#34 - Aaron Slodov, Founder of Atomic Industries & Reindustrialize

0:00They put out a public request for rebuilding a mold or a dye for the B2 that they lost. The people who originally designed it, gone. They don't have like the drawings laying around, right? Like it's insane. It's literally the whole like we forgot how to build it situation. If that's happening at that level, right? Just imagine what other things we probably forgot how to design or make. Aaron is the CEO and founder of Atomic Industries. They're doing something with AI and manufacturing, which is pretty sweet. Aaron, do you want to just start off with like kind of the story of how you started Atomic and why you initially tried to create figurines?

0:38Yeah, sure. I mean, the very simple way to boil this down was I tried to actually make a product. It needed to be manufactured, and I learned the very, very hard way how this stuff actually ultimately gets made, right? And I found it to be so incredibly fascinating that you need wizard-like tribal knowledge bearing tradespeople that understand how to do this. It didn't really make any sense to me that if in terms of just pure industrial know-how, right, and like overall skill that we have as a country, like why have we completely, you know, debilitated ourselves? And it's just, it's insane because - Exported skill?

1:29Well, I mean, it's not - Just like offshore skills. Yeah. uh it didn't make any sense to me that like we had evaporated this thing right um so that's kind of what kicked off a lot of this but ultimately being a total dork and somebody from technology this is just like my brain is like we there has to be a way to figure out how to like digitize this skill um in in some meaningful way uh not to just like automate it and get rid of the trade obviously but just like evolve it into the 21st century because we don't have time to sit around and train like you know hundreds of thousands of people no uh and it takes 20 years so uh yeah we need to find a way to like short circuit the stuff and rebuild it and ultimately that's kind of at the core of you know what what happened here and yeah this is basically just kind of the execution of that idea ultimately interesting um do you have so i know that you like mentioned that you can't really like understand factories without actually like seeing factories in person just seeing how they operate uh did you ever go to china and just like check out a bunch of factories no no i no i never stepped foot in a chinese factory i've seen them and had video tours of them so uh and a lot lot of anecdotal, you know, um, discussion, I guess, with people that have been in them.

2:58So, uh, yeah, I mean, it's, it's not really like, I don't think it's too hard to extrapolate, you know, um, what goes on there versus anywhere else. Um, but ultimately, yeah, uh, it's not lost on me, like what actually happens in Chinese factories. So, um yeah it's just it's fascinating stuff i mean i've i've heard uh stories i mean like i sat down and talked with uh peter teal for i don't know like a couple hours during breakfast and he told me about um a time that he went to foxconn in china and they like took him on tours of the factories there and it just totally like blew his mind you know just like um um, that level.

3:50And then obviously, uh, a lot of other founders and people who have, you know, built products in China, uh, and like slept in factories trying to, you know, just get things like delivered on time. Uh, so I mean, it's, it's super interesting stuff. I mean, like we, we keep track of, um, what we can without actually being on the ground there, But, you know, talking to other Chinese companies that do high-end manufacturing with, like, automation that's similar to this industry, you get enough data. I mean, I also don't really want to be completely depressed either, so I'm trying to hold off until I go.

4:36You don't want to see the nets? No. No. You don't have to necessarily copy everything from their factories. Yeah. Yeah, it's our turn to start copying stuff. Right. Is it a good way to think about the whole tribal knowledge problem similar to, I don't know, India skipping multiple stages of tech infrastructure and just hopping straight to wireless phones and stuff like that? Sort of. I mean, the thing that's more important in my mind, at least, is that if if as an industrial base, you don't have the knowledge to do something. How are you going to fill that gap? Right. So if you go back there, I mean, there are plenty of anecdotes of stuff like this that are honestly like super embarrassing where with like the B2 bomber.

5:35right i think in 2019 maybe they put out a public rfq and they being the air force or maybe even just like the pentagon it was on um sam.gov just like the everybody who knows what that is uh but it was a public request for um rebuilding the tooling like a mold or a dye or something for a component in the b2 that they lost so what ended up happening was there's some heat exchanger or some component that uh they actually needed to reverse engineer because the people who originally designed it gone or dead um and they don't have like the drawings laying around right like it's honestly it's insane so when you when you start leaking and like all this the skill and the knowledge of these things like evaporate that's what happens like these are actual direct consequences of this stuff it's literally the whole like we forgot how to build it situation yeah it's i mean and it's that that kind of stuff where uh like you should never be in a position like that right uh how much does a b2 bomber cost it's two billion dollars $2 billion?

6:58They forgot how to make a part? Right. Yeah. So if that's happening at that level, right? I mean, just imagine what other things we probably forgot how to design or make. So it's, you know, and I think a lot of people that don't really understand a lot of the low level problems like this, they're still positioning us as right like we're still the number one or two um manufacturer in the world for a number of different things right uh which is fine and it's a good sound bite but then when you get to practical matters uh there are all of these like holes right that need to be filled in some way shape or form and if it's not living in somebody's head where is it living right like if you have the schematics and the drawings and blueprints for something like that um that doesn't mean that we still know how to actually make it because the people that went through the process to design and build those things might have just itched out or well they they definitely they're not there anymore but like the actual um experience and process of making the thing like end to end has disappeared.

8:20So there's, there's kind of like a gestalt of, you know, you can write stuff down on paper, but in practice, that's why these things are really trade skills, right? Because you kind of, you train people through repeating or going through the same process, like hundreds or thousands of times over decades. And you don't just like magically pass on the experiential side of that. Um, so yeah, we can write down and record whatever we want, but like, it doesn't matter if it's time if, you know, for people to figure out how to make a pizza sort of thing. Yeah. I mean, if you don't actually do it in practice, then you forget or you just don't have it.

8:59So in my brain, going back to your question, like the, the active pool of people that actually know how to do things is extraordinarily important to, you know, to bolster, to grow and to cultivate ultimately. Um, because knowing how to make whatever you want, whenever you want is the most powerful thing we have, uh, more than all the toys in our arsenal, right? Like if you can actually outproduce somebody in something that's, it's just game over. Like we know that this is how the world works so this is how you win yeah all power is derived from industrial power yeah and that's all completely dependent on the people that know how to do that stuff so uh there's just this like massive gap in america for the last like 20 30 years ish right well it's just it's been dwindling yeah and evaporating so um yeah you get to a point where Even like today, what you're starting to see too in other trades, right, is like people trying to do basic stuff like getting contractors for your house, right?

10:13Like plumbers, electricians, yeah, general contractors. Like those people are making a killing right now because there's fewer and fewer of them. And that's a problem, right? Like it's a, it's an amazing time to be a trades person because we've gotten to the point where, um, their, their labor is like at an ultra premium, almost like parody with like software engineering kind of thing. So you can, you can make 500 grand as a contractor easily. I mean, like do enough jobs. Yeah. It's insane. I mean, uh, especially if you're in somewhere like California, you know, like it's not, it's not out of the realm of possibility to do that.

10:53So not quite at the, you know, Zuck offers yet, but we're getting there with the plumbers. Yeah. Yeah. Yeah. Okay. Yeah. So you're one of the, are you like the only founder of Reindustrialize or are you like one of the co-founders? I mean, I'm just the guy that came up with the idea. Right. And then, yeah, I've got other co-founders that helped pull it all together last year and this year. And then we have like an awesome team of, you know, producers and organizers that work on all the other. Yeah. Making it run. Yes. What was the like initial initial kind of idea behind it? So. In building a company like Atomic, I've had the same conversation, you know, 800 times with people from all over the place.

11:46Right. Like whether it's, uh, the military people in finance tech, right. Like in manufacturing or industry, um, elected officials, right. They're all just super curious, uh, about what the future of manufacturing actually looks like, you know? So a lot of people ask the same question, which is like, yeah, what, what is re-industrialization, you know, who's building, who's going to finance all of this? What does it even mean? Like, what future are we actually trying to build? And what does it look like? So, yeah, I've just had that conversation countless times. And I decided that it was time to, like, bring all these people to the same room and smash them together.

12:33You thought to yourself, holy shit, if we just get one person up in front of everyone, we can say it once to the 800 people all at once. It's never that easy. But that's why it's cool. I mean, it's like, it is a really grassrootsy kind of thing, right? It just came together. It definitely struck a chord with a lot of people last year and this year as well. And I think framing it like a generational opportunity. um i mean it's it's important but it's also it's way more important to align all of those people right uh in the same direction if we're trying to execute on something like this because it's going to take a generational amount of work right and like endurance to um to execute on something like this and it's not it's not going to happen overnight it's not going to be one person it's it's a huge huge you know effort on everybody's task yeah yeah were you at all worried when you first uh kind of made the call and said like we're gonna do this were you at all worried that no no 100 yeah all right it just it had to be done so yeah um yeah and then i found the domain that was for some reason available and i snagged that like immediately and then i was just like all right it's go time is that rean.com reindustrialize.com yeah wait was that available yeah for 10 bucks uh I think it was like 5 grand but I was like who cares I mean I just yeah crazy yeah okay amazing if you get the domain right right yeah I own come on Jeff we gonna do this or not Jeff Bezos please collab right every birthday until he actually does it I'm just gonna add Jeff Bezos maybe this will be the year um we'll get it We'll get it.

14:28We'll get it. He's not using it. I mean, he just redirects to Amazon, right? He has for the last 30 years. Yeah. 31 now. So I think we can make a good case. Yeah. I just have to chat with him. I think that he'll see the vision. Yeah. So I'd like kind of, I want to do a thought experiment. Imagine you become dictator for, you know, of America. How would you kind of make the vision that you have in your head reality faster? um so i think the best way to mobilize an effort like this um with magical powers would be to incentivize everybody the correct way right and being able to do something like that is uh ultra challenging because you need you know if you're if you're king for a day or whatever that doesn't mean necessarily that like people's incentives are going to change.

15:24So you have to, you do, you do have to kind of maintain order there, right? So every level of that stack that I mentioned, like whether it's the military elected officials, people in finance investors, right? Like founders, people that actually do manufacturing every day. There are, there's a myriad of different things that you need to align to make all of that happen. So defense is always going to take a priority, right? You need to maintain sovereignty and protect yourself. So most of what happens on the defense industrial base side ultimately gets dictated by defense priorities and national security.

16:10So, right, drones are a great example of this. We see what's happening elsewhere in the world. We understand that we do not have the domestic capability to do something like that. And in terms of defense capability... But it's a really bad position. Right. I mean, you can't also just magically stand up the entire supply chain to produce millions of drones domestically overnight, right? So you need advanced electronics, you need radio cameras, GPS, chip making, you need motors, you need magnets, not to mention all the other materials that go into whatever type of drone you're making. But yeah, I mean, that's not something that's going to happen overnight, right?

17:00So even aligning on a defense priority like that when we're not in a wartime scenario, we've seen how challenging that is, right? Because there's all these different layers of people in defense on the government side trying to organize something like that and execute on it. But outside of defense priorities, you have basically commercial, and then you have basically capital incentives for investors, for governments, whether they're local or federal, with tax policy. um and then on the actual execution side if it's a founder or a manufacturing company it's not something that's super interesting to just for if you're like a huge manufacturer and you have billions of dollars of infrastructure in place already you don't just like wave a magic wand and throw software at it you know uh to become some kind of like sci-fi factory uh right It's not how it works.

18:06No, it's not how it works, and it's absolutely impossible to do something like that. Even if you look at China, only 4 % of all of China's industrial base is actually highly modernized, and 35 % have adopted leading-edge technology. Um, and yeah, so when, when you even look at like China's industrial base and all of, all the subsidization they've done, um, that's kind of like where they're at with being a modern industrial base. Right. So, um, I think that aligning all of these incentives is probably like where I would stack rank what I do first. because you'd want to kind of assess. All of this changes, by the way, if you're in a wartime situation, right?

18:56We just go back to Freedom's Forge. Well, that actually kind of becomes the whole dictator situation where someone's like able to pass stuff. Yeah, I mean, in that case, you have hundreds of government-owned factories, right, that are just like pumping out something. But I mean, we're not in that situation right now. And that's like in my brain, that's kind of how I frame everything. But yeah, it would just be like, I would try to prioritize aligning incentives basically. And you could even argue that, yeah, I mean, it just depends on what you really define as short amount of time. Because ultimately the whole effort of re-industrialization is going to take probably 10 or 20 years.

19:44So I don't think anybody disagrees agrees with that but there's just there's no shot that you you can do something like this in you know two three years or something like that unless it's war and or but even then you don't have the knowledge like people aren't there right the brains aren't there yeah um yeah you would need you would need such a massive training program like an accelerated training program and a lot of a lot of that kind of skill and execution on the shop floor would have to be augmented by you know technology or um our allies that actually know how to do that stuff you'd have to i mean like tsmc right great example of having to actually bring um the engineers that know how to build those plants and ultimately you know get their yields to the proper levels um they had to import those people like we didn't have them you know uh so it's it's like that with many many industrial processes so i know that like the whole financing side of building manufacturing companies is not it's not as simple as you know software where it's like kind of proven out where you just raise a bunch of venture capital and spend all that money on sales and marketing kind of stuff um do you think that we kind of need to realign the incentives or the way that manufacturing startups are financed um i think a lot of people would probably say yes to that but i think those people also have no idea how manufacturing businesses you know are built or how quickly they can scale so there's uh there's a lot of there's a lot of really interesting kind of information about how you would apply successful software growth metrics to a manufacturing operation right and there's two problems with this one is that we haven't really

21:55seen software-oriented or software-defined manufacturing companies that have been built or built at scale yet. They're being started now, but they're not there yet. Right. I mean, you can do the reverse of that, right? Which is kind of like what, I don't know, Palantir and a bunch of other companies do. They basically, they try to take a factory and just throw software at it. So you can definitely have like efficiency gains there, right? But if you're not architecting the entire operation from first principles with software at the core, right? Like, I think this is another really interesting probably comp for what Elon has done with Tesla and SpaceX and probably will with, you know, Optimus.

22:39And we've saw it with Starlink, right? All of those production lines are software-oriented. Their entire process is kind of software-oriented. And so they're good. They're interesting kind of like markers, right. For what stuff like this could look like. And I think a lot of investors, obviously, um, they highly respect Elon and like, you know, he's obviously an amazing entrepreneur, but at the end of the day, he's not going to be the only person that can do this stuff. Right. So we're at a moment in time, I think, where re-architecting and rebuilding industrial businesses with like software at their core is going to require a ton of money up front.

23:27Right. Because you need the actual vertical integration piece. You need to actually show that the software produces something that is like more scalable than the legacy version of itself. and those don't have to have like 90 software margins right which also no software company at scale has 90 margins either right like that's a complete farce so typically they have like i don't know 20 operating margins it's yeah i mean it's just yeah so i think a lot of that uh yeah ultimately needs to be dispelled or proven unfortunately you know and like we're there's only a handful of companies like us, right, that are trying to actually trailblaze and show people this is a real thing.

24:14So you have, you have a lot of like gap knowledge there, right, where I think a lot of investors are super interested in it. But there's also, there aren't a lot of good stories that have been, you know, proven yet. And a lot, a lot of stuff that has happened And in manufacturing our hardware, even over the last 20 years, right, have been not really super successful attempts at changing a manufacturing process so that it can be more scalable. Um, so I think basically where we're at right now is technology is evolving at a rapid enough pace where it's pretty clear that you can transform old legacy industrial businesses.

25:06Um, it's just more of a question of, can you convince somebody to actually fork over, you know, the investment dollars for that? And is it actually something that, you know, venture investors should invest in? Um, because ultimately their money should be going to, um, to de-risk a lot of R and D, right. to actually prove that you have this flywheel on the transformation that we're all talking about. So it's really hard to kind of like stepwise your way there and prove it because nobody's just going to start handing out like$150 million checks to rip apart and rebuild some manufacturing type business from the ground up.

25:56So, yeah, the unfortunate reality is like doing this with venture, you're still kind of, you know, capping yourself a little bit. Yeah. I mean, you're just like hobbling on one foot with your hands tied behind your back. Right. Like until until you know that the technology that you are building actually helps you scale into a lot of infrastructure. Right. I think that's kind of what we're going to see in the future is more people oriented towards de-risking that kind of growth trajectory. So it's unfortunately just something that hasn't really been proven yet. Yeah. So we've got to do our best.

26:41Yeah. I've seen you tweet a bunch of times, you know, if you want to become a billionaire over the next like 10 years, just start a manufacturing company kind of thing uh tell me about like what companies are just freaking obvious to you um that other people don't see i mean i guess this is kind of the thing is like you could you could basically just go look for you know a multi-billion dollar manufacturing vertical. And I think with probably, I don't know, six months or a year of research, you could probably figure out a number of these things that would potentially be viable. I, I look at things probably a little bit differently than most people do, but I, uh, yeah, I guess I'd want to figure out and understand what the viability of, you know, like what technology am I actually going to develop to transform this process?

27:43Um, and can it actually be, you know, like a 10 X on the dollars raised? Uh, no, just in terms of like operationally how that business runs. So if, I mean, the way that we kind of modeled what we do So at Atomic is, you know, direct application of the technology trying to like collapse, you know, process or human labor or engineering down so that like you have more of a flywheel effect of how quickly something happens. And if at the core of that technology, you're able to actually change the physics of the problem. Those are really interesting opportunities, right? Right. Whereas, yeah, I mean, like if you're making I'm just trying to think of an example of something like which probably makes sense ultimately.

28:35I don't know. But like a like a window factory. Right. Like if you can figure out how to automate a lot of window production for some reason and like on net your your margins and, you know, growth profile far exceed whatever, like the legacy version of that business is. I mean, like that might actually be interesting, especially if you can just find a stagnant industry with a big TAM. I mean, just go after it basically. But I mean, yeah, again, this is where I think a lot of these businesses are going to be interesting because you need to like marry these worlds together. Like I didn't know anything about tool and die making before I encountered it.

29:21Right. I mean, what was your, what was the process that you went through to just learn enough to decide? I spent a year like researching. What'd you do? Uh, I tried to understand like fundamentally how these businesses operated. And I, I actually, I don't know. I think I ended up calling probably like 200 different shops, like all over the country. and um i posed as a business student what yeah you gotta tell me this story i'm from you know like stanford business school and i'm i'm doing a i don't know like a semester long project on american manufacturing and i've heard that you know tool and die making is a you know a critical thing but it's like also um a vanishing trade you know like will you help me with my project i want to learn more about your business and like 95 percent of um the people that ran these shops were supportive they were yeah they were super interested to like talk about it and like tell me about it and like how it ran um and did you show up in person and they're like you're you know no this was during this was what i did during covet so right um yeah most of like uh 2019 and 2020 was a lot of research into this stuff so yeah ultimately um i just try to have like as much outreach as i could and yeah i was just calling people um but they were super super happy to share um and ultimately yeah it was just like really staggering um and you could see a disconnect too between spending the actual time and effort to call you know a hundred of these places or whatever versus the type of data that you would see in market or industry reports um was were you the first person that ever called most of these like shops to ask anything think um i don't know but i would assume maybe i don't think anybody really ever took interest in them i've noticed that like if uh if you go out of your way to just you know be curious about people that don't typically have people knocking on their doors yeah they just like open right up and show you all the stuff yeah so maybe that was the case i don't i mean i can't imagine that anybody else was doing what i was doing so uh yeah that was it was just very enlightening i think in a lot of ways what was the threshold that you got to inside of your own mind before you decided to actually just go and start a company because you're researching and researching and researching i mean i started well yeah i technically like incorporated the company in like december of 2019 so i already knew i was gonna do it uh did you buy the domain uh yeah bought the domain and that's why he spent the next 20 years of his life on the thing no i i mean i at that point it was just kind of clear that it was something i needed to do um but it was just more of like like, yeah, the actual execution of it.

32:45So most of that year I ended up, well, I mean, the crazy thing too was just watching COVID unfold, right? And the thesis I had, which I think probably a lot of other people did too, but just that the global supply chain was in a really untenable state. And then supply chain became a household term, right? When you couldn't get toilet paper, basically. So I thought it was pretty interesting because even before COVID too, it was just like, yeah, 2008 and beyond, I think people were a little bit more tepid about what was going on in global supply chains. So I, yeah, I think COVID was just kind of the tipping point ultimately.

33:44Interesting. Is there any, like, when you're thinking through your head, you know, what steps you're going to take to kind of like grow the business, what is the biggest like constraint where if, you know, just roadblock, or if you could solve it, you could grow like three times faster or whatever um probably uh engineering and capital is it still like a capital problem yeah fascinating okay yeah i mean you don't want to you don't want to like load up and go insane building some kind of crazy infrastructure without the technology that you can actually grow into that efficiently with Right. So you could you could very easily.

34:33Well, not very easily, but you could you could just raise 500 million. Just spend the five. Yeah. Where is SoftBank? Where is Masa? Yeah, you could you could, in theory, go the more like P.E. route once you have something kind of shiny. You know, the problem with that, though, is like the the one thing that I do kind of think is a little bit of an issue with not taking venture capital. is that if you have stakeholders and like financers that are aligned with very different outcomes than you know building some massive company building the next tesla spacex whatever you are less likely to actually get that result you know like most most pe companies are not changing the world no no they're not but also when you see i mean like when you see um you know andrel or spacex or something you know like the well private companies raising these enormous rounds that's not venture capital either so a lot of that crossover and growth capital only expects you know like a two to four x on their money so it's they're they're raising from this or like they're raising from the same funds or the same people that are doing the there well uh earlier stage checks right i mean i would i would i would bet money that most people don't know who led you know like andrel series e or something like that right um so those are like crossover funds that nobody knows about that have hundreds of billions of dollars of AUM so it's it's interesting um but but yeah ultimately you You need to get the venture people in to start the flywheel and help you build the technology, right?

36:17That gets passed off to these crossover funds. And if you, I think you can do it as long as the timelines all kind of line up, right? So, and even then, this is, I think, where a lot of people would disagree with me, right? And they say, yeah, SpaceX, Andrel are these like one of a kind generational companies, right? But ultimately, I don't actually think, I mean, yes, they are and their founders are incredible. But I think that we're going to see more of that story unfold where venture catalyzes, right, like an enormous company that has industrial or manufacturing roots to it. and if you execute on this playbook the right way you can then you know hand it downstream to crossover and bigger funds potentially you know ipo or something where on a time scale for venture lps they're going to be happy no matter what if you're at that kind of stage where they can just sell secondaries to get returns or they can just hold right um because there's a lot of people, there are a lot of venture funds that love touting that they're SpaceX investors, right?

37:34But then when you actually look at the equation for venture, 20 years is, you know, 22 years is a very long time. I know, like eight years into SpaceX, they were going bankrupt. Right. So you can't simultaneously talk out of both sides of your head, right? Saying that like, this is a great venture investment. And then on the other side, you're like, actually, I don't want to give you any money because there's no way you can like grow and scale in that time period like what um so a lot of it makes absolutely no sense and my response to those types of investors would be like you know maybe you should actually just start investing in more of these companies because you're gonna have more of those outcomes right like having spacex sized outcomes will become the norm not not or at least like a regular thing it should be more regular it should not be this like gate kept thing that just because they don't have like you know they don't have the warm and fuzzy about you like uh a lot of a lot of that stuff will change i think in the future yeah i'd agree on that simply because like people are hugely impressionable and so if you give them an example of things that have worked and like how did it happen yeah they'll replicate the playbook well that's that's kind of the thing is like i can run my mouth all day long and be like I can build an Elon outcome.

38:58And they're going to be like, bullshit, you're not Elon. And I'd be like, okay, well, you got to let me try at least. I mean, ultimately, if I have to claw my way to an outcome like that, I'm going to figure out how to do it. It's just I want to make it a more regular occurrence, basically, instead of the kind of more mediocre returns that a lot of venture experiences. So even when you look at like a lot of bigger tier one funds and when they, I don't know, when they're like LP materials get leaked and you see kind of like their different vintages of their funds, right? And like where they're concentrating capital, it's like five companies in these billion dollar funds.

39:46And it's just kind of sad, ultimately, that you have to concentrate that much money into so few companies to get a great return. um and i think this is ultimately why venture gets a you know like a lot of people ultimately give it a bad rap because there's a lot of favoritism there's a lot of nepotism there's a lot of risk aversion just to concentrate money into these bets so that like those lp reports actually look good and the lps are happy um and then you know you go back and like talk to some of the LPs from these like huge institutional funds or whatever it is. Right. And they're like, yeah, uh, we just, you know, we just got another email saying that, you know, like these guys just like dumped another$800 million into data bricks or something.

40:37You're just like, that is the most boring thing I've ever heard in my life. Invested another 400 million into Stripe at a hundred billion valuation. Yeah. It's just like pissing money away. Um, so it's, I think there is really like a, a crisis of creativity and because of how established and yeah i mean like well-regarded software as a business model has become you you get there's just stagnation there right because uh you just want to keep the casino moving right the strange thing to me is that so much money pools at the top like if you think about you know spacex or well you just everybody's impressionable so that's kind of why i get that i get that but um like if you take you know just think of a billion dollars you can give a thousand people a thousand entrepreneurs you give one million dollars or you give what you could give every american a billion dollars that's just math elon why haven't you done this actually yeah that's why that's why trump fired him.

41:47I'm pretty sure. Sounds like a Craig tweet. Inflation, baby. It's just math. So I know that you kind of, you've got somewhat of a list of companies that seem pretty obvious in your head, like mining, energy, those types of businesses. What other types of businesses do you think people should be starting that are just like super obvious, super needed, definitely going to have lots of demand? Maybe I should put more thought into this and like put a list out or something. But in addition to something that just like has a really big, you know, TAM that you can go attack. I mean, another thing that's pretty interesting are things where either the market inefficiencies are so great that a value chain for something has been just exploded into 100 different parts.