Stop Being The Underdog: One villa to 100 million

We went quiet for six months, then came back with the only update that matters: Serenity Point is closed and fully subscribed, and we’re planning the grand opening. I walk you through the messy middle that never shows up in pitch decks, the missed January equity target, the investor hesitation driven by real-world uncertainty, and the moment we realized the “clean” structure on paper wasn’t going to land in reality. If you care about entrepreneurship, raising capital, and building a real estate business that actually closes, this is the honest recap.

The turning point is a hard pivot in the capital stack. We lean further into debt, secure additional lending, and reduce the equity we have to raise so the deal can move. I explain why institutional capital kept passing, why investor check sizes matter, and how introducing new unit classes changes the conversation for accredited investors. We also talk operations and execution: construction timing shifts, furnishing lead times, and the hospitality details that turn a luxury vacation rental in Canmore into an experience people remember.

Then we get into lessons learned, with receipts. What worked was compounding small wins, using AI to research, write, and level up fast, and rebuilding our website when SEO and analytics weren’t performing. What didn’t work included chasing unlikely capital, hiring a marketing agency too early, and trusting the wrong advisor on a retainer, a mistake that ended in litigation and a win. Season two moves from “one person with AI tools” to building a real team and a bigger company, with a more sustainable monthly cadence. Subscribe, share this with a founder who needs a pivot story, and leave a review with the one lesson you’re taking into your next build.

Transcript

Vladlen Stark 0:09

Welcome back to the Immigrant Hustle, an unfiltered CEO's playbook on building a business with AI. I'm your host, Vladlen Stark. If you're tuning in to the show for the first time, this show is about pulling back the curtain on my journey building Luxara. The grind, the challenges, the wins, the losses, the late nights, all of it. Today is June 21st. It's the Father's Day. And one of the gifts from my family today is an afternoon off. So I can finally record the final episode of season one and hopefully answer some of the questions that have been outstanding for quite some

Six-Month Gap And The Big Update

Vladlen Stark 0:59

time. I've got a little clip here that I recorded last weekend, and I'd like to roll it now. It's been almost six months since I recorded the last episode of the podcast. And in that episode, I promised everyone that I would either be in my house pouting about what could have been, or I would be where I'm standing right now on a deck of Serenity Point. Mind you, there's still a bit of construction going on. Three sisters in the back. And telling you all that we did it. We're closed. We're fully subscribed. It's been an incredible journey getting us to this point. And I really look forward to talking about it and updating you all and what exactly happened in the last six months. In December, we had the credit union in motion. Those approved to do about 47% of our deal. We had the developer vendor take back negotiated at that time. We had our marketing engine running coast to coast. We had webinars. We had finders working across several different provinces. And we had some institutional capital in the works. And we had a deadline of January 31st to find the rest of our equity. Then January happened, and we didn't hit our target, unfortunately. The institutional capital that I had been chasing at that point for five or six weeks did materialize. And honestly, it shouldn't have been surprising after everything that I had experienced in months leading up to that. I had already talked to several funds at this point, and all of them were pretty consistent in their messaging that the deal was just too small for them. And exposure to single asset and new asset manager, uh, that just wasn't something that they're were willing to do a deal on. Nonetheless, a few of them did string us along for a little while. And I'll talk a little bit about that and our experience with one of the capital finders a little bit later in the episode. But

The Surprise CFO Role

Vladlen Stark 3:26

as all this was unfolding, something totally unexpected came along. A search for a CFO role for Remuda Group uh landed in my inbox. And this was totally unexpected. I wasn't looking at the time. I was 100% focused on Luxara, but the opportunity looked interesting enough. So I decided to check it out. And I had my first meeting on, I think it was Christmas Eve. It was my first interview downtown uh with a recruitment firm and the CEO of Remuda. I felt really excited. I really connected with this gentleman called Steve, who's the founder and CEO of Remuda. And the second call and the third call and the meeting after meeting followed. And by the end of January, I had an offer to become a CFO of Remuda Group. I joined the company on February the 2nd. And honestly, it has been a wild ride ever since. I am very happy in hindsight four months ago now that I made the choice. It's a really fantastic team. It's a fantastic company with a tremendous growth story and a lot more to come. A CEO who is a true visionary and has been a really fantastic partner to work alongside with. Being back in the office and surrounded by people aligned on the mission, working towards a common goal, gave me something I didn't even realize that I needed, which was just this breath of fresh creative energy, a direction, inspiration that I was drawing from the CEO, the rest of the team, tackling problems at a much different scale than Luxara, of course, being the little startup and Remuda being a large and established company in Alberta with big, big ambitions and big, big plans that I'm helping execute every day. Somehow all of that fed into Luxara instead of competing with it. And it charmed me. It got me to do my best when Luxara needed me at my best. The

Pivoting From Equity To Debt

Vladlen Stark 6:13

version of the deal that I was describing in the earlier episodes capped at seven or eight investors, all with the 550K investment thresholds, um balanced, uh clean split, almost a clean split down the middle between the equity and debt. All of that looked good on paper, but didn't quite land in reality. And as I kept stressing throughout the earlier episodes, when you're building a business, especially early on, you really have to adapt to your realities. You have to be able to make difficult decisions, you have to be able to pivot. And that's exactly what we did. What ended up happening is that we went back to the drawing board and challenged ourselves whether or not we could take on more debt and reduce the required equity to raise the deal. And a lot of the people you talk to, they'll tell you that equity is the most expensive way to raise money, which in many ways is true because you do have to share your profits for the duration of the deal with those equity holders. In our case, we already had the deal with the credit union for 47% of the loan. And we went back to some of the earlier uh partners that we had talked to and were able to get us a bridge facility for another 23%, which brought a total loan to value to 70%. So we only needed to raise 30% in equity and not 53% in equity. Now we were still a bit short, even with less equity to raise because of a lot of the macro and microeconomic conditions in Canada at the time. We were watching live and now the war in the Middle East, and we're still living through the consequences of that. So we found that a lot of our investors were just sitting on the sidelines through all of it. And uh, the hesitant ones from a handful of months prior were even more hesitant in light of this new uncertainty coming from the Middle East. But the real, the real big win here was going back to the developer who has been a great partner for us all along, has been very patient, has been very flexible, and negotiating that they actually retain a piece of the equity uh heading into the close of the deal. And all we needed to do was find another 250k to complete the raise. We did that in relatively short order when we were able to tell everyone that we were at 90% of the raise done. So that was a huge change in momentum. And as of the date of this recording, as I noted earlier, we are fully subscribed. We have our entire debt and equity stack in place. We are moving forward with planning of the grand opening. We are moving forward with planning of the sneak peaks and negotiating with the vendors and really trying to figure out all the exciting things. The furniture, the operations, the private chef and the bartender were going to book for the grand opening and then use for the bookings after that. And all of that, which is another really exciting chapter in this. And uh heading into the next 12 months, our commitment to the developer in exchange for their partnership is that equity that they are committing themselves, uh we will actually be reselling uh to our new investors coming in. The developer's job was to finance the builds to deliver the product, which they did. And now they want to keep doing that because that is their business, and of course, we want to support them in that. So uh we'll do our best, of course, to raise that money as soon as we can and liquidate them through our Luxara unit transfer program, which is one of our main mechanisms for rotating equity in and out of the limited partnership, uh, which basically means that the existing partner uh would sell their stake at a fair market value at that time.

New Unit Classes And Waitlist Plan

Vladlen Stark 10:39

Now, what is important to understand is that by its nature, we are a close-ended fund, which means that uh we have a set number of units uh that we will issue at every denomination. And since the last video, we actually introduced two new unit classes, uh class C and class D, which have nominations of 250,000 and 50,000, respectively. And we did that because we realized that while the deal was too small for many of the institutional investors, for individual investors, north of half a million dollars is a pretty big check to write. And uh it could be a pretty substantial part of their portfolio. So it wasn't really a fit for many of our retail investors. So we decided to introduce these two new classes, and that's something that we will continue doing with our new raises, and of course, in liquidating the developer equity, we will do so having all three shared classes available. One other note I'll make is that my capital is staying in the deal. I think it's important for me to see it through all the way to completion and and not sell along with the developer. So I am committing to be in the deal for the long haul. And then I will do my best to participate in every deal that we do. That is my hope and my dream. If you are an accredited investor and looking to be in on a wait list for any of the positions that open up in this deal or the next deal that we will be working on, um you can check it out uh fully on Luxara.ca under the capital section. And uh there's lots of information there for you to check out to be put on the wait list to inquire and connect with us as a team. And we look forward to chatting with you as we look into deal two and onward as we grow across the Rockies.

Construction Delays And Launch Timeline

Vladlen Stark 12:45

The other thing that changed was the possession date. Uh, the original possession date was on June 1st, 2026, and that would allow us a full summer to be able to rent it out, which is the peak season uh for Canmore. However, there were some construction delays that pushed that completion date to July 31st, uh, so we'll be taking over on August 1st. The two extra months were actually a blessing in disguise because we were able to source the furniture more deliberately. Uh, we've been able to find the vendor for the sauna fully custom built to procure a really nice cold plunge, a really nice hot tub, all of which requires some pretty significant lead times. It also gave us an opportunity to start working very closely with vacations in Canmore and develop our plan of attack for operating the property, for finding all the right vendors and partners, and really be ready for that grand opening to take place.

Underdog Feedback And A Mindset Shift

Vladlen Stark 13:51

A little while ago, I got a message from one of the listeners, and it's been on my mind a fair bit ever since. And I've been reflecting on it, and I would like to address it right now because I think it's quite relevant as we wrap up this season and of course head into the next season. I'm paraphrasing a little bit here, but the message basically said that I have been playing too much of an underdog the whole season. My first instinct, as anyone, I think, was to maybe push back a little bit on that. The doubting was real. We did get a lot of no's, we did talk to dozens of law firms, we did get crazy quotes, we talked to investors from coast to coast, we talked to hundreds of debt providers, we engaged with people right, left, and center, and a lot of it was incredibly difficult. All of that was real, all of it shaped the past year that I've been working on this, and all of it really put a lot of the framing to this show. And I think what I was trying to do was really to be relatable because I think a lot of these challenges are very common, and I wanted to make sure that people who listen to this could really relate and perhaps get inspired when they overcome their own challenges in their own ways. And I've stressed this before, and I'll stress it again that, you know, uh fortunately or unfortunately, I'm not a 22-year-old kid anymore. I've had a lot of corporate experience in big energy, in public accounting, now in construction and manufacturing. So I've had pretty significant networks. I knew who to call, when to call, how to negotiate, and still I ran into all these challenges. I wanted to make sure that I talked to them, that I highlighted them, and I hopefully provided some advice that was helpful for folks who encounter these same issues. But ultimately, I think the listener is right. Especially now, we're not underdog anymore. Serenity Point is the first luxury-detached home zoned for tourism. And it's the zoning that has now been retired and voted against by the council and will be very scarce moving forward. We have an asset that's almost eight million dollars by the time we furnish it and pay all the closing costs. We have something truly unique and exciting to bring to the marketplace, and now it's time for us to execute. There's no time to dwell, it's time to celebrate, it's time to get excited, and it's time to kick some ass. I do want to thank that listener for bringing that feedback forward. I think it's important, and that's something that I'm going to take away and incorporate into the show going forward.

What Worked: Small Wins And AI

Vladlen Stark 17:04

The episode is about lessons learned, so let's talk about the lessons. I want to start with the things that did work. If you're building something on your own, I hope these are genuinely useful. The number one thing, small wins compounded relentlessly over time. Hundreds of cold conversations over the year. One thing pushed another day after day, heads to the website, email creation, uh, content creation, all of it. One little step at a time, compounded over time, has been a game changer. AI certainly has played an absolutely central role in this, and I continue doubling down on AI as we move forward. I used AI all year to do things like research, copywriting, organizing my thinking, learn the language of the securities regulation, some of the legal aspects of the deals and international research that allowed me to level up my knowledge and my understanding of many different areas that were new to me a year ago and really enter a lot of the conversations on the same level as the people that I was talking to. Website is probably the clearest example of this. I've talked about it in the past. By the time we hit March, I had made thousands of edits to the website through Lovable at the time. I had made thousands of images, hundreds of videos to get to the 60 seconds of footage that we had on the website in various hero videos. But at the end of the day, it wasn't performing. The way the site was rendered, the way the SEO was done on the lovable backbone just wasn't doing the job. We didn't have the right analytics, and we just had to pivot, which is again the other thing that you really have to master is understanding when you need to change and how to do so very quickly. And really not getting too attached to the things that just don't work. As I said, hundreds of hours, thousands of edits later, I could have kept trying to make that website work, but instead, thanks to AI, I was able to completely rebuild it on a whole new infrastructure called Astro, and now using Cloud Code to do all the development, all the deployment, change the way the site was hosted, get it up to a master class type website when it comes to SEO, when it comes to user experience. And as I reflect on that, one of the first few episodes I was talking about, my AI stack that has already changed pretty much entirely less than a year later. I think I was probably recording that episode in maybe late September. And now in June of 2026, I'm using totally different tools for the most part, with Claude Code and Claude Coldwork being the two big prominent ones contributing to my productivity every single day. The other thing that absolutely worked was the framework that I talked about in the past that was coined by Jim Collins of right people on the bus, wrong people off the bus. I cannot stress this enough. It's something I've been consciously or unconsciously using for most of my career, but it really became clear after I finally read Beyond Entrepreneurship. And it's been something I've been living by for the last handful of years, and especially for a venture like Luxara, it has been absolutely critical, especially in the early days. Sean and Donna, vacations in Canmore, who helped run the open houses, the webinars, the showings, planning for the grand opening, talking to the vendors in town. Absolutely right people on the bus. Bruce Waterman, who has been an absolute beauty of a mentor for me over the past few years, and just the voice of reason and voice of inspiration. Again, tremendously helpful through many of the dark times that I had to work through in the last 12 months building this thing. Andrew Wong, who's been our counsel at Gowling, who has done most of the legal work to date, is one of the Believers, as I described them earlier. It was Andrew and Chris from Gowling who believed in us early on and have been absolutely phenomenal counsel us throughout everything that's been going on. And of course, Dex, who has been a great partner and a fantastic resource when it came to negotiating uh the financing with both the lenders, really looking at it from multiple angles and helping us get a pretty fantastic deal on both of the deals. Um, and throughout all of this, he somehow held this unwavering conviction that we were going to absolutely knock this out of the park. Now, these are the folks who've put in some real big hours over the last six months, and I'm eternally grateful for that. I have a fantastic group of advisors going beyond these few that I mentioned. And there's been a ton of people supporting me in my networks, my friends, my family. And it's really been a tremendous experience getting all the support and encouragement. The last thing I'll say is taking a bit of a pause and slowing things down at the right moment can also be very, very useful. And for me, those were the two trips that I took to Costa Rica. One was before Luxara even got going, and then the second one was the one I recorded the episode from Vista Bahia. Uh, they really allowed me to reset, reflect, recharge, which I think is tremendously important, and I encourage you to do that as well if you're building something on your own. So those are the things that worked.

What Didn't: Funds And Marketing Agency

Vladlen Stark 24:04

Now there's no shortage of things that didn't. And despite me listening to the advice of the listener, I do need to mention them because it's important for you to hear of some of the things that we went through. It's important for you to understand how we got around them and what we did differently as a result. And hopefully I can bring you some value in that as well. The first thing was certainly at the institutional angle. I was hopeful. I thought that it might work out, especially after we engaged with a few capital finders across the country and had some real conversations with the funds. But at the end of the day, um, it was something I should have understood better, and that it was wasn't going to be a likely outcome for us, at least not at this stage. It's certainly something that we'll be looking at doing in the future. But at this stage, we probably spent a little bit too much energy on pursuing something that was highly unlikely to come to fruition. The other thing was with marketing. Back when I was recording this in December, we still had a marketing agency. And unfortunately, that did not deliver the value that we were looking for. Uh, so we uh terminated that arrangement. I don't want to dwell on it too much. I think it's very difficult to find the right agency, especially at the right price. Uh and then I think largely came through our own inexperience in that area. And I think if I had any advice in reflection to that, I think it would probably park the idea of hiring an agency until much, much later in your business cycle and really trying to drive some initial success and some revenue before you hire a marketing agency. We were maybe a little bit anxious, maybe a little bit desperate at the time that we hired them, thinking that we had to pull all the stops uh to get the investors by the deadline we were looking to raise the money by. And I think that that really set us up for failure in that department. So we've paused partnerships with marketing agencies or any other advisories for the time being. And uh, we've really ramped up um AI, even in the last few months, towards our marketing efforts, really writing a strong marketing strategy. And I was actually very fortunate to also bring somebody on into an advisory board with a really strong marketing background. And that's the angle that we're gonna take it from for the time being until there's some scale, and then we'll look to maybe uh bring somebody in-house for the marketing aspect.

Capital Finder $%#(@& And Lawsuit Lessons

Vladlen Stark 27:14

The other thing I didn't mention in the earlier episodes was um that we had a capital finder, um, and I didn't bring it up because that situation was still unfolding, and it actually ended up in litigation, uh, which is now concluded. So I do want to reflect on that. We hired a capital finder, we paid him a retainer up front, we signed an agreement, and honestly, we should have seen through all the nonsense. We should have done more due diligence because the guy turned out to be a fat lying piece of shit. And might have to mark this episode as explicit after this little outpost, but he fully deserved it. It was months of nothing. Uh, he claimed he was working on some deals, that he had all these leads. He ended up trying to do a rug pull on us with finding us a debt broker who was offering some debt instead of equity, which we explicitly removed from the agreement. And then when we finally asked for our money back, which I very explicitly wrote into the agreement, he flat out refused and just stopped all communication and said that he was going to stop working the deal at that point, which he never worked the deal in the first place. So we sued him and we won. And now it's a public record. And I later found out that he actually pulled this on more than one person, and I'm actually trying quite actively to help another company who was unfortunately a victim of this scammer to uh to do the same thing, to take him to court and to hopefully win their case as well and recoup the money that he owes them. There's a lot of bad actors out there. A lot of these guys who promise you the world might even have references as this guy did, might even have some track record that is feasibly true. But I would be very, very careful if you ever trust any of them. And honestly, I I would probably recommend that you stay away from um advisors, and if you're raising capital from capital finders, um, unless you actually engage with um an example market dealer, and you get listed on their platform, and there's all the regulated checks and balances in place. But private capital finders are certainly an OGO. And actually I've extended that same mentality towards pretty much any other retainer at this stage. So I have done paying anything up front. Everything from here on out is contingent, um, except for legal. Legal is something that, of course, I'll I'll have in place, but we've had such a fantastic legal team this entire time. Gowling has been absolutely phenomenal. They were unfortunately conflicted out of working the real estate side of the transaction, so we brought on another firm to take care of that part of the deal. So um, again, I'm full of free referrals if you need them in a legal space, but that's about the only place where I'm still willing to bring on external advice and paid external advice until much, much later in the game. Everything else I had already reflected on in the past, I mean, we did have an episode on challenges earlier on. Um, I just wanted to highlight some of the newer things that uh did unfold since since the last episode, and some of the more significant things, of course, as the lawsuit. So but with that out of the way,

August Opening Plan And Brand Details

Vladlen Stark 31:41

what's next? What does August look like? We take possession on July 31st. We already have a transition plan in place. The furnishings have been getting ordered today. Actually, I put orders in for the cold plunge and the hot tub. We already had our sauna custom designed and ready to be built. The house is pretty much ready. I've been coming there every couple of weeks and checking it out, and it looks absolutely phenomenal. We are hosting a couple of sneak peeks uh leading up to the grand opening, the second week of August. And from there on out, we'll be ready to welcome guests. We're we're planning the venue, we're planning the chef, we're planning the catering, we're planning the bartender, the music, and everything else for the big evening. And then following that, it's the first customer, the first sale, the first dollar of revenue from Serenity Point landing in our bank account. That is so exciting. I've been working with Sean and Donna at Vacations in Canmore on our operating plan, on our ritual. We've been designing our entire brand identity when it comes to the hospitality angle of the firm. Since the last episode, in fact, I have finally decided to separate the business and what makes sense into Luxara Capital, which is our investment arm that focuses on high-returning, high-yielding assets like Serenity Point, Luxara Estates, which is our experience, and legacy arm to ownership of assets like Vista Bahia, and maybe some of our Portuguese and other oversea properties that will be more for stays and for family experiences for our investors. And then finally, Luxara Reserve, which is our collection of our assets, and really focusing on the hospitality experiences of the properties that we operate. We're drawing a lot of inspiration from brands like Amman and the Ritz, the Four Seasons, and really working on even little things like the little rituals that we're going to have, the way we welcome our guests, the little written notes that we're going to have when they first arrive at the property, the gift basket, and all of the little touches that make your experience unforgettable. So everything we've been doing for the last year really has been pointing towards this moment to finally getting to a point where we can say that we swung big and we hit a home run. Serenity Point is ours. The doors are opening in August. Everything is in motion. People are excited. I'm excited. We are ready. And I know we will knock it out of the park. And we'll keep doing this over and over again and really building something truly exceptional in the Rockies, in Costa Rica, and beyond. On the new website, I've got this little timeline with yet another Jim Collins little term called B Hag, big, hairy, audacious goal. On there, I have one villa to a hundred million, which basically reflects on the path and a trajectory we're going on from one villa in Costa Rica to $100 million under management across our portfolio by 2030. We are less than a year into this. We're already at 10 million with the two properties that we have. Serenit y Point is certainly a flagship, and we'll likely look at something a little bit less grand for our next project. But one now that we've figured out the recipe, now that we figured out the structure, we have the agreements, we know the marketing, we know have the relationships, we can start building and compounding, and I think we can get there. And that being hairy, audacious goal is going to be reality in less than four years from

Season Two Scope And Monthly Cadence

Vladlen Stark 36:29

now. So season one is now wrapped up. What is in stock for season two? Season one was about whether one person working basically overtime at the kitchen table at night with a few AI tools could actually build something. Season two is going to be about building something much bigger than I am. There are now multiple people working the deal. There are advisors, there are people on the ground, like the vacations in Canmore and all the other vendors that we're negotiating with right now. It's not just one dude at a laptop at 11 o'clock on a Tuesday. We're building a rail team, we're building a rail company. And I'm very excited for what's in store. What we are going to do is we're going to change up the cadence once a week was a very ambitious goal. And I did actually deliver on that goal for the most part over the first handful of episodes. But that timeline was really compressed. And it was compressed for a reason because we were trying to work towards that December 15th deadline for Serenity Point. I think a much more workable and manageable timing is one episode a month. I have a lot of things to work on, especially right now, as we're trying to get Serenity Point off the ground. I have a full-time job for a group of companies that invigorates me, that inspires me. And I do want to make sure that I am delivering on my responsibilities as a CFO and a partner to Steve. So I cannot let that slide. And podcasts has been something that's been a lot of fun that I've enjoyed doing and I want to continue doing. I don't really treat it as a huge marketing exposure for Luxara for myself. It's just been a fun little side project that I hope provides a little bit of help and inspiration to a lot of you out there who are trying to build something on your own. I started recording in September of 2025. Nine months and 10 episodes ago, as of this episode, I bought a mic and some lights and a tripod on Amazon. I watched dozens of YouTube videos and read dozens of blog posts on how to do this. And I'd sit in my office. I write a script when the kids were asleep. And then I'd sit in front of this camera and start recording. Ten episodes later, this show is in 25 countries and 91 cities as of today. People I have never met, never seen, and might not ever meet or see in my life, wrote me notes reflecting on one episode or another of how somehow it helped them get over their own problem, drive a bit of an inspiration, help them look at a problem from a different angle. And honestly, that is the part that I'm most grateful for. That is the part that is most meaningful to me. As I already said, I didn't set out to build an audience to make this into my living. It was something I did to hopefully provide that experience and inspiration to someone else to be accountable to myself for following through on the promises that I made to reflect and live up to the legacy that I've been trying to build that I've talked about in depth in episode one. And I think a big part of it is the fact that I have been so honest and that this has been totally unfiltered, that really has resonated with people. And that's something that I promise I will continue doing as long as I make this show because I think it's important and I think it matters.

Legacy, Thank Yous, And Closing Words

Vladlen Stark 41:05

I want to end the season the same way I started it. And the first episode, which was one of the most emotional things I've done in a long time, I talked about my grandfather, who is forever my inspiration and my North Star and the legacy that I'm building toward. Building Luxara has never been about money for me. It's been about removing the burdens, the financial barriers, the legal complexity, the logistical nightmares that keep people from achieving their dream of owning that trophy real estate. That is the company that I strive towards building. Been building it in 2025 and 2026, and that is the direction I'm going to keep taking it as long as I'm at the helm. I absolutely need to do a round of thank yous first and foremost to my wife Shannon, who has been supporting me throughout all this and helping out with a kid. To my son and my daughter, you are the why behind all of this. To my parents, my brother, my grandparents who are no longer with us. Thank you for giving me the values and the framework to work within. And I hope this is the legacy that you can be proud of. To Andrew Wong, who has been everything that you could possibly ask from a legal counsel for any company, big or small. Dex, who has been one amazing partner and a beacon of light and hope throughout all of this. Thank you for being there for me and supporting me in a way that few people could have. To Sean and Donna, all of this craziness really started when we connected at that base camp event. And the amount of work that the two of you have put into this and will continue putting into this now that we're going live is absolutely incredible. And I am so grateful for that one evening and everything that you've done since. And of course, to all of you, twenty-five countries, ninety-one cities. I honestly get chills even saying that. It is absolutely incredible. I'm so excited to keep doing this. I am so grateful. And I hope in some small or hopefully big way I can provide some help. I can inspire you to do better. And most of all, I can inspire you to pay it forward and lend somebody else a held a hand. Thank you all from the bottom of my heart. This has been the season one of the immigrant hustle. I'll see you again soon.