Technology adoption in healthcare and care robot Tessa with Wang Long Li, founder & CEO of Tinybots

Today, our guest is one lonely, the founder and CEO of TinyBots. We'll explore how Care RoboTessa helps clients lead more independent lives. We'll look at the challenge with technology adoption and healthcare and how you keep a collaborative culture when the team grows. Welcome to episode 52 of the Uproat and Podcast where we dissect the scale of stories of remarkable entrepreneurs. My name is Lars Krama and I'm joined today by one lonely, a passionate scale of entrepreneur on a mission to enhance people's wellbeing. During his PhD research, he explored robots' societal impact on the elderly, especially with dementia. But then in 2015, he left all that and founded TinyBots to make a tangible difference for those with cognitive challenges. And today, the Care RoboTessa is a proven solution for patient self-reliance and is used by care providers all over the Netherlands on a daily basis. Wow, I want very nice to be in your office in the Finalefabrik here. Thank you. I am very honored to be on your podcast. Perfect, thanks to you here. We have a great view over Rotterdam. Your background includes a fascinating combination of industrial design, philosophy and business administration. How do we know that you are not a robot? There's a very quick start care question. I think if I were a robot, then my team would be very happy that we have created something that people can maybe not distinguish from a human. Okay. That's a very smart answer. So this was just an opening question, but this was the smartest question, the smartest answer I could expect. So well done. I remember we first met through the angel syndicate that I'm involved in. I'm not sure if you remember. I don't we did not invest back then, but something tells me we should be sorry because your company is making quite a bit of traction. So I'm very keen to dive into your skill of story here today. As always, we start with a couple statements that you can answer with true or false to get things started. All right. All right. The first one. In hindsight, I should have pursued entrepreneurship earlier in my career. True. When it comes to adoption of technology, healthcare is a front runner. False. By 2028, our products will be used all over Europe. True. And more than once, people have tried to water the plant on Tessa's head. True. And for two, true. Okay. So this is a podcast recording. So maybe people have no idea what Tessa, the robot looks like. It's, well, there's a few around here. It looks like a friendly little robot with a plant on her head. Maybe can you explain what Tessa is and what exactly does Tessa the robot do? Yes, sure. So Tessa actually is not, we refer with Tessa not as the robot, but more the system behind it. And Tessa of the robot is the first embodiment that we created. And what Tessa does is it tries to give verbal guidance to people with dementia to help them overcome daily changes to help them become more independent and take good proof of their self-care. Okay. And so, okay, can you give an example of how does that work in practice? So if a person with dementia, they might forget things or certain routines as simple as cooking, they might forget they don't eat and they are in their malnutrition. It's a major issue. And what Tessa does is with input from families and from caregivers, it knows like what is the proper time to motivate and it knows how to motivate. So the communication is the key. Right. And tries to check whether it happened and then get feedback to the caregivers that thinks are going well. The user, it feels like they are doing all by themselves without relying on others. And that's improved the perceived autonomy that helps them to feel more independent and give them more self-confidence. Right. So the system is in contact with the client or the patient, how you want to refer to it, making sure that they can get through the day without extra help from the caregivers around them. Maybe go back a bit on how you ended up building this company and this product. In my intro, I think I said you were doing a PhD. Can you maybe take us back and explain how your background in robotics research shaped your vision for tapping into this part of the industry with a solution that you've created? How did your story come along? Right. So during my research, I was very passionate in helping a certain user group elderly and people with cognitive impairments. Because I believe that there's so much that can be done by technology, by designing the right technology to support them in the daily life. It's a user group which is often left aside because it's difficult to do something for them. So I was lucky to end up in a PhD research group where we could research all kind of existing robots what they could do. But initially we had a more traditional view on robots. So a robot is a machine that can take over things, make it more comfortable, robot is always available and can do the task repeatedly, ever less. Right. And I have those ideas and those visions of kind of the old days of looking in the future, robots are running around your house and kind of taking over all these chores and then replacing people, right. It's kind of the old view of what a robot could be. Indeed. But the user group had a totally different response to what we initially expected. So they didn't actually want everything to be too comfortable for them to be taken over by the robot. They actually want to do all these chores by themselves. Okay. And that's because it gives them a sense of independence and it gives them a sense that they can still be a partner for their wife, child. So when a person gets dementia, they have to rely more on people around them for all of family members and that gives them the push them in a more independent position, which is very uncomfortable for them. They feel that they are losing grip on the life. So they're looking for anything, the validate that they can still be themselves. So and that's what we eventually found out and we found a new vision on a robot. We call that social robotics, not a robot that takes over all everything, but tries to engage you in a way and helps you to do the things by yourself. Nice. Social robotics or social robots. So then, and then what made you decide to leave the research and start pursuing this as a company? Yeah. So after three years engaging with hundreds of participants, elderly that helped me and my research group along and getting all this insight and redesigning, finding the right concept. I felt quite guilty not to be able to give a solution back because we are as a research group. We build prototypes, we research, explain why things are happening. I did my research in the Department of Psychology and it was not up to me or I wasn't allowed to really build a solution, scale it up. So we had several industrial partners and we thought, okay, you can have the old idea and all the insights, all the research that you can own it. But please build a solution for those people and more and more of the participants kept asking, like, when can I use it? Because this is something we co-created and we really love and that would help us a lot. After three months of talking with a lot of industrial partners, they all responded like very interesting but commercially probably not interesting because it's too difficult to innovate in the healthcare. It will cost a lot of investment and it's a user group who probably won't adopt technology. And then we decided to do it by ourselves because I thought I have also a background in industrial design. I was able to convince several colleagues to take the same leap. We left our job and in 2015 we started tiny balls because that was the way we thought to bring this to a life and also to provide continuity instead of relying on subsidies. And keeping the research going. I think that's super interesting because quite a few founders don't do enough customer research and it seems like you've listened so much to your potential customers that they actually co-created a solution with you and then when you wanted to build it, there are no industrial partners to do it. So that's when you decided to do it yourself. I think that's a great story and also an example to others to potentially follow that same path. And then if you look, so you mentioned dementia quite a bit, right? I read there's more than 50 million people worldwide that suffer from dementia so it sounds like a really big group. In all those conversations you've had with clients, Can you maybe share a specific success story or some impact for moments where Tesla really made a significant change or impact in somebody's life? Can you just paint that picture maybe with an example? Yes. So in the early days, so back in 2016, 2017, we made a big decision of just building hundreds of prototypes, and give them to families and see what happens in a year. And we know that the product wasn't 100% perfect yet. A lot of things we had to, well, it was being used. We had to improve day and night. Okay. That's the famous quote, right? If you were, was it, if your products perfect, you shipped too late. In this case, you shipped on time. It was not ready. Yeah. We're getting a hundred out. Okay. And those time we met several, several families, one specific couple stuck in my mind. There was an old man in dementia. And he had a very lovely wife. We couldn't speak very well. But they are facing this, this, and finding future of that they have to separate. Because if a person gets dementia, at some point, they are not able to live at home. Yeah. Or something that they were very afraid of. Because they're the person with dementia requires more and more care. At some point, more professional care. And often they need to go to a nursing home. And there was something that they would really break them as a couple. So they were willing to try a product, that's the very first version. And besides the practical things like they were able, the person with dementia, were able to take medicine by themselves. It avoided malnutrition. And this kind of, this kind of daily issues. After four years, we received a card from the wife and said, "Thank you for the time that we could have Tessa as a dollar at home. In those four years, we were able to stick together. Actually my partner has passed away, so we have to give Tessa back. But we were a couple until the end. Wow. I think that made a lot of impact for her. Wow. Because we know what happens if a person is forced to go to a nursing home. Yeah. This is a beautiful story. And I think it explains how you can change somebody's life with social robotics like you. Great example. I might be people listening out there, I also want to probably share as soon as to get this for somebody in your family. Let's shift to your business model. Because I know it's changed a little bit over time. Could you perhaps share more about the business model evolution? And then particularly, how you transition to Tessa as a service? Yes. So we started by just selling the hardware and there was a yearly subscription. But we moved into a monthly paid and a full service subscription. So our customer doesn't own the test anymore, but they only pay for the service and the use of a robot. That's way more compatible to the market that we are targeting on the home care market. Because when a person with dementia or one of their patients use for Tessa, it's ensure how long they use. We know the form data that it's more than 10 months and we also have many cases of two year, three years. But there are also some cases where a person only is able to use it for three years or get support for two years because we were too late to implement or use this product as a care product for this specific patient. So it's very insure. And in the home care market, so our customers, they don't have other commercial, revenue streams besides the reimbursement by the insurance company. And that insurance works. They receive a budget per patient, depending on what kind of care it receives. So we try to fit in in the system. Right. And by this monthly. Getting a monthly subscription. Okay. Well, that sounds very logical actually. And talking about that industry and selling into the healthcare industry, I think you said, you know, when I asked you about how fast they adopt. You said that they don't adopt really fast, which I think is common knowledge, right? So. But how did you navigate the adoption by healthcare organizations and particularly also what's your strategy now for onboarding your service into those organizations? So so we for us, the key was to understand better their business than themselves. So we work together with health insurance companies to understand what what the pains there are. And why they reimburse certain things. We actually have built a team of implementation team in the last two years, which operates on three levels. The first level is on the organization level by advising on strategy or customer and helping them to form the right project. Setting the second layer is working with the healthcare professionals. We train them. We onboard them. We help them to select the right people that can use certain technology. The people who are in our team actually have a healthcare background. And the third layer is on the clients level. So when we have selected a sort of client, I mean patient, certain patient. That can benefit from product. We have a team driving around in the Netherlands that goes to the client to get a healthcare professional to implement it optimally and setting up all the. All the different accounts to need it and helping them to shape the process. Interesting. So you go all the way from understanding the pain points in the industry, the buying organizations, all the way down to really what's happening in the homes of these people that are using it and getting everything sorted. And also our revenue model is fitting in and putting the right incentives in this end. So I mentioned the monthly subscription model. So if we select a certain patient that only uses for two months, we actually are losing money. So our team knows that. The reason why we have this is that there's an incentive to select the right person can benefit. And we want to help people in a long term. So you just don't want to sell just numbers kind of how many do you have out there, but actually how well are they being used? And in fact, do we really make and this revenue incentivizes the right movement and the right decision making in our whole team. At the same time, it's a model where a lot of our customers, especially in the healthcare. It gives us a lot of trust because we they know that we are not just simply pushing a lot of products, which might not end up being useful. And then we send them a large invoice. What we're trying to do. Yeah, yeah, yeah, yeah, you really try to make the impact there. That's interesting, making impact with these healthcare organizations. How do you quantify how do you how do you find out and how do you quantify the impact that you're making with your business? Oh, that's a very good question. So we wish that we could do a better job on it. Because the impact that that can make is very diverse because this is not only one specific process that we are improving. So we simplify it to one metric. We say, okay, we follow every robot. We know that every robot actually is telling our system every second that they're working properly and what they have done. We don't know exactly what has what it has said, but we know that certain task has been executed. We count those. We count those moments that actually every robot has supported a person. So that's the number that we're tracking to see like, do we are we doing the right things and how long has this robot being supporting this certain person? Yeah, yeah. So it's talking about kind of how many interactions it's having with the with the article at the owner. But then I understand, I mean, for insurance companies and I mean, the caregivers, they're probably incentivized on, you know, number of hours of care or quality of, you translate it somehow to do their business metrics. Because they have to explain to their colleagues also, right? Why, why use this instead of sending a person? So we do that by a different method. We give us certain research method to our customers that they can measure and translate impact into how many hours has been saved. Okay. So the measurement is very limited because of the practical matters in healthcare. The healthcare professionals are too busy. They don't have much time to do the research. So we have to find a very pragmatic approach. But we found one which is. Very tangible. We count what kind of care demands has been solved by Tesla. We can validate that by the interaction, nor system that Tesla has done something at those moment on those tasks and we can compare that to Before that person has used Tesla. How much hours it takes to take care of and now with it how much human Care hours wasn't yeah, we're saying we're gonna do because and that's I think leading into the biggest or one of the biggest Things that you're solving in society today. I mean on one part It's making sure that you take care of clients or patients, but on the other hand, we have a I think a big challenge in labor In care right so any hour that you can save for these people to physically spend with patients You know can then go to others. So that's that's part of the impact that you're making with your with your company with your team True, I think that that's for the midterm so on on a long term for a vision We want to create a system that people who might get cognitive impairment For example dementia has already Using a system that they're when they get this the this is sees They can they have built up certain routines to be self-dependent Okay, so even we actually are in our vision. We want to eventually want to achieve is and but enabling people to take care of themselves instead of expecting that there's Professional healthcare system there to take over. Yeah, super interesting space to be in. I think anybody who wants to Work in this space or navigate. I think you have quite a few vacancies So they probably need to check your website if they want to get involved in in solving this This part of our society's puzzle Talking about the team and the people that you hire Your company is growing and has grown quite a bit How do you manage your growing team and we had a little bit of a pre-chat so What are some of the initiatives that you've implemented to ensure transparent decision making Between all departments So we check a lot on picking the right person so in our when we When we have several candidates in the final They talk to many colleagues, but we also invite them to Comment office and work with us for a whole day Unscripted so they can ask anything so we want to understand the natural behavior of this person Yeah, we don't have any program. They can go into any meeting ask anything See how the person acts see and we try to observe a house energy between all the people is there enough trust in Enough integrity there and where in the process? The it is already in the beginning or no I think in step three There's two interviews first one about expertise and one about Maybe the potential match in the culture and then we have a whole day that person comes here nice and actually they they hear everything we don't have much secrets Also our knowledge and and meeting notes are accessible for everybody in In our team and then When people are in our team You are specifically about the decision making how how can we make that transparent? We have a system where or We have a culture where we try to explain the why a lot so it takes a lot of patience from each other and we also Organize our team in such a way that every team can Represent a certain value or certain Concern that is very important in the company For instance or operations team represents the continuity and our sales team commercial team represents growth Yeah, and our product team represents innovation. So the decision about those domains are made by those teams and they can Fight for that concern. Yeah, that value So and I believe as a management we should hear a lot We shouldn't involve too much in those discussions that we want them to discuss equally listen to each other But also fight for their own value and we believe that this helps us to pick the right Or steer the decision the right way in a bad and sway interesting so every team represents their own vision and You also mentioned their own why so you probably better understand from each others where that idea and that vision comes from Okay, but what does it mean in practice? Do you have really long meetings or how does it work? So I think at the start of a project it takes a bit longer compared to Some workplaces that I work before starting tiny balls, but then we see the project accelerates because it's just so clear Why we're doing something with the product owner what is actually the Encore and how do we measure that the success was met and Where what part was within the scope was out of the scope? Yeah, so that We believe that it is worth investment at the beginning of the time project very interesting Spending a bit more time in the beginning understanding each other that saves you time later on in the in the project Maybe not only time, but also valuable resources because once the project is running it's difficult to go back That's a great example. Did you come up with this yourself? Is there any book or any? Any place where you would direct people who want to learn more about this? I think it's something that we in our team came up with we're discussing things So we have actually always a retrospective after a big project and we learned from it. We tried to Put everything in note everybody can read about it Try to extract the core lessons and then try to make each other Accountable for holding this core or bringing this core lesson into Okay, okay nice Developed in home then so before we go to the break maybe one topic we haven't talked about yet You you started with a co-founder who's no longer involved in the company Maybe also for others to understand can you explain a bit? What happens and more importantly what would you do differently next time? I actually started with two co-founders. Okay, and then But the first one had to leave after two months because of an accident and the second co-founder after a year he decided to step down from management And be more like an employee because the running and business was Difference he had something different in mind. Okay, what what the mess being a founder sounds really nice But it's it's also hard many times right? Yeah, yeah indeed and Yeah, what would I do differently and now I? Think often we start with very positive energy and we all talk about The big dream and talk about what What we all want to achieve? But we don't spend enough time like what it costs and what kind of sacrifice each is willing to make I think Taking more time of discussing those matters will help the management team and co-founding team More aligned I think there's something we didn't do enough and that's some lesson that I would Take him into my heart when if I would start another another company with some other people That's a valuable lesson not just talk about the strategy and the vision but make sure you also understand You know how you will deal with the hardship and what are you willing to sacrifice? That's a great great learning we'll go to a quick break and then we'll be back You're listening to the podcast of uproader dam We help start up skill and grow their business by offering access to talent access to international markets and access to capital Curious how we can make the network work for you go to uproader dam.com This podcast was made possible by the city of Rotterdam Welcome back Yes, I'm great learning there in how to navigate the Well the healthcare industry how to pivot your business to a task model and also some valuable lessons on You know how you find co-founders and how you discuss as a team Maybe before we go to the list of this questions You're also currently in the process of raising capital Maybe without giving away everything what can you share about that at this moment? We try to find the the right partner in this investment round Somebody will really open some doors and takes away several Burries in the healthcare market to to we know specific things that is really slowing down the growth and one of the things is the reimbursement and other is as a certain systematic Change is needed in the home care, okay? So we are lucky that we are talking with a investor that can play a big role in there So when it's in this deal we we actually instead of only Receiving conditions from the investor to us as a company. We actually put also conditions to them what kind of A certain Things they would achieve for us to be a valuable partner and working together to improve the the healthcare. Oh Super interesting. So you're having a different kind of negotiation actually also turning the tables a little bit on what will he bring? Side's money Nice. Great strategy. We'll see how that plays out in due time. Then we go to a few listener's questions. And for those of you listening to this, podcasts, wondering how you get those questions in. Well, ask-- sorry, check the LinkedIn channel, or send Lizette or myself an email, and we will include your question here. The first question is from Mandy. And her question is, of all the tasks that a health care robot can do, how do you prioritize? So we do it in two ways. So the initial design was based on four years of research. So I was lucky that I received this time to research really well, the user group, and to stand really well water than the needs are. The second-- the improvement that we are now planning is based on a way of working in our team. So we have many people who are in contact with different stakeholders. So we're talking about health care professionals, the family members, and of course, end users, the patient, the person with dementia. And we gather a channel, all the feedback, into one in our chat system. So everybody can read all the feedback. And then we translate it into group them into certain features that could solve it. And every feature is being scored. And then we also count how many times did somebody request it, but also how big would this impact be? And then we tried to figure out the roadmap there. Ooh, that's interesting. So you use the initial research that you've done, and then you build your roadmap based on the features, suggestions that come out of the feedback from customers. That's a great way of doing it. Thank you, many for that question. Next question is from Umar. And I'm probably going to pronounce the last name wrong. Nima Zami. I hope I did that well. From nice day. The question is, startups are hard, and hardware startups even more so, with lots of challenges to get momentum and plenty of ups and downs. What was your approach to get momentum early on? And how have you been making sure you don't drown when the lows it's hard? I'm very interested in question. So in early days, we make sure that, especially with hardware, it's more difficult to change something. And most of the development might take a bit more investment. So what we did is from the start, we said everything that we built, we need to validate that it's really worth something. So we don't do anything for free. So even the prototypes that we gave to the first few users to test whether it worked well, we asked them, say like, or a certain stakeholder needs to pay for it. Yeah. It doesn't matter what the amount, but we need to know that it's worth something otherwise. It's a lot of free parts. The SB pilots and everybody would like to receive something for free. And then we also, especially with big features or with the first version of our design, we also simulate a certain critical decision moment to really see if it's worth something. And that's, we tell them we have to take it away, unfortunately. Okay. Hard it, end it. And then most of the users said, no, you can't. If my healthcare provider and insurance is not paying for it, I'm willing to pay for it. Just name the price. So we want to validate. And then that helps us to make maybe a little bit less mistakes, not to be too enthusiastic of our own ideas, but really be confronted as really worth something. Because if it's a good idea, somebody is willing to pay something for it. Yeah. And taking it away, that's a great tactic to figure out. And of course, for our country, we didn't take it away. Of course. Give it, give the person free. But at the moment, we really want to make them feel like, okay, you have to make a decision. Now that's, that's a great, that's a great, great learning there. And yeah, that's a good question from Omar. Thanks for that. Next question is from Jan Ponce. And he says, I admire your perseverance in entering a new market with a new product. It's a healthcare market, not known for innovation and change. What made you believe that tiny buds could still make a difference despite facing resistance? Actually, to be honest, I think the chance for success was very small. No. But because of the fact of knowing that healthcare is not known for being very innovative, we know the older barriers, we know the difficult things at the same time we thought, okay, if you succeed, it's also a market which you won't be pushed out of it. That's a conservative market. So if they adopt something, then they keep using it. Yeah. But what helped me to persevere, the simply that I thought somebody needs to do something for this user group. So I was just too busy in building solution. Instead of worrying all the things, of course, that there are certain moments, certain lows, where I would ask myself, should I really be doing this, is getting really difficult at the same time, the next morning I wake up and say, okay, so what's the problem that I should solve and just focus on those things? Yeah. Focus on what I can build. Perseverance. And then, but you probably get a lot of notes. What do you do with the notes? Do you accept them? Do you find other people? Do you turn them into yes? I like to learn why it's a no. So for me, it's a lot about finding the right angle. So, of course, hopefully, eventually we turn into yes. But I'm more intrigued in the reasons why somebody say no. I also studied psychology and one reason why I'm so interested in psychology is that the human mind is very a manable, formable. Yeah. It's very interesting and how they work. So for me, it was also a study of human behavior. And maybe that's that helped me to get over some of the notes. Okay, so for those people having tough sales conversations out there, just think that you're studying human behavior and you will probably feel better. And you learn a lot in the process to help you improve. And that's very important. Because every conversation has opportunity to learn something. Yeah. Now, wow, that's true wisdom there. Next question, a final question is from Menno Compose. He is the founder of Moved. His question is, what are your main challenges when it comes to care? And how do you ensure this is more important? The tiny bots becomes an integral part of the care system. Wow, that's a big question. So we are actually working with several partners to not only look at ourselves as a company that builds one solution, but we are more system focused now. So what we believe that would help it and also integrate our product as part of that bigger health care system is to identify like what's really the evolution that health care needs to go through. And I think one of the things is, where can we-- what kind of protocols do we need to introduce to change the health care more data driven decision-making system? Most of the-- especially in home care, it relies a lot on very subjective decision-making on what kind of care a person needs. At the same time, it's a very difficult task for the nurses to make all this decision also be responsible for all those. So I think we need to create a system based on data. So we need to start by collecting data, by finding out what kind of framework helps us to structure the data, and then use those data to build an algorithms to see what kind of solutions will bring which kind of benefits. And how much hours of human labor could be saved, how much improvement in life can we make for this certain patient? I think we need to start there. And tiny would could be one of the solutions that proves that once very specific care demands, it helps the patient a lot. Yeah, beautiful. Let's show your bigger vision of how tiny both as a company can look into many parts of the healthcare system and how your first product, Tessa, is really your proof in the markets that gets all the data out. It's a little bit like the Tesla model, right? With the cars driving around, making sure they understand how it works, and then potentially creating a self-driving car. And I think in the analogy is that you are learning a lot about the healthcare industry, and then you can create new solutions. to have a more substantial impact. Is that summarizing it or am I just pushing it too far here? - I think it's too big honor to be compared with Tesla, but I think I do believe in certain principles of keeping learning, keeping building a roadmap where you collect data, keep improving your product and think more in a systematic way. - Very nice. - We're out of time, it's been really nice listening to your story and I think the most interesting part is that you're making substantial positive impact in many people's lives, which I think in the end of the day is probably one of the nicest things to work on when you're building a company. So compliments on that and thank you for sharing your story with us here. We'll put the links in our show notes, obviously also how you can get involved, either working for your company or if you need somebody, if you have somebody that needs care. I'll put all the links there. But as always, be close over the song that you select. So could you explain which song you have chosen and why? - I've chosen Vienna from Billie Jo. It's a favorite song of somebody who is very dear to me and she made me love, fell in love with this song. Oh, very nice, great introduction. Thank you, thank you for listening. If you like us to keep making these podcasts, please help, subscribe, like and share our content. Until next time, keep it up. (gentle piano music) ♪ Slow down, you crazy child ♪ ♪ You're so ambitious for a juvenile ♪ ♪ But then if you're so smart ♪ ♪ Tell me why are you still so afraid ♪ ♪ Where's the fire, what's the hurry about, you better ♪ ♪ Cool it off before you burn it out ♪ ♪ You got so much to do and only so many hours in a day ♪ ♪ But you know that when the truth is told ♪ ♪ That you can get what you want ♪ ♪ Or you can just get old, you're gonna ♪ ♪ Kick off before you even get halfway through ♪ ♪ Ooh, when will you realize ♪ ♪ Be in a way to feel you ♪ ♪ Slow down, you're doing fine ♪ ♪ You can't be everything you wanna be before your time ♪ ♪ Although it's so romantic on the borderline tonight ♪ ♪ Tonight ♪ ♪ Too bad but it's the laugh you need ♪ ♪ Just overhead of yourself ♪ ♪ That you forgot what you need ♪ ♪ Though you could see when you're wrong ♪ ♪ You know you can't always see when you're right ♪ ♪ You're right ♪ ♪ You got your passion, you got your pride ♪ ♪ And don't you know that only fools are satisfied ♪ ♪ Dream on but don't imagine they all come true ♪ ♪ Ooh, when will you realize ♪ ♪ Be in a way to feel you ♪ ♪ Slow down, you crazy child ♪ ♪ Take the phone off the hook and disappear for a while ♪ ♪ It's alright, you kinda fall to lose a day or two ♪ ♪ Ooh, when will you realize ♪ ♪ Be in a way to feel you ♪ ♪ And you know that when the truth is told ♪ ♪ The truth can get what you want ♪ ♪ Or you can just get old, you're gonna ♪ ♪ You got people to leave and get how we're through ♪ ♪ Ooh, I don't you realize ♪ ♪ Be in a way to feel you ♪ ♪ When will you realize ♪ ♪ Be in a way to feel you ♪ (gentle piano music)