Sean Behr on Scaling a Multi-Product Tech Company

Hello, this is Julian Castelli, I'm the host of the Growth Elevated Leadership Podcast, where each week we talk about inspirational entrepreneurs and leaders in the tech industry. Past guests have included CEOs and CXOs of great companies like Workfront, CHG Healthcare, Pathology Watch, In Moment, Canopy, San Francisco 49ers, and many more. This episode is brought to you by Growth Elevated. Growth Elevated is a community of tech founders, CEOs, and CXOs, who are committed to working together to share best practices and learnings in an effort to help all of us become better leaders and be more successful at our work and our lives. We do this through educational programs like this podcast, as well as our blog and of course our annual ski and tech summit, where we bring leaders from across the world to beautiful parts of Utah to enjoy camaraderie and collaboration in the beautiful mountains. So if you enjoy skiing in the outdoors, you enjoy talking with other tech leaders, check us out at growthelevated.com. And please subscribe to this podcast, wherever you listen to your podcasts. Today we are privileged to welcome Sean from Fountain AI. Sean is focused on helping global enterprises, unlike the full potential of their frontline workforce. Sean AI's native platform automates and streamlines how companies hire, onboard, and manage high-volume teams. This enables HR and operation leaders to move faster, make smarter decisions, and stay focused on what really matters, which is people and performance. Before joining Fountain, Sean founded and led stratum and Zerks. Built intelligent logistics solutions for the mobile industry. Earlier in his career, Sean held leadership roles at AdaptTV and Shopping.com, where he learned firsthand how technology can reshape industries when paired with the right people and the right vision. Please welcome Sean Barrett to the podcast. Thanks Sean. Hey Julian, it's great to be here. I love hearing that bio, but yeah, it's great to be here and it's great to see you. Well, it's a big journey, right? It's a big journey. Sometimes it takes a second to be like, oh yeah, I did all that. You have a lot to be proud of. Why don't you walk us through it? So we're going to talk to you about your leadership at Fountain. Talk us through, how did you become a CEO tech leader? What was the path? Do you think you're going to do that early on? Not really. I guess I thought it'd be a lawyer or something, but I happened to graduate from university at a time when things that were not possible were certainly possible due to technology, due to the proliferation of internet and mobile devices, which just opened up lots of opportunities to do things. And so I think I sort of stumbled into entrepreneurship and I think I got addicted to the idea of sort of being able to solve problems pretty quickly, like being big problems that didn't seem solvable and using technology to solve them was sort of this dopamine hit. Yeah, it is kind of exciting, right? It is. It's exciting. And sometimes it was a big dopamine hit, like you built a new product that really took off. But even small things, just like the ability to make a profound difference day in and day out has just kept me in the world of tech now through four companies. So what was your background before you founded these companies where you said you wanted to be a lawyer, where you-- That was an history major. You're an history major. Wow. Good thing I didn't go into that. I don't really get much value out of it, unless you and I go play some trivia. And then I'm-- well, it's a good validation of liberal arts, right? Exactly. You learn how to investigate, how to research, how to think critically. That's right. And now you've applied that expertise in the tech industry solving problems. That's right. Well said. Better than I would have said it. Well, I'm paying for a couple college tuition's these days. I better be able to take this out, because I'm paying for it. Well, awesome. So you made your way to fountain, and I'd like you to tell us how you got to fountain, but then I really want to go deep into what fountain does, because I think it's a really exciting solution. But tell us about your journey, how you got to fountain, where you're currently the CEO, and then we'll talk about what fountain does. Yeah, sure. I'll just kind of-- in one sentence, I'll tell you what fountain is, and I'm sure we'll come back and talk about it, because I think it'll help putting some context to sort of the journey. The fountain is basically focused on the frontline worker population. So you can think of all the people on the front lines of our economy that make our economy work. They're delivering our packages right now for the holidays, or their retail stores, or their security guards, and pharmacy technicians, and they're working in restaurants. That huge part of what percentage of the workforce is that? It's huge. Oh, like globally, it's like 70 or 80% of the global population. Wow. So I think we should-- So these are non-desk workers, and that's to be a desk like you and I are right now. They're on their feet. And of course, they've got this computer in their pocket, right? Yeah, computer. This is it. So anyway, that's what we're focused on, is that worker population. The origin for fountain and how I got involved with it is unique. At the time when the company started now, I guess, nine years ago, there were all these gig economy companies using the iPhone or the Android device to deliver services to consumers. So you need these delivered like from Uber Eats or Caviar or DoorDash. You could get a ride somewhere, you could get flowers delivered, you could get cookies delivered, you could get all kinds of things. And what was happening is these companies, these new companies, needed thousands of frontline workers. They needed to hire thousands of followers. And nobody, no technology existed to help a very, very small company hire thousands of people. The only people that hired thousands of people had massive HR teams. Yeah, because it's a massive undertaking. We basically built a piece of software that helped very, very small teams hire thousands and tens of thousands of frontline workers. And so most of the gig economy companies, and they're still our customers today, use our software to onboard and hire these gig economy workers. So we basically sort of built the product for the moment of this transformation of Uber and Lyft and DoorDash and I'm leaving out hundreds of others. Yeah, but the, I got to know the team, I actually was the first angel investor in fountain. Okay, so you were, you were an investor in the company, but you'd been in mobile, you'd seen the challenge. I saw the challenge. This was your domain. You knew the problem you wanted to solve, so you got involved as an investor. I love the team. Like the team was incredible. I believed in the opportunity, I believed in the frontline workforce. And so I wrote a, you know, a wrote a check. I wound up becoming like what I call an unpaid intern. Uh-huh. I gave a lot of advice, I hope some of it was valuable advice. I became a board member later on. And then I, you know, the CEO is a very good friend of mine decided that he did not want to be the CEO anymore. He's still involved in the company as a board member. And I said, okay, we're going to have to go find a CEO and do a big search. And he said, no, we don't need to. We've already got a person. I said, who, who is this magical person? He said you. And I said, of course, were you, were you excited about that? Are you ready for that? I was, uh, after I talked a little bit more about it and thought more about it and what I could do here, uh, it became more and more compelling. Uh, and so I figured I was like, I'm already a board member. I'm already been an unpaid intern. I'm already investor. I might as well just, you know, work here. Yeah. And do it and jump in. And so I've been in the CEO about about four and a half, five years ago now. But yeah, you, it's very rare to see a CEO who's sort of been an investor, uh, an advisor, a friend, a fan, a board member, and, and now here, I think the, the interesting thing for me has been, um, I have a lot of context for, yes, for the challenges. And the opportunities that the company, right today, because I've seen it along the entire trajectory. Yeah. Absolutely. You have that perspective from the, from the board level and, and now, now at the operations level. So, so how big was the company when, when, when you moved in this CEO, I guess five years ago and then, you know, where are you today and where, where are you in the journey? Just in terms of, you know, where you want to go? Yeah. At the time, we probably read, uh, around 50 employees, uh, we had a single product, which was a, the hiring product for frontline workers, um, and, you know, we were, you know, uh, we had some nice little revenue going, it was, it was doing all right, um, from a revenue perspective, we're, uh, you know, probably 10X since that, wow, in five years. Yeah. We've got about 200 and something employees. We call them Fountain Meers, yeah, right around the world. And we have, I think, 12 products. So we've gone from, wow, from 50 to 200 employees, we've grown the revenue, uh, we've grown the brand, we've grown our customer base pretty dramatically, um, so lots, lots of, lots of good things. Well, the founder made a good choice in handing you the range. That sounds like a lot of success. I hope so. Yes. Well, congratulations. That's awesome. So, so Fountain is there. It is, it is, if, if you're trying to recruit frontline workers, what makes it easier to do that, uh, you know, we are using AI or using, obviously, we're using the mobile device. I think that's a key element versus a computer, right, but maybe walk through the before and after. Yeah. Absolutely. Look into higher. Fountain is sort of, you know, obviously we're focused on this frontline worker population. And we're focused on the companies that, that rely on those frontline workers. Yeah. Um, that's our customer, our customer is typically the person who, their business fails if they don't have frontline workers. Mm-hmm. Uh, and we help our customers attract frontline workers, hire those frontline workers, onboard those frontline workers. Let's go through each one. How do you attract someone on a cell phone? Are you, are you hitting with a text message or, you know, you're putting things on, you know, Instagram or Google or Facebook, the thing that's interesting and maybe you're before and after, right, for a knowledge worker, for office worker. If you think about the standard office worker, at this point, most likely has a LinkedIn profile. Right. You know where to go. Most likely has a resume. Maybe it's not an update, but most likely has a resume. Yeah. Most likely sits at a computer laptop, most of the time. Most, uh, most likely is very email proficient, right, uses email heavily during the day, um, and usually is trying to join, get a job where they probably are thinking that they want to stay at that company for years. Yes. Okay. So that's kind of profiling. You've got Profile B is the frontline worker, okay? Profile worker does not have a LinkedIn profile, does not have a resume, does not sit at a computer most times, right, does not email as their first communication and generally is not thinking that they're going to join the restaurant and stay for five years there. Maybe they're going back to school. Maybe this is a second job. Maybe they just move to a new city or maybe they're going to move to a different area. Right. You have the job in months. I'm going to do this for six months. Yeah. And so what's interesting about it is if you have those two profiles, if you use technology that is good for hiring people who have LinkedIn and have resumes and new email and you just port it over to Profile B and you start sending emails to people that don't really use email. That email, yeah. You're not hiring anybody. Yeah. So what fountain what happens is we assume they're on their cell phone, we assume they're going to respond to a text message or WhatsApp and so we assume that they're not on LinkedIn. So when we go trying to attract them, we're going to use different channels, different technology, but it might say something like hey Julian, you know, used to work for us a couple of years ago. Would you ever be interested in coming back or hey Julian, you applied to work for a six months ago and you didn't, you didn't follow through. You didn't want it at that time. Yeah. Has anything changed that might want you to come back? Right. And then obviously we're going to put you through a hiring process. So you're going to say you're going to answer some questions all on your phone and then you're going to do an interview with an AI interviewer and you can do that multiple languages too, right? Yeah. Multiple languages, about 38 different languages around the world. And what's great about it for the for the front line worker and frankly the company. The good side of this device, this phone, is that it makes it really easy to apply to a job, the downside is that it makes it really easy to apply to a job. So I can say a people are applying to multiple jobs and a couple of buttons and I'm applying to Pony B and company C and company D. Yes. Whereas if company A immediately texts me back and says, Hey, Julian, your background looks great. Would you want to interview with our AI interviewer right now to just get things moving? Yeah. If you do the interview, immediately you get a text message again that says, you seem like an even better candidate. Do you want to come in for a meeting tomorrow at 11 a.m. Click this. So you're compressing sales cycles. Correct. And guess what happens? Time kills deals. All deals. Right? So a long manual process that lasts two weeks, I can find other things in that time, right? So you're compressing using the technology to just be really quick. And even, by the way, we know, the other thing we know is even after, I'm sure some of your listeners know this, even after you get the signature on the contract, the deal ain't done. You got to get them from signature to launch, right? And the longer that goes out, yeah, it might find something, it might find another distraction and everyone's more distracted these days are getting hit with more things every day. So even if I have a great interview with the retail store and I walk out and I'm feeling pretty good, that company still needs to kind of connect with me and say, hey, Julie, in great job on the interview, you're the four things you need to do now to have your first day be a success. Yeah. It only is going to take you eight minutes or 20 minutes or five minutes, whatever it is. So anyway, that's a little bit about how the technology really works. Our customers are going to hire millions of these workers around the world, 70 different countries. So a shameless plug, obviously, if you are, if you're somebody who is passionate about this frontline workforce, if this frontline workforce is really important to your business, fountain can make a huge difference. And even if you're not a customer, we'll teach you all the tricks of the trade. Yeah, it sounds like a great, where you started was the excitement of seeing new technologies to solve problems. This sounds like a really nice, nice convergence of emerging technologies, both the mobile and the AI and solving a problem that's really built to suit for the customer. So that's fantastic. So you've grown the business, you know, tenfold, you know, fourfold with people, what was some of the key achievements you're most proud of on that journey that when you started to now, you know, it's a very different company. What are some of the things you're most proud of? You know, I think probably a couple of things that I'm really proud about. One is the talent, first of all, the talent we have here at fountain, the fountain years around the world, I am just overwhelmed by how good they are on a day and day out basis. I feel like we give people a unique opportunity to make a big difference in a big part of the world. And I've said this before and I've said this to fountain years as well, you know, I've built four businesses. There is something very, very special about building technology where someone gets a job. Yeah, you have a huge impact in your life. That's a huge impact. So that's kind of one thing I'm very, very proud about, the team we have here and their mission, their mission focus around this frontline worker population and opening opportunities for this frontline worker population. The second thing I'd say is, you know, usually a company, they build a product and then they improve that product and they get better at selling that product and they do more better in different and they do it faster and better and, you know, they become the leader in that product. It's rare to see a company have one product and then move and build additional successful products. It's just, it's really, really challenging. Yeah. You distract your resources, you know. You have a lot of companies that are essentially a one trick company. Yeah. They try to do a second trick, but the second trick doesn't work or the third trick doesn't work. And Fountain has 12 products. So how did that come about? So you're the five conventional wisdom, tell us about what those products are and how did you get there? Yeah. So the first thing obviously we build them with our customers in mind. I think from a, from a leadership perspective though, it's a pretty, it was a pretty big bet. Yeah. Huge bet. That creates risk. Huge risk. Huge, you know, could be a distraction and to focus, it might not work, all these things. The good news is we had a great customer base basically pushing us. The thing that is hard and I think and maybe this will resonate with some of your, your CXOs and your, your CTOs, certainly your CTOs is, there comes a point in a company and a product where the marginal improvement to the product becomes smaller and smaller and smaller. Right, diminishing returns, diminishing returns on the investment. And in the beginning, the things that you're adding to the product are huge areas and huge important. Yeah. Because you're filling in core gaps. Once you go, once you're, what you've been doing it for a couple of years, yeah, you're, you're still improving, but the improvements are now like small and small and smaller. And frankly, the customer is not willing to pay you dramatically more money because you, you know, made this part of the product easier to use. Yeah. The trap lots of entrepreneurs get stuck in is they continue to feel like I've got to make the product better and better and better. But they don't realize that the investment is not paying off at the same ROI as it did in the, or the second year of the company. And so we made the, the, the bet to say, hey, we're going to build some new products to meet some new challenges with our customers. The benefit for us has been that, you know, we have customers who say, look, you're hiring products great, but I'm not interested in changing how I hire right now. If you don't have another product to talk to them about, the customer basically, you basically say, okay, well, I'll talk to you like, so are you pro, are these new products adjacencies in the hiring process? Walk me, you know, give me an example of one of these new products that you built and how it's solved that problem. Yeah. From, you know, from the moment this worker thinks about potentially working for the company to the moment they do an exit interview. Okay. So you're still in the, in the, in the, in the, in the frontline worker, but it's, we've moved life, life cycle economy, life cycle. Yeah. Right. So I'll give you an example. You know, you, you have a, you know, you have your, obviously, your hiring product. One of the first things we built was an i9 product and, and i9's are, you know, obviously their important government paperwork that we have here in the US. And what's interesting is going back to that analogy of, you know, sales, like, you'd hire these, these workers and then they had to do this really, really annoying piece of paperwork. Yeah. And some of them would say, this piece of paperwork is so annoying that I'm, I, I'm just going to go work somewhere else. I'm going to balance this up the easier. If you could make it super easy for them to complete that paperwork, more of those people become people who are happy employees on the first day. And so we built an i9 product. We have customers who only buy the i9 product. And obviously our pitch though is if you buy our hiring product and you put our i9 product there, now you've got one plus one, but it doesn't equal to it equals three. Because you're solving more, more steps in the process. And you're getting better retention and then you're getting less, less bounce offs. The funnel works better. And then we have a, we have a time shift in attendance product, obviously, for this frontline worker population, they're generally working shifts. So we sell that as a standalone product. And if you think about it, imagine you're hiring people and you have our shift product, our, our time in attendance product. During the hiring process, you can ask questions like, Julian, what would be your dream schedule for the next three months, right? And then automatically feed that into our time shift in attendance product. And now your first week, it looks like magic to you as the worker because you're like, wait, I told them I didn't want to work on Tuesday mornings and Thursday nights. And magically, I'm not working on Tuesdays and Thursdays. Yeah, that, that, that, that's not just efficiency. That's creating a better, better experience. Correct. Correct. So, so what were some of the challenges of, of, of creating these multiple products? I mean, the, the, the positives, which went through with, with any, any downside? Yeah. There's lots of downsides. So, if, if the listeners are feeling like, oh, they've just, this is it, I figured it out. This is so easy. Let's just go to it. Unfortunately, that is not the case. There's obviously some hard work. So, so one is figuring out like what products to build. That's kind of a core thing. You can build anything. And it's getting, frankly, easier and easier to build. Yeah. But, but building the right thing, I think, is getting harder and harder while simultaneously getting easier to build anything. It's getting harder to build the right thing. So, that's kind of one. Have you ever walked away from any products? We have. Yeah. Absolutely. So, so, 12 is, is the ones that survived. It survived. Yeah. We have a unique, we have a unique process that, you know, a product needs to clear certain thresholds early on to actually make its investment case. And so, we're constantly coming up with ideas. In fact, like, you know, ideas are everywhere, right? Yeah. Is there, is there a benchmark there? Like, what's the hurdle that you guys use internally? Like, okay, we're going to, we're going to make some investment in this product. But, we're going to, if you have a really clear hurdle in mind that this is a go or no go based on X, that's certainly helpful. Yeah. When you have a portfolio. We want to see existing customers signing up for a beta within the first 90 days. So, while we're even building it, we want to see at least three to five existing customers raise their hand to say, I want beta access to this. Yeah. So, if you want to get that, no matter how good the idea is, we generally put. Yeah, that's a, you know, you don't waste your time. Yeah. And how do you communicate these new opportunities to your customers? Do you have a good customer success team that's sharing this information? Great. Yeah, that is constantly bringing up. In fact, we had a, I'll give you a second challenge. You know, we had a little bit of a worry that we were fatiguing our customers with too many new products. Sure. Yeah. I mean, 12 of the lot. You've found the opposite there, you know, like customers, especially if it's, it's opt-in, obviously. Customers, you're not going to fatigue them by showing them new, innovative, investing ideas. You know, they may not want to buy all of them. But if they're, if they're really going to provide value. And even if it's not perfect for them, they like hearing that you're as a company are investing them. Yeah. You're an innovator that makes it feel like they're worth the right, made with right partner. They don't have to go find multiple other vendors, right? The last thing I'd say from a challenge perspective, you know, any of your listeners who are thinking about this, even if they're not going to 12 products, which is crazy, and even going from one to two or one to three, you know, is it, you're, you're going to market, also needs to innovate because if you only have a single product that does a single thing, your go-to-market engine is pretty, is relatively simple, no, by the way, no go-to-market engines are simple. So I, I probably shouldn't say that, but I think, I think your listeners will appreciate what I'm trying to say, which is that, you know, it's, you have a single marketing message. You have a single sales pitch, you're, you're pitching one ICP who traditionally buys this one thing that solves this one challenge or opens up this one opportunity. When you have three products, now we've said, you still have that one sales call. So you're, you're meeting a new customer for the first time, and instead of knocking, you know, knocking over the head with, here's the one thing we do. You now need to say, fountain does three things, and here's what these three things do, and here's how they work together. And the customer, it's a, it is a, it's a different go-to-market motion, and especially if you have 12. Yeah, yeah, that's, that's a lot more complexity for sales, sales organization. Yeah. So anyway, those are some of the downs, right? That makes sense. Yeah, you do have to innovate in the go-to-market and, and, and probably a lot more training and, and complexity there, but, you know, when we were talking earlier, you, you had, when I asked you to kind of what, what, what, what saw some, some things that could, that lessons from the experience. You talked about zero-based budgeting, and you had a concept about zero-based leadership. Tell me the little, little bit about that, please. You know, I think what, what, what I've been thinking a lot about, right, is that the leader I am today is dramatically different than the leader I was a year ago, two years ago, four years ago, six years ago. And it, it isn't that, it isn't that like my leadership style has dramatically changed. There's some things that are constant throughout that. But there are things that I would not have done three or four years ago that now I do, and, and, and frankly, I would have told you three or four years ago, that's bad leadership. And now I'm like, nope, that is not bad leadership. And until I'm, what I'm, what I'm, what I'm sort of always focused on is how am I evolving as a CEO and as a leader in a company. This concept of zero-based leadership, right, we have this concept of zero-based budget, right, which is like, you know, listen, just because we spent $300,000, last year, it doesn't mean that the, we start this year with 300,000, and then we determine how much more we want to spend, or how much we want to spend. How about we start with zero, and we say, was the 300,000 worth it last year? And if it was, should we have spent more or less? And oh, it was, it was worth it, it did more, well, we're not going to do it again. And we're actually going to do zero. Right. So you got an ROI on every spend. Correct. And that's the concept of zero-based. Right. And it forces teams to sort of really evaluate sort of the conventional wisdom, the stuff that just kind of like, well, we got to do that because we've always done it. Yeah, but do you really? Do you really? Now, take that concept and buy it to leadership, okay, right, which is to say, imagine you could say, tell me, go to the whiteboard with your leadership team. And on the whiteboards, write down all of the leadership tactics, strategies, practices, like how, you know, we have to have a leadership, weekly leadership meeting on Monday. Yeah. We have to have a CEO email on Tuesdays. We have to have a monthly all hands on Thursdays. We have to, we always do this and this is what we do and here are values and here's the leadership principles that we bring forward. And this is how we promote people, you know, put it all on the whiteboard. Look at it and say, okay, now, let's go on this other whiteboard, which is blank. What from that whiteboard is actually going to help us drive this company forward? Is it almost stuck, rank them, right? It's the only pick three or four, otherwise you get so much time, you don't have time to do anything, rather than just go through your routines. And what happens sometimes is you look at the whiteboard and you say, you know, I know that, I know that I always write a monthly email. And what happens is someone will say, people don't really read that email anymore. You just freed up how many hours? Yeah, exactly. Right? And so I'm constantly looking at like, what am I doing as a leader that's working? I'm doing as a leader that doesn't work anymore. And what new things am I bringing to the table? So that's what I mean by this concept of zero-based leadership. I love that. Yeah, that's really great, great concept and it's the tie to zero-based budgeting, we're looking at it from the bottoms up is a great one. So you've had a lot of experience now as both a board member and a CEO and you've grown this business. Look back and you're talking to some of our listeners, you're wondering, you know, what are some lessons? What would you do differently if you're starting over, right? Get a chance to do the way back machine. Yeah. And by the way, this is one of my favorite interview questions. I'm really interested in, I'm not interested in somebody who doesn't know that they've made mistakes. I'm interested in somebody who knows they made mistakes and is clearly able to delineate what didn't work and here's how I would do it differently. Right. It's an incredible skill and startups and technology, because we know that you're going to make mistakes. We know we're going to design products that don't work as well as they should or design marketing events that don't go off the way we want them to go off. So I think one thing for me and a core, core, core lesson is having, having even more respect for the language that I use with the team and what I don't mean in language like bad language. I mean, being really intentional, having more respect for actually what I'm saying so that it is crystal clear to the team. I'll give you a tangible example. A couple of years ago, we had a major initiative to shift our company to focus on enterprise customers. And I put it up on whiteboards, I put it up in slides, I wrote it in emails. In enterprise customers, winning enterprise customers is really important. Winning enterprise customers. What I did do enough was clearly articulating the exact definition that the CEO had for enterprise customers. And what happened was we signed up customers. So they weren't the enterprise customers I was talking about. Because people had different definitions of enterprise. Correct. Yeah. Any big company is enterprise. Yeah. And I was like, no, no, no, no, no, that's not actually what I meant. And what I should have said is something like our mission right now or our big goal is to sign 20 companies that are Fortune 500, North US based Fortune 500, here is the list. Yeah, this is precisely what I mean by enterprise customers. And so one of the things I constantly, you know, I'm thinking about an area where I think I just continue to need to do better is to be even more intentional about what I'm communicating and make sure that not only am I communicating it, that it's actually landing over there where you are. And they're understanding it the way you mean it. Correct. That's huge. Because the words of a leader are so important people are going to take them. But if they take them, you get the telephone game by the third time, right? And you said, wait. Did I say that? Well, people repeated it, right? So that's a great leadership lesson. Thank you. Thank you for that. And thank you for sharing this story. So as we wrap up, you know, as you've learned in your leadership journey, both from doing but also from reading what's out there and looking at best practices, do you have any favorite books, blogs, podcasts that you'd recommend that people want to sharpen their leadership skills? I do, and I have a goal for next year, which maybe I'll throw out there and maybe by telling all these listeners, I won't be able to hide from the goal. But I think first of all, there's so much great content out there and things like the growth elevated podcast being a great example. It almost feels like I'm waiting for a vacation so that I can catch up on all the great content that I want to. I bookmark all sorts of things, you know, I've got a limit list list of them as well. Yeah. So obviously, you guys did such a great job, but Lenny Roshiski is a super product guy. Super product guy. Obviously, I'm a product guy at Harvard, so that's really interesting to me. A good friend of mine, Nikhil Basu-Travetti writes a great blog called Next Big Thing, which is focused on sort of like, what are these big rocks in the world he works for VC and does a great job. I love that. Harry Stebings at 20 minute VC just gets some incredible guests where I always find myself learning something interesting. I think Andreessen does a great job with their blogs, you know, putting out really interesting and thought-provoking content. But I think for me, my goal for 21 of my goals for 2026 is not only to kind of continue to engage in some of this great content, but I'm going to try to make an effort to seek out leaders who are not directly in my industry that have done things like, hey, I'm in a completely different industry from you, but I'm one of the best at growth marketing. I want to go, not just read their blog or, you know, read their LinkedIn post, but wondering if I can find some time to spend some time, you know, every month with a few leaders that I can spend 30 minutes with or an hour with and see what diamonds I can pull and say, wow, okay, you did that over there in Fintech, has nothing to do with what I'm doing, but interesting. It's gotten me thinking that maybe I could kind of parlay that into something on our side. Absolutely. It's so valuable to have a pure network that you can learn from and have it, and they're like you're right. Sometimes when it's a different angle, but a similar type of problem, it really allows you to open up more options and creativity, and that's a big part of what we do at Growth Elevated Tube. So, I definitely see that, and, you know, Sean, thank you so much for your time. Thanks for sharing this story. Congratulations on all the success, and I look forward to watching the continued growth of Fountain AI. Sounds great. Julian, thanks so much for the time. All right. Take care.