Pradyu Kandala and Abhay Chebium, high school juniors, founded Professor AI, an AI-powered AP prep platform
Pradyu Kandala and Abhay Chebium, high school juniors, founded Professor AI, an AI-powered AP prep platform
Hello everyone, and I am your host, steven Pemberton, and welcome to Voice Like a Lion podcast. Today I'm sitting down with the founders of Professor AI, an AI or an AP prep platform supercharged by AI, and the craziest thing is both of these founders are old enough to still be in high school. So, guys, welcome to the show. I'm so interested to hear the story. Thank you again for reaching out.
Speaker 2:Yeah, thank you so much for having us on. I'm super excited to be here. Thank you again for reaching out.
Speaker 1:Yeah, thank you so much for having us on. I'm super excited. Yeah, so you got, first and foremost, for everyone listening, because I kind of know, but for everyone listening how old are you guys?
Speaker 3:I'm 16. And I'm 17. We're both junior in high school.
Speaker 1:Yeah, See, that's wild to me. I was definitely not doing anything the way that you guys are doing it at that age. There's no way. So how did you because I mean, let's be real, Most people who are y'all's age, 16, 17, in high school, you got most of the time they're more worried about, you know, picking up chicks or going and getting a job making a couple of dollars why did you decide to create a platform to help other people?
Speaker 2:And you were just like that, like a year ago. Right, I'll be just picking up chicks. I was just playing football with my old friends playing fortnite, like we don't anything special, I don't care, um, I guess we can, we just started. It's just like we got. We just got some enlightenment. We're like damn dude, we gotta, we gotta start locking our ec references. We gotta start, um, doing something with our lives. You know, we gotta. You know, look at the long term goals. What's the plan five years from now, 10 years from now? Right, um, sure, five years from now. We could keep messing or horsing around like we are now, but then we're gonna end up like some of our peers are and we're like I'm not trying to end up like um I don't own support.
Speaker 2:So we're like, okay, cool, if you want to be in that kind of position. Uh, how do we?
Speaker 1:yeah pretty well. So how did? But where did you get that mindset? I mean for y'all to have that kind of mindset at your age. Where did you learn that from?
Speaker 3:was that something you just saw on instagram, like what inspired you to say, to look five, ten years down the road to say, hey, I could own chipotle instead of working at chipotle I guess it's just like shared, shared ideals, like we've always knew at least me and vk for sure and our best of our friend, but we've always knew that, you know, it's slowly more relaxed, not just messing around all day. Uh, I think it's also been held as our parents. Uh, just the way. The fact is that it just influences us in the right area, in the right place at the right time. Um, and also meeting people like like our friend group is all committed and we're all doing uh activities that benefit us in the future, thinking about long term, and it's just like a culmination of multiple events, the last thing they're like trying to replace. You know I'm not stopping at this mindset and shut up right now. I love that.
Speaker 2:Paul is a big factor. I my uncle. He's a professor at Ivy League school age, but it's only my niece.
Speaker 2:So I don't want to get pressure from my parents and family like, hey, you gotta start doing things. So if you want to go to this kind of school, etc, etc. And for me, I'm what? Maybe nobody. We still horse around, but we're all 4.0 age students, so school is easy for us, but we're just like school is never was like the long-term goal, like that's cool, but like what are we gonna get out of? I don't want to end up working a 9-to-5. It makes sense to us. If we really want to get to the monetary standards and pursue our life mission in a way that we want to, we need to get the start of business and go to the start of growth.
Speaker 3:Yeah, that's awesome yeah. The pressure was for real. All of my family friends, some of them, went to MIT and Stanford. So in our little family circle I have a lot of pressure. I mean I guess that's one reason I influenced it a lot, and so it's just the culmination of multiple things and college, trying to go through these things, and then we realized, yeah, what would be a good EC and would make us money in the long term and would help a bunch of people out, which is a startup for us.
Speaker 1:That's exactly what we decided to pursue so are you guys still thinking about actually going to some of these ivy league schools and still going to school? Are you guys just going to focus mainly on the business?
Speaker 2:we're definitely going to go to school um, okay, we're, we're 100 going to graduate. High school we're apply to colleges. How far I'm going to go to those colleges, uh, I don't know, we'll see, depending on the business. But um, in today's world, the value of a degree like it doesn't mean that much. Nowadays it's really how much technical experience you have. Like I'll be right now because of his technical expertise. If he were to go get a job doing this with the high school diploma, I'm he were to go get a job in the high school diploma, I'm confident that he'd still get a job at one of the big fang man companies of hesitation.
Speaker 2:So is it really worth the 300k? We're dropping our degree and for making more than that in monthly annual revenue, then is it worth that at all.
Speaker 3:Yeah, just depends on, you know, the degree. Skill might equal living degree, but degree not necessarily, doesn't necessarily equal skill, right? And so we've always known that. So you know, while seeing based on our futures out of this whole thing goes up.
Speaker 1:So I like that. I mean I like having that thought process because I mean, for me, I went to a community college for a year and then I dropped out and I didn't ever go back and I've made millions of dollars online. Like that's making a choice and that was hard for my family because I was one of the smartest ones in my family Sounds like you guys as well and of course they were always pressuring me go to college, get a good degree, then you can have a good job, and then you retire when you're 95 and then you die and it's like, but that that it just never sat well with me and it's never really made sense. And I just remember, cause basketball is my thing, I was a big sports guy and I just realized one day that I wasn't going to go pro. So it's like, if I'm not going to go pro, why would I go spend hundreds of thousands of dollars on school Right when? Because there's things that school is great.
Speaker 1:I think, school for the right person. If you want to be a neurosurgeon, please go to school. Please don't just go try to figure that out. But if you're someone where, like you guys in a business, you guys are learning more from real world experience plan getting punched in the face and realizing, hey, that's not how that's going to work and the more you guys get up and figure out and make little micro pivots because will this be the thing that gets you guys to $100 million business? Maybe, maybe not. But if you're able to keep your head on track and just make those micro pivots, you'll be able to discover whatever that is.
Speaker 1:I mean, you guys are 16 to 17. I'm 30 years old. I still consider myself young, but you guys are starting 14 and 13 years faster than me. So just think about, by the time you're my age, how much further along you can be as long as you don't quit. That's the one thing I tell everyone when it comes to business. Will business get hard? Maybe, hopefully, not Hopefully. You guys will be incredible and raise amazing venture capital and go on to be the next PayPal and exit for a billion. But if it ever does get hard, the cool thing is is that you never lose unless you quit. Like you guys are young. Yeah, you guys have the whole life ahead of you to make big decisions. So that even leads me into that next question, which is where do you see Professor AI going. Where is it now and where do you see it going?
Speaker 2:Right now we are strictly focused on the ATMs. We have a pretty good MVP, we're starting to make sales, we're trying to get our product out there for people to use, to make an impact, et cetera, et cetera.
Speaker 2:In terms of where it's going, we're only going to expand to other niches, for it's going. We're only going to expand to other niches. For example, the IB niche is a global subject that just hasn't been touched whatsoever. So, expanding to the IB niche After talking to various people, specific tests like the MCAT, for example, or specific immigration tests that you need to take, also suffer the same issues of lack of help, expensive tutors and just the kids not knowing how to study for these tests, and so if we can just use them, we can use our systems by and apply just a new data set to them. Uh, we can really make like a plug and play tool, uh, and solve a number of problems.
Speaker 3:Yeah, that's what I was about to say is to's just a plug-and-play system is exactly what we're going for. Training our systems and architecting our systems for AP doesn't mean that we're restricted to AP only. You know, once we really master the AP niche, we know exactly what we need to do to quickly expand the IV nation. And I would say, carrying it out online would be super easy to migrate to all these different types of protocols.
Speaker 1:So, yeah, yeah, super easy to migrate all these different types of protocols? Yeah, did you guys create this or did you guys hire developers to create this? How did they actually come to market so?
Speaker 3:PK is full business and things and I'm full technical.
Speaker 3:So, we have a development team, of course, but I had a little development from CIO. He had some development on our team. So I, we have a development team, of course, but you know, I had a little development. I was from, you know, cio. He had some development on a different team and so from, yeah, I mean I'm the CTO, pk CEO, and then he handles all business, investment, fundraising, and then, yeah, in terms of development, I've kind of taken the reins and yeah, we've kind of built we're still building.
Speaker 2:We have a lot left to build. We're a pretty solid team Over 20, 25 people on our team. All of them are interns. They're working super hard, so that's why we've been able to build a pretty great product. We're almost coming into it Less than two grand, but we have about 10 developers. We have about five people on our marketing team, five people on our content writing team, a couple blog writers. We have a pretty extensive workspace for sure.
Speaker 1:Talk about that. How did you guys be able to build a workforce almost for free? How did you figure that out?
Speaker 3:Well, the first problem the person at the equation has money, right. So we don't have that. As teenagers, we don't have a lot of money to put in. But you know, we reached out to a bunch of people that we know throughout school and other schools and we kind of just grabbed. We kind of just used people that we know that okay to be able willing to put the work in, and so that was the majority of our first hires. And then from there we kind of outreached on LinkedIn yeah, he knows more about this stuff so he can take it away.
Speaker 2:I mean yeah, I mean even finding. We've maybe found, like we've handpicked two people from maybe across, like our entire district that are probably the most competent developers that we've found.
Speaker 2:Then it was just LinkedIn, I think I went through at least 1,000 to 2,000 interviews with developers applying for these job positions, even though it was so free. The job market is crazy. Developers applying for these job positions even though it's a job market it's crazy. And of those, you know, we've got maybe five, six really really good developers that we can have on our team and even of that, you know, some of them are really great. Some of them that's great, but you know, working with what we can, but we're just glad we were able to find these kind of resources and build something with personal behavior. The biggest thing is we have a lot of high school kids, some grads, some post-grads. These are all people that are highly motivated and trying to gain industry experience and so by being part of a startup that hopefully is going places, they get to build a lot of credibility and experience and just get a lot out of it. So they're willing to work for free while putting in the time.
Speaker 1:So what is that like for you guys being younger and now leading people Because it sounds like it's not just people that are your age, it's not just peers Now that you're actually having to do interviews and hire and lead teams. What has that been like for you guys? Well, I think it's pretty natural.
Speaker 2:Wow, yeah, I don't think we're both big leaders. Abed, we can talk more about it, but he's a super big volunteer space. He runs some crazy organizations and volunteering. I've been in leadership my whole life. I'm on various state boards, city boards, I work with the State Board of Education, the Washington boards, all those things. I guess we knew how to architect and structure our teams pretty effectively too during the month. I'll be on that one. Yeah, like we mentioned, I have a lot of volunteer experience. I've learned a bunch of teams. We knew how to architect and structure our teams pretty effectively too during the month while being on AdMob.
Speaker 3:Yeah, like we can mention, I have a volunteer experience and I've learned about teams. I do a bunch of volunteer work and so developing this crazy big product, giving me X amount of resources, wasn't something I had to study or learn. I don't think PK had to either. I think it was just something that we kind of practiced over time. I just kind of knew what to do. Obviously, there's little hiccups here and there, and every team also navigated those two pretty relatively quickly, so managing was never an issue.
Speaker 1:I love having this conversation with you guys because I've had conversations with people who have done billions of dollars, like people who have done great things, at least in the financial space. But what I love is you guys are already mindset-wise on track to do the same, because being even as young as you are the fact that it's like, well, I have the experience, I've done volunteer work, I'm on all these different boards the fact that you're on boards at all, the fact that you're doing volunteer work at all at your age, it just blows me away. Because I need, for me, is I want more people, especially more young people, to see people like you, like you guys are being leaders in spaces, not just in your business, but also leaders in spaces of influence, where now there's other people in your high schools, other people who can see this, who will see this episode and say, hey, I don't have to just go, try to be the next fortnight tournament winner and try to win the solo cup. It's like you probably won't happen, right, I'm gonna go be a twitch streamer. It's like, okay, everyone in their mind is trying to be a twitch streamer now, but the fact that you guys are showing that there's something different. That's that's what I really love about what you're doing.
Speaker 1:So I guess for me there's so many different questions I have, there's so many different ways it could go because you guys are. It's honestly just blowing me away at the knowledge base and how you guys are leading teams and taking care of people. What's your thought process around that? Like, as your team expands, as your business continues to bring on revenue and expand, what's kind of your next hires? What's kind of your next hires? What's your thought process?
Speaker 2:strategy was Right now we are fundraising so we just started this week. We started getting a couple of checks already, which was pretty great, so that we have tracked on biggest things. We just want to. We just kind of want to replace our team a little bit. Right now we have a lot of devs in Prok but we're trying to build out our core team of developers. They're going that our core team of developers are going to stick with us, ask this company and the next two, three companies for the long term to build us the whole nine yards essentially, and so we can pay them now that we have funds coming in and just accelerate progress. Essentially. Right now all of our guys only spend in maybe only like two hours, maybe give or take a day to do it. But if we can get people like that that are comped out full-time part of the ride, we can only imagine how much progress we can make. So that's kind of what we're envisioning.
Speaker 3:It's always quality over quantity, especially with a team and talking about how layman is their team and how we're doing here. Obviously, and everyone should focus on quality, because you can obviously do better with four people who are always working, as opposed to 10 people who are working 50% of the time. Regardless of the number, it's just about quality. So that's what we're really trying to do. Recently, we're hiring a lot of people who are willing to spend a lot of hours in and with the benefits after so I heard you say, I heard you mention fundraising.
Speaker 1:Are you guys in the middle of your seed round or is this your Series A? What is it looking like?
Speaker 2:I think we're pretty soon because we aren't making 100% revenue yet. We're trying to raise about half a million dollars. We haven't returned the valuation yet because every two weeks we're having massive changes of that. It's like affecting the valuation amount, like seven millions. So, um, we're just raising on capitals okay, the reason why I asked that.
Speaker 1:I mean there's a, there's some people I know a lot of people in the investor space, so that's something that I would love to do for you guys. It just makes them introductions. I think that they mainly specialize in the pre-seed seed round. That's why I wanted to know but for the people who don't know what that is, what is a pre-seed, what's a seed round? And how do you even come up with your valuation? Because right now, you guys have just really gone to market. You started being actually generating revenue. How would you help somebody who's in the same space just understand what's my valuation and what would I set my pre-seed amount at?
Speaker 2:Yeah, it's a little complicated, but I've done all the research so I'll give it to you guys on a super simple level. In terms of figure out your valuation, I've seen this two really good ones. One is called the Berkus Evaluation Center. Now, what that essentially does is it puts a price from zero to about $500,000 or $1 million on different aspects of your company and comes up to total valuation. So what is your teamwork, what is your product worth, what is your distribution worth and what are your advisors worth and all the different aspects that come to your company, and what is the price that you would put on that right? Some people are going to value one over the other and that is like a really easy way to come up with a pre-seed valuation. Um, another way is also just compare this right.
Speaker 2:What are other companies in your space? Maybe they're not directly doing what you're doing, but you know like, for example, when. So what are other ed tech, ai related companies, or just even in ed tech that have been raising in the past three, four years? What kind of pre-seed and seed valuations are they raising at? We're just kind of getting a sense for the market, because the market is changing super rapidly in the investment space as well. So we have used a combination of both putting a value on everything, seeing what the market is raising at, and then we're like, okay, cool, if considering is raising it. And then we're like, okay, cool, considering our age and other various factors, maybe it's undercut a little bit. See what are angels investors want to pay. Talking to investors and then if they say, oh no, you're too expensive, then seeing, okay, cool, maybe I'm overvaluing myself. Or if you're saying like, yeah, that's valid, then maybe you're undervaluing yourself.
Speaker 2:Depends, right, in terms of what is a pre-seed versus seed, I guess the big difference is really just that. You read my book Pre-seed is kind of like your second round of funding that you raise. Before that most people would do just like a friends and family raise, contact your peers, people around you like, hey, can you help me out with a very little money. And then seed is or pre-seed is when you start going to angel investors or even venture capital firms and start getting more official funding with them investors or even venture capital firms and started getting more official funding with them, most people probably don't do a price, even pre-seed round until you go, maybe seats, but again, it super depends on your circumstances. We're raising pre-seed just because we want money a little bit quicker, um, and we'll probably go a seed way down the line. Some people go straight into c and then go c or A and so on.
Speaker 1:Thank you. I think you did a great job of breaking that down there. I mean because the reason why I wanted to ask that question is A you just showed off that you actually understand everything about that. B is that what comes out of that is you talk about friends and family around. Did you guys end up doing a friends and family round before you got here, or what does that look like?
Speaker 3:We only put in like 2K into everything and so that comes from kind of our own money and I mean, I guess our parents helped us out, so shout out to them and yeah, that's pretty much all we've kind of put in. We never really felt like doing a friends and family round.
Speaker 2:We're a human specimen. I feel like our situation was unique in the sense that, I don't know, we felt maybe guiltier, in a way almost, of taking our friends, family, friends, money and then that we are super dependent on them and have to take a return. Rather, we're like, you know, let's just put our own funds, prove to the world that we can do something and let's just go headfirst into venture capital or other forms of raising, because if we can prove to them that we can raise or we can make revenue, then having friends and family around doesn't matter, if anything.
Speaker 2:now, for the angels that we're talking to and the ones who have invested in us, it proves to them that we're not just here to burn through money. Rather, we're frugal. We know how to use the capital to the 100%. So it kind of worked out in our favor.
Speaker 1:Yeah, I think that that's the smartest way to go about it because, with the angel investors in the venture capital firms family offices I've talked to, the big thing they look for is either A that you've raised friends and family or, b that you've put up your own money, which is the fact that you guys are 16 to 17 and put up two grand.
Speaker 1:That might as well be 20 grand, like two grand was a lot of money for me back then. But also the fact that you said something right there which I find to be fascinating. So I've worked with bigger companies that are doing 10 million plus sometimes, and you mentioned burning through capital and you talked about a little bit earlier. But just having all these series here is a, b, all the way to z, right, and some of these companies they will be, they will be in the negative for years because they just keep raising and raising, and raising. So what kind of strategies you guys put in place where? That way, when you're getting capital, as you know how to disperse it, like, where is it going first? How are we taking care of it? How are we being profit heavy, where we can be in the black instead of just riding the red and trying to build a bunch of venture capital.
Speaker 2:I think one way was simply just how we architected our business model. We intentionally made it in a way where, for our B2B end of things, we make 100% of the profits. Our only expenses really come on a B2C end of things, and even that is simply api cost, which there are countless ways to get over. Other than that, our only expenses which is like when maxed out with all softwares, platforms, everything are less than $15, and right now we don't use anywhere near that. But assuming we scale and we're using everything, that's all it is. So that means, even across 18 months, we only need about 20-30 grand to survive. Other Other than that it's just like for salaries for developers, other people we hire. So because we just structure it that way, we're confident that we can bootstrap the rest of the way. Therefore, we're like, okay, let's just raise a pre-seed, get the money we need to scale this thing and then let's see how far we can get while bootstrapping, which we're confident because the sale numbers that we're talking about are very large.
Speaker 1:That's awesome. So talk about your experience with Antler, because I know that's what you guys are doing. It was new to me, so just inform the people what Antler is, how you guys got into it and what that kind of looks like for you guys.
Speaker 2:I'll be able to talk about that a little bit.
Speaker 3:Sure yeah so it was an accelerator program and they're super focused on Day Zero founders, so we've accepted into their task their goal. We're currently, me and Higuer, both in NY right now Manhattan, and yeah, from there, the amount of people that we meet here and the related advice that we get I already just super influential From the Power Pro building and he really puts us in the right place, makes the right connections and things like that.
Speaker 2:Um yeah, yeah, it doesn't like how we got in. Um, we antlers relatively new, uh, like accelerator program. They were only organized about 2017, compared to like y, combinator or texture or some other big ones that have been there for a long time. But, uh, even despite being new, um, they have like a five million dollar portfolio evaluation and have uh, they have uh or cohorts across the globe. And so originally I got hit up on LinkedIn by somebody from the Singapore location saying you should apply. So I applied, maybe in about December I got a back end saying, hey, you qualified for the first interview, something like that.
Speaker 2:We went through about two, three rounds of interviews that ended up talking with the general partner, jeff Becker, directly and the owner was like, yeah, sure, just come in next week. And we're like, oh shit, okay, we got it. And so, you know, we just started. Yeah, we organized flights and came. We were just pretty surprised because the selected they were very slow.
Speaker 2:We were one of like 70 companies out of like 8,000 applications to get in, so that's, like you know, lower than like a Harvard acceptance rate. So we were like, oh, wow, we actually got in. This is a great opportunity and, like I mentioned, the biggest thing is just the people here that we get to learn, bounce ideas off of, improve our architecture, our systems, our customer acquisition strategy, everything. Everyone brings such a unique skill set to the table, which is why they were selected to be in this room. And Antler skills at the table, which is why they were selected to be in this room. Um and antler, of the 70 100 people that are in the room, they choose the top percent of them, so we're just hoping that we're in the top percent so we can get even more funding from them yeah, I think.
Speaker 3:Uh, the ak brought that up by just remember something funny. I I remember he called me. He said yo, we got it right. And I was like, wait, what are you talking about? Because I was completely like. I was like what are you talking about? And I thought he was pranking me. I had to make sure he was not pranking me. I had to make him show the email and then I started bleeding. I think it's kind of crazy, but yeah, it should be crazy.
Speaker 1:I mean most likely the reason why you guys got in is because you've structured a company that is cash flow heavy. I mean you've structured it in a way where you are taking profit first, because most people will build a business where they take profit last and they're just worried about dumping it back into the business to grow the business, but you've structured it in a way where it's going to be cash flow heavy, so it makes it investable. Like you guys did something, whether intentionally or unintentionally, it makes you much more investable because people know, okay, if I put in a million, I can expect to at least get something out of it instead of losing my investment. I mean, I just got off the call with a gentleman who's in robotics and his company has gone through their seed round. They've done all this stuff, they're. He says that they're, they're profitable, but I can tell they're not profitable and so they're.
Speaker 1:And it's just the way that he built the company. Like he went very heavy on on physical robotics. So that is very that. I mean they're very expensive. Everything that goes into a robot and have this thing work the way that it works it's very expensive. But the way you guys have built a company is super. It's super impressive, to say the least, because you've built a Caslo Heavy. You've built it with the end customer in mind and, whether you knew it or didn't know it and I would love to hear if you guys actually knew this or not but you actually built it with the investor in mind too.
Speaker 2:Yeah, yeah, thank you so much. We appreciate that. The biggest thing was I think last year it was one just founders and a team Just the skill, the diverse skill sets we get at our age I think they like so, thankfully they like that and, more importantly, it's just our distribution of incentives. The issue with being an ed tech, especially when you're still in the schools private schools, international schools, like us is the sales cycles are notoriously they're minimum six to 10 months, if not longer, and our way to conquer that was because of all the various leadership positions we have and just our educational network. We're able to get partnerships with educational influencers and not influencers, sorry, educational consultants that have connections with school districts, and so through these guys, we're able to basically shorten that sales cycle to maybe a couple of months, hopefully a couple of weeks, and just get revenue significantly faster. And so I think, because of that distribution advantage that we're able to gain, it was a pretty big value for investors like okay, wow, these guys have something.
Speaker 1:Different. Yeah, that's awesome. I mean that's where you looked at the competition, because you talked about it earlier. You guys mentioned looking at competition in that ed tech space. You just see, okay, it's notoriously a long sales cycle. So if I can just cut this, I can A make money quicker and, b people are going to find that I'm different and be willing to invest. So, with the people listening because I have most of my audience they're small to medium sized business owners or angel investors is for the people listening. How do they find out more about you, how can they get in contact? How can they support you?
Speaker 2:guys can go to our site, professoredco, reach out on our email. It's everything's on there and, in terms of support, our product is coming out next week. So if you try it out, give it to you guys as kids, let us know what you think. And then, if you're an angel investor and you are interested in investing, we would love to have a conversation. So just hit me up.
Speaker 1:Fair fair. Awesome. So this is the question I always end with. It's some kind of variation of this question, but what is something and I would love to hear from each of you but what is one thing that you guys are overcoming right now, whether that's in the business or if that is in life? What is one thing that you guys are actively over?
Speaker 2:I think recently I'll make an expand more on this but we're able to finally achieve a technical of our product which is very big because we had a lot of distribution advantages, we had final market experience, we had profitability, et cetera, et cetera. But that was something we achieved. But I mean more on a personal level. I think the biggest challenge we all became was I learned how to cook for the first time, so I know how to make eggs now because, you know, living by ourselves in Manhattan.
Speaker 2:So that's pretty much it and a lot of business-related things. I'm just learning how to page better and how to build out my investment pipeline, how to optimize for growth, how to create the ferris wheel for organic growth. You know stuff like that. That's all.
Speaker 3:Yeah, having on my some of the things, especially as a technical founder, I think I'm kind of I've especially had to talk to everyone here at Adler and just kind of doing more research I think I've rethought the way our moat works and I've rethought the way our technical systems have to work, given scale, and so I think that's the biggest, I think that's the biggest challenge I overcame recently and I'm still overcoming currently. I overcame recently, I'm still overcoming currently, in terms of personally, you know, getting making sure I get all my homework done, given all this program stuff I'm having to work on.
Speaker 1:Yeah, that's about it. That's awesome. Thank you guys. I appreciate you guys with the honesty I mean making eggs. I understand that. That's awesome, that you're at least fully transparent with that, and I just want to thank you guys again, both of you for being here and for sharing everything that you shared, because it's it's truly inspiring, whether it's to someone like me, someone that's around y'all's age, wanting to step into the same space and just not seeing anyone else do it. I think that was something for me when I was in high school. I mean, I went to a private school. I was all the stuff and I never saw anyone my age that was doing anything. So the fact to see you guys out here doing something and doing it big, it's really inspiring to me, yeah.
Speaker 3:Thank you so much for having us on, Really appreciate it.
Speaker 2:Kyle.
Speaker 1:For sure, absolutely, and to everyone listening. Thank you so much for watching. We'll see you in the next episode.