The Manufacturing Startup That's Outcompeting China | Jim Belosic, SendCutSend | Round II

28:29I believe it's actually going to be recruiting and training. I think we have three recruiters right now. We have two more coming on board. So five recruiters, we need to scale up our HR staff because that's a whole thing. But then even if I could hire, let's say I had 50 recruiters and I could hire 200 people in a day, I can't train them. I can't train them that fast. So we need trainers, we need all these different processes, like we need more classrooms, we need more equipment that's just dedicated to training so that we're not taking it out of production. That's, that's, that's my fear. I just don't, I have vague ideas, but I don't really know what's going to happen.

29:11So we're biasing towards optionality right now.

29:14Jim Belosic:What were the biggest like bottlenecks or, you know, things that you would have feared 12 months ago that you were able to kind of solve? Yeah, in the last 12 months, some of our big challenges have been, we've been scaling really fast especially the cnc side i mean this is this whole building is 12 months old we ran into bottlenecks of power just getting power to the building yeah so i think we have 1200 amps in this building and you start to add more and more machines and then we're like oh turns out we miscalculated on how much air compression we need and so you know really the manufacturer says it uses this much air but it actually uses a little bit more then you need a second compressor compressors use way more electricity than our cnc machines do and so you're like okay crap that one compressor is going to take the electrical footprint of four machines so we need to figure out what our next batch of machines is going to be um it's just these little unexpected things uh we'll be like hey we got to land all these machines and we're so focused on getting the machines negotiating the price scheduling the text to come out that we're like oh we also need a lot of electricians here that day.

30:21And our favorite electrician is booked out six weeks because they just landed a huge job somewhere. So we have to go to a backup electrician and they don't know us as much and they're unfamiliar with the equipment. And then they wire it a different way. It's just like all these little things that just it's like death by a thousand cuts.

30:37Jim Belosic:Is that another thing? When we were talking last night, you said that you wanted to buy like a much larger, you know, warehouse to turn into a factory very quickly, but it just didn't have the power requirements that you needed like is that one of the biggest constraints is the buildings that you want just literally don't have the necessary functionality effectively to make it work yeah i was talking to uh sarah from starpath and i was just talking to ed from makina labs the other day and they're they were kind of thinking about like hey reno seems pretty cool like should we come to reno i was like yeah reno's great for a lot of reasons we have huge buildings there's almost no power in them and you know because this is a region that's dedicated to logistics and in logistics you need a lot of space but only enough power to charge forklifts or whatever so we're trying to figure out how do we get power in incredibly quickly how do we you know go to nb energy and try and get to the top of their list and then order transformers that maybe aren't approved by nb energy but we can get them from you know a different state and then you have to go through a permitting process and try and get them like recertified or whatever things that you don't think about become these huge bottlenecks so then when we're looking at other locations we're like okay can we go to a metro that has a lot of power they have a manufacturing background or a history of it you know these buildings that already have 4 000 amps of power and that's one of our big decisions moving forward is because it's hard to go to these cities and states that don't have the infrastructure.

32:10And I think that's actually a big problem in the U.S. in general. It's just power infrastructure now sucks. Everyone wants to re-industrialize, but we don't have the power for it. We need a hundred times more power than we have.

32:23Jim Belosic:Is there any other major bottlenecks that the U.S. infrastructure just does not support? I think our incentives are misaligned. What do you mean by that? I think that the incentives that a software company gets for creating jobs or whatever is, I think it's easier to get than it is to grow a manufacturer. I think the way that venture capital looks at software versus manufacturing is, we're tier eight citizens compared to software because it's capital light and they see these huge multiples or whatever. Whereas manufacturing is incredibly critical. You just don't have the same access to capital as everybody else, or at least that's how it was.

33:05I think it's changing. there's a lot of big shifts right now where manufacturing is kind of becoming sexy and it's a little bit easier to get but it hasn't changed you know as nearly as much as we should so yeah money power um otherwise we have a decent amount of raw material people complain you know that it's nowhere as cheap as you can get it offshore or whatever um but it does exist and there are mills that are starting to come back online it's kind of too little too late you know because for new mills to be spun up it's incredibly expensive it takes five years but it's at least it's starting to happen now so i think it'll be better in the next five to ten years how do you

33:48Jim Belosic:kind of think it's going to shift with having more capacity raw material costs dropping and like how fast you're able to turn products around did you say raw material costs dropping yeah yeah that doesn't happen that doesn't happen at all oh my god it just raw material prices do nothing but go up from what i've seen uh you know and something like you know the straighter her moves being closed you know all of a sudden it's like okay there's you know 15 of the global supply of aluminum is is cut off so therefore aluminum prices go up when the straight opens back up like it's prices aren't going to drop 15 you know it's like gas prices gas prices go up a dollar if there's you know more oil or whatever like maybe it'll go down 25 cents it it never goes all the way back down so the way that we get lower prices to our customers is just purchasing in scale so instead of us buying you know 100 tons at a time can we buy a thousand or can we by 10 ,000.

34:49Can we, you know, use those efficiencies of scale in negotiation and efficiency with our vendors so that they're not starting and stopping a production line for us or something like that? We, you can negotiate, you know, a few pennies here and there, you know, per pound off of that. And then we pass that along to the customer because we want to be incredibly competitive. and even if we have no competition like i want the customer to have a just a mind-blowing price

35:18Jim Belosic:so that they're encouraged to make more stuff i remember when like costco has this rule that they never make more than 15 on any given item in a sale and there was this one specific case where a like shipment of jeans came in and they were way below cost and so suddenly they were able to if they wanted to sell at the normal price and get like a 50 margin on these jeans and they decided not to because they didn't want to set a bad precedent do you have anything like that where you're kind of saying we could charge more but we're going to not charge more because we want to basically create the best customer experience and like know that when you're coming to sink and send you get the best price yeah of course um i don't know it's it's gouging and it's gross uh you have to protect your margins, especially when you're bootstrapping, like your margin is your ability to scale, but consumers are very smart.

36:13Like our customers are geniuses. They know if you're trying to, you know, steal from them. Um, and there's, there's always options out there and there's always like research people go out and they're like, Hey, you know, you're charging me 58 bucks for this and i'm looking at the raw material you know and it's a dollar a pound like what the hell are you doing i don't want to have that conversation i want it to feel very very fair so like i said even if there's no competition we should focus on having the absolute lowest prices the fastest service so that people just kind of get used to like oh this is how manufacturing should be done i don't feel like i'm getting screwed over need a price compare because they

36:53Jim Belosic:just know that the best price and the best like timelines and stuff is going to be here and if you lower prices, people do more with it. Like they order more stuff. They're going to, it's going to allow their company to grow. I'm going to give them some room to have margin on their end product. If I charge someone, you know, I gouge them on margin and then they got to go mark it up. Like their business isn't going to survive. You know, all these little middlemen, you know, they're adding value or whatever, taking their little slice. It gets wildly expensive. I mean, that's why we're trying to go so vertical.

37:23It's so that we eliminate a lot of middlemen, pass that price on the consumer. They can run a better business. They can grow. I want people to bootstrap off of us. That's our legacy. I'm proud of that.

37:36Jim Belosic:When you're turning on a new factory, you want to basically minimize the number of days between actually putting dollars down and signing some contract and things going out the door as finished products. What's the process for minimizing the number of days on that? you gotta gamble uh so like right now are 150 000 square feet across the street when we started negotiating the letter of intent we placed po's on equipment and it was like equipment for that building for that layout even though we don't have a lease like as of as of right now we don't have a signed lease pretty damn close but we've already scheduled electricians um we're hiring for that building, we're taking a gamble.

38:18We've done it many times. If the gamble fails, then we'll go to plan B, plan C, whatever. It'll cost us a little bit of time. But if the gamble pays off, we're 60 days ahead of everybody. So for us, if I can save 30 days, that's millions of dollars. The way that it compounds, the faster I can get into production, then the faster I can scale that facility so I don't really know the math on it but like 30 days saved at the beginning is like you know ten million dollars of new capacity after 12 months because you're so far ahead you know the way that that ramps so yeah we gamble a lot we kind of make some educated guesses and some hopes when you're thinking

39:03Jim Belosic:about taking some kind of risk like that what's going through your mind as in you obviously wouldn't hire electricians if you didn't think that building was going to operate you know on some date so at what point does it make sense to just take that gamble hire the people schedule things uh it's optionality you know we always have a worst case scenario plan i will rarely take a gamble that you know i can't go to plan b on um if i ordered all this equipment and the lease fell through uh and i had no other building like that would be incredibly painful so yeah maybe we go to a building that's a little further away or it's a little older has less power or something like at least we can keep moving so it's always aim for perfection and you'll end up at excellence and that's what brian wolf our vp of operations always says so we have this like brilliant dream that we're trying to hit and usually it doesn't work out perfectly but the next step down is pretty damn good how do you kind of maintain a maniacal sense of urgency i don't think it can be trained i think it has to be bred into you um i don't know if there's a difference between urgency and impatience um maybe it's the same thing but i i don't have any patience if it's within my control i want it as soon as i possibly can get it um when i was little working on model airplanes and model cars like you gotta put the spray paint on it and then wait for it to dry and I never waited you know I'd be working with wet paint and try and like assemble a thing and then you have like glue and wet paint and the thing would look like shit and then I'd smash it um I don't know I'm trying to leverage my my urgency that sounds sounds better than impatience I'm going to use that um in business and I think it benefits our customers but I don't I don't know I don't know if you can teach it so right now Phil Linscheid Brian Wolfe and myself So our director of manufacturing, our VP of operations and me, we huddle up often and we are the three most impatient people in the world.

41:11Like when we're walking down the hall and they see the three of us, they're like, oh, God, what are you guys up to? It's because we we know exactly what we want. And we're just not there yet. And we're trying to figure out how to get there as fast as we possibly can within our constraints. If you don't have that in your org, then you'll fall behind.

41:29Jim Belosic:Are you going to try to do something where you basically take the people that are super well trained from these first few factories that you've spent a lot of time with and kind of forward deploy them almost at the new factories for the first few months or a year to get that DNA similar to what you actually have today? Yeah. Yeah. I love the term forward deployed, although I think it discounts like, you know, our men and women in the military who are actually forward deployed and seeing some shit. Being forward deployed to Paris, Kentucky is not the same as Afghanistan. But yes, we have that concept.

42:02So we're really lucky to have a lot of young staff. You know, our average age in the machine shop here is like 25.2 years old or something like that. And oftentimes when these opportunities come up, it's like, hey, you want to go to Texas either permanently or you want to go there for six weeks and, you know, help spread the send, cut, send love and teach people stuff. We get a lot of hands in the air. They're like, yes, I want to go do it. And then there's career paths, too. It's like, hey, maybe you think that there's no hire that you can go in this particular building. Well, maybe you can go spin up a new building.

42:38You know, maybe you can be, you know, a shift lead or in charge of the building or something like that. So it's really cool. They can see that career path now, which is one of the reasons why I want to keep opening up buildings, too. I would hate for Suncut Sends to hit a plateau where all of a sudden you have to wait for your boss to die or retire in order to get a new opportunity. There's too many really cool young people that deserve us to do really, really cool stuff. And if I can do it under our own roofs, then I'm really happy.

43:07Jim Belosic:I think one of the biggest issues when companies scale or one of the biggest things that people run into is the thing that made you great is no longer what you're actually doing. So with like Soren at Niros, he loved making drones and he just designed and soldered and all the stuff in his garage and he made these drones. And then when I was talking with him a few months ago, he said, I now realize like I got into this business because I love making drones. And now I'm not spending my time making drones at all. I'm mostly focusing on how do we scale, how do we scale the team, all this stuff. How do you kind of think about maintaining your sense of joy, making sure that you're doing the thing that you actually enjoy doing that brings you joy and you have fun with over time as you scale?

43:51I've been full of joy or whatever. I've been doing that for eight years. I haven't known any different. This is a huge puzzle for me to solve. before I started this business, I would get all my problem solving skills out either via software, you know, doing, you know, running the software company or through like cars and hobbies. And, you know, you're trying to stuff way too big of an engine and way too small of a car and, you know, there's challenges and that's, that's cool. This company is full of those wild problem solving challenges all the time. So even if it was solving HR or staffing or something, you know, or something mechanical or, you know, a material issue.

44:32It's, it's fun problems and challenges. I can tell you though, that I went through hell the last, what, three months or so trying to raise money. It is not fun. I am not good at it. And it does not bring me any joy. It's a huge distraction. It's a completely different skillset than being on the floor, like hearing a machine, you're like, Oh, that's going to chatter a little bit. Or I bet that bit is dull. Like I know that kind of stuff, but trying to sell people your company and get them to like, love it at the level that you love it. It's, it's exhausting. So that, that did not bring me a lot of joy.

45:08The process was, I heard that our process was actually pretty smooth compared to others, but I'm really excited to get back to doing what I do best, which is build. So when I see 150 ,000 square foot empty building or a 300 ,000 square foot building in another state, I I'm like back in my element. So yeah, I have to stay in my element I thought everything was my element but not not fundraising

45:32Jim Belosic:I think that was a really big decision to to go do it at all And I know that you're very focused on finding the right partners and making sure that the people that you're working with Are in it for the same reasons that you are and are aligned with your vision for where you want to take the company So how did you decide which partners made sense with that context? you get to pick like you can't really pick your brother-in-law like if you go to get married um the brother-in-law has just come with it and i'm lucky to have awesome brother-in-laws i have i have three really cool brother-in-laws but i've seen some guys who get married and uh brother-in-law's total dick you know or you could say mother-in-law whatever right everyone complains about their mother-in-law you don't get to pick that i see investor partners as like kind of a marriage, but you, you get to pick.

46:22And I was really lucky to have enough, you know, opportunity to talk to a bunch of different people where I got to figure out who's just cool. Like, who do I want to have a beer with? Um, if we're getting married, like, who do I want to hang out with? And we can just like be cool. Who can I text at midnight and be like, dude, I can't sleep. Like, what do I do about this thing? Um, I was lucky to find that in, you know, Andrew and Matt and Patrick Collison and they're just they're weapons and I think we were I don't know if lucky is the word I think we were patient enough to wait until we could attract that level of of person it's not it's not necessarily the firm I mean Sequoia and Paradigm Patrick Collison or rad for the best of the best, but it's more about the person.

47:15Like if you come from Disney company or whatever, but you're a total turd, you know, that sucks. So, so focus more on the person. I'd rather have someone from, you know, a really small company that's just easy to work with. Um, cause we're going to be doing this for a long time. This is, this is not like a race to the exit thing. It's like, cool.

47:38Jim Belosic:Have you already had moments where they were able to come in or one of them was able to come in and kind of unfuck a problem for you or help you think through some next challenge in a better way? Yeah. These guys are incredibly good at what they do. And if they're not good at something, they know someone who is. And it's so crazy being connected to this like brand new network. Like we had all these nodes in manufacturing, you know, these hubs and spokes of of connections and vendors and electricians like i'm good at that stuff i know a bunch of different plumbers that can come fix toilets at any time uh i know machine techs that'll jump out of bed and do all this stuff but then you're like hey how do i deal with you know money and banks and how do i do like executive recruiting how do that's where these guys like are worth their weight in gold and i never put any emphasis on that internally because I was like, I don't know.

48:32It seems weird. But when someone loves it and they're good at it and it's a weapon for you, then it's a perfect match.

48:40Jim Belosic:I think a lot of the best companies allow certain aspects of the business, just like you were describing. You were OK delaying, you know, making something a priority, saying we're just going to focus on how do we set up these factories? How do we delight customers and delay on like perfect accounting and all this stuff? How do you kind of decide which areas to focus on versus which ones you can just basically completely ignore? It's easy to focus on the pain first, right? So it's pain or pleasure, right? It's does the customer have pain or is the customer getting pleasure? If those are two things that you focus on, just keep throwing money at it or throw effort at it.

49:19If the customer doesn't really know, then it always goes to the back burner. So one of the things we always say is, is it our problem or their problem? So if the customer is like, hey, I want to upload this thing, but my file doesn't work. I'm getting all these errors. That's our problem. We should totally fix it. If they're like, hey, I want to upload the recipe for a cake and have you send me a cake. I'm like, well, that's your problem. I'm not going to do that right now. So when it comes to efficiency of the back office and how we do our accounting and how we reconcile our books and all that kind of stuff, the customer doesn't care.

49:57It's not their problem. It's our problem. We'll deal with it behind the scenes when we have time. So, yeah, we've kind of kicked the can down the road on some of that stuff. And we've got to probably straighten up a little bit in some of those areas. But I think a lot of people starting out, they read books or they get the wrong advice and they they try and have everything perfect in their business from day one. They're like, oh, I have to make sure that my accounting is this level of perfect and I need to set up all these SOPs and bylaws and whatever. No, have a good product first, you know, figure it out.

50:32I always people have come to me and said like, hey, Jim, will you invest? You know, I want to do a restaurant or whatever. I was like, go start with a hot dog stand. Go do a hot dog stand really, really well. And then go to a food truck. You know, and then if the food truck is really popular or whatever, then go do a restaurant. But a lot of people like start planning their restaurant first and they haven't even done anything. So worry about the customer experience first. Everything else will kind of fall into place, especially over a longer period of time. Every year that you pay your taxes, every year that you talk to your CPA, you dial in things a little bit better.

51:07uh we just had a huge test with the due diligence so that's what no one tells you this is like you can talk to an investor all you want and they'll say like yeah everything looks cool the business looks awesome and then it goes to diligence holy crap like they go through everything they're trying to figure out like you know what's going on they're looking at like cookies on the website they're seeing like oh you know do you have a meta pixel and because there's these new suits that people are going after metapixels that aren't disclosed from like thank god we didn't have any of that but just these little wrinkles that people uncover it would be so daunting to have to do all that in year one it would it would destroy a lot of your customer experience um but like i said if you're patient you keep doing it you you knock that some of those check boxes off every single year and then eventually you're pretty good so when we were

51:59Jim Belosic:talking last night, you mentioned that you really loved Home Depot as this example of a business that kind of empowers individuals to modify their homes and make changes and improvements without needing to have a complex network of everyone that knows what's what. And I think the combination of that with YouTube is just incredibly empowering. How do you kind of think about the analogy of your business to Home Depot? Yeah, I'm hoping that we can be similar. You know, before Home Depot, So if you wanted something done, you'd have to go to a lumber yard, which may or may not be open to the public.

52:33You know, if you needed a toilet, you'd have to like call a plumber and he'd be like, hey, here's my two distributors that I that I work with. You have two choices. It was very, very complex. You'd have to go through a bunch of different steps, limited choices, unknown prices, unknown timeline. I think Home Depot disrupted that not only for the homeowner and like the everyman the DIYer but for contractors too like I know today you can go and get roofing materials at Home Depot as a contractor sometimes less than you can get it from a distributor because of that scale. so manufacturing is very similar to the pre-home depot days right now uh you can't just like walk into a place and chit chat and try and figure something out you can't go into a manufacturer that does every service under one roof um if send cut send could be you know a fraction of that i think it benefits everyone it benefits people just learning about manufacturing like all these young engineers that are graduating and maybe they have a degree in mechanical engineering, but they barely run a lathe.

53:42They need to come in and see what manufacturing is actually like. And then to all the seasoned people, they're used to dealing with a very small subset of vendors that are telling them what's possible. It's like, well, what if you could go into this big manufacturer that has everything under the sun and learn and see what else is out there. So accessibility, you know, I keep talking about accessibility to manufacturing and Home Depot did accessibility to home improvement. I think Senkut Sen could add accessibility to manufacturing.

54:15Jim Belosic:I think for a very long time, we've kind of like outsourced manufacturing. And there's a whole lot of reasons we've done that. Now this is kind of flipping and we're bringing things back to America. We're going to make more things in America. What is like different about today than five years ago or 10 years ago that is enabling this? it i don't know it feels like vibes i don't know how else to put it there's there's some raw raw raw of patriotism re-industrialization um people are a little scared of of offshore now it's like oh are they gonna cut off my supply chain without any warning are they going to steal all my ip and make a competitor or whatever i don't think people realized those issues you know, in the early days.

54:56And now everyone's like a little more aware. They're a little scared. And U.S. is actually a viable option now. We're in our early days for accessibility and price and speed and everything, but we're getting there. So I think people are testing the waters.

55:11Jim Belosic:You've been basically capacity constrained for the past seven years, something like this. And you've never necessarily had the money in order to build capacity significantly ahead of demand. How are you kind of thinking to yourself how to build capacity today without a full clear picture of here's exactly where the demand is going to materialize and just making sure that goes well? Well, I believe that we would have all the work in the world if we could say, hey, order today, you get it tomorrow, you know, with any process that you want, whatever, and at a really, really low price. So I'm not too worried about building capacity ahead of our demand.

55:47I think the capacity creates demand. as soon as we have machines idle all of a sudden you know the lead time drops to near zero you know it's like hey order it by noon come pick it up at one like i don't care you know we're going to be incredibly fast if we had excess capacity then people are like wow i can get it so fast i'm going to order more and then that capacity starts to fill up and then that's where we go back to that ratchet thing where i'm like okay crap if i just told them they could have it in one hour i can't go backwards from that so i have to keep adding more and more capacity I don't worry too much about getting ahead of it.

56:22If let's say we reached total market share for, you know, sheet metal or something like that, that's cool because then we can add another service. There's manufacturing is, you know, infinite in possibilities. There's, you know, stamping and injection molding and tube and, you know, forming and forging and, you know, everything else that you can imagine under the sun casting. So as long as our customers are creative, as long as they need parts or projects manufactured in the USA, and we have the ability to add new services and capacity, then we will never run out of things to do.

57:00Jim Belosic:How do you think about basically building capacity in the event that you have this like surge demand and you need to fulfill it in a short period of time? How do you actually do that? You always need some surge capacity because as a as a on-demand manufacturer we have no idea what we're gonna do that day we might do a hundred parts or we might do a million i don't know what people are going to order so we have flexibility built into the system but there's only so much surge you can take so being able to have you know 10 times the surge capacity is it's hard to do because then you have idle equipment and idle equipment doesn't amortize very well um you know you want those machines running the best possible uptime but part of being quick turn is we have to have surge capacity whether we want it or not because we have to have redundancy as well we have to take machines offline uh for planned or unplanned maintenance so there's always some bit in there you just we want additional surge capacity but then we fill it with demand i don't know it's like this It's a very difficult oscillation.

58:11Yeah, it just, it never ends. I don't know if there's a right answer. It's this algorithm that I don't think we can ever solve, but we're trying.

58:21Jim Belosic:One of the things that you do that I haven't seen very many other people do is you're like default skeptical. You have a very high bar for the people that you allow close to you and who you let into your life. But once they're in, they're really in. Why did you kind of come to that philosophy? I have one of the best bullshit meters that I know of. I don't know where that comes from. But man, I can just sense if someone's not. Inauthenticity? Yeah. It triggers me. I'm a pretty good salesman. I like to sell and I like to build relationships and everything. but I always do it in a trustworthy way because I'm so sensitive to when people are lying to me or they have an ulterior motive or something like that.

59:14So yeah, default skeptical. I guess I am. I was going to say, I'm actually incredibly trusting in the first interaction. I'm like, we're going to be best friends, you know, or we're going to get married, whatever. I'm super excited. and then as the relationship goes on if i see something all of a sudden my radar will go up and you know maybe i'll have to push back a little bit and then earn it back so it's kind of like dunning kruger where i'm like this is gonna be great and then i see a little something and i have to reset but being skeptical allows you to i don't know have some some backup plans i guess i'm like okay i thought this was gonna be really great i saw something that maybe i'm unsure of.

1:00:00I'm going to research it. But then immediately I'm starting to plan like, okay, if this doesn't work out, what am I going to do? Um, I guess I do that with people. I do it with equipment. I do it with buildings, whatever it's, wow, this new building is going to be incredible. And then we get in there and we're like, Oh God, it's full of raccoons. Uh, so I'm like a little skeptical and then build it back up at the same time knowing, okay, if we have to punch out of here, you know, I have a backup.

1:00:27Jim Belosic:Let's end on what are you most excited about over the next like 12 to 24 months for the business? I'm excited that I get to go back to doing what I do best, which is build. I have a much longer leash now I can, I can run faster than I ever have. And then I'm really excited that I have all this experience. We've done it before. We just had constraints. I have a little less constraint now. So I don't know. I'm excited for the impact that we're going to have on manufacturing in the U S I'm excited for the positive impact we're going to have for our customers. I'm excited to kind of show the roadmap, show the template of, Hey guys, if I can do it, anyone can do it.

1:01:11I don't know if this plan is going to work out perfectly, but hopefully it does. And people can model it and say, Hey, let's do it the same cut send way. you know let's build something that's really good and it can survive on its own two legs and then you add a little rocket fuel and then you do more and more and more i think it's the way to build a business i think it's the way to do manufacturing in the u.s i i hope that we're an example that people look up to i don't know i i'm super happy i'm happy to be done fundraising i'm happy to go back to hauling ass and making cool stuff