Cursor’s $300M ARR, Uber’s FTC Battle, and Office Hours with GoShare | E2116

27:32It's no big deal. So in this dark pattern, I went and looked for myself. And I looked in the online help in the app, because I want to know, because I have interest in this company, and I'm an Uber One subscriber. And Dar is known for being up on the up and up kind of guy. He's the one who got Uber back into London. He's always working on these hygiene issues. He's really considered about this. So I was kind of shocked that they brought this, but I'm okay with them bringing it. Like anything that's, you know, if somebody does a dark pattern or gets close to it, this is what I think the FTC should be doing.

28:07Not blocking M &A, but making sure that anti-competitive practices like dumping product for below what it's worth, you know, dark patterns, bundling, you know, all that kind of stuff. So in 10 seconds to 20 seconds and three or four clicks, I had found the help. I had found the unsubscribe button. and I found the Uber One area where it showed I'd save$1 ,600 on 87 Uber Eats orders and 154 rides. Now that's what my savings were. So it looks like I'm saving five bucks on every ride and 10 bucks on every delivery. And those numbers are real. I know this because when they show you the invoice, they waive a bunch of fees and then they give you a greater deal.

28:53So I think Uber One is a great product. Perhaps I think they maybe, without knowing the fullness of the case, maybe when they first launched it, it was a little bit buried. You know, sometimes these things are more sloppiness than intent. Sometimes it's explicitly intent. So I'm going to give them the benefit of the doubt because I found it really quick. Dara's got an exemplary record here. And they should, my feeling on the FTC when they do these things is they should give a correction period so that these things can be resolved. They should just say, hey, we found this. You have 30 days to correct.

29:29Then we're going to take an action. That would make it like less drama. And I think because the stock went up over these two or three days, which probably has a lot to do with the overall market rally this week when Trump backed down from tariffs. This is like not even a speeding ticket. But good on the FTC for being vigilant about these things. I mean, I know that sounds counter. and great on Dara for addressing it quickly. If there even was an issue, nailing product market fit. That's your top priority if you're a founder. But once you've got your product dialed in, you need to focus on selling it, letting the world know that, hey, I've got a great product that's going to solve problems and delight you.

30:11And of course, if you're a startup, you really want to get the big customers. We call them lighthouse customers. They send a signal across these vast customer bases that you can trust my product to land those deals. However, your security compliance has to be rock solid. And there are a bunch of certifications. You may have heard of them. SOC 2, ISO 27001. Those are the key to building trust and unlocking these opportunities. But they take time. They take energy. They take money. And pulling away from building and shipping your product and doing sales, it's hard to do. And that's where Vanta, V-A-N-T-A comes in.

30:45Vanta is the all-in-one compliance solution for helping startups like yours Get ready for your audits. And it's going to build a beautiful, strong security foundation quickly and painlessly because Vanta automates the manual security tasks that are going to slow you down, helping streamline your audit. Whether you're closing your first deal or gearing up for growth, Vanta makes compliance easy. Join over 8 ,000 companies, including many from Y Combinator, Techstars, and our own launch accelerator and founder university who just trust and love Vanta. simplified compliance, get$1 ,000 off at vanta.com slash twist.

31:19I'm an investor in the company, full disclosure. I love the company. V-A-N-T-A dot com slash T-W-I-S-T. I think that they can keep capitalism in the lane and protect consumers by simply writing a letter of correction, just like, you know, if you had garbage outside your building and you're responsible for your sidewalk, they give you like a ticket. And if you clean it up and take a picture, you know, you're off the hook. Do you feel like the dark pattern is a little bit of a slippery slope or sort of a gray area? I mean, we were talking just last week in our tips from the trenches about how you want to de-emphasize elements of your UX that you don't want users to click on and you want to emphasize the parts that you do.

32:01So like, yes, that was a big part of the talk. Great. Right. So you sort of make the cancel button gray it a little bit and make the keep going button like bright, colorful. So, so I feel like that's just a principle of good design. And it's, if you lean too heavily into it now, maybe you're violating a fairness principle. Yeah. The execution is what matters. You'll know it's a dark pattern when you use the product. The FTC could very easily have a website, ftc.gov slash dark patterns. So here's my suggestion to the FTC, ftc.gov slash dark patterns. Anybody at any time can submit a little screen, capture a movie and say hey i think that this kind of sucks um and you can put it in a category and then um if you if that results in a change or whatever the ftc should give you a thousand dollar bounty this is my best idea so yeah now your competitors can rat on you if you're doing something bad which is who will do it right because if i've been in this situation where somebody's doing something nefarious your competitor.

33:10And then the founder is like, well, I got to keep up with that. And you get in this escalation of, you know, who's going to, you know, bend the rules too much. So ftc.gov slash rat. I think we should do another round of our founder Friday bracket competitions and keep that going. We should. So we have an elite eight. There are, we are down. We got past the sweet 16. Our elite eight are Osprey from Houston, Texas, Whisper from Austin, Texas. Lifestack from New York. Medsimple from Florianopolis, Brazil. Pitchfire from Portsmouth, New Hampshire. Taktun from Yerevan, Armenia. Momsub from Chicago.

33:48And Kippy from Sydney, Australia. So today, we're going to start the process of winnowing down these Elite Eights into a Final Four. We've got two matchups for today that are going to be two of our four finalists. Let's get started. Matchup number one, New York's Lifestack versus Florianopolis' Medsimple. Now, for this round, we asked each of the companies to send us a new video describing their two-year plan. We tried to keep it to around two minutes or less. So they're pitching us on what are they going to do for the first two years of their company to grow these businesses. We're going to start with New York's LifeStack.

34:24They're a smart calendar app that works along with wearable devices to adjust your daily schedule based on your current energy level. Hi, Jason, Alex, and maybe Lon. Not sure if you're in this episode, but I'm now co-founder and CEO of LifeStack. And thank you so much for voting for us in the previous round. So here's a quick look at our two-year plan. Right now, our month revert is super low, just$13k per month, and we made$1.5k last month. So, so far, we've been laser focused on validating the initial market. And now that we're seeing some early traction, we're actually in the middle of raising a$1 million pre-seed round.

35:04And although we've already secured 200K in hard commits, we still need to raise the rest. So the first quarter will be about closing this round and bringing on our core team who've been working with us as part time so far. And in Q3 and Q4 of this year, we'll focus on tightening up the product and also laying the foundation for a social media content strategy. And we'd also love to run an efficacy study to back up our claims. So for example, being able to say users see X percent boost in productivity after using Livestack. And starting in Q1 2026, we plan to roll out a team plan, something that our existing users have already been asking for.

35:47We think this could be a strong driver for growing our user base more quickly. And then once those early pieces are in place, we'd like to double down on influencer marketing and explore our partnerships with wearable companies to reach beyond early adopters. And ideally, we'll be profitable by that point or at least showing enough traction to be in a strong position for a Series A. All right. That was clean and crisp. Jason, thoughts? I love it. I've met the company before. I have tried a couple of different modalities. ease you guys are know I'm focused on four things in terms of my health sleep diet exercise meditation equanimity and I have been really I use something called streaks which is like a behavioral thing to try to get you to do streaks how many days in a row did you drink water that one's kind of come on and off for me the thing I'm doing right now is I just have a little notepad basically a little document where I do every day and I do what vitamins I took what I ate breakfast lunch dinner I write it down.

36:51What exercise I did, I'll take a screenshot from slopes or fitness and put it in there. And I do get my eight sleep report. And it does tell me like, hey, you got good sleep, you got deep sleep, you know, whatever. And all these metrics, putting them all together does help. I'm testing, there's Foundation Health and Superpower are the two competitors in blood testing, I think. Foundation Health is a partner over at All In, I think they sponsor something we do really great product and superpower i think is or superpowers superpower superpower and that's the one i first one i've tried they're both great power health superpower yeah they're they're um i think going to sponsor twist in the future anyway these two products are awesome too people will pay for this stuff it's going to be great um i think it's awesome yeah they're super power they just got a big uh feature over in tech crunch as well um yesterday actually yeah so these are great products great startups uh great category i don't know if calendar is the right thing but i I think once you have your information in there, I do like that they have a theory that the calendar is the way to do it.

37:55And I like that they're connecting like for high performers and neurodivergent. Like they know where they're going after. If you have a whoop, you want to try this. If you have an eight sleep, you want to try this. It's great. And then when AI starts looking at your calendar and figuring things out and how to coach you, it's going to be even better. Who else we got? All right. Up next, MedSimple. This is a study app. They designed it specifically to help medical students from Brazil. Hi guys, I am Vinicius. I am from Florianópolis, Brazil, one of the co-founders of MedSimple. And today I will present to you our two-year business plan.

38:27So quarter by quarter goals of 2025, in the first quarter, we have already built a high-tech product called MedSimple Smart. We need to pay a leader dedicated 100 % of the time in 5K USD per month. Second quarter, we will hire a new dev for the app and AI implementation when you need 2k USD per month. Third quarter, we will build a new product called Medisimple for Residence. We will need one specialist for it, medical subject area, costing 21k USD per month. Fourth quarter, creates a sales team dedicated to Medisimple Residence. Five sellers, it will cost 2k USD per month for all of 10. And next year, in first quarter, aggressive market investment in Medisimple Residence, 75k USD for three months.

39:07Second quarter, marketing leaders in every medical school in Brazil to influence all end-year medical school students to buy Medicine Pro Residence module. 30k USD per month. Third quarter, marketing investment for the four-month prep. And fourth quarter, two months prepped investment in marketing too. Okay? It's the same course, but with less content, two people study faster. We will need 5k USD per month for doing that. How much will it cost? You can see here quarter-by-quarter investment. okay and you we will need 1 million USD in two years. Projective annual growth you can see here that we already did it here the 370k USD and we projected 8-9 % of growth from this quarter to this quarter okay.

39:49Here you see that you have a little decrease but it's because our product is seasonal people like to buy it in the beginning of the year and the end of the year okay. Here you can see the growth of 162 from the first quarter of 2035 to this last quarter of 2026. Here our revenue and by the end of 2025 we have our products done and you can invest 100 % in markets in focus on selling selling. Our capital requirements, we require capital investment of 1 million for our revenue of 3.65 million in two years. We require to stop using revenue anticipation because it makes us lose in margin capital investment in our own business.

40:31Anticipation costs a percent of our revenue. And where do you imagine medicine will be in 5, 10 years? It will be the most important platform for Brazilian medical students. And maybe in the future, we're going to sell to Latun and to SMLE, Medsys for the World. Okay, thank you, guys. Fantastic. Real business, real customers. Obviously, there's going to be some criticism, Lon, of like, is it just an AI wrapper and is it sustainable? And are we even going to have doctors? I think we're going to have doctors. I think we're going to have people talking to AI and their doctor at the same time or talking to a verticalized AI and then maybe at mentioning their doctor or per hour or per minute doctor or nurse practitioner.

41:13So there's a lot of opportunity. You know, you start somewhere where there's a need, you build up a competency, you build up trust and that other things emerge. I think you did the interview, Alex, with Thalamus and Jason over there. I did. And so that's like a perfect example of a company that started in one place, expanded, adjacent, adjacencies, etc. So I see a lot of adjacencies here. Do we have to pick our winner now for these two? Those are your two choices. One of them is going forward to the final four. Who do you got, Alex, and why? All right. I'm going to go with MedSimple because I just did a look into the number of medical students in Brazil.

41:50It's hundreds of thousands. I love their revenue traction. I thought it was a little weird. They were going with here's how much it's going to cost versus here's how fast we're going to grow. I would flip those if I was pitching a VC, but I can absolutely see that med students will pay for this because I already know their predilection to pay for study materials. So I think it's got a big TAM and a lot of room to run. Love that. It's Latin America too. That's a really hard market to crack. It's many different countries. People look at it as a monoculture. It's the opposite. It's kind of like the EU in that way.

42:17So if you do get something to work, you know, it becomes a little bit more defensible. Lon, what do you think? I mean, I really like both of these companies. I like how zeroed in they are. They both have like, it's not a hugely broad moonshot. It's like, we know exactly what we want to build. Here's the market. Go, go, go. But I have to say, LifeStack really speaks to me. I live out of my calendar app. It's where I spend my whole day. I have ADHD. So I really appreciate what they're going for. And the idea of being able to sort of look at my day and manage my calendar with AI and with my inability to sometimes pay attention in mine.

42:56I think that's a, I think that's brilliant. I would use that. Oh, wow. So now you guys got to put it on me. It's on you. I think, you know, I love both. This is a true jump ball. I would have both of them in the accelerator immediately. Do not pass go do not stop let's go uh do not stop i don't know what them do not pass go do not collect 200 that's when you go to jail in monopoly i just don't want him to go to jail i just wanted to i think both of these businesses have a great shot of becoming significant 10 million dollar a year businesses agree in the next three four or five years if they execute well and they stay focused on the the real problem they have what i love about both these companies they both go after a specific problem, but I'm going to go with the revenue traction of Med.

43:43Simple. Simple. I'm going to go with the revenue traction of Med. Simple. Okay. Let's wrap up there just on those two. We'll do the other ones on Friday because we have a guest coming up right now. All right. Coming up next on the show, we have office hours with a really cool company called Go Share. The founder has one of the best names out there because his last name is Savage. So I'm looking forward to this. Jason, we have talked ad nauseum on the show about small delivery robots, getting things from point A to point B, drones that drop off packages. Well, GoShare is working on trucks, which is a little bit pedestrian, but the company is certainly rolling right along.

44:13Sean, welcome to the show. Thanks, Alex. Thanks, Jason. Sean, we're investors in the company. I know that. We did a syndicate at thesyndicate.com, and you've got a nice revenue base. Maybe you just give the one or two sentence overview of what you do. So GoShare is a tech-enabled logistics marketplace. And basically what we do is connect truck and van owners with businesses that want to offer a fast and efficient delivery option to their customers. And specifically, we focus on big and bulky goods. So think about like furniture, appliances, automotive parts, large electronics, and things like that.

44:47Got it. Because the small Vings, you can just call UPS. Yeah, that's right. And you're done. Big Vings. A lot of people don't want to deliver the big stuff. Right. Right. So you found an ideal customer profile. If we were to think about the customer base, I don't know if you have clients on your website or et cetera, if you can name some of the clients, but or you can name some of the categories, maybe. I mean, we know it's furniture and big things, but do you have any specific customers you can mention? Yeah. So at the category level, you know, think about retail, building materials, automotive parts, food and beverage.

45:18so you know we work with like larger uh enterprise retailers like um like a tj max for example got it um we work with yeah we work with uh sherwin williams we delivered a lot of paint um so yeah we we work with uh businesses of all sizes but like our bread and butter over the last couple of years has been focusing on enterprise uh retail well the good news is uh we we mentioned the robots lawn this is not going to go in the little tiny uh robot you're not putting sheetrock in that and you're not delivering a battery pack or an engine in a drone. So the good news is, yeah, this is hard work. What's your challenge right now with the business?

45:57There's quite a few challenges. I mean, I think that earlier you had mentioned the FTC and Uber lawsuits. I think like dealing with all the, we're in a heavily regulated industry. So dealing with the changing regulatory landscape has been really challenging. That's probably been something that we've been focused on for the last couple of years. There's been various rule changes and there's been court cases that have gone both ways. So I'm just trying to navigate that. And we operate in about 39 states across the US. So we're not only dealing with federal regulations, but we're dealing with state and also city regulations as well.

46:34So it's a lot to manage. Sean, can you break down the regulations that are impacting your business? Is this gig economy stuff? Is this hazardous materials? Just dial that in for us. It could be both, but yeah, gig economy stuff. So just, you know, the, the balance between like contractors versus employees. And we do deliver some goods that are like hazmat. So that's also applicable, such as like large quantities of paint. So yeah, I would say like, that's definitely been one of the biggest challenges that we've had. So on the gig economy, the good news is DoorDash and Uber and Lyft and any number of people are kind of way ahead of you in bigger targets.

47:13So you can draft behind their best practices, I suppose. And because this is a B2B service, you know, I would think some of your supply side, the people who are moving stuff, have LLCs, have like actual companies. so you know for it to trigger the gig stuff you know you'd have to be an individual contributor with like a social security number as opposed to a corporate id am i correct in that uh yeah yeah that's generally correct so yeah um all of the delivery professionals as we call them on the platform are uh theoretically running their own business so it's either a sole prop or an llc uh so i think that does help out yeah it doesn't uh it doesn't completely uh remove us from being a target.

47:59But it's, yeah, the fact that it's, you know, a lot of these guys do have their own business set up, especially if you have like a box truck or a cargo van in particular, those are commercial vehicles you're running. You're clearly running a business there. So that's actually could be a very interesting way for you to preempt this is on your website, in your training materials, in the marketing, making it explicitly clear. We help businesses that are shipping stuff find businesses, not, you know, rides, businesses that could service them. And we have a take rate, etc. And then letting people know, hey, you know, and literally having this in your FAQ or your training, if you're an Uber driver, if you're a moving company, and you charge cash, you know, and you're part of the gig economy, here's the steps for you to become a business.

48:48And here's the benefit and the cost. And if you built that out as a section, when they come to you, you can say, listen, I'm acting in good faith. If we are saying on our website, here's how to create an LLC. Here are some places you can go do that. Here's the cost of it. Here's some links to the specific tax pages in cities. Look for this. Make sure it's by the books. And you kind of create that training materials. That would be very powerful. And another reason it would be powerful is states love to have people incorporate because they make money from that. And it takes underground money and takes it out of the cash on Craigslist market and moves it to the above ground.

49:32And now you're a white knight. And when they come to you, you say, listen, we're trying to city of San Francisco, Delaware, New York, we're getting you more registrations. And here's how we're doing that. And those people are paying corporate taxes and then having to pay personal taxes again, or they have a pass through, whatever. so we're taking what's on craigslist or you know uh word of mouth and cash being given under the table to deliver stuff and we're moving it above ground to collect taxes that's going to be really the the way to handle this and what i always tell people is you know if you're bending you're not bending the rules but for people who do like to bend rules like maybe uber lyft doordash and Airbnb did in the early days where there was an interpretation of who's benefiting.

50:23Qui bono, right? Like, who benefits? When the consumer benefits or, you know, the city benefits, and you can point to that and say, look, it's not that we're benefiting from this. You know, when you're Airbnb and you do it in New York and you have to get a license or in Lake Tahoe, you need a license and they collect taxes on that, that consumer is benefiting. there's more availability and the state is benefiting because they're getting tax revenue and the citizens in the school and the fire department are collecting and, you know, paid for. That's awesome. Now, if you are doing it and you're benefiting, like the example I've used in the past is Parker Conrad from Zenefits did his little, you know, hey, let's get through insurance certifications faster.

51:08It was a totally fine concept, like, oh yeah, I want to get people certified faster, but he was kind of bending the rules, like taking them through tests that were kind of rote with this like toolbar extension or something that made them look like they were reading each page and they weren't. That was the allegations or that was the charge that, you know, wound up in a little sanction from the SEC, I think, and some of these insurance companies that felt like that was benefiting Zenefits, not the consumer. So just ask yourself that, who am I benefiting? You know, and I think you have the high ground there.

51:39Anything else you're struggling with? Well, yeah. I mean, first, let me just say all really great points. And yeah, Gosher kind of has positioned ourselves that way for, since the beginning is, you know, we're working with other business owners. These are guys who, you know, own a truck or van. They want to run their own business and they're kind of using Gosher. Is that explicitly explained on your website somewhere? It's explicitly explained in the website, the terms of service, the marketing. And we do encourage, we do encourage all of the delivery professionals to, you know, start their own LLC if they can, if not a sole prop, get commercial insurance, do it the right way.

52:13Yeah. Having a landing page that was called, you know, go share, your go share.com or co, go share.com slash doing it right. And how it's framed, super important. So then if you did get into, you know, a debate or a discussion with a local city or something, and you said, oh, have you read our doing it right page? And, you know, we're doing it right. And so this is called framing in psychology, how you frame it. So you're preempting and you're also, in a way, creating a meme for that person in government when they go back to their meeting and saying, you know, Gosher, they're doing it right. Which is what you want them to say.

52:56That's right. The framing is important for sure. Would you do landing pages for each city, Jason? Because Gosher has a lot of cities that it works in. Yeah, doing it right in Atlanta. Doing it right in San Francisco. doing it right in this, then you could say that page could have the title and the metadata, how to set up an LLC or how to set up a business in San Francisco for shipping. Is there anything else challenging in the business? Yeah, there's a few things, but probably the second biggest one would just be, you know, over the last couple of years, there's been so many different supply chain disruptions and demand fluctuations, starting with, you know, COVID-19 pandemic.

53:36and now, you know, all these geopolitical tensions and tariffs, it's definitely causing disruptions throughout the supply chain. And we are kind of like the last mile of the supply chain. So we might be the last to feel it. But if this keeps up, it's going to trickle down to where it might impact. We literally just talked about this because we know Wall Street got hit first with the tariffs. We saw stock prices. Then next, we started to see some layoffs. And then today we talked about on the program what were the two examples we gave them today on the program alex lawn there was m &a being paused yes one other one what was the other one hiring hiring yeah yeah hire no but even hiring open job positions which is like in the same zone as layoffs but slightly different so that means freezing hiring and laying people off so yeah it's eventually going to hit you when if restoration hardware you're picking example here their stock went down 70%.

54:30They can't get stuff into the country. They're on pause or cuts clothing is on pause. If you were moving some of their stuff, yeah, they're going to be like, hey, nothing to move. Here's the great news. You're a marketplace and you are asset light. You don't own the trucks. When all of this chaos happened during COVID, Airbnb had too many employees and their business shut down, but it didn't die. If they were a hotel chain, let's say a boutique hotel chain, and they didn't have enough wherewithal or they were a cruise line, it would have had to just shut down and lay everybody off. They did do layoffs during that time because they had overhard.

55:05Uber had the ride sharing shut down and then Uber eats sword. So I would want you to think about being anti-fragile. This is a great book. And what anti-fragile means, people think it's not being fragile. I think it actually the more proper definition and my gentleman here, my co-host, will look it up exactly what Nassim Taleb means by it. But my understanding it is in a chaotic environment, you might do even better. So it's not just resilient. It's like no matter what happens, your product is valuable and you are not going to have problems, you know, in stormy weather. Go ahead, Lon. You got it?

55:44Nassim Taleb's concept of anti-fragility goes beyond resilience. Resilience involves resisting shocks and returning to the same state. Anti-fragility means thriving and gaining strength from those shocks. Okay, so let's think about that. I don't have the exact example of how you could have anti-fragility in your business, not just resiliency. You have resiliency as a marketplace. If you keep your cost to contractors and you keep it to a small number of full-time employees, if you have a shock to the system, like you have 50 % less stuff moving to the system, you can tell your team, really hard thing to do.

56:17We're going to furlough half the team, or we're going to need everybody for 20 hours a week. We understand if you quit and have to go find another job, but you can take emergency measures like that because you haven't built up a bunch of infrastructure. You don't own the trucks. The person who does own the trucks, they got a problem. They have to become anti-fragile as well. Like, what do you do with your trucks if you can't ship other stuff? Maybe you can. There's another use for them. So, yeah, think about that and think about, you know, if there is a shock. Yeah. If there was, I don't know if the gentleman with me have any thoughts on.

56:50Creatively, the first thing is to make sure your costs are incredibly, you know, appropriate, that you're not a fat company that you're, you know, if you were doing advertising, as an example, you don't have like a five person full time advertising team. You have one person who's responsible for marketing and advertising, and they use a series of freelancers and they go up and down. And we kind of experienced that during COVID. I'd say that the first couple of months, like Q2 of 2020. It was extremely chaotic. A lot of retailers closed their doors. It negatively impacted us. But ultimately, we got stronger over time because it turns out everyone needed delivery during that time.

57:25So ultimately, our marketplace grew a lot after taking a little bit of a dip in that first April through June period of 2020. And there was a lot of demand for what we were offering. What else could a person with a van, typically the category is man with a van, I think is the category. I think literally that's what it was called on Craigslist at some point. That's right. A little sexist, but in the man with the van category, what else could man with the van do? Man with the van can also do waste removal, garbage removal, right? They could also do, if they had gardening equipment, landscaping or gardening.

58:01I'm just picking out like two or three categories of what they could do. Moving is probably the other really big one. Moving, sure. So I think maybe in your FAQ or your training of doing it right and doing it right by city, here are two or three other businesses you can add to your man with a van business or, you know, dudes with a truck or whatever it is, you know, two persons and a truck. I don't know. We'll get gender neutral on this. Two individuals. I think with alliteration, we can always go with man with a van. This is a great thing for Gemini. Have truck will travel. Have truck will travel.

58:34What else can a truck do, right? Well, what else can people with a truck do? Well, they can certainly do groundskeeping and you sometimes have to remove a bunch of stuff from the ground. So then here's another idea. What if their businesses, you had a page builder on your business where they could have a landing page or you could build them a landing page using your software. Now you provide a tool for them to build a page to SEO, you give them a domain name or it's, you know. Yeah. Go share slash. Or yeah, or line and jacow dot go share. So, you know, they have their own kind of domain space and then they pay you a hundred bucks a year for that page or 25 bucks a month.

59:17Now you've got a second revenue stream. It's sticky. They take orders through you. You help them process it because they don't have the ability to build a landing page and you could actually train them. Hey, here are six services you could offer when they click on that. They were doing moving, you know, apartment moving and whatever. you could actually have the pricing and the landing page that defines it and get a quote and all that could be done and abstracted for them because i'm guessing man with the van um does not have uh a website team on their you know on their team no very unlikely they may have a website at best but um no it's probably like a great squarespace site a great wix site something like that great job sean great to be in business with you where can people find out more uh the visit our website, GoShare.com.

1:00:04We also have mobile apps for iPhone and Android. And you can, if you want to reach me directly, LinkedIn or Twitter is great. Okay. Or they could just email, I suppose, Sean at GoShare.com. Yeah, that's right. Taking the best first name. Yeah, thanks for having me, guys. Pleasure to be here. Continued success and really great to be in business. Yeah, great to have you. Yeah, great job. Yeah, thank you. You too. I love doing the office hours here for two reasons, Lon and Alex. Number one, the brainstorming is awesome, right? I get so much out of the brainstorming. It gets me creatively going. And number two, it gives me an excuse to catch up with one of our portfolio companies in an efficient way so that y 'all who are listening or entrepreneurs can hear a VC, an investor and their founder, just trying to figure some stuff out and tease it out.

1:00:48We've had this great program, founder.university. If you're thinking of starting a company, get two or three of your friends who like to build and then apply to founder.university. And we did this new thing last week. Instead of all 300 companies getting together, we get together in groups of 20 or 30. And so we're really learning in the front lines in 2025 what the acute problems are. Then we take those problems, also the wins, and we have a really good dialogue with 20 founders at once. Everybody gives their wins. Everybody gives their fails or blockers. And then we try to work through the blockers.

1:01:21And it's kind of like a mastermind group. It's kind of like Founder Fridays, except at Founder University. And we did it last week. We're doing it again this week. It was really powerful. And the amount of energy coming out of it and knowledge sharing is just crazy. Yeah. I was a little nervous before running my first session because, you know, I'm not a founder. I'm just some guy. But they've got so much to talk about. Like, they barely needed me. It was a really great group and they had a lot to say. I did want to say before we wrap up, Launch Accelerator Cohort 34 kicks off today. Awesome. So we did want to give them a shout out.

1:01:54Congrats to all the participating companies. 11 startups, yeah. Yeah, I have the list here. and applications for LA35, now open launchaccelerator.co. And if you want to see all the companies in Launch 34, we are going to have them today in the Twist ticker, which you can find at thispeakandstartups.com and make sure to sign up for that. It's our daily newsletter, mostly focused on the Twist 500, but we always make room for internal news. So the names will be there. Awesome. We'll see you all next time. Bye-bye. Bye.