Building Ventures That Lasts Ft. David Ogundeko

The signal is on I-21.3, well I'm with you for the signal market, please call us, it's 10-10-15. We'll go straight to the interview for this morning, very, very special thanks to. Okay, so let me finish laughing first and then start my third process. So a very special thanks to Sholat or Shomai Ki Hu. Two months ago decided that this was going to happen. I have with me how life was just life in myself was very funny, this conversation of happened like a month ago, so a month or two months ago, but for some reason life just decided to life, but I decided to own life, that's my time. But we're discussing beauty ventures in that last. No laughing at all because you know what I'm talking about, so just count down. Now, we're discussing beauty ventures that last and I have with me a poet, a poet first, entrepreneur, an adventure steward exploring the intersection of faith, science and system thinking as the founder of Phunema, a redemptive venture-building company. It helps healthy stage founders scale with integrity and clarity through cash and kind venture-building investments. It's right in through salt, S-A-L-E and bottles of bold happiness, blend spiritual reflection and poetic insights inviting readers to see business as both a calling and a craft, while not building ventures. It designs mathematical frameworks that re-imagined growth as a fusion of strategy, execution and grace is known as when it likes to sound very reciprocal, you're a woman, daffy deep, but we were calling David, David or good doctor. Oh yes, I was going to get you. My team had to do that research. Welcome to signals tonight to 1.3 and finally happened, so we're discussing beauty ventures that last. So the flies also, why should we build ventures that last? Wow, it should be just a little violent. No, and if I let you take it by force, so why should we build ventures that last? That's a very philosophical question. It's not the most difficult in business, but let me do my best to merge both. Everything that you see around you, it's designed by business, it's designed by ventures, the very lucky user, the presence of you, the very studio that you're staying in, it's purely by entrepreneurs. Do you have a vision how we got this should be? And we've got very good love to create every entity. And if there are business models in the designs of last, that means that our reality can be very, very warped. So we need to build ventures that last because, yes, they transfer reality, but there's a good economic opportunities for, not just for, you know, for you as the cross-layer, the entrepreneur, but for the society that you're embedded in as well. So we need to build ventures that last. It's very, very crucial. Now, if we're building ventures that last across the different divides or man abroad, what have you seen differently as business owners and entrepreneurs and people who are starting up businesses? Well, the regular startups. Beyond tech, what have you seen so far that medges everybody together? Technology is the, we're going to say that everyday in tech. I don't understand that statement. OK, I don't understand this statement, because technology is one of the several industries. We've kind of qualified it as an industry, but technology is an amplifier. If we look at everyday tech business model, based on traditional business model, that technology is going to be to sort of alternate, make it be more efficient. And now we have intelligence, it's actually tangents to make it much more sauce or stone to an extent or so far where to an extent is not really human, but you know what I mean, but without a real economy without real car car car car car car car car car car car car car car car car car We can't have technology. Technology can't just exist on the zone. So the key ingredient is, are you solving a problem that actually exists? And is that problem in a very crucial to the decency of life? Is it, is it, is it a block of a bottleneck to people in general, a decent lifestyle? Now, if you are a entrepreneur, are able to design a solution that takes away that problem, don't have a business, but what technology didn't do is start embracing the tools and the resources to make your solution more efficient. You can increase your throughput, scale it up as well, you can increase your movements, you can have billions of people. Two times, basically you listen to the platform, you listen to your, you know, you listen to the town square and you're chatting. But now you can do the same thing, but with someone in China who are you in, you know, if it's a computer, you can do the MITO. Yeah, that's just one of these really. Now, some will call you a venture capitalist and be nice, be nice. Some will call you exactly. Some will call you a venture capitalist. But you found a way to measure your faith with it. How do you balance it? I don't know if I had a question. I didn't know me that way. Yes. What do you have to ask? When will you run me and say that you're going to come and go and sprays an iPhone? It won't be. Come on. But I told you now. I told you that. I don't see myself coming. We have to do the job that way. So, for me to answer that question, I need your permission. Can I go to the Spirits? Okay. So, I've always rejected the emotion, the idea that we've got a circle there, and then we've got in the spiritual. And I've been asked for it because the exception that my society is accepted is not true. Both, actually, this is very, very spiritual because what you abuse is affected the lives of people. And every gay people really think about it. Even technology that we use in churches or in previous terms of Russia, that you cannot speak to a thousand people in a auditorium without a microphone. So, it's very crucial to faith. Yet, if people are supposed to be without a technology, see themselves not apart of the faiths of the spiritual culture or fabric, so to speak. That's a very, that's a, you know, it just doesn't make any sense. It's like creating chaos. So, now, back to your question, and how have I grown in faith with venture capitalists? So today, I was starting with my journey now. I started from memory in 2017. And I felt a lot speak to me. And when you told me that he also, he also used from memory to show the world that he's a different way to quit law. It is the way the world creates a world today. He's really about taking, taking care of him and giving it a bit. It's a very diverse, diverse society and very diverse. And it's actually the very roots of that approach is fear. It's a fear of not having enough of the fear of becoming mine or the fear of coming last. But we've got let's put that aside and then back to the question themselves. He's waiting to know is that he wants to show that it's a way to put it well by being generous, first of all, before taking for yourself, because you're going to be blessed as you are generous. A piece of advice would give, but because they should receive, they're pressed down, shaken to get around the world. But that's not the way venture capital works. It's, venture capitalists really about finding opportunities that can curate the most, being at the maximum of our standards that we transfer to investor. And you can never see that from the first principles basis, the founder who's being invested in it is not only the equation. It's not only the question, and this is where many ventures can get funded. Now, how long will you fit into it? Faith is saying that because God is my source. God is right back in me. God is a way that I said no mission. I don't want to understand. I mean, the numbers don't have to make sense from today. I mean, if I have the conviction that the business will be successful, then I will go ahead and back to the business because I can look as God sees the end from the beginning. There's just a lot to share with people. Imagine if you had a stock market back in the days, for those of us that were to travel. If you had a stock market in the days of Moses and Pharrell, and you could buy the digital dollar, or you could buy it usually. It's not just a mountain. You had to call it this then. Everyone would put their money to the back of the digital dollar, right? Because it was sort of part of the day. The United States Army, they had a good economy. I mean, it was booming. The city was booming. At that time, but the Jews had nothing. But what it got to do in one house, the entire world of Egypt was transformed to Israel. Now, what it means is that the traditional fund managers that would have been like the biggest crash in the history of Weston, in 2008, started not going to crash. But it was really important. I would go with it. I would go with it. I would go with it a few nights. So, that's what's driving me. I would do it in faith. What is it that you're always telling me about this business? I've seen founders, for example, from very from day one, we didn't have the volume. But VNTs would not want to back them. Because it just couldn't understand what they were trying to do. They felt like the problems were too difficult to solve, and maybe too infractable to scale. But today, VNTs is that's why I'm kind of rushing to put money to back then. Because the founder would have to prove what they're doing, and now it's scalable, and now this is a commuter back then. So, in all, we're not afraid to believe about the founder's story, and at the time, we're afraid to back them. So, that's all we're afraid. It's from the first person, the first business perspective. There's more at least the eye. And by looking at an opportunity from a spiritual lens, we can see what others could easily be sometimes. Okay. Well, the signal is about 1.3. What is causing? Building ventures that last with David Ubuntu, who's creating a community of. Well, let's be nice. Creating a community of believers who can create businesses from start and move through till the end. If you have questions, comments. Let me see. What's up message? 0, it's 0, 9, 2, 3, 4, 5, 9, 1, 3. Or you can call us 0, 7, 0, 4, 7, 100, 8, 9, 1, 3. Now, how do you have founders? Skill with integrity and clarity. Not just speed. Because in recent years, when we hear people raise money and phones, some people who are bootstrapping, wondering, "What are they creating?" And then, by the time these founders raise these phones, we see this ALBCD and all of that. And then two to three months down the line, one year down the line, everything has crashed. What do you then think is the problem? What have you seen so far? Well, a lot of this question. Sorry. It's an element of different principles. So, tradition of venture capital is about speed and skill. If you're not viewing a solution, that kind of draws a larger picture, but a larger picture is a market size. We're talking about millions and hundreds of millions of people. Can tap into existing cash flows. So, we're not having to create a revenue revenue there. We're just referring to money. Because that is a tenant of the market. It means that you can really scale your revenue potential in a very short time for about five, six years. And then, the access to the market is always sort of fairly very easy. Where that in jetty, that quality of customers on another basis, you grow about 10x, 5x3x, what about the cases? Then, if your solution cannot do that, then you're not going to venture capital. Now, there's nothing wrong with that model. The challenge, however, is about the ecosystem. Our ecosystem is not ready for that. We're still in the end of the stages of all. Should I say industrial evolution in Africa? And many markets in the field of self. Now, we can go deeper about the history of the conversation. So, I'll put that in the first business. I will say that business element of capital and founders. And I think that founders have been sold this, this first, this policy to be to be very kind, that you have to be the business for an investor. That's not true. The very reason why we're in business is sort of a problem, but a customer has. And we're not aware doing it. We're making money because it's a first change between the thought, between the business and the customer. We are recruiting value and we're taking value back from the customer so you can also keep on creating value. It's very, that's a very equitable transaction, very equitable relationship. And the founders can be redirected to focus on that. Then it's going to be very, very difficult for them to pursue or to be, you know, attracted to nice those persons signals. What are your nice signals? And this is kind of like a double triangle because the number of year program is signals. So, I guess as a particular language, it's one instance, signals mean it's, you know, it's a very nice precedent. Meaning that I will put a context of the question we asked is in return to find what would we customer is a business is organic. It's pretty much like a human being. For example, when we were able to do it, you can't say that child is a young woman with baby to university degree. And yes, the child is a property. That's one of them. That's even a danger. It's possible now. It's possible. But if you are that kind of child, that's what it means is look for. But anyways, let's talk less. Just as a child has to grow downically, you do that food, where that food didn't go to the right educational experience or whatever the case is. This has to go through down a kind of illusion and it takes time to do that. And there is a family used to find the right sources of nutrients in terms of customers and capital that would everyone and think that business at the right stage. There is a lot of capital too early on the presumption that a market size is really big. It's a really case that is dark on the truth, but because a market is weak, doesn't mean they can access the market in one year, especially in Africa, because the market is heavily fragmented. The suppression is a major problem and that is more of an infrastructure issue. From in our technology basis, we have a very broad infrastructure with the cost of logistics, where it comes to markets. We have a very fluid, in supermarkets, we have a commercial system, we don't really do, we don't really have that. We're getting that group banking and payments, but it's too fragmented in many cases. Now, these can't grow bottlenecks for acquiring customers and collecting cash or revenue from your customer base. Now, that's the real economy. In this economy, we also have more challenges there. For example, we are having this fantastic interview on Zoom. It's the old bad African organization, it's not an emerging company, it's it. Now, if there happens to be a feature policy one day, it's our own international names, but if there is a service at the US, I would be able to use an African country because I've already had a lot of this call will not be able to happen. You wouldn't use it. I could see your market in this immediately. Now, we don't have all the challenges that we need businesses to customers and because we're doing all the challenges, then we can't really control the price of using those challenges, then we can control our acquisition costs. Now, these are metrics that families need times to understand and ask them to really use that word in this term, but there was a little capital that they have to agree really fast. So if families end up paying money to serve problems that normally they do, and they can chant through capital, they don't need that, you know, buy losses and they're destined to case. There are really spending a lot of money on acquisition costs, you know, to be the cloud resources to power the technology. And before the note, they're spending a lot of money out of it. That's the first and the assumption that we think, "Ah, they're spending a lot of dollars." Because now, now, they're like, "Ah, you're a big one, no, no. They're spending that cash in dollars at the end of the day, a huge chunk of that investment is not even staying in Nigeria, it's not staying in Africa. They send a huge bank account that they have, and then it's going back into the new circumstances, because we don't own infrastructure that power local lending of African businesses." Okay, so beyond the payment systems, because bear in mind that, I think, for a while we've all focused on payment channels, yes, payment channels. And I wonder that, and we have so many similar apps, similar startups, and there's nothing focusing on the likes of, and Biala comes to mind, right? Biala, whose wife is a baker, how can she get investors, right? Because, again, she would need to buy a lot of stuff, and the regular guy on the street, the regular woman, who has their own minimum businesses, raise investors. You know, our own investors here is other people's money, friends and families, right? And then they're willing to go and still do it. But when do we scale up beyond other people's money, through real-time investors, through normal regular businesses, as against tech, tech, tech, tech, tech? So, technology, I think we can move away from pure tech companies, whether I was just software, and then to tech and media businesses. So, for a small business owner like Mrs. Biala, she kind of knows technology to be a bit more efficient, because a bit of a technology, for example, is that, like, how are the possible needs of technology to reach out to you? And we like to imagine that we have close to millions of people listening to this song of interview, and then maybe 10%, maybe 1%, which starts to, to you, of the core of the number, that already is a topic common throughout the side, or common throughout the number, because the best of the number, should be that a lot of, you know, interest, happen at once. Backward advertising technology. So, technology is enabling the skill of a reach, and possibly enabling, you know, the free engagement with customers, because if they come to store, and get some book like you said, you'll just speak to her. You know, she's going to be like 20 in a day, 100 in a day, but she cannot talk to a thousand people in a day. So, what technology does, is that it amplifies the system that already works. That she really, she really is a fantastic, as the husband says. Oh, it's also a constantly question, there's no even, like, you know, when somebody says, this is viola, I know, it might slip, that's yes. I've heard, I've heard, it's a simple song. Because he has invested now, so obviously, viola, you're not sitting today. He also invested, he's also an investor in despises and business, so he has to ensure that the, what you're saying, has to work. So, I'm sure this is a great idea. So, back to your question. Because investment is really a lot generated in return. It's really a lot of better than mine, because it's not a really, really investor. I have to compare hard business and to potentially turn to all those sources of returns. It's a portfolio approach, and I could like to fund, I could fund them in stock markets, where, you know, risk is not as high. But money in treasury, business or government funds. I mean, risk exposure is not as high as entrepreneurship, because when it comes to, you know, founders of businesses, you have humans involved. And when we have humans, because you have an agency, you cannot predict and control human beings, you can't follow a risk. If I ask another wrong risk factor, you know, business venture, you see, it's humans, it's people who will be founders and then the customers. So, I have a number of things for AI, please don't get them wrong. My focus is talking about real-time business. If you're close to me, actually has no energy against the risk in that business, so that's exactly risks to your sustainability. And that could be ensuring that people can't pay out, actually can collect a number, and the number is going to be back account. And then you can also, you know, pay up views, and that's when it's smoothly, because you have, you have three stages, you actually have three parts of the business. Now, the part where you're solving the problem, and the part where you're producing the solution, and you've got a part where now you're taking that solution to the customer, and you can get more customers. It's a further model that we designed, for example, called it first principle is the sort of, you have the market gap, you have the bottom of the gap and you have the gold gap. Now, for a company business sustainable, they have to get the market gap sorted. It's real-time does real value, and the bottom of the gap also is quite fair, and the operations are going smoothly. Now, if our company is sustainable, and they'll have a look, okay, let's have a chat. Now, if I, if I had to put a dollar, or let's say, $8,000, I'm sorry. If she kind of get me back, $2,000, or $3,000, I'd buy the end of the gap, then yes, it's very great. It's very risky for me. Because if our company back is $1,920, or I just think I'm going to, you know, go to bonds or treasure books, right? Because I don't have a risk of losing that money. This is almost the same. There's a guarantee that it's on, and I can go back, I can go back now investments. Plus, the yield. That's the challenge we've invested in, in dropping our ship. Now, if she tells me that she's got the technology involved, that she has not just on her spend, she has 30 more people who are calling all of the stations on a daily basis, so drive traffic to her WhatsApp page. So, on a daily basis, she's getting like, at least 100 people would want to work on asking. So, I know, looking at you, you've got a bit of skill. So, you've got 100 people on a daily basis. Let's imagine, in the 10 days in the month, that's already about 1,000 people. If she has a 10% conversion rate, she's selling to 1,000 people. If she's selling 10,000 or 11,000 of goods on a monthly basis, that's incognition. If this is that on a monthly basis, maybe from 10% to 12% if it will be more, and maybe 30% if it will be more, there is growth happening. I mean, that's still a loose at growth. If the growth is possible, if the growth is a stone, if the growth can scale. It means that, okay, you can generate a return rate, you can have $10,000 back on money, where's the scenario? Because if you're a businessman to build that, I can come and just take your assets, so take your technology and then reserve that. I'm sorry, that's the heart of a very ruthless venture. It's not the one that they had of a very ruthless, it's just that they had of what business looks like. Because now you've run me through this scalability, and in my head, and the rest of the results to give you was, so that's in a country that works. It's not like Nigeria works, but the ups and downs of the business can be very, very interested. So how then am I to say that, okay, we have been diligent enough, but the business is not common. So yesterday night, I was on my way home very late at night, and I met with a taxi man, and I was coming from some way, and I was coming from the airport. And the crowd at the airport, like people are trooping in, this is, this is the starting already. And I asked him, I said, "Oh, so he dropped me off a home." I said, "Are you going to take a ride back?" He said, "No, I'm going back to the airport, that this is our season." And he said, "From November till January, it's our peak season. Everybody has booked us, reserved." And I said, "No, I wasn't that kind of looking at him." And he said, "By February much, it's off peak. We're not doing anything." And I looked at him, and it was impressed, because you know, he's got somebody who knows their market. And this is it with so many other businesses, where they have their off peak period, and they have their normal period. If the investor now invests in the off peak period, and there is nothing to show for it, you'll be more knock off, and that's where, like, even if you give your money, don't want to move, would stop. Because that's sometimes the business is up, and then the business is now hard and do we balance? Well, so that's the personality in the business model, right? Especially with BTC, or some BTP business models. Now, this is why I need to know what's on the other hat. Okay. They're our patients' hats. Yes, but it's a faith driven investor, because we have to acknowledge certain things that are reality, the makeup reality. And what I kind of find discomfort in with the business world is that we tend to ignore the wickedness in society, inequalities in society, you know, the inequities in society. And we run a assumption in those cases that everyone has equal office opportunities, that everyone has equal access to fairness, which is not the case. This is what finisher models do not catch on. Before we add projecting, you know, growth rates, the monthly basis, the CTR on what I've used, the IRRs and what I've used. But we're completely involved in human elements, the fact that not everyone has the right to have the same opportunities to maybe to get rid of education. We know the fact that we've got, you know, unfairness in the business world, even just basic reality on a day to day basis. And we want to forget the fact that even human beings themselves have to work through issues that you get at the chopper, who has family problems, which could probably affect their psychological makeup, and that could affect business. Now, if I'm only concerned about members, I wouldn't care about that in chopping up about the founder, but that would define we've similar, the firmness is very square, and we're thinking about replacing you. You need to have that going on, you know, it's a lot of work or a break, and it will allow our seniors to step in and down the business. We've believed that sadly, that that is how life should be, that's not how life should be. Now, because a very big business is for man, man is known for business. The value attached to it, the other side, the other symbol or to enlarge symbols, because we believe it can use that currency to balance that. So the real value is in humans using it, not the currency. That's what we were forgotten over the years, over the centuries. So the third driven heart, that our feet, that our heart would acknowledge the wickedness, the unfairness and society, and dancing that would be chopping up and saying, "Okay, I worry about, if I could play X amount of balls into your business, because of the Danish Chinese is because of the Danish novelties, I cannot get a return reading five years. But I have a different mindset, I'm not investing, because I'm worrying, I'm worrying, I'm proud of fear, but I'm proud of grace. I believe in a balance, not lack. And I believe that not a major investor, because every investor they see out there, they're basically different managers, they don't need to earn the money. So I believe that the one who provides me money, even though not use people, is gone. He is nice source. So now I think it is different. I will say, "Okay fine, maybe 10 years, 20 years, I'll get a return." But that's okay, because I will much more concerned with, if I'm investing with business, how will my capital and also my mentorship change your life? And I will back in back to your families, and then having a business change less of people around you, because that's a really strong investment. Of course, capital comes into play, but because I worry my source is, I worry that when he says in the bag, "Oh, do you eventually give him back on to you?" So I start shipping together and running over. He will provide more sources on a rate of returns, and I've seen that play out many times in my life. But that sounds too far right, in a business world, where I believe that I can bring both hands together and find a balance. Some of the opportunities to be purely about the numbers, some would be the numbers in Greece, while some would be purely about Greece. I believe that the portfolio can be even a balance, and just to put it across these three kinds of investments. That way, we can be graceful without, you know, without taking into account that acknowledging the reality that we draw in at the moment is the same time. It signals an eye to one point through, we're discussing building ventures that last week, David Guendejo, who's the founder of Phunem. Well, in the short time, we spoke on, is an empathic, let me use the word empathic venture capitalists, so that's what we're going to use. That's what we're going to use. That's what we're going to use for you. Now, this is 2025, we're ending it any moment from now. What have you seen so far with the different business owners and founders and startups that you've come across? And what have you seen with the problems they've solved and they're solving and they are yet to solve? And in a summary, over one year, what have you seen so far? Absolutely not a fear. Which is mostly given by AI. I've seen the players in both parts, not just in founders, but in business as well as so. And that's what the plan capital. Because, you know, we've got these types of industry young drivers. There is another big ones, another one, three of them, or one of them, and it's got everywhere, however it is for you. We start on that company, I need to find the next one, similar to that company. And it is that, what is creating is that, because now we have this version of capital, it's very from real economy, challenges, and going to more fabricated opportunities. It is a better one, it's eventually the best in the next three to four years. And the founders out of fear, are we grounded into a variety of businesses? Or are we allowed to see that? Somebody has to see that. We have a lot of power, we have a lot of power, we have a lot of power. We have an AI that understands the cars, knows where to go because we eat, and the company eats. So, yeah, it's that. Here's a thing, it's really the fear of AI. I was telling a friend of mine, two nights ago, and I was in the midnight, and he had post-at-something, and I told him, it's my dear friend. The old order still works, what you have, still works. We can then now use the new language to talk about what we're selling and what we're doing. It's a fantastic shoemaker, right? And I said to him, leave the AI, leave everything, this thing still works. What we're creating, and for every business owner, what you're creating still works. We might now add little technology to it, but the fact that these AI is AI is AI is that fear. I've seen it so far, and when I get into conversations, I mean, I'm a bit stubborn anyway. When I get into conversations about business, I just know one thing that, if this works, I have a niece of mine who will look at me and tell me, if he's not broken, then fix it. That's what she tells me, she's 25-year-old, young lady, she would tell me to my face, and she told me, if it's not broken, we're not fixing it. And I'm like, actually, we said that for years, and I look at her, and for some reason it's stuck, that if the business is still working, I'm missing a need. And why are we trying to choke what we have created, because all that is the buzzword in town is AI, AI is taking everything, and I'm wondering, okay. And I told my friend, I said, see, the order still works, how you then switch the leads away, because people are going to look for experience. There's a new generation coming after us. Yes, they might have AI, but they might never have the experiences that we have put in so far. The mixture of Afghan flour is still the same, 20 years down the line is still the same, right. So how then would you say that you've been able to walk people through the air, and I know you understand what I'm saying. Let's actually start with your friend, the student maker, the student who is here. So, like I mentioned earlier, the technology is a really amplifier, it's to improve, to build about efficiency gains and scale, and a fraction of a cost. For example, if he wants to sell, it's surely in services to a thousand people. And all he has is just a little store somewhere in the virtual market. He has a work with the assumption that you receive, at least a hundred people for ten days, which is not possible. So now he's e-commerce, do you remember that? With e-commerce, because a hundred people in ten days, there's a conversion rate. It means that a hundred people, maybe out of five hundred, came to a store, and the world would be five, deserve to buy a shoe. And we know that's not actually possible, because it's kind of a store. We're taking that kind of crowd. That's not possible. So, with technology, you can have an online store. You can create a traffic or drive traffic to an online store, and you can likely hit about ten thousand people on the daily basis, and then have at least one hundred, maybe a conversion of ten percent. A one percent buy is built by a product, one of the ten days for a product month. Yes, he does target sales of a thousand. Now, what AI now does is that it improves and completely transforms the experience, and we have to decide whether we want to deny it, because AI can also make certain workflows in your business model. So, let's say for example, he's got his online store now, and he's receiving a lot of requests on daily basis, and we have a hundred requests per day, and he's just one man. And he's not really making a lot of money to hire a team of ten people, so how will you now address that? Now, is he just making shoes by the way? Yes. If he doesn't want to have a plan that is automated in production, he wants to focus on just the true amount of apprentices to make questions, that's fine. If they can meet the demand, that's great. Now we can use AI to automate the customer's interaction. We have potential buyers. He doesn't have to worry about that. It does that to increase the workforce around sales. He can just focus on production. There are also transformed personalization. If you know, just buy with machine learning, both, you know, if you can, you know, you know, in a triangle data between people, what people are buying, what they prefer, and even what they'd like to have a personalization. You can have customers with his potential customers, you know, we've found that we have a little bit of a color tone change in there before the part you don't improve. It increases sales performance by ten to twenty percent. AI can enable that. So it's not just change the world, but it's about, okay, this isn't true. How can it serve my business to ensure that customers have fantastic experience and fantastic value creation from my business? That's how I would advise founders who are full of AI, are full of being relevant to look at AI. It's a tool, a range of master rates. Not really from it, but to actually master it. Okay, signals are 91.3 signals or 91.3 legal stocks. My name is Adi, we should, we should, and we're discussing building ventures that last week, David, we do. If you have questions, comments, send us a WhatsApp message. 0809-234-5913 or you can call us 0704-700. 9913-0704-17913. I have a message and it says, how, as an entrepreneur, how do I stand the test of time? Well, that's one, and then the second one is, and that's no name, so please, please sell us your name questions. At what points do I raise money in my business? Is it the beginning, middle, or the end? Which is actually, how do I start the test of time? Yes. That already is a given, if you do what you're meant to do, and I don't know what you're meant to do what you're doing. You can't do anything else. You can't think of anything else. You're just driven by the problem. You're always thinking about solutions, what to do, how to make the customers happy, how to improve on the product. Now, once you have that, that's the base, the base, should I say, foundation, or the crucial ingredient, but that, of course, you have to go to stone. So by going to stone, we need to have certain tools in place, certain models in place, and certain models as well. We can understand that a business, it's very much organic, and because it's organic, it's not existing in the vacuum, it's existing in the real economy, and it can always be affected by market changes and conditions. So, if you want to see yourself as a seller, you want to know that when the stone is called, you know what a seller is doing, you're like, "Oh right, can we probably take you, I'm not exactly a seller." But, they know how to navigate the sheep, by putting the service at certain degrees, to customers, or trouble for certain falling things. So if found that was also ready, not one, we'd be the first premise that is a business as usual. It's not personal. This is what I see found is coming up to the bull, and it's a lot of different bull. If economy is really tough, it requires a bit of a cash crunch, you have to reduce your expenditure, and you must be able to even see it happening at least a couple of months, maybe a quarter or two ahead of time. So, don't put yourself in a bottle or in a vacuum, be aware of what's happening around you, and if you're a spiritual-like founder, and others believe you want to pray, let God even give you insight, let God even do wisdom, let a world of wisdom, on what's coming, you know, and you can use that to guide your decision on the only daily or monthly basis. That's how you stand in test of time. Now, the second question is also because it's about a crucial to stand in test of time, because people keep asking you, what is the best answer to this capital? I would say, what do you have sometimes to scale? Your number one investor is your customer. You have to run a business in a way that your very existence is found by your customers. The branch of capital is, or the best source, should bring the capital required for you to scale. Whether I know how to reach more customers, you need to have a good school master. If I can reach 100 customers, this is just about a number. 100 customers are monthly basis. I can return those customers. I can maintain our core baseline performance where I can pull them out of self. I can pay a few people, right? We can keep the investment, we can keep the proven products. Maybe you're making about 5 million, or maybe another 1000 dollars a month, or 5 million dollars, like 1,500 dollars. That's a natural chance if you can buy that. But yeah, talking about baseline, first of all, now I want you to achieve that baseline. Okay, great. I want to scale this because capital should not be seen as a source of sustenance. It has to scale what will exist in these other investments. If you look even in the Bible, when you go up to about the time, the time that the servant will have about time, when you came back, what would the master do? He said, "Oh, you will not apply to 5. Great, you are fruitful." But the servant will only want to bury the time. The servant will not just run time and bury it, and he doesn't worry. It was quite a wicked servant. So, it's really about scaling. Capital is fully to scale. Now, that doesn't take any further. We have angel investors who don't call on what they're doing with you. Now, that is not essential. Capital is that these people will be in the middle of the day. We believe in the problem that you try to solve. We believe in the market because they have some sort of experience in the market. Now it can't be that capital. Now, if you don't have that mentorship, it has to be a mentor back capital. If you have an investment in Christian learning, and doesn't believe in mentorship, that's shakish money. That's the point. If you think about your money, it's a shame. That's just what it is. They probably can give you a lot of money. So, do you have some brilliant network? OK, I'm doing a lot of money. I don't know. I don't know. There's not a lot of money. But I would have thought about it.