very short period of time, what did you do with the$100 million?

55:20We held on to it. You know, like, like. Bowling. Like, you know, like, we always remember, like, how difficult it was. Yes. So so I guess, you know, a lot of folks, they go out and they spend, they do all this stuff. I think we were very careful because we were of the of the school of thought that we didn't want to go out and have to raise again if we want it under because we've been on both sides of the spectrum where we had to really make it really difficult to us to raise. And then when we came really easy, we said, hey, we just want to easy, you know, like we just want to save this money, build a business, march towards profit.

56:01and if we want to raise, we will. But what does that look like? All right, for the average person, right? They think you get$100 million and it's one thing to get$100 million, but how do you deploy that properly? Because deploying$100 million is not as easy as somebody would think, right? So how do you know this is how much we're going to save to have reserves, this is how much we're going to put in the market and this is how much we're going to... Is there a team? Is there a board? The people that give you the money have stipulations on what to do with the money? Like kind of walk us through that whole process.

56:36Yeah, so they give you the money. The money is in the bank account of the business. So you can kind of use it as you see fit. But what they do is they're going to hold you accountable for kind of the growth and the performance of the business. So that's, you know, what you have to do is like really be measured about how you're spending it. and what it allows you to do is take more risks. So you can try to do things that you couldn't have afforded to do before to fuel that growth. Some things will work, some things won't work and that's kind of the nature of an early stage startup. So investors are usually pretty forgiving of that but ultimately when you raise a big amount, they're investing that based on where they think you're going to get to at a certain point and that's going to return their money and you're going to be valued at more than when they invested.

57:26So if you're not hitting those milestones and you're not kind of growing into that, eventually they will start being like, okay, like, what's up? This company's not performing well. Is there a time threshold that they put on it? Right? Like, if they invest in it, does it have to be... I mean, I think they want to see a growth rate. A growth rate. And rule of thumb is, for late stage, probably like at least 30 % year-over-year growth. Year-over-year. Yeah. As far as revenue is concerned. The revenues, you know, and they want to see revenue going up, And cash burn going down. So you're growing. If you're growing like 100%, it's different.

58:04But if you're growing like 30%, they want to see you growing 30 % but getting more efficient at the same time. Seriously, my thing about y 'all, and obviously the 32 ,000 barbers, I wanted to learn about the global expansion. We travel a lot. We were just in Dubai. I had to figure out to get barbers for the wedding. We're in Africa. how does this work are you guys do you guys have a global imprint and is that on the vision board to expand into the continent and abroad yeah yes so right now we are in other countries um we're in u.s obviously uk canada um so kind of english speaking for now i totally agree with you i think that the global opportunity is crazy because like there's barbers everywhere people getting haircuts everywhere and and the businesses don't vary that much but there's always like the cultural nuances and things that you need to think about um so long story short like i do think eventually there's a place for us to be you know i would love to be on the continent like um you know i spent some some time in kenya um yeah last year and just there were so many barbershops there and like every every time i'll go in there be like yeah when are you coming um so uh but also you know it's it's It's not easy.

59:22You have to really do it right. And it's easy to kind of mess up in Globe Books Mansion if you're not thoughtful about it. So it's not going to be in the near term, probably. But eventually, I see us being in way more countries than we're in now. Yeah, if you need a barber anywhere, just hit me. We have some London-based barbers operate in Dubai. but they're from London because we operate in London so you know everybody goes back from London to Dubai so you ever in the city you know having a barber just messes me in I'm sure they had Dave I've been pretty good at just referrals that's one thing like I feel like any city I never had a problem finding a barber because like the people that I know in the city I just ask them who's the best barber who do you recommend and it's never really failed me so far we're building we're building something like that to help that from a digital perspective you know like hey we have a city pages where you can go in a city and then you can look at all the barbers and then we have the referrals on that that's a product we launched last year and you can actually uh it's you can actually you can actually put video of their work and it's really really cool to see the videos and that's like a next level feature yeah because that would be good because like i mean fortunately for us we know a lot of people yeah but sometimes people they might not know somebody might just be in cleveland ohio for work and just randomly like they just need a barber They don't know anybody in Cleveland.

1:00:50So that's like a good tool. That's that power of AI. You talked about launching AI in terms of customer service. When I heard you talk about cash burn, the first thing went out to think AI is efficiency. So how else are you guys looking to incorporate it to become more efficient? Obviously, the revenue goes up, cash burn goes down. Yeah. So I think we launched a product called Cursor internally over the last 12 months. our engineering efficiency. Amongst other things, we got a new CPTO, a new VP of engineering from Stripe, but our output is 94 % more than last year. Because of that? Because of all those that I mentioned, but AI plays a big part in that.

1:01:38So from that standpoint, how many employees do you have? Just a little over 200, like around 200. So do you see AI taking jobs from existing employees that you have to run more efficiently and at a lower cost point so he's tipped us off by his head shake yeah um we see that we think we'll be able to do kind of more with the existing so i don't think that we're like okay we're gonna need to you know cut the x percent but with the 200 we have we think we'll be able to actually like achieve a lot more and then we'll as we grow we'll be able to probably hire fewer than we would have needed to hire like a couple years ago.

1:02:17Yeah, so I think about it like, you know, for 200 engineers, you probably get 300 engineer output with AI, which is meaningful. Okay. So any hair salons? We actually have a few, and they come on quite organically. And we have a handful, and we talk to them and kind of learn about how it's working with them. our focus is barbers, you know, right now, like that, that's the focus, but, you know, there's a lot of hair salons out there. Probably more than, more than barbershop. More than barbershop. Yeah. There's 10 more times, 10s. Yeah, so. And they spend more money. They spend more money. They don't get the haircut as often, but when they do, they spend more.

1:03:02Yeah. Yeah. Yeah, and if you go like extensions, if you go like, you know, color. Yeah. It gets. These braiders, have y 'all seen these braiders that have been popping up? They open 24-7. they're all over I live in Harlem there's like five on every block my sister-in-law was out once finished ahead two in the morning three in the morning it's an incredible business I don't fully understand it but it's amazing it's time consuming yeah but I just saw something they have like a on like a Harvard ah the robot yo I saw that the pressure just starts it they just starts it yeah she cut the time into like out like 20 minutes something crazy I saw the AI bar you saw the AI thing that's not real that's not real you put your head in that's not real that's not real alright that's not real but do you think that that's gonna come as far as having an AI barber I mean or a machine a machine barber precision cut maybe in like 20, 25, 30 years maybe but like the cost doesn't like the investment is just not worth it at this point to do it and it's like so nuanced like you know I think there's better uses of AI, like solving cancer thing.

1:04:14Would that make sense from a return process? I think I know the answer to this, but I'm just going to ask the cost of haircuts. Beneficial for you. They've gone up. They're going up substantially. I saw something the other day. What are your thoughts on it? We come from an average where it was$10 and if you gave me $15, that was a tip. Recently, we've seen numbers inflate, like you said but that helps business no right the higher the price the the commission costs on your side it helps it helps our business it helps the business of the barbers who are able to raise their prices and then keep their their books full so what i think of i think it's great i think it's capitalism it's it's it's the market like for those who over over charge and their prices go higher than their the market of their consumers are willing to bear like they're going to have fewer bookings and they're going to have to calibrate real quick or they're not going to stay in business so every people everybody that you know that complains about the prices I'm like the consumers ultimately have power and people are paying these prices people are paying 50 60 70 100 dollars a cut so that means that's what the market is saying that the price should be if it goes too high maybe it'll come down I don't know but look at Nike's people charge 150 people still paying it you think if they weren't paying Nike would still charge that no they would cut their prices but But I think what I try to communicate when I'm talking to barbers about the prices in general, I said, hey, it's okay to increase your prices.

1:05:48But at the same time, are you increasing the experience? Because the experience should justify the prices. If you haven't, your clients wait 15, 30 minutes for a haircut, and then that's not a good experience. Like, why am I paying this? And a lot of folks, everybody can do a decent haircut. I've gotten a lot of haircuts all the time. And a lot of barbers can get you there. What people don't understand, and the ones that are very successful, is the customer service. It's always on time. You get there at 11 o 'clock, you get in that chair at 11 o 'clock. And I think that is a difference in what people value nowadays, especially if you're charging those high dollar amounts.

1:06:31They just value their time. What, um, how do you like delegate the, who, who's making the decision or what area you guys are focusing on or who, you know, who's where, what needs to be communicated as far as your leadership roles are concerned? Yeah. Um, so it's funny. So early on when we first started, it was just like, everybody's doing whatever, like everybody wears many hats. Um, and, and, and that works. I think as the company gets bigger, more mature, you start bringing on these executives. There starts to be more of a need for like clearly like defined roles and whatnot. So, I mean, where it is now is that, you know, I'm the CEO.

1:07:15Dave is the president. You know, I have like kind of like typical CEO kind of, you know, role that most companies would have in terms of, you know, the C-suite reporting and all that stuff. um dave is like has some really really dope initiatives that i actually think we should talk about uh like the barber school and partnerships um and you want to talk about barber school a little bit yeah yeah so so so barber school is an initiative that you know we're undertaking where you know we want to get uh we want to get the the the barbers doing the right behaviors early on so uh what we launch is a squire for schools which essentially uh we give the software to barber schools for free and uh it gets them indoctrinated in the right way to do business right way to take appointments right professionalism right you know just operational excellence from the beginning so we we partner with like a hundred hundred about a hundred schools right now and and we see that program being like you know how we step into the future a bit we start from law and finance we become successful entrepreneurs how are you guys doing outside of business right because we always talk about balance and imbalance and it's subjective how have y 'all managed to navigate your newfound lives over the past five years as opposed to where we were prior to this journey yeah it's been it's been a journey it's been honestly the best experience that I could have ever wanted, just going through this and going through the struggles and the triumphs and us being together throughout the whole process as co-founders.

1:08:58And during this, we both had children. I've had two kids. Dave has a child. I've gotten married. So our personal lives have also, there's been so much change over the last 10 years. And, you know, at some point we were very broke in those early days and you make a lot of sacrifices. And then when you start to do better, you know, the situation changes and quality of life and lifestyle changes. So I think we've really managed just really no work life balance when you're a founder. Like it's just all life. It's all part of the same thing. Like you're never really turning off and it goes with you everywhere.

1:09:41and I think you know for me I think it's you know it's important to have other outlets and to really be focused on like you know wellness working out like trying to keep your energy level high because it's a marathon this shit is hard like it will I've seen a lot of founders like crash out burn out and like you know they've had to close their companies down and mentally they just haven't been there so but I think we're doing you know doing well now stress you know but I think outlets like my outlet is like music You know, I love music. And, you know, also, you know, we have a lounge in Harlem, a lounge in Hell's Kitchen.

1:10:22Saint, talk about that. I mean, it's creative. You know, I think the great thing about Saint is, like, it's a place where the community could, like, gather. I think there was a void in the market for that, avoid that, you know, folks of color ages like 25 to 45 would come in Manhattan to feel welcome. You know, we have a great operator, James Jones, who, you know, is a friend of mine for 20 years. And he's been doing this. So, yeah, I mean, yeah, it just was an opportunity. And so you guys have mentioned, like, as far as exit, right? So you're planning for the exit, right? Is that safe to say?

1:11:05Yeah, I mean, you're always planning. So in building the company and trying to get it as big as possible, that, in a sense, is planning for the exit because you know that's going to help the ultimate exit. But we're not actively in a process. But even that, because it's like even how a company is built, you have to keep in mind to build a company to exit, right? And that's something that people might not be fully aware of also. So talk about that as far as having that end in mind. Even when building the company and having it structured so it's like eventually gets to that point, you don't have to rework things and try to figure it out on the fly.

1:11:46Yeah, if you're raising money from professional investors, they're investing with the expectation there's going to be a liquidity event, an exit event at some time. If you have a small business and it's like a lifestyle business and you haven't taken on money from professional investors, that's different. You could just run that forever. And that's just your lifestyle. It just kicks off cash. It provides income for you. And that's cool. But that's a different kind of business. what we have is a venture-backed you know business of scale so the expectation is there will be some type of event and that could be an IPO or that could be getting acquired that's really only two two ways um and uh so those are you know just like any other company like us like those would be the two options to get liquidity yeah there's there's not many i'm glad we spoke about why i commented we had did an episode a couple years ago to speak about it but there's like a young group of guys or girls that are trying to get to Y Combinator, have their startup be, have more eyeballs on it?

1:12:53What are the type of qualities that a founder should have prior to going there? I mean, I think the traits are like, I think the number one trait is resilience because it's not going to be easy. Like, you don't have to be the smartest. you just have to be the folk that won't like it's a war attrition that won't give up i think that's the really these folks these folks that i see and i'm like that person is going to make it because of the finacity and the the the say hey i'm i'm making somehow and also what's really telling if you give somebody advice right on how to do something and they they need to do it themselves to find out early on.

1:13:42Like later on, like, Hey, you live, you, you have experts or you, you have experiences, but early on, like the best ostrichos I met, even if you gave them the advice, they have to see it through themselves to understand it from their perspective. And you learn a lesson, but I think the number one quality is the determination and kind of grit. When you saw Sam, you saw that? Sam Altman? Oh, yeah. Oh, yeah. Yeah. For sure. We didn't know what was going to be at the level just now. Yeah. But Sam is a cool dude. Like, he gets a lot of, you know, flack sometimes. But, you know, he's the same person that he was nine, ten years ago.

1:14:25Very important guy. He was, he was, he had a sense of things. Like, he was thinking about universal basic income, UBI, ten years ago. And AI. And AI, yeah. Yeah. Yeah. So what's next for you guys and where can the people find you? Talk about what's next as far as initiatives and then website, social media, and all that stuff. Yeah, I mean, what's next? Just doubling down on this AI and really trying to incorporate it more in the business as well as continue to add value for our customers. Yeah, you can go to kidsquired.ai. It's got the latest on that, yeah. And the AI, like you said, is calling.

1:15:06Is it more than that or is that the main focus? Oh, it's more. Yeah. That's just one. So what's the other feature? So essentially we're embedding like this AI layer throughout the entire like backend platform. So it's really going to be touch everything. And it's designed to make the barbers' lives more efficient, help them make more money. The other way that we already have incorporated is through our marketing feature, which is called Engage, which allows the barbers and the barbershop owners to like message, send messages to their client base, like email, text, push notification. So we've supercharged that with AI now.

1:15:44So now they can just type in what they want to achieve. Like I want to get my customers to come in for a holiday cut and it'll literally create the campaign and then tell them who to send it to and then send it out. So it's like their personal, like business partner that just like executes on things for them. So we're in the early, early phases. those are the first two things but we have so much more coming well appreciate you guys man thank you for your time and yeah man look forward to it for sure appreciate y 'all man thank y 'all for being disruptive alright y 'all thank you for rocking us we'll see you next week peace Ernest what's up you ever walk into a small business and everything just works like the checkout is fast the receipts are digital tipping is a breeze and you out the door before the line even builds.

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