SpaceX Alum on Building Hard Tech in a Capital-Intensive Industry | Entrepreneur Kevin Damoa

How do you transition from skin-in-the-game to securing milestone-driven investment for a capital-intensive startup? 

In this episode of Experienced Voices, Kevin A. Damoa, Founder of Glīd Technologies, breaks down the blueprint for building hard tech.

What we discuss:

• The Breakthrough: Solving the century-old road-to-rail problem with autonomous, dual-mode physical infrastructure and AI orchestration software.
• The Journey: From the first concept and clearing major hurdles to establishing proof of market and preparing for rigorous due diligence.
• The Blueprint: How Kevin marshaled his SpaceX and combat logistics experience to become venture-ready, leverage SDVOSB programs, and scale a lean team.
• The Payoff: Winning TechCrunch Disrupt 2025, maximizing social/environmental impact, and the #1 mistake first-time entrepreneurs must avoid.

About Kevin A. Damoa

Founder & CEO, Glīd Technologies

Kevin A. Damoa is a veteran logistics executive and systems engineer who has spent over two decades advancing mobility technology across aerospace, defense, and electric vehicles. 

Today, he is the Founder and CEO of Glīd Technologies, an autonomous road-to-rail freight company that won the prestigious 2025 TechCrunch Disrupt Startup Battlefield. Utilizing a patented dual-mode vehicle system and AI logistics orchestration software, Glīd bridges the century-old operational gap between road and rail for commercial freight and national defense.

Damoa’s operational discipline was forged during 12 years of military service. Enlisting in the U.S. Army at seventeen, he completed two combat tours in Iraq with the 3rd Armored Cavalry Regiment, managing high-stakes railhead logistics in theater.

 In 2012, he joined SpaceX as Flight Module Logistics Manager, where he designed and deployed the critical transport apparatus used to move rockets from production to the launch pad. Following a tenure at Northrop Grumman as an Integration Program Manager on the F-35 program, he held senior manufacturing, supply chain, and operating leadership roles across a generation of clean-mobility trailblazers, including Romeo Power, Xos Trucks, Canoo, and Serial 1 (a Harley-Davidson brand). 

 A certified Service-Disabled Veteran entrepreneur, Damoa holds an M.S. in Mechanical Engineering from Embry-Riddle Aeronautical University and an MBA in Project Management from Keller Graduate School of Management. 

Transcript

Jeanne Gray: I'm Jeanne Gray, publisher of American Entrepreneurship Today and host of the podcast series Experience Voices where I talk with highly accomplished people who share the critical elements that led to their success

My guest today on Experience Voices is Kevin Damoa, founder of Glīd Technologies that is solving the century-old road-to-rail problem with an autonomous dual-mode vehicle and AI orchestration software. Kevin- shares how he marshaled his SpaceX and combat logistics experience to become a venture-funded hard tech startup.

He delves into funding for a capital-intensive venture, developing his concept and achieving proof of concept and beginning early-stage production. This is no small feat

Kevin, welcome to Experience Voices 

Kevin Damoa: Thank you so much for having me. 

Jeanne Gray: I am very curious about your startup. You have accomplished so much in such a short period of time, and you have this interesting background. So let's start with the mission of Glīd Technologies. 

Kevin Damoa: Yeah, absolutely. Th- thanks so much.

And thanks for having me on this amazing show. So the mission that we here have at Glīd is to democratize our ground-based transportation. And when I say ground-based, I'm looking at road and rail, consolidating the two corridors, utilizing them for what they're actually built for and then bringing in next gen technology.

For us the way that we solve that problem is mode shifting from road to rail and load balancing between the two utilizing next gen technologies. Our product are Gliders. They're manned vehicles as well as human in the loop autonomous vehicles that essentially can pick up road commodities and transport them directly on the rails.

And what we do as a business is we remove the friction points and all the touch points that are currently in place that make rail inaccessible. So we have a mission to make rail as accessible as road is. 

Jeanne Gray: Well, Let's step back and I'll put the challenge to you to give the listener a description of the actual structure that you built that fills this gap and then we can get into how you came up with this great idea.

So try to give a visual of you've got pallets sitting somewhere. They've got to go from one place to the other. What was the, problem? What did you solve? And what does it look like? 

Kevin Damoa: Yeah, absolutely. Let's turn those pallets into containers. So say you have a 20-foot container at a port and the current way you do things is the boat will pull up to the port, a crane will pick up the container from the boat and then put it on a intermediate truck called a hostler.

That hostler will drive over to those tall stacks and then the tall stacks of containers. A forklift will pick it up and then put it on the top of the tall stack for buffer. When that container's called to go out, another forklift picks it up, puts it onto another hostler truck, drives over to the railroad track, and then another forklift picks it up and puts it on the railroad track on top of a train cart.

And then the train waits two to six weeks until it's fully loaded 'cause a unit train won't leave until it, reaches its units of economics. What we do at Glīd, the same boat will pull up, the crane will drop it onto our Raydin vehicle. Raydin will drive over to the railroad tracks and then drive down the tracks So you go from six different steps, six different types of touches and industrial equipment down to one machine.

And that machine is actually operated by us. We are a transportation and as well as an OEM, so we build really cool product to service others. And on top of it, we're a software company, so we've created a software product called Ezra 1-6 that essentially takes that environment that I just explained to you, puts it into a digital twin environment in order for us to work out of and we pair that so our customers have full transparency across the board.

So we are that sovereign infrastructure layer for, that movement and movements like that across commercial as well as defense. 

Jeanne Gray: It sounds like with you removing multiple touches that there's cost savings in your model to the customers. Was that a key selling point? 

Kevin Damoa: Yes. The, cost savings from the direct cost savings is the first one.

The second one is the cost savings associated with eliminating each one of those material handling touches from your capital equipment to actually all the people that are involved in the process. And I say that very boldly because if you look at the way that labor shortages are starting to come up, you see there's a silver lining now where you have the silver age of folks that were your forklift and your crane operators that are now starting to retire, and those jobs aren't being filled by the new generation.

And I think I fall within that silver generation as well because folks my age aren't doing these jobs. So we're eliminating jobs that are nationally starting to attrit as a part of our business model. And through that, we're eliminating that cost there as well.

the third layer is the charges associated with making that movement work. Those are called material handling charges as well as accessorial charges that deal with the drayage as well as the dwell time. That's the time that the container or the forklift or the truck has to sit in the detention time, where it sits on that train for the line haul.

We're eliminating all those charges as well in, in that three stackup of cost savings. 

Jeanne Gray: The vehicle, you call it a dual mode vehicle. Is that how you refer to what you're constructing? 

Kevin Damoa: Yeah, we call them gliders. 

Jeanne Gray: Gliders. Okay. Yes. That's a lo- that's a lot easier. So- 

Kevin Damoa: Yeah ... 

Jeanne Gray: now we can start with the whole aspect that you had a concept for this, but let's just jump right away into how do you build something like that as a startup, as a prototype?

'Cause it's a sizable structure, right? 

Kevin Damoa: Yeah. I've been building big structures basically my entire life, designing ground support equipment. Did that at SpaceX, and then worked with a lot of, we call it material handling equipment in the military, MHE in the military in the Army, as well as the Air Force.

But how do you put your hands on something that's much bigger than a car in your shop and build it to serve a purpose for something that heavy? You do it with great people and great minds with experience. So Raydin our first vehicle, the fully autonomous vehicle Tony Petroborg and I he was the chief engineer at Glīd, actually built that product with our hands.

We started building that at my home at Shaver Lake because we knew that manufacturing with another person would be expensive, plus we wanted to build it ourselves. .. I want you to do it where you can actually, , walk through the experience and the pain points of actually doing it.

So yeah, we designed it. We built it. It took us about a 10-week process from the time that we ideized Raydin as the autonomous vehicle, to the time that we put it in the back of a trailer and drove it out to Detroit and unveiled it at Reindustrialize. It was a lot of work. It was very tedious and cumbersome but definitely worth it in the process to fully understand what it takes to actually make one of these things work.

Jeanne Gray: So now you have your prototype. Who did you reach out to in the industry that took it from your garage, so to say, to- Yes. ... to actually deploying it into a real-life situation that gave you, what they call proof of concept? 

Kevin Damoa: we, we did it in reverse, so we reached out to folks first in order to get a signal from the market.

And we put Raydin into a, rendering first, and then marketed that out to folks. Hey first we have this idea and when we're explaining this idea it's out of this world. Hey, we have this truck train robot that is gonna move your commodities in a way that it hasn't been done before.

We're gonna eliminate all these great steps. It sounds like, snake oil. Uh, so put it into a render to show them what it was, and they're like, "Wow, that is, fantastic." So we started to show folks the reality and it felt like it always should be there. That was our first step.

So the rendering did well for us for a while but it didn't do enough 'cause we knew we needed to put the product in the person's hand, and we wanted to do that on one of the grandest stages, and that was Reindustrialize, where you have this huge event out in Detroit that brings in commercial manufacturers and shippers with defense and the war fighter on this grand stage.

And we put it on that stage for folks to touch it. We actuated the rail gears. They saw us drive the thing in, via remote to actually see us in the real world, and I think that was a big validation point. I know it was a big validation point 'cause we ended up oversubscribing our pre-seed round because of said action.

Jeanne Gray: That's pretty impressive. 

Kevin Damoa: Yeah. Thank you ... 

Jeanne Gray: how- Did the emergence of AI impact your... 'Cause you, I believe you said you started in 2022. So did the emergence of AI accelerate your model or make your model even much more reachable because AI was now around? 

Kevin Damoa: Yeah, I think it was a combination of two things.

So AI wasn't what it is now back in 2022. It was still nuanced, and folks were still trying to figure it out. I think that at the time, even Elon himself was like, "Hey, be careful for AI." There was a lot of warnings. There was a lot of taboo surrounding it. But, doing the research and knowing that it was gonna be something given what emergent technologies was doing, AI and electrification and robotics were starting to converge at that time.

So reading the market, I knew that in order for us to compete at the level that we wanted to compete and sustain that, that we had to integrate AI in both the physical re- realm of things as well as the digital realm of things, combining atoms and bits in a way to synchronize the way that we do things.

So from the very beginning, we had that incorporated in the product design for Raydin as well as the thought process behind Ezra 1.6, which is our AI orchestration tool. 

Jeanne Gray: Where did you tap into the AI expertise at that point? 'Cause, building something structurally, you have a mechanical engineering background, but AI is a different animal.

So you went out and found someone who could integrate into your company, or you outsourced it. Give the listener a hint of how you took on that challenge. 

Kevin Damoa: First I tried myself. Being an engineer, you see folks doing it and you're like "I, gonna see what it takes to actually do it," very poorly.

It's how we did it in the beginning. And then we found Chaitali Narla. She was our first CTO here at Glīd. She was a veteran of Google. She went from intern to director was there for about 15 years, so she helped bolster us on the digital side of things as well as educate me and train me better on the physical AI side for better integration.

And that was around 2024. So, I I had two years of kind of pain trying to figure out what AI was, and I believe during that time, physical AI as well as the digital AI didn't quite merge in that way. E- especially as it is now. Now really can do physical AI or physical technology that is gonna be for next gen without AI incorporated or overlaid into it.

But at the time it wasn't a necessity. It was like, hey, you can do all the same jobs without, having artificial intelligence piped into it. You just had the right lines of code in order to make sure that your thing actuated and moved the way that you need it to be.

So Chaitali coming on board helped us out and then, emerging technology started to rear its head quite a bit, from 2024 into 2026. You've just seen a rapid acceleration of AI adoption across the board for everything. 

Jeanne Gray: Now, everything that you described sounds so smooth and self-assured today.

Kevin Damoa: Yes. 

Jeanne Gray: And I'm gonna probe a little bit on this, especially with the people that you brought on board, your CTO and your engineer. 

Share a little bit about the pauses that you got to, the milestones that you got to where you needed to bring on more personnel, build your team out What were the challenges, and did funding help you connect the loop that brought other people into the venture?

Kevin Damoa: Yeah, absolutely. No this, is a great question. So the challenge at first is not having enough bandwidth. You can imagine, being a, founder and CEO that has done everything as an operator. I've been an engineer and a logistician and a programmer and a mechanic and a financier and a financer.

tend to adopt all these things all at once, and then you notice quite rapidly you run out of bandwidth, so you start to onboard folks to fill in that bandwidth. But as you accelerate your success new challenges pop up that actually start to shake the foundation of your unit that, smartly bloats your business a little bit.

So you have to have the control and the self-awareness to ensure that it doesn't bloat too much where you can go into, some runway issues 'cause you explode your headcount too fast. So having that constraint was really important. But the pain points that came was, customer adoption.

How fast can we accelerate and deploy these things out to customers to get them into their hands? Are we talking to the right customers? Are we on these floors where we can actually, show the world, our product? You know, Attending these different conferences going to these pitch meetings, they take time and investment and people as well as running all of the front end as well as the back end processes as the business took a lot as well that had us, hire additional levels.

So you have your C-level, and then we hi-hired our heads of different verticals, and then the doers that worked underneath them. And we're still in the process of doing it. So that accelerated our fundraise. So, More transparently, we wanted to raise two million. We ended up raising like, eight point five million and being oversubscribed.

But at the same time, we went from having three employees to having fourteen employees across multiple states in order to service the customer footprint and the profile that we adopted and needed to actually inject into during that time period. So we went from California and then expanded out to Texas Kansas, and then Detroit in order to hit all of those veins of reindustrialization both on the commercial side as well as the defense side especially as the realities of today started to rear its head from, the tariffs that happened to the rails being severely underutilized in places in our main veins to the wars happening on multiple fronts throughout the world and the war fighter being activated in a big way, all came at the same time, and the epicenter was in all of these locations at the same time.

So we wanted to position Glīd to be there just given what the market was giving to us. 

Jeanne Gray: I think you shared just a number of the challenges that I was going to ask you. What were some of the big ones? guess a few wars, tariffs, I guess you could say a lot was thrown at you, but you kept going.

Kevin Damoa: Yes. Yes, absolutely. We kept gliding.

Jeanne Gray: Pun, pun intended.

Kevin Damoa: Yes ... 

Jeanne Gray: so you put what they call skin in the game. You- Mm-hmm ...... you took money out of your savings. Did you set up a business partner and they put some money in to get you... 'Cause this is a lot about the funding aspect of getting through your first milestones. 

Kevin Damoa: Yeah. 

Jeanne Gray: And if you can't get through them, then the people who really write the checks, they never get to see you.

So- 

Kevin Damoa: Yes ... 

Jeanne Gray: so how much of this... Did you go like, a year or two bartering getting people involved, but not yet paying them? what were kind of the little bit of the tricks of the trade to get finally to be in front of investor and looking legitimate? 

Kevin Damoa: So we tried out of the gate to get in front of investors, and I-- when I say we, I mean, we as Glyde and just me as a solo founder at the time until I brought on another individual.

But, it was trying to pitch as many people as possible not knowing what pitching really was really shaping my storytelling. bootstrapped the company for a few years before we got our first institutional funding from investors, and then we got some angels in along the way as well in, in very small checks, but not enough to actually be dangerous.

But we went through Antler's incubator in, in twenty twenty-four, and that taught me a lot. It, it showed me where I was making the mistakes in pitching the business as well as structuring the business, how to be attractive to a VC and a high net worth person and to story tell in a way that sells as an actual company and not just this vision of this toy that may or may not help the world to be able to, qualify and quantify the problem in a way that, it can pay dividends into investors into our business.

So Antler taught us a lot of that. We went through that accelerator for about three months, and then we got our first big investment in twenty twenty-five, and that came from Antler as well as the Veterans Fund. And we started to get on the, the pitch circuit. So, One thing that I would tell founders or folks that are starting on this journey is join accelerator and find a mentor or do both at the same time.

You'll need a person that'll look at doing what we're doing. A founder mentor and tell you the struggles that they have, and you pair that with this real world knowledge that this accelerator will give you and a lot of the real world knowledge is tied to theory as well so you have the full picture put together while you're navigating it.

Jeanne Gray: So the accelerator got you to the warm introductions and they themselves even became an investor. So that seems like a game changer to me. 

Kevin Damoa: Yes. Absolutely. 

Jeanne Gray: And they took you through the whole aspect of pitching and, getting rejections? Or ... Since you were in their accelerator, you were able to jump over the hundreds and hundreds of rejections other entrepreneurs describe?

Kevin Damoa: Well, I think, during the process, trying to pitch all these folks you get more nos than yeses. And you get a lot of maybes as well, but maybes are actually no. You start to realize that over time. But yeah they teach you how to handle that.

But a lot of it's grace. One thing, one attribute that I think that most founders or folks that wanna do this journey is to have grace for themselves as well as the person on the other side to not beat up either side. You know, A no is a no, and there's wisdom in those nos and those maybes, and then there's wisdoms in taking those rejections and asking for that feedback as to why that no is, so you can apply that to your talk track as well as your business and make you even stronger.

So I am more appreciative of the nos than I am of the yeses because the nos have helped propel me to where we are today. 

Jeanne Gray: in the early days, did you ever get to a spot where you thought, "Can't do it"? 

Kevin Damoa: Oh, it was, like, almost every day. you know, God says "Be still," right?

The first is Send me," and I felt like I was sent to do this. This mission is something that I've worked on my entire life, so was I the right person is the question that I asked myself quite, daily, even now sometimes. Like, Hey am I supposed to be here? And that answer is, yes, and be still in it.

And it will come through patience as well as tenacity and grit are the three things that are needed to do it. But yeah, it's a question that you ask yourself a lot. It's a sacrificial role being a CEO of a, a startup or even a CEO of a company looking to change the way that a legacy system a collection of legacy systems have operated over time.

And, there's more I would say downside to it than it is upside. Your upside is not rooted in self. Is rooted in paying back to your community in full fold and taking bits and pieces of it and paying dividends into the people that pour into you.

You're a vessel in that community is the reality of it all 

Jeanne Gray: It's what you put out can come back, and- 

Kevin Damoa: Absolutely 

Jeanne Gray: ... it seems you really understand that, formula. You did bring up- Yeah ... one point, and it, in terms of adoption in the marketplace, you built something or are building something that's displacing forklifts, displacing certain things.

Mm-hmm. So is your biggest challenge existing infrastructure and the resistance of change, or are there competitors emerging that see your technology and may try to enter the market? 

Kevin Damoa: Yeah I believe it's a combination of both. Logistics is one of the oldest service industries of the world, and I believe the most important.

I'm biased, though. I've been in this field my entire life. But to change something that has been, you know, stuck in time for so long and has been iterated so slowly there's definitely resistance in, adoption, especially at the level that we want to. We say, "Don't ship it, just Glīd it," meaning we wanna be the next way that you move things that, sixth, iteration or mode of transportation. So you have ground, rail, ocean, air, space now and then Glīd being able to shift between the two corridors. So naturally, yes, you'll have, that's crazy. I'm not gonna do that. That never exists. You get that side of it.

The other side is, yes, you're gonna get incumbents. I love watching Marvel comic movies and I was watching The Avengers the other night, and the Vision. Vision is like, this cybernetic robot superhuman superhero. He said that the number big conflict events in the world has corresponded with the number of heroes that have come out to head.

It's the same thing with technology. The better your technology is, the more folks want to, create their own to compete or fill the gap in ways that they feel that you missed. So the best thing to do is, create consistently. You see the top companies do this, SpaceX and Anduril and folks like them where yes, you'll see incumbents come out to the market, but what is your moat?

What is your unfair advantage where folks can't keep up? So for us it is that road to rail transportation. We have folks that sit on both sides for emerging technologies. We have rail folks, and then we have road folks. We have no one that fits that mold in between. Glīd sits in that solely, and we have the only patent for that as well.

Jeanne Gray: did the early investors, buy into the challenge and the timeframe for you to build out the technology and get the early adopters? Was that a key element of the pitch for them to realize you could do it, but it, there was gonna take some time, and they were willing to spend that time with you?

Kevin Damoa: so it was on two sides. So for our product, we have the Glīd RM as well. So the Glīd RM is built by a contract manufacturer with us. support it in that joint design process. So we built a first of its kind vehicle called the Glīd RM that has a hook lift on the back capable of picking up a fully loaded 20-foot container.

And then it has road and rail wheels, so we can deploy now. That product takes about four months to build. And once it's built, we have full certification. That's all we have to do is put a driver in. So that was really interesting to investors. So not only would they be able to see the product working in real time, this, the functionality from going from road to rail but we'll be able to fulfill the customer pipeline that we were able to garnish during that time in quick succession.

So we didn't have to wait for homologation as well as certification for Raydin in order to show the benefits of what our theory is for Glīd. We can do that with Glīd RM while going through homologation and certification for, the fully robotic vehicle for Raydin. So that was really interesting for investors as well as customers 

Jeanne Gray: But from the time that you are completing that and your early adopters where you're gonna, scale, is that something you're achieving over a timeframe of months or maybe two to three years?

Kevin Damoa: Yeah, it's gonna be a matter of months. Glīd RM is currently in two locations. One's in California and one's in Texas entering activities in the coming months. We're in the process of onboarding those signal operators to go through some training and then we'll deploy them out with active customers within our, pipeline, within our book of business almost simultaneously.

So operating in two disparate locations on two different commodities underneath the Glīd paradigm, having our hardware and our software do its thing and being that next transporter that we speak to. We're looking at, Q3 on having that actually happen. 

Jeanne Gray: That's pretty exciting, I would say, to have reached this point where everything's- Yes

pulling together. 

Kevin Damoa: Absolutely. 

Jeanne Gray: You'll send me some videos, right? 

Kevin Damoa: Yes, I definitely will. You know I will.

Jeanne Gray: So, As we're getting sort of, close to the end of our conversation, share a little bit about the Service-Disabled Small Business program that have had involvement helping your venture. 

Kevin Damoa: Yeah. So, I, I'm service-disabled veteran and that is a, it's the SBA has that certification that you can go through for folks that, are service connected disabled. And what that does is it exposes you to venture capital as well as banking on the debt side as well as opportunities throughout the industry as well to help bolster your business.

When you apply for different contracts it, it gives you a bit of an upper leg as well. And I'm grateful for it. To be able to serve this country I, I feel is a great honor. but to be able to be repaid back for, you know, something that we wanna invest our time and energy to as business owners on the banking side as well as the certification side is quite rewarding.

Jeanne Gray: And the Veterans Fund, share a little bit about their background. 

Kevin Damoa: Yeah. The Veterans Fund I love those folks, by the way. They were the ones that gave us our big shot. We're a part of a pitch competition with JCAL where we placed in the top three before we were anybody. We were going through Antler's accelerator at the time, and Ryan found us after we applied, and he gave us a good shot, and then met with Justin and Mike and Lisa.

Just lovely people. But they are veteran-ran. They have service members that run the fund, and what they do is they invest in, founders that were service disabled, connected or just veterans within themselves that are doing very hard things to service our community.

Life after service, from boots to boardroom and solving the most mundane problems at the greatest risk and that's what most of the Veterans Fund portfolio is made up of founders that meet that genetic makeup. 

Jeanne Gray: That's pretty awesome that that exists for entrepreneurial veterans who are...

They took the risk of going into the military and, if that wasn't enough, they wanted to become entrepreneurs. So- 

Kevin Damoa: Yes. ... 

Jeanne Gray: there's a, there's a story in itself about that mindset that we don't have time for, Kevin. Gotcha ... so the last part is something that you intrigued me when we were first talking, was about the whole environmental and social impact of what is going to roll out over the coming months and years with your new technology.

So share a little, or explain a little bit about how that is going to occur. 

Kevin Damoa: Yeah, absolutely. A- and it's a part of our system. So if, you look at the transportation system since the beginning of time the railroads as ports and a lot of our service corridors are built around marginalized communities.

Communities that house, folks that are a lot of times forgotten about. Or they were in towns where they're once thriving. Look at Detroit or a lot of our rural towns that were the source of our lumber and our minings when those goods started to go away and be outsourced or these, you know, was outshored. It was those jobs left communities burdened. Communities that were, once thriving are now impoverished because of it. So what our technology does is it goes in and, and it revitalizes those communities.

It provides those folks with real generational wealth in the form new jobs as well as the knowledge and new capital in order to, bolster those rail lines, pull those folks, out of the, those communities, and actually make their communities richer is, is what we wanna do.

Imagine when your relics become resources is something that I think about, quite often. You know, And I see, rails and as well as these decaying towns and communities as those relics that are actually our resources. As we look to reindustrialize America, where do you pull those jobs from?

Where do you pull those resources from if you're not going to import them in and you're gonna depend on, the A- American strength is gonna come from those communities and that's exactly what Glīd focuses on. 

Jeanne Gray: It sounds like a very strong economic development component that is a big part of your mission.

That's pretty cool. 

Kevin Damoa: Thank you. Thank you. 

Jeanne Gray: you've shared so much, but I'll still pose that last question. If you have advice for a first-time entrepreneur what would it be? 

Kevin Damoa: I would say think about the problem that you're looking to solve and ensure that it's a problem. And look in and make sure you're that person to solve it.

One thing that I see with a lot of founders and entrepreneurs is they go to a problem that looks cool in the public. I wanna be the next, Jeff Bezos or Elon Musk or you name that person. But the problem that they're looking to solve isn't actually a problem. It's a widget, it's gonna really fix anything sustainably.

So that's the first item that I would say. The next is to educate yourself on how you solve said problem on each one of those core tiers. The product. How do you fund said product? How do you reach said customers? How do you sustain those customers? And how do you continue to iterate and evolve your product as the problem gets worse, right?

'Cause the problem, gets slowly better, but as change gets incorporated, you have bigger things that weren't thought about. So That's the advice I would give to a person. 

Jeanne Gray: Yes, I think we all walk around and see a lot of problems be solved, but the entrepreneur really understands the difficulty of the execution.

And, you shared today, Kevin, really an impressive journey of taking on something of really quite complexity in logistics and transportation industry. So very much thank you for being a guest on Experience Voices. 

Kevin Damoa: Ah, thank you so much for having me. It's been an absolute blessing to talk to you, and thank you for the conversation

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