Podcasts about rre

Someone got the Rapid Fire necklace and cried about the win the whole day. Paul called the RRE show to see if he could convivence his wife Tina to let him take the kids on vacation, did they come to an agreement. Did you know this fact about the game show Price is right?See omnystudio.com/listener for privacy information.

Grønlands hovedstad Nuuk har nærmest været under belejring, siden Trump gentog sit ønske om at købe Grønland. De store medier har været her. De højreorienterede amerikanske influencere har været her. Det samme har Donald Trump Jr. Politikens Kirsten Nilsson har været i Nuuk i en måned, og i det her afsnit fortæller hun om mødet med et land midt i en opmærksomhedseksplosion. Et lille land, der skal forholde sig til en præsident, der ikke kun ønsker at gøre USA stort igen, men STØRRE. Og midt i det hele prøver de grønlandske politikere at forhindre udenlandske kræfter i at påvirke det, alle venter på: Valget 11. marts.See omnystudio.com/listener for privacy information.

Walking through Madison Square Park a year ago, @schlaf talked about transitions, something he knew a lot about. I first met Steve when he was a junior investing partner at RRE, a venture capital firm in New York City. At the time, Schlaf had the NYC startup scene in a chokehold. He had a reputation for hustling hard and winning some of the hottest consumer deals in the city. He was charismatic, he was aggressive, and then, he was gone. At first, he left RRE to do a firm of his own, then he joined Primary as a Venture Partner, then struck out on his own again to blend a CEO coaching practice he was developing with a new chapter as an angel investor. In the park that day last year, he talked about a new evolution of his practice. He'd gone deep on the study of transitions. As someone who'd lived through many in his career, he felt a connection to the subject. As conversations and calls for help with career transitions flooded into his coaching practice, he felt a calling. That calling is still taking shape, but the current iteration of it is Downshift, a cohort-based "decelerator" for high achievers in career transitions. Downshift gives these strivers a place and permission to slow down and take inventory before embarking on the next chapters of their careers. Some takeaways from this conversation —Steve left venture burnt out from the nonstop pace and transactional nature of venture. He wanted more authentic relationships not based on dealmaking. Venture can feel like a “legalized casino” focused on status and wealth generation rather than substance. Instead of constantly being in meetings and pitches, he needed to slow down and have space to think and process.In hindsight, Steve would approach venture differently:— Scheduling no meetings before noon to allow time for research and deep thinking.— Partnering only with people who share similar values.— Balancing effort and recovery to avoid burnout.— Being more upfront and decisive with entrepreneurs, trusting his intuition.As a coach, Steve helps clients navigate major life/career transitions and “ego deaths” as their identities and narratives break down. In practice, that looks like holding space with presence and empathy rather than driving them to specific outcomes, helping them see patterns and make decisions from a place of clarity and agency, not fear, and slowing down to allow emotions to be felt and processed. This method helps his clients reach a sustainable and ultimately stronger place.The prompt to reach out to Steve was seeing his work show up outside of the usual startup circles, notably Bobby Kim, founder of the streetwear brand The Hundreds. Bobby wrote — "Maybe it's just me.But I keep running into the same conversations around career crisis, purpose, and transitions. Several times a week, I'll meet up for lunch, sink into a DM, or sift through a Telegram chat, and a friend will confide that they're experiencing a tough time. When I comfort them, they are surprised that they're not the only ones struggling with finances, that other industries aren't immune to existential threats. They sigh relief when they realize that most everyone I know is confronted with formidable questions of their lives and futures."He goes on to cite Steve's work and relate it to a wide range of industries with a similar theme. It felt like a good time to sit down with Schlaf to dive deep on his work and this current moment. When I approached Schlaf about sitting down to talk about his journey, he had the vision of filming in Central Park. A daunting request, but one where teamwork really did make the dream work. The visuals were stunning, and the conversation clocked in at nearly 3hrs (don't worry, we edited it down to something much more manageable). The park lent an incredible vibe. You'll hear notes from a nearby saxophone, people stopping to say hello, birds chirping, and general movement of the city. We really love how this one turned out, and hope you enjoy listening as much as we enjoyed having it.— BryceAs always, if you or someone you know has a company that could be a fit for and investment from indie, don't hesitate to reach out. 

This week: Jen talks about the little known flip-side of Rejection Sensitivity known as Recognition Response Euphoria (RRE) coined by Dr. Ned Hallowell. RRE is a euphoric and motivating feeling experienced by an ADHD-er who has been praised or encouraged - and how this is an important part of combating despair and maintaining resilience as a neurodivergent in a neurotypical world. For exclusive podcast content join the You Are A Lot podcast patreon at patreon.com/ALOTADHDPOD for just $5 a month. You can sign up for a 7 Day Free Trial today! Follow Jen on Instagram Follow Jen on Tik Tok Visit the “You Are A Lot” (an adhd podcast) webpage Send an email to the podcast at alotadhdpod at gmail dot com For More Info on Jen SOURCES USED FOR THIS EPISODE: Flip Side of ADHD RSD: Energy & Motivation (Video) - Dr. Ned Hallowell Divergent Psychology - Article The Default Mode Network & ADHD - LA Concierge Psychologist Recognition Response Euphoria (RRE) - Dr. Ned Hallowell Dr. John Ratey Website Dr. Ned Hallowell Website

In this episode, Advocacy & Media Relations Coordinator, Alina Murad sits down with Alix Reynolds, a Red River Métis activist and Communications and Outreach Coordinator at the SAH Association. The two have a very interesting discussion on the history of the Red River Métis in what is now known as Manitoba, the history and importance of resilience in the community and in resistance movements around the globe. To access some of the mentioned resources, follow the links below: The Politics of Allyship with Indigenous Peoples in the Canadian Refugee-Serving Sector (Article)This is a foundational piece co-written by Chizuru Nobe-Ghelani from the School of Social Work at York University, and Mbalu Lumor from the Canadian Centre for Victims of Torture published in Refuge: Canada's Journal on Refugees in 2022. It's essential reading for anyone working in the refugee re-settlement space and it provides an excellent entry point for reflecting upon the Indigenous-refugee relationship, and outlines what is needed from the sector for meaningful Indigenous-refugee allyship and for action-oriented reconciliation to take place.https://refuge.journals.yorku.ca/index.php/refuge/article/view/40841/36767#content/contributor_reference_1 National Newcomer Collective for Truth and Reconciliation (NNCTR)Launched in 2023, the NNCTR is a newly established national collective of settlement sector organizations dedicated to promoting the work of Truth and Reconciliation with Indigenous communities and building relationships and understanding between Indigenous people and newcomers to Turtle Island. The Collective is a collaborative space for those working with newcomers to learn about the Indigenous experience in Canada. Together we learn by sharing resources, opportunities for learning, and by creating spaces for reflection and discussion. The NNCTR also exists to promote action within the refugee settlement sector towards reconciliation by encouraging acts of allyship and solidarity with Indigenous Peoples.The next meeting of the collective is on  Monday, February 12, at 3 p.m. Eastern time.To join the collective, please email Kiana Sarmadi at ksarmadi@ccvt.org and request to be added to the Collective email distribution list to learn more about collective initiatives, resources, learning opportunities, and calls to action you can help amplify. The North-West is Our Mother (Book)Written by Jean Teillet, a Métis lawyer, lecturer, and great-grandniece of Louis Riel, this book tells the story of the Métis Nation from its inception in the late 1790s fur trade era to the present, and is essential reading for anyone wanting to no more about the Métis people.https://www.canadashistory.ca/explore/books/the-north-west-is-our-mother Rekindling the Sacred Fire (Book)Emerging from the PhD work of Dr, Chantal Fiola, a Métis-Anishinaabe professor at the University of Manitoba, Rekindling the Sacred Fire is not only an excellent example of Indigenous research methods in action, but in its examination of Métis relationships with traditional ceremonies and Anishinaabe spirituality, it outlines the systematic efforts to de-indigenize the Métis and other ongoing historical impacts of colonization.https://uofmpress.ca/books/rekindling-the-sacred-fire Red River Echoes (Grassroots Métis Organization)Based in Manitoba, RRE is a youth-led collective of Métis/Michif people committed to reclaiming our sovereignty, lands, culture, and kinships in Red River and across our Homeland, while also seeking to hold our Métis government accountable to its People.

Les entrepreneurs et actionnaires de PME ont plusieurs options pour financer leurs beaux jours, une d'entre elle se nomme Régime de Retraite Exécutif. Maxime Boucher, associé du bureau de SFL Québec, Mauricie & Appalaches vous donnera les détails de ce fonds de pension qui gagne à être connu. Dans cet épisode vous en saurez plus sur: Définition du RRE À qui cela s'adresse? Quels sont les avantages & inconvénients? Quelles sont les options de retrait? Et bien plus encore!

Steve Schlafman (@schlaf) is a work-life transition coach.He's certified with various coaching and therapeutic schools and programs including (but not limited to) The 15 Commitments of Conscious Leadership, Coaching for Transformation, Internal Family Systems (IFS), Nonviolent Communication (NVC), Men's Emotional Leadership (MELT) and Enneagram.Previously, Steve was a partner at a multi-billion venture capital firm, RRE. And graduated from Northeastern University.He has been sober for more than 10 years. Hosted on Acast. See acast.com/privacy for more information.

Announcing a new Closest to the Pin this week. Yellen starting to freak out. Market not ready for an inflation data surprise. Sentiment slipping.... PLUS we are now on Spotify and Amazon Music/Podcasts! Click HERE for Show Notes and Links DHUnplugged is now streaming live - with listener chat. Click on link on the right sidebar. Love the Show? Then how about a Donation? Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter Warm Up - ANNOUNCING - NEW CTP for PacWest - Some prices from F1 food stops - is this right? - Gamma squeeze Friday? - Small biz sentiment - taking a leg down - Derby Day - bourbon and ham sandwiches Market Update - Oil gets a reprieve - dropped as low at $63 - Credit/loans tightening and we are just starting - Lending conditions tighten overall - Earnings - 79% companies beating estimates (good color with Silverblatt this week)  DONATIONS? Debt Ceiling Fight - Odds? - Bug dilemma - Republicans pushing for spending cuts Inflation - NY Fed- estimates 3-year rise to 2.9% from 2.8% - NY Fed 1-yr inflation expectations measure drops to 4.4% from 4.7% last month Employment Report - Higher than expected gains in employment - BUT - Last month revised much lower - so not much difference - Unemployment Rate drops to 3.4% - April Nonfarm Private Payrolls 230K vs. 160K Briefing.com consensus; prior revised to 123K from 189K - April Average Workweek 34.4 vs. 34.5 Briefing.com consensus; prior 34.4 - April Average Workweek 34.4 vs. 34.5 Briefing.com consensus; prior 34.4 - BIG ONE FOR INFLATION OUTLOOK - April Avg. Hourly Earnings 0.5% vs. 0.3% Briefing.com consensus; prior 0.3% Employment Situation Trend - Slowing economy - employment holding up well - How does that square?   Employment Chart Harbinger - Bank Credit is tightening (not much yet, but noticeable 1.5% drop) - 1.9% decline in bank credit in 1975. -  2.2% drop in bank credit in 2002. - 6.9% dip in bank credit between 2008 and 2010.   Credit Conditions Monday - Senior Loan Officer Report - Banks reported that lending standards tightened across all categories of residential real estate (RRE) loans other than government-sponsored enterprise (GSE)-eligible and government residential mortgages, which remained basically unchanged. Meanwhile, demand weakened for all RRE loan categories. In addition, banks reported tighter standards and weaker demand for home equity lines of credit (HELOCs). Standards tightened for all consumer loan categories; demand weakened for auto and other consumer loans, while it remained basically unchanged for credit cards. - Market may see this (perversely) as good news as Fed could think this is bad and not raise... (The Upside Down) Oil Prices - Headlines - Thursday: Oil Prices Fall Due to Recession Fears - Friday: Oil Steadies - Traders Look To Future - Monday: Oil Higher: Recession Fears Abate - -3 days and story changes? --- Oil prices rose on Monday as fears of a recession in the U.S., which drove prices down for three straight weeks for the first time since November, started receding. Brent crude futures were up 43 cents, or 0.6%, at $75.73 a barrel at 0624 GMT. U.S. West Texas Intermediate (WTI) crude futures were up 45 cents, also 0.6%, at $71.79 a barrel. COVID EMERGENCY - OVER - COVID-19 is no longer a global health emergency, World Health Organization director-general Tedros Adhanom Ghebreyesus declared Friday. - COUNTS according to WHO - 765 million cases and 7 million deaths - Meanwhile - Rochelle Walensky will step down as director of the US Centers for Disease Control and Prevention at the end of June, an unexpected departure after more than two years leading the agency through an oft-criticized response to the biggest public health crisis in a century. Icahn - Short Seller Report - Hindenburg cost Carl > $10 Billion - IEP Stock on the ropes due to questionable marks and leverage

One of the hardest parts of telling any history, is which innovations are significant enough to warrant mention. Too much, and the history is so vast that it can't be told. Too few, and it's incomplete. Arguably, no history is ever complete. Yet there's a critical path of innovation to get where we are today, and hundreds of smaller innovations that get missed along the way, or are out of scope for this exact story. Children have probably been placing sand into buckets to make sandcastles since the beginning of time. Bricks have survived from round 7500BC in modern-day Turkey where humans made molds to allow clay to dry and bake in the sun until it formed bricks. Bricks that could be stacked. And it wasn't long before molds were used for more. Now we can just print a mold on a 3d printer.   A mold is simply a block with a hollow cavity that allows putting some material in there. People then allow it to set and pull out a shape. Humanity has known how to do this for more than 6,000 years, initially with lost wax casting with statues surviving from the Indus Valley Civilization, stretching between parts of modern day Pakistan and India. That evolved to allow casting in gold and silver and copper and then flourished in the Bronze Age when stone molds were used to cast axes around 3,000 BCE. The Egyptians used plaster to cast molds of the heads of rulers. So molds and then casting were known throughout the time of the earliest written works and so the beginning of civilization. The next few thousand years saw humanity learn to pack more into those molds, to replace objects from nature with those we made synthetically, and ultimately molding and casting did its part on the path to industrialization. As we came out of the industrial revolution, the impact of all these technologies gave us more and more options both in terms of free time as humans to think as well as new modes of thinking. And so in 1868 John Wesley Hyatt invented injection molding, patenting the machine in 1872. And we were able to mass produce not just with metal and glass and clay but with synthetics. And more options came but that whole idea of a mold to avoid manual carving and be able to produce replicas stretched back far into the history of humanity. So here we are on the precipice of yet another world-changing technology becoming ubiquitous. And yet not. 3d printing still feels like a hobbyists journey rather than a mature technology like we see in science fiction shows like Star Trek with their replicators or printing a gun in the Netflix show Lost In Space. In fact the initial idea of 3d printing came from a story called Things Pass By written all the way back in 1945! I have a love-hate relationship with 3D printing. Some jobs just work out great. Others feel very much like personal computers in the hobbyist era - just hacking away until things work. It's usually my fault when things go awry. Just as it was when I wanted to print things out on the dot matrix printer on the Apple II. Maybe I fed the paper crooked or didn't check that there was ink first or sent the print job using the wrong driver. One of the many things that could go wrong.  But those fast prints don't match with the reality of leveling and cleaning nozzles and waiting for them to heat up and pulling filament out of weird places (how did it get there, exactly)! Or printing 10 add-ons for a printer to make it work the way it probably should have out of the box.  Another area where 3d printing is similar to the early days of the personal computer revolution is that there are a few different types of technology in use today. These include color-jet printing (CJP), direct metal printing (DMP), fused deposition modeling (FDM), Laser Additive Manufacturing (LAM, multi-jet printing (MJP), stereolithography (SLA), selective laser melting (SLM), and selective laser sintering (SLS). Each could be better for a given type of print job to be done. Some forms have flourished while others are either their infancy or have been abandoned like extinct languages. Language isolates are languages that don't fit into other families. Many are the last in a branch of a larger language family tree. Others come out of geographically isolated groups. Technology also has isolates. Konrad Zuse built computers in pre-World War II Germany and after that aren't considered to influence other computers. In other words, every technology seems to have a couple of false starts. Hideo Kodama filed the first patent to 3d print in 1980 - but his method of using UV lights to harden material doesn't get commercialized.  Another type of 3d printing includes printers that were inkjets that shot metal alloys onto surfaces. Inkjet printing was invented by Ichiro Endo at Canon in the 1950s, supposedly when he left a hot iron on a pen and ink bubbled out. Thus the “Bubble jet” printer. And Jon Vaught at HP was working on the same idea at about the same time. These were patented and used to print images from computers over the coming decades. Johannes Gottwald patented a printer like this in 1971. Experiments continued through the 1970s when companies like Exxon were trying to improve various prototyping processes. Some of their engineers joined an inventor Robert Howard in the early 1980s to found a company called Howtek and they produced the Pixelmaster, using hot-melt inks to increment the ink jet with solid inks, which then went on to be used by Sanders Prototype, which evolved into a company called Solidscape to market the Modelmaker. And some have been used to print solar cells, living cells, tissue, and even edible birthday cakes. That same technique is available with a number of different solutions but isn't the most widely marketable amongst the types of 3D printers available. SLA There's often a root from which most technology of the day is derived. Charles, or Chuck, Hull coined the term stereolithography, where he could lay down small layers of an object and then cure the object with UV light, much as the dentists do with fillings today. This is made possibly by photopolymers, or plastics that are easily cured by an ultraviolet light. He then invented the stereolithography apparatus, or SLA for short, a machine that printed from the bottom to the top by focusing a laser on photopolymer while in a liquid form to cure the plastic into place. He worked on it in 1983, filed the patent in 1984, and was granted the patent in 1986.  Hull also developed a file format for 3D printing called STL. STL files describe the surface of a three-dimensional object, geometrically using Cartesian coordinates. Describing coordinates and vectors means we can make objects bigger or smaller when we're ready to print them. 3D printers print using layers, or slices. Those can change based on the filament on the head of a modern printer, the size of the liquid being cured, and even the heat of a nozzle. So the STL file gets put into a slicer that then converts the coordinates on the outside to the polygons that are cured. These are polygons in layers, so they may appear striated rather than perfectly curved according to the size of the layers. However, more layers take more time and energy. Such is the evolution of 3D printing. Hull then founded a company called 3D Systems in Valencia California to take his innovation to market. They sold their first printer, the SLA-1 in 1988. New technologies start out big and expensive. And that was the case with 3D Systems. They initially sold to large engineering companies but when solid-state lasers came along in 1996 they were able to provide better systems for cheaper.  Languages also have other branches. Another branch in 3d printing came in 1987, just before the first SLA-1 was sold.  Carl Deckard  and his academic adviser Joe Beaman at the University of Texas worked on a DARPA grant to experiment with creating physical objects with lasers. They formed a company to take their solution to market called DTM and filed a patent for what they called selective laser sintering. This compacts and hardens a material with a heat source without having to liquify it. So a laser, guided by a computer, can move around a material and harden areas to produce a 3D model. Now in addition to SLA we had a second option, with the release of the Sinterstation 2500plus. Then 3D Systems then acquired DTM for $45 million in 2001. FDM After Hull published his findings for SLA and created the STL format, other standards we use today emerged. FDM is short for Fused Deposition Modeling and was created by Scott Crump in 1989. He then started a company with his wife Lisa to take the product to market, taking the company public in 1994. Crump's first patent expired in 2009.  In addition to FDM, there are other formats and techniques. AeroMat made the first 3D printer that could produce metal in 1997. These use a laser additive manufacturing process, where lasers fuse powdered titanium alloys. Some go the opposite direction and create out of bacteria or tissue. That began in 1999, when Wake Forest Institute of Regenerative medicine grew a 3D printed urinary bladder in a lab to be used as a transplant. We now call this bioprinting and can take tissue and lasers to rebuild damaged organs or even create a new organ. Organs are still in their infancy with success trials on smaller animals like rabbits. Another aspect is printing dinner using cell fibers from cows or other animals. There are a number of types of materials used in 3D printing. Most printers today use a continuous feed of one of these filaments, or small coiled fibers of thermoplastics that melt instead of burn when they're heated up. The most common in use today is PLA, or polylactic acid, is a plastic initially created by Wall Carothers of DuPont, the same person that brought us nylon, neoprene, and other plastic derivatives. It typically melts between 200 and 260 degrees Celsius. Printers can also take ABS filament, which is short for acrylonitrile-butadien-styerene. Other filament types include HIPS, PET, CPE, PVA, and their derivative forms.  Filament is fed into a heated extruder assembly that melts the plastic. Once melted, filament extrudes into place through a nozzle as a motor sends the nozzle on a x and y axis per layer.  Once a layer of plastic is finished being delivered to the areas required to make up the desired slice, the motor moves the extruder assembly up or down on a z axis between layers. Filament is just between 1.75 millimeters and 3 millimeters and comes in spools between half a kilogram and two kilograms. These thermoplastics cool very quickly. Once all of the slices are squirted into place, the print is removed from the bed and the nozzle cools off. Filament comes in a number of colors and styles. For example, wood fibers can be added to filament to get a wood-grained finish. Metal can be added to make prints appear metallic and be part metal.  Printing isn't foolproof, though. Filament often gets jammed or the spool gets stuck, usually when something goes wrong. Filament also needs to be stored in a temperature and moisture controlled location or it can cause jobs to fail. Sometimes the software used to slice the .stl file has an incorrect setting, like the wrong size of filament. But in general, 3D printing using the FDM format is pretty straight forward these days. Yet this is technology that should have moved faster in terms of adoption. The past 10 years have seen more progress than the previous ten though. Primarily due to the maker community. Enter the Makers The FDM patent expired in 2009. In 2005, a few years before the FDM patent expired, Dr. Adrian Bowyer started a project to bring inexpensive 3D printers to labs and homes around the world. That project evolved into what we now call the Replicating Rapid Prototyper, or RepRap for short.  RepRap evolved into an open source concept to create self-replicating 3D printers and by 2008, the Darwin printer was the first printer to use RepRap. As a community started to form, more collaborators designed more parts. Some were custom parts to improve the performance of the printer, or replicate the printer to become other printers. Others held the computing mechanisms in place. Some even wrote code to make the printer able to boot off a MicroSD card and then added a network interface so files could be uploaded to the printer wirelessly. There was a rising tide of printers. People were reading about what 3D printers were doing and wanted to get involved. There was also a movement in the maker space, so people wanted to make things themselves. There was a craft to it. Part of that was wanting to share. Whether that was at a maker space or share ideas and plans and code online. Like the RepRap team had done.  One of those maker spaces was NYC Resistor, founded in 2007. Bre Pettis, Adam Mayer, and Zach Smith from there took some of the work from the RepRap project and had ideas for a few new projects they'd like to start. The first was a site that Zach Smith created called Thingiverse. Bre Pettis joined in and they allowed users to upload .stl files and trade them. It's now the largest site for trading hundreds of thousands of designs to print about anything imaginable. Well, everything except guns. Then comes 2009. The patent for FDM expires and a number of companies respond by launching printers and services. Almost overnight the price for a 3D printer fell from $10,000 to $1,000 and continued to drop. Shapeways had created a company the year before to take files and print them for people. Pettis, Mayer, and Smith from NYC Resistor also founded a company called MakerBot Industries. They'd already made a little bit of a name for themselves with the Thingiverse site. They knew the mind of a maker. And so they decided to make a kit to sell to people that wanted to build their own printers. They sold 3,500 kits in the first couple of years. They had a good brand and knew the people who bought these kinds of devices. So they took venture funding to grow the company. So they raised $10M in funding in 2011 in a round led by the Foundry Group, along with Bezos, RRE, 500 Startups and a few others. They hired and grew fast. Smith left in 2012 and they were getting closer and closer with Stratasys, who if we remember were the original creators of FDM. So Stratasys ended up buying out the company in 2013 for $403M. Sales were disappointing so there was a changeup in leadership, with Pettis leaving and they've become much more about additive manufacturing than a company built to appeal to makers. And yet the opportunity to own that market is still there. This was also an era of Kickstarter campaigns. Plenty of 3D printing companies launched through kickstarter including some to take PLA (a biodegradable filament) and ABS materials to the next level. The ExtrusionBot, the MagicBox, the ProtoPlant, the Protopasta, Mixture, Plybot, Robo3D, Mantis, and so many more.  Meanwhile, 3D printing was in the news. 2011 saw the University of Southhampton design a 3d printed aircraft. Ecologic printing cars, and practically every other car company following suit that they were fabricating prototypes with 3d printers, even full cars that ran. Some on their own, some accidentally when parts are published in .stl files online violating various patents.  Ultimaker was another RepRap company that came out of the early Darwin reviews. Martijn Elserman, Erik de Bruin, and Siert Wijnia who couldn't get the Darwin to work so they designed a new printer and took it to market. After a few iterations, they came up with the Ultimaker 2 and have since been growing and releasing new printers  A few years later, a team of Chinese makers, Jack Chen, Huilin Liu, Jingke Tang, Danjun Ao, and Dr. Shengui Chen took the RepRap designs and started a company to manufacturing (Do It Yourself) kits called Creality. They have maintained the open source manifesto of 3D printing that they inherited from RepRap and developed version after version, even raising over $33M to develop the Ender6 on Kickstarter in 2018, then building a new factory and now have the capacity to ship well over half a million printers a year. The future of 3D Printing We can now buy 3D printing pens, over 170 3D Printer manufacturers including 3D systems, Stratasys, and Ceality but also down-market solutions like Fusion3, Formlabs, Desktop Metal, Prusa, and Voxel8. There's also a RecycleBot concept and additional patents expiring every year.  There is little doubt that at some point, instead of driving to Home Depot to get screws or basic parts, we'll print them. Need a new auger for the snow blower? Just print it. Cover on the weed eater break?  Print it. Need a dracolich mini for the next Dungeons and Dragons game? Print it. Need a new pinky toe. OK, maybe that's a bit far. Or is it? In 2015, Swedish Cellink releases bio-ink made from seaweed and algae, which could be used to print cartilage and later released the INKREDIBLE 3D printer for bio printing. The market in 2020 was valued at $13.78 billion with 2.1 million printers shipped. That's expected to grow at a compound annual growth rate of 21% for the next few years. But a lot of that is healthcare, automotive, aerospace, and prototyping still. Apple made the personal computer simple and elegant. But no Apple has emerged for 3D printing. Instead it still feels like the Apple II era, where there are 3D printers in a lot of schools and many offer classes on generating files and printing.  3D printers are certainly great for prototypers and additive manufacturing. They're great for hobbyists, which we call makers these days. But there will be a time when there is a printer in most homes, the way we have electricity, televisions, phones, and other critical technologies. But there are a few things that have to happen first, to make the printers easier to use. These include: Every printer needs to automatically level. This is one of the biggest reasons jobs fail and new users become frustrated. More consistent filament. Spools are still all just a little bit different. Printers need sensors in the extruder that detect if a job should be paused because the filament is jammed, humid, or caught. This adds the ability to potentially resume print jobs and waste less filament and time. Automated slicing in the printer microcode that senses the filament and slices. Better system boards (e.g. there's a tool called Klipper that moves the math from the system board on a Creality Ender 3 to a Raspberry Pi). Cameras on the printer should watch jobs and use TinyML to determine if they are going to fail as early as possible to halt printing so it can start over. Most of the consumer solutions don't have great support. Maybe users are limited to calling a place in a foreign country where support hours don't make sense for them or maybe the products are just too much of a hacker/maker/hobbyist solution. There needs to be an option for color printing. This could be a really expensive sprayer or ink like inkjet printers use at first We love to paint minis we make for Dungeons and Dragons but could get amazingly accurate resolutions to create amazing things with automated coloring.  For a real game changer, the RecycleBot concept needs to be merged with the printer. Imagine if we dropped our plastics into a recycling bin that 3D printers of the world used to create filament. This would help reduce the amount of plastics used in the world in general. And when combined with less moving around of cheap plastic goods that could be printed at home, this also means less energy consumed by transporting goods. The 3D printing technology is still a generation or two away from getting truly mass-marketed. Most hobbyists don't necessarily think of building an elegant, easy-to-use solution because they are so experienced it's hard to understand what the barriers of entry are for any old person. But the company who finally manages to crack that nut might just be the next Apple, Microsoft, or Google of the world.

Founders – you work so hard to be prepared for investors' questions during your pitch presentations.But are you qualifying those investors? Your time is valuable, and you need to minimize the chance of wasting your time with investors who will not invest in your startup.Our guest, Alex Iskold, is a 4x founder, a software engineer, an investor in over 150 startups, and the Founder and a Managing Partner at 2048 Ventures, where he leads pre-seed rounds, backs visionary founders who are creating technologies of the future, with a specific focus on biotech, deep tech, platform and API companies.Alex writes one of the top startup blogs (a personal fave!), called Startup Hacks, and is a life-long learner and deeply interested in Complexity Science and Systems Thinking. (https://www.startuphacks.vc/)Prior to founding 2048 Ventures, Alex spent 5 years at Techstars as the Managing Director of its NYC program. He was also the founder and CEO of Info Lab (acquired by IBM), founder and CEO of GetGlue (backed by USV, RRE, Time Warner), and a Chief Architect of distributed computing startup DataSynapse (acquired by TIBCO).Alex currently serves as a Coach and a VC in Residence at the Harvard Business School, and he previously taught an award-winning undergraduate computer science class at NYU. 11 Questions Founders Need to Ask Investors During the First Meetinghttps://www.startuphacks.vc/blog/2016/09/21/11-questions-founders-need-to-ask-investors-during-the-fist-meeting30 Questions Investors Ask During Fundraisinghttps://www.startuphacks.vc/blog/2016/09/13/30-questions-investors-ask-during-fundraisingTo learn more about 2048 Ventures, please visit: https://www.2048.vc/Follow Alex via:Twitter: https://twitter.com/alexiskoldLinkedIn: https://www.linkedin.com/in/iskold/Startup Hacks: https://www.startuphacks.vc/Thank you for carving out time to improve your Founder Game - when you do better, your startup will do better - cheers!Ande ♥https://andelyons.com#bestpodcastforstartups #startupstories #startuplife JOIN STARTUP LIFE LIVE MEETUP GROUPGet an alert whenever I post a new show!https://bit.ly/StartupLifeLIVECONNECT WITH ME ONLINE: https://twitter.com/AndeLyonshttps://www.linkedin.com/in/andelyons/ https://www.instagram.com/ande_lyons/ TikTok: @andelyonsANDELICIOUS ANNOUNCEMENTSJoin Innovation Women here: https://bit.ly/AndeInnoWomenArlan's Academy: https://arlansacademy.com/Scroobious - use Ande15 discount code: https://www.scroobious.com/How to Raise a Seed Round: https://bit.ly/AAElizabethYinTune in to Mia Voss' Shit We Don't Talk About podcast here: https://shitwedonttalkaboutpodcast.com/SPONSORSHIPIf you resonate with the show's mission of amplifying diverse founder voices while serving first-time founders around the world, please reach out to me to learn more about making an impact through sponsoring the Startup Life LIVE Show! ande@andelyons.com.

Tom Loverro is a Partner @ IVP where he has led or was actively involved in investments in Amplitude, Coinbase, Hashicorp and Datadog to name a few. As a result of his investing success, Tom was named to Forbes Midas List in 2021. Prior to joining IVP, Tom was a Principal at RRE Ventures. In Today's Episode with Tom Loverro We Discuss: 1.) The Entry into Venture: How did Tom make his way into venture first with RRE? How did the role with IVP come about? Does Tom believe we will see many venture investors move firms with much of their existing expected carry cut in half with the changing landscape? What is Tom's biggest advice to someone looking to make their way into the venture world? 2.) The Calm Before the Storm: Why does Tom believe now is the calm before the storm? Why does Tom urge founders to go out and raise now before the storm hits? Is Tom already seeing pricing coming down for both early and late-stage companies? 3.) When The Storm Hits: When does Tom believe the storm will hit? Why does Tom believe when it does hit, it will be worse than The Great Financial Crisis? How will VCs respond when the storm hits? How will it impact their investing cadence? How will LPs respond when the storm hits? Will they cut back their manager commitments? Does Tom have hope that their will be a new class of LPs in this new economic cycle? 4.) The Rounds That Happen When The Storm Hits: Does Tom believe we will see a wave of down rounds when the storm hits? Why are they less common than people think? In the eye of the storm, will we see further layoffs? Will we see firesales? Will we see a tidal wave of shutdowns? Will large multi-stage funds with huge amounts of dry powder change their deployment pace? The Survival Guide for the Storm: 1.) Raise Now: Why does Tom believe that startups should raise now, not later? What amount of runway should they raise for in this environment? 2.) Cut, Cut and Cut Some More: What amount of runway should startups be cutting to get to? How will this impact marketing spend? Why are your marketing dollars more powerful now than ever before? 3.) Focus on Survival Not Valuation: What does Tom mean by this? How can founders gain leverage with VCs when raising today? How can founders instil a sense of urgency in their raise with investors? 4.) Bring on Operators with Experience: Why would operators with experience join a struggling startup? Will operators with experience not have a flight to safety and stay at their well-paid FANNG role? Does this potential operator not shorten runway even further as they are often expensive? 5.) Unit Economics over Growth: How can founders show investors a superior profile of unit economics moving forward? Do investors not want both unit econ and growth today? 6.) Play Your Cards Right and Then Go on Offense: How does Tom advise founders on the right time to go on offense? 7.) Be Decisive, Half Measures Rarely Succeed: How does Tom define a half-measure? What is so wrong with half-measures?

Have you ever thought about leaving your comfort zone? Perhaps switching your focus to a new asset class? Or starting a new venture you know nothing about? Bryan Underwood is the Principal Founder of Responsible Real Estate, Inc. (RRE), which purchases land and develops multi-family properties in California. Before RRE, Bryan played a vital role in acquiring over 1.5 million square feet of self-storage while working as an Acquisitions Manager at Caster Properties, Inc./ A-1 Self Storage. Bryan started his real estate journey at just 24 years old, having borrowed $50,000 from a family member. Today, he partners with multiple investors to secure amazing real estate deals in San Diego, Boise, Austin, & Raleigh. Bryan sits down with us today to share his story about working for a decade in the family business before finding his own way. Spoiler alert: it wasn't easy. Let's hear how Bryan left a comfortable path, ignored the naysayers, and took the courage to “do his own thing.” KEY TAKEAWAYS 1. Some of us will hit the ceiling at some point in our careers, at which point we need to find a way to grow. 2. When you come across something you know nothing about, it's a sign to start learning. 3. Knowing a city from the inside out can give you an advantage in getting a project off the ground. 4. Whatever happens to your business, you have to pay yourself. LINKS https://www.linkedin.com/in/bryanunderwood/ https://www.responsiblere.com/ INVESTMENT OPPORTUNITIES Want to invest alongside Reed? All investments are 100% PASSIVE. Historical returns to accredited investors have ranged 18-31% annualized! To find out more, head on over to… www.reedgoossens.com

Confabulating with Dr Julietta Steinhauer Julietta Steinhauer joined UCL in September 2014 and is Associate Professor in Hellenistic History. Her research focuses on religion, religious minorities and migration in the Aegean during the Hellenistic period. Julietta is a researcher of the ‘Localism and religion in Ancient Greece' project at the university of Münster where she is working on her current project on migration and local religion. PhD supervision Julietta is interested in receiving research proposals from prospective students on topics including Greek religion, migration, gender, and (in)equality in the Hellenistic period. Current students: Emily James, ‘Tanagra figurines in their ritual context'; Simon Bralee, ‘Anubis outside Egypt'; Rebecca Daly ‘Women on Kos and their roles in Koan cults'; Amaryllis Georges ‘Sexual violence in Classical Athens'. Major publications Steinhauer, J., ‘Religious practice and the Delian neighbourhoods', in: RRE 6, 2020, pp. 138-158 Steinhauer, J., ‘Dionysian associations and the Bacchanalian affair', in: F. Mac Góráin (ed.) Dionysus in Rome (Trends in Classics Supplementary Volume series, De Gruyter) 2020, pp. 133-155. Steinhauer, J., ‘Socio-religious networks of ‘foreign' women in Hellenistic Delos and beyond', in: M. Dana (et al.) La cité interconnectée, Bordeaux 2019, pp. 223-237. Steinhauer, J., 'Osiris mystes und Isis orgia. Gab es 'Mysterien' der ägyptischen Gottheiten?' in: C. Witschel and J. Quack (eds), Religious Flows in the Roman Empire - the Expansion of Oriental Cults (Isis, Mithras, Iuppiter Dolichenus) from East to West and Back Again, Heidelberg 2016, pp.47-78. Steinhauer, J., Religious Associations in the Post-Classical Polis (Potsdamer Altertumswissenschaftliche Beiträge), Stuttgart 2014. For a full list of publications, see Julietta's Iris profile. Media appearances Interview for WIRE (Women in Research, University of Munster), June 2021 BBC program on the Eleusinian Mysteries, BBC World Service, January 2021 Interview about the Elgin Marbles, ITV News, October 2014 Teaching Writing History (undergraduate course) Sources for Greek History (undergraduate course) The Romans and their past (undergraduate course) Emotions and the Ancient Greeks (Second year research seminar) Slavery in the Classical world (Advanced seminar) Lived Religion in Hellenistic Greece (MA elective module) Hellenistic Encounters with Egypt (MA elective module) --- Support this podcast: https://anchor.fm/ihshg/support

Bryan Underwood is the founding principal of Responsible Residential (“RR”) and president of Responsible Real Estate, Inc. (“RRE”), a San Diego-based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-1 Self-Storage/Caster Properties, Inc. Responsible Residential is a San Diego-based residential development company focused on middle-income housing.   In this episode, Bryan Underwood discusses his background and how he got into real estate, sharing that he was motivated to learn more about the industry after asking himself a question about how to value land and assets. To learn more about Bryan, listeners can visit his website!   [00:01 - 01:39] Opening Segment Bryan shares his story of how he got into real estate and how he developed his skills He is currently developing housing townhomes and multi-family in urban environments, as well as syndications      [01:40 - 26:18] Working With A Team Of Professionals Who Will Work On Your Behalf He talks about how he took a step back from the family business and replaced the “ultimate security” of no potential with unlimited risk but unlimited potential Finding development opportunities in residential development and began to build a team to pursue those opportunities Building a community in North Park, San Diego, and his plans to build more communities in California The risks in replacing construction loans as a home builder He discusses how the team is opening up their investments to outside investors, and how this will allow them to do more projects faster and with a larger investor base How real estate is one of the best ways to build generational wealth He believes that everyone should be invested in real estate, as it has historically been one of the best ways to build wealth   [26:19 - 33:19] Closing Segment Bryan advises listeners that real estate is an exciting and complex field, and it can be helpful to have a team of professionals working on your behalf  Bryan shares where you can get in contact with him (links below)     Quote/s: “I am on a mission in life to only do business with good people. And so, while it's not bulletproofed, I go the extra mile of making sure this is somebody I want to be associated with.” – Bryan Underwood   You can connect with Bryan through his: Website: https://www.investwithbryan.com/join Facebook: Bryan Underwood Twitter: @bwood LinkedIn: Bryan Underwood Instagram: Bryan Underwood     WANT TO LEARN MORE?   Connect with me through LinkedIn   Or send me an email at sujata@luxe-cap.com   Visit my website www.luxe-cap.com or my YouTube channel   Thanks for tuning in!   If you liked my show, LEAVE A 5-STAR REVIEW, like, and subscribe!

If you enjoyed this episode, or are enjoying the Scalable REI show overall, show your support by buying the Scalable REI team a cup of coffee: https://www.buymeacoffee.com/scalablereiBryan Underwood is the founding Principal of Responsible Residential (“ RR") and President of Responsible Real Estate, Inc. (“ RRE” ), a San Diego based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-l Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego based residential development company focused on middle income housing. Prior to launching RR & RRE, Mr. Underwood worked as the Acquisitions Manager for Caster Properties, Inc./ A- 1 Self Storage. Since joining Caster Properties in 2007, Mr. Underwood has played a key role in the acquisition and entitlement of over 1.5MM square feet of Self Storage space with a market value of $200MM. His primary responsibility was to achieve the Caster family's investment goals. To do this, he led the acquisition team in their efforts to uncover new Self Storage opportunities and negotiate transactions. He worked closely with the construction and development department for initial project cost estimating, site planning, and entitlements. He was the lead underwriter for each project and facilitated escrows and the completion of all due diligence items.Helpful Links:https://www.responsiblere.com/Best Way to Contact Bryan:https://www.linkedin.com/in/bryanunderwoodBEST CRM THAT WE USE: Looking for the best all-in-one CRM to scale your real estate investing business? Use the link below to sign up today: https://www.gohighlevel.com/main-page?fp_ref=scalable-reiBEST PHONE SYSTEM THAT WE USE: Looking for an optimal online phone system that can forward to your cell phone, directly integrate to your CRM, and be leveraged for your remote virtual assistant team? If so, use this link to save $20 today when you open a new account: https://openph.one/referral/NpnZPxX VPN THAT WE USE: Need a VPN for your overseas VA to access certain websites? Get your first month for free by using this link here: https://ref.nordvpn.com/kVZShqLwaiG COFFEE!!! If you feel this episode provided a ton of value, show your support by buying us a cup of coffee: https://www.buymeacoffee.com/scalablereiLET'S DO SOME DEALS!!! Contact Mason to JV/partner on deals or passively invest by either emailing him at mason@scalablerei.comSchedule a call with Mason by using this link here: https://calendly.com/mason-klement/30minFollow Mason on Instagram to learn additional real estate investing tips and tricks: https://www.instagram.com/mason_klement_scalablerei/NOTE: This description might contain affiliate links, which may pay our podcast a commission at absolutely zero cost to you.  Any commissions go toward the cost of producing each episode so we really appreciate your support.  In addition, depending on the vendor, you actually might even save money by using these links that you wouldn't have access to if you went directly to the vendor's website. 

Today on Unstoppable REI Wealth you are in for a treat.  This entire episode my guest is giving some incredible value.Who is the guest you ask.  Bryan Underwood.Bryan Underwood is the founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-1 Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego based residential development company focused on middle income housing.Prior to launching RR & RRE, Mr. Underwood worked as the Acquisitions Manager for Caster Properties, Inc./ A-1 Self Storage. Since joining Caster Properties in 2007, Mr. Underwood has played a key role in the acquisition and entitlement of over 1.5MM square feet of Self Storage space with a market value of $200MM. His primary responsibility was to achieve the Caster family's investment goals. To do this, he led the acquisition team in their efforts to uncover new Self Storage opportunities and negotiate transactions. He worked closely with the construction and development department for initial project cost estimating, site planning, and entitlements. He was the lead underwriter for each project and facilitated escrows and the completion of all due diligence items.Ready to learn more from Bryan just head over to https://investwithbryan.com And after that head on over to...https://easysell411.comhttps://billyalvaro.comhttps://billyssecrets.comWho knows maybe you will be our next partner?To get some neat (and FREE) Tools | Tips | Tricks to help you in REI!

In this episode, Bryan Underwood shares with us tons about the nitty-gritty of real estate urban development, why you should get into it, and the things you should know to succeed in this business area. Don't miss out on this episode and learn a bit different about real estate today.Key Takeaways to Listen forIs it better to buy a self-storage facility or build a new one?What is urban developmentHow much does it cost to build a property in an urban area The efforts that San Diego has made to support urban developersGovernment issues to deal with as a real estate developerResources Mentioned in This EpisodeFree Apartment Syndication Due Diligence Checklist for Passive Investor About Bryan UnderwoodBryan Underwood is the founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego-based real estate investment company.  Prior to launching RR & RRE, Mr. Underwood worked as the Acquisitions Manager for Caster Properties, Inc./ A-1 Self Storage. He participates in the University of San Diego's Real Estate Mentorship Program. Connect with BryanWebsite: Responsible Real EstateConnect With UsPlease visit our website: www.bonavestcapital.com and please click here, to leave a rating and review!SponsorsGrow Your Show, LLCThinking About Creating and Growing Your Own Podcast But Not Sure Where To Start?Visit GrowYourShow.com and Schedule a call with Adam A. Adams.

Bryan Underwood is the Founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-1 Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego based residential development company focused on middle income housing. In this episode, Bryan discusses how important it is to have a business plan and to be organized when working on projects. He recommends using tools like focused.space or caveday.org to help you stay focused and on track!   [00:01 - 03:34] Opening Segment Bryan is a self-storage operator and real estate developer who has been in the industry for many years He encourages listeners to think about what they can take away from the show and turn that insight into action One way he keeps himself moving forward is by taking the next step   [03:35 - 20:26]   Bryan shares that it is important to focus on the next task in order to improve productivity He discusses the importance of having focused time He recommends avoiding working on projects for more than 90 minutes straight Implementing a phone box can help to keep your phone out of sight and mind while you are working   [20:27 - 24:15] Closing Segment Bryan recommends using space to help you listeners with focus and improve your productivity! Bryan shares where you can get in contact with him (links below)   Quote/s: “Don't work on a project longer than 90 minutes straight and when you're working on your project, close your email browser, close it, shut it off, and you will have tremendous focus. When you've got emails dinging in your face. You will not finish your project. It's something so simple. Do it. It's going to change your life.” – Bryan Underwood     You can connect with Garrett through his: Website: https://www.investwithbryan.com/join Facebook: Bryan Underwood Twitter: @bwood LinkedIn: Bryan Underwood Instagram: Bryan Underwood     WANT TO LEARN MORE?   Connect with me through LinkedIn   Or send me an email at sujata@luxe-cap.com   Visit my website www.luxe-cap.com or my YouTube channel   Thanks for tuning in!   If you liked my show, LEAVE A 5-STAR REVIEW, like, and subscribe!

On today's episode of Ritter On Real Estate, we chat with Bryan Underwood. Bryan is the founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego based real estate investment company. Bryan started RR & RRE after spending more than ten years in his family business, A-1 Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego-based residential development company focused on middle-income housing. Prior to launching RR & RRE, Bryan worked as the Acquisitions Manager for Caster Properties, Inc./ A-1 Self Storage.Since joining Caster Properties in 2007, Bryan has played a key role in the acquisition and entitlement of over 1.5MM square feet of Self Storage space with a market value of $200MM. Welcome to the show Bryan! Key Points From The Episode: Bryan's upbringing – how he fell in love with real estate while working in the women's Department in Nordstrom.Bryan's experience working in his family business in Self Storage.What 2007 taught Bryan about the real estate market. Why the Self Storage business is so great for investors.Why Bryan switched from self-storage to single-family starting his own kind of.The two deals that exposed him to why real estate is such a great investment.Why red tape is never fun for real estate developers.Advice for new real estate developers.Brian's goal of buying1000 units in the next few years. Books Mentioned:Never Split The Difference By Chris Voss

Bryan Underwood is the founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego-based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-1 Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego-based residential development company focused on middle-income housing. Shoutout to our Podcast Sponsor: www.CashFlowPortal.com Contact us www.dwellynn.com/invest

Österreich stöhnt unter der intensivsten Hitzewelle des Jahres. Noch kritischer ist die Lage in Südeuropa, das mit anhaltender Dürre und Waldbränden kämpft. Das Vereinigte Königreich indes verzeichnet zum ersten Mal seit Beginn der Messungen Temperaturen jenseits der 40 Grad. Und der Gletscherbruch auf der Marmolata schürt die Angst vor weiteren extremen Wetter-Ereignissen. Doch noch näher liegt für viele die Sorge vor unerschwinglichen Energiepreisen, Blackouts und der nach wie vor geplanten CO2-Steuer.Wie gut sind wir auf Krisen wie diese vorbereitet? Ist die Klimapolitik gescheitert, oder stehen die Zeichen jetzt endgültig auf Verzicht? Und müssen wir womöglich unseren Wohlstand einschränken, um das Klima zu retten?Darüber diskutiert Michael Fleischhacker mit diesen Gästen: Andreas Jäger - Meteorologe und Wissenschafts-JournalistFrauke Petry - Autorin, Chemikerin und Ex-AfD-PolitikerinMarc Hall - Energie-ExperteThomas Eisenhuth - Energie-Unternehmer

Bryan Underwood is the founding Principal of Responsible Residential (“RR”) and President of Responsible Real Estate, Inc. (“RRE”), a San Diego based real estate investment company. Mr. Underwood started RR & RRE after spending more than ten years in his family business, A-1 Self Storage/Caster Properties, Inc. Responsible Residential is a San Diego based residential development company focused on middle income housing. In this episode we discuss the dynamics inside a business family, why would someone leave their comfort zone to start a new business, and Build-for-Rent.

Today we're joined by Maria Palma, the latest addition to the famed Kindred partnership. She joined Kindred from NY-based VC fund RRE, where she spent five years, both building their platform team from scratch and leading investments into some of their most exciting break-out companies. Prior to that she had a decade long operating career spanning roles in startups and large corporations.In this episode you'll learn:– How Maria broke into venture by creating FOMO and going deep– All about Kindred's founder carry sharing scheme and how it helps drive 40% of their top of funnel deal flow and 60% of their end of funnel!– A deep dive on how Maria and Kindred works with founder community development as a core value add– Marias views on the current market and what she feels most VCs are missing out on in crypto!

In this episode, we cover: Introduction (00:00) Chandan's background and building CoinTracker (02:26) The tipping point into crypto and tax compliance (06:14) Trials and tribulations of committing to crypto (11:30) Thoughts on expanding into enterprise (14:00) Reflections on recent tax regulation and some expected shifts (18:42) Expanding the relationship with the consumer (21:30) Working in the ecosystems of integrations (24:38) Where CoinTracker is headed (29:00) Links: CoinTracker: https://www.cointracker.io/ First tax guidance that the IRS released: https://www.irs.gov/irb/2014-16_IRB#NOT-2014-21 More from CoinTracker For a 10% discount for new CoinTracker users go to: https://cointracker.io/a/boring Interested in working for CoinTracker? They're hiring across the board: https://www.cointracker.io/about TranscriptWill: Welcome to the Perfectly Boring podcast, a show where we talk to the people transforming the world's most boring industries.Jason: I'm Jason Black, general partner at RRE ventures.Will: And I'm Will Coffield, general partner at Riot Ventures.Jason: And today we're talking to the co-founder and president of CoinTracker, Chandan Lodha. Chandan is actually a classmate of mine in school and has since built, now, a unicorn business in the crypto tax space called CoinTracker. Not my first time talking to Chandan about the business, but maybe, Will, what were your impressions after our conversation?Will: Yeah, I was really impressed with, I think, the simplicity of the value proposition for CoinTracker. Which is—Jason, as you highlighted in the podcast, it's sort of death and taxes. And they found a kind of ubiquitous pain point that everybody participating in the crypto space feels around needing to become tax compliant at a certain point, and how they not only solve that problem but then think about it not as the finite value proposition, but as the beginning of what will be a sort of ubiquitous relationship with the consumer, and how to be a partner for them as they go deeper in their crypto portfolio and life.Jason: Yeah. And matching the increasingly complex landscape of crypto with an increasingly, kind of, simplified, approachable version that is within the confines of taxable events, et cetera, that brings that kind of trust all the way back.Will: Yeah, I mean, the landscape of integrations and assets that they have to get their arms around is not static. It is—Jason: It is not.Will: —[laugh] it is not static at all. And just really impressive what they've built over a relatively short period of time while also being founded in the midst of a bull market in 2017, building through the course of crypto winter, and now positioning themselves as you know, one of the category-defining platforms as we kind of go into another major building cycle for crypto.Jason: Yeah. Well, before we get too deep, let's jump into the interview.Will: Welcome to Perfectly Boring. Today, we're joined by Chandan Lodha who is the president and co-founder of CoinTracker. And today, we're going to be going on a deep dive into the very esoteric and complex world of taxes as it relates to the explosion in activity that is happening in Web3 and crypto trading. Chandan, thank you for joining us today, and we'd love to start by giving the audience a little bit of a background into your career and how you kind of ended up at this place and building what you're working on.Chandan: Absolutely. Thanks for having me. So, my background is mostly in the tech space. I was a product manager by training; I worked at Google for a couple of years. And basically ended up getting more interested in FinTech.And so my co-founder and I—my co-founder, John who's also from Google—basically ended up starting building in the FinTech space. And it was actually building on traditional financial rails, like, automated clearing house ACH and SWIFT network that was super slow, super inefficient, didn't work in a, kind of, internet-enabled digital way. That led us to be frustrated and diving deeper into the crypto space.Will: Awesome.Jason: And what in particular about the, kind of, tax angle was interesting to you? And give us—I mean, obviously crypto is moving so quickly, has been kind of accelerating, certainly recently, but it's gone through these waves. It's kind of important to know what the timing is and where that entry point was. So, maybe you can give us a little bit of sense of timing there, too.Chandan: Right. So, we started working on this in 2017, kind of mid-2017. And what was happening was we were building a personal financial assistant type of app that would help people save money, build wealth, kind of automate financial assistance. And like I was saying, it was really frustrating to work on ACH and SWIFT network. And the reason why is it would take 11 days for our first settlement between a checking and savings account bank transfer, with a $1 fee on a $5 transfer. So, it was slow, it was inefficient, it was expensive, it didn't work on weekends, it didn't work on holidays, it was not a 24/7, 365 system.And at around the same time, people were getting super hyped around cryptocurrency, right? This was leading up to one of the biggest bull runs at the time. And so we kind of got curious. We were pretty skeptical at first, to be completely honest, but we kind of dove in a little deeper. Like, what are the fundamentals here behind bitcoin and why is there so much hype here?And what we ended up finding out was, it was a digital-native, global financial system that could be built using this technology. So, that got us, kind of, intrigued from a technological perspective. And next thing you know, I had an Ethereum miner that we built in the office, I was running a Monero full node on my computer, I had 15 different cryptocurrency exchange accounts, it was just super wild. And as a result—Jason: Yeah, it's immediately going down the rabbit hole in crypto.Chandan: Down the rabbit hole. Exactly. Down the rabbit hole. And as any, sort of, early crypto person can tell you, the next thing you're trying to do is keep track of all your transactions and wallets and addresses. So, we had a complicated spreadsheet doing that.And then we had formulas pulling in price feeds, and then we had Google Apps Scripts. And it was two minutes to open the Google spreadsheet, so we basically built a very, very simple landing page that only allowed people to track their cryptocurrency portfolio. And it was just—it was a solution for ourselves. We ourselves were like, “We need this.” So, we built that.And we kind of knew we were onto something because immediately random people from around the world, people in Thailand, were emailing us saying, “This sucks and you need more features.” And we were like, “Wow, [laugh]. This random person in Thailand is emailing us complaining that our tool isn't good enough. That means we're onto something. We should make this better.” And, kind of, the rest is history.Jason: Gotcha. And you wouldn't have been the only one to continue down the path of, kind of, traditional financial tools. Like, there's been plenty of companies that have gone on to be quite successful, certainly, to varying degrees, but it's not like great tools having been built in that space. What was the tipping point into crypto? Was it this kind of global sense of scale when you have the people from Thailand or was it something else that made you switch and make a big bet, still? I know there was a lot of hype, but the fundamentals are still building in a big way.Chandan: Right. So, this ties back to the question you were asking about tax, and it kind of bridges into crypto as well. So, on crypto, in particular, we really wanted to work on something that had the potential of a thousand-X-ing in the next five years. And the reason why is because you know, we were leaving our cushy, comfortable, privileged lives at Google, and so if we're going to take a big risk, it better have asymmetric upside. And we felt like crypto is one of those few industries where yes, it's really risky, it's unclear whether it's going to take off—this is 2017—but if it does, you could change the world.And so that's why we took a bet on crypto is because we felt like we had confidence that there was a lot of asymmetric upside potential because the financial system that we were building on before was not internet-enabled, it was not globalized, it was not working 24/7, 365. So, that gave us competence on the crypto angle. And then what we ended up kind of figuring out is that if we build all the infrastructure to connect people's cryptocurrency exchanges, wallets, et cetera, then taxes becomes an obvious problem to solve for people with that same data set that people are willing to pay for right now. It wasn't some hypothetical, sort of, future blockchain IoT AR, something-something magic; it was, “I have this problem right now. I need to file my taxes. It's impossible to do by hand.” And we actually have all the data to make that possible. So, that's why we had the confidence on that.And to your other point, there were other people doing this; we were not the first. So, we actually, before building any of this stuff, googled it, tried to figure out what else was out there, and there were a couple solutions, but all of them were built for a very esoteric, sort of accounting-style audience, not smooth, really easy to use, best-in-class web apps that you would expect from, you know, 2017. And that gave us a lot of confidence that, wow, if a lot more people start using cryptocurrency, they're going to need something that is as easy to use as any other top Web3 app or Web2 app at that time. And so we have the confidence to take the bet there.Jason: Gotcha.Will: I remember 2017 is when I personally started trading crypto and thinking about it as a piece of my personal portfolio. And I remember that at the time, there was little to no framework and a tremendous amount of debate going on about what was taxable, what wasn't taxable, around what data the IRS was going to have, around what data the IRS was not going to have, and how to report your taxable information to the IRS. It felt a lot like the Wild West at that time. You must have made some, kind of, critical decisions about the way you believed taxes should be paid at the time without a lot of clear framework to substantiate it. Could you walk through it was going on at the time, how you were thinking about this maybe how things have evolved since?Chandan: Well, I'll start with a quick disclaimer that I am not a tax advisor, and this should not be taken as tax advice. [crosstalk 00:09:33]—Jason: [laugh].Will: That's—we're—Jason: Probably should have had that at the top.Will: —should have started with that. Yes.Chandan: But given that, I have been working in this space for four-plus years, and so I'm happy to provide some informational—sort of, what I've seen, which is, at the time—so the first tax guidance that the IRS released about digital assets was in, actually 2014. It's a public notice; you can Google it. It's [2021-14 00:09:55].And basically, the TL;DR of what it says is that cryptocurrencies like Bitcoin are taxed as property. Now, for the non-tax experts listening to this, what that means is that they have capital gains and losses somewhat similar to the way equities—stocks—do where there's a cost basis, which is the price you acquire the asset, and then there's the fair market value the time you sell, and the, kind of, the difference is your capital gain. So, that was kind of the framework that was already established. You know, if you're looking at government agencies and seeing who's moving the fastest, you know, the IRS is, you know, definitely wants to make sure that, you know, assets that people are speculating on are getting taxed properly.So, they had that framework in place for three years before we started doing any of this, and that gave us, sort of, the first principles groundwork on how we should, sort of, build our tax engine. Now, of course, the crypto industry is moving super-fast, way faster than regulators are going to be able to keep up with, and especially now we're seeing DeFi, we're seeing NFTs, we're seeing, sort of, all kinds of derivatives, perpetual futures, things that don't even exist in equities world. So, there are plenty of gray areas, but the core fundamental of having a property-style tax sort of set of rules applying to crypto gave us the groundwork to cover the vast majority of, sort of, ordinary cases. When there were gray areas, what our philosophy has always been is to kind of interpret the rules to the best of our ability, give people—our users—the ability to choose and make decisions, and sort of default to conservative options. And then for advanced users who are working with a CPA or accountant, the option to take a more aggressive approach if they want to.Jason: 2014. So, you already had a framework to kind of work with. Between then and now there's been a crypto winter. Like, walk us through what that meant for the business, and what that kind of clarified about your mission. Because for the companies that I've talked to that have kind of built through it was a very clarifying period of time, and a lot of people that were really maybe not as committed to it fell out, and the people who stuck through were rewarded in a really big way. Maybe you can talk us through some of the, like, the trials and tribulations that you went through as the market took a really big downturn, kind of on the tail end of 2018.Chandan: That resonates with me deeply. So, as you just said, basically, things were great in 2017. Anyone who was buying was going to make huge ROI. And then if you recall, early-2018, everything peaked and then plummeted. And so as a result, at the time, it was very painful, but in retrospect, it was actually very transformational for our company and for many others, in that a lot of hype and speculation and fraud and nonsense and BS and hysteria had built up because there were so much money being made.And that brought in a lot of, sort of, grifters and sort of like unsavory characters into the cryptocurrency space. And that was not great because then it ended up having this reputation of being very shady, when in fact, actually, a lot of the transaction activity has nothing to do with being shady at all. And so because there was this multi-year winter, a lot of the people who weren't long-term mission aligned with the, kind of, fundamentals of cryptocurrency building blocks, ended up leaving the space and moving on to other things. And it was really hard; we had to really tighten our bootstraps, really focus on cutting costs, really focus on delivering more user value. We, for example, launched a new portfolio subscription product during that time, which really helped us build up more revenue.But I mean, it was dire times. We were small team, it was really hard. The IRS extended the tax deadline in the US for the first time in history. And it hit us—you know, Covid in 2020 hit us in March, right around the time it was tax season when we make a lot of our normal revenue during a normal season. And so yeah, it was brutal.But because it was so brutal, it forced us to be really focused on product-market fit, delivering user value, growth, cutting costs, building profitability, which we did. And as a result, like you said, now the companies that have stuck with the crypto space through that winter, or through other winters, have built really loyal user bases that are highly retained, and people have seen what it's like to go through good times and bad times. So, that has made us very much stronger company now.Jason: And during that time, did you ever think about expanding into the enterprise side? I know you primarily focused on the… individuals who are less sophisticated, et cetera. Maybe you could walk us through the kinds of trade-offs that there are with working with enterprises. I'm sure you've spent a lot of time thinking about whether or not you'd expand into that space.Chandan: Definitely, we have thought about it. We actually even tested out some products and got some customers on board, and we do work with some enterprise customers. But like you said, our bread and butter is consumers. We built a really strong and compelling product in the B2C crypto tax and portfolio tracking space. I think what it comes down to is, as a startup—and you guys are, you know, investors; you talk to startups all the time—it's like, our key advantage is being very focused on one problem, and executing on it faster than a bigger company can. Again, as a result that has driven us to be extremely focused on solving these B2C problems.Now, I do think there's a very large and growing compelling opportunity to focus on enterprise including in the spaces that we're working in, but as a startup, the key thing we can do really well is focus. And so that's why we've been razor-focused on the B2C problems and pain points and products. And I do think as more companies now, more public companies, are bringing Bitcoin onto their balance sheets and their treasuries, we're seeing more—like, the crypto ecosystem itself is burgeoning. Like, there's all these crypto startups now, a lot of them are accepting payments in crypto, paying out in crypto, and they're all going to need ways of tracking this doing accounting, doing bookkeeping. It's very much in our natural wheelhouse of extension, it's just not the first thing we've chosen to tackle because we want to build excellent products in everything we take on.Jason: That makes sense.Will: What is the natural extension, in your perspective, about the relationship with the consumer after you solve this problem for them? What does this sort of open the door to, from kind of a product expansion and value expansion perspective?Chandan: So, right now, one of the core problems that CoinTracker solves is at the end of the year, you've completed all your transactions; we will reconcile them for you and generate some tax forms. The extension of that is basically providing year-round value to people, not just once-a-year value at the end of the tax season. And so I'll give you some examples. We, during Covid, like I was mentioning, launched this portfolio subscription that helps users basically get more insights into their cryptocurrency activity on a daily basis. That includes notifications, alerts, tax-loss harvesting strategies, cost basis information, the ability to optimize people's portfolios, year-round.And the reason why that matters so much is because it actually helps people do tax planning, wealth optimization, tax optimization, which can only be done during the actual tax calendar year, not when the year is over. So, that is one way that we're adding more value. And to take that even one step further, what is going to be really amazing is being able to actually help people make actions on their cryptocurrency in a non-custodial way. So, it's going to be really cool is now you have your wallets, you have your exchanges tracked here, we can help you do things like rebalance your portfolio, or tax-loss harvest your portfolio with a very simple UX, without storing your private keys because you're already using this as your central, sort of, hub to manage your cryptocurrency portfolio.Will: So, it's really—it's a path to being one of the definitive robo-advisor platforms for consumers as relates to their crypto exposure?Chandan: I think it's something similar to that. I'm not sure I would necessarily say it's exactly a robo-advisor because we're not imminently planning on becoming an investment advisor. But it's something in that vein, where it's a one-stop-shop to be really simple interface to interact with your cryptocurrency portfolio.Will: Given the volatility in crypto, tax-loss harvesting feels like such an unbelievably powerful tool if you can effectively deliver it to folks where it should just be extraordinarily valuable. That's really exciting. I hadn't thought about that.Jason: Well, and also, I think it's a part of the tax portion that individuals aren't typically thinking about, right? They're like, certainly, we have the Wall Street Bets people that are day-trading, et cetera, [laugh] but I think for the most part, people are, you know, building a basket over time, you know, I'm just talking about your average person that maybe they bought Bitcoin or Ethereum, it's gone up or down a little bit. And they wouldn't necessarily be thinking about tax-loss harvesting in their own, kind of, course of doing business. But they might be checking their CoinTracker—I get my emails every day, which is [laugh] honestly, like, a huge value in and of itself—and I've seen that in there, just that one simple thing where you can be saving money. I mean, it can be pretty substantial impact on your taxes in a world that's feels like it's getting more complicated.And maybe we can, kind of, circle back to the tax regulation. I don't know if you want to speculate on how things are changing right now, but we saw some regulation go through that was attached to the infrastructure bill, and reporting. Obviously, an explosion of activity, tons of rug pulls and scams that are unfortunate headline grabbers, to your point, around, it's not just shady actors, but they get the kind of the loudest, sometimes, out there. Where do you expect things to shift if you are able to make any kind of predictions? Or maybe you can give people a sense of since 2014, how the IRS has clarified their position on these assets.Chandan: Right. So, in 2014, cryptocurrency usage was a tiny fraction of what it is today. So, there was some guidance, there were some people, but it wasn't a central focus of the government. It was a very fringe thing, even in 2017 it was sort of like this. After that major bull run, people started making millions of dollars and it was just wild; it started getting more media coverage, things like that. There was a little bit more attention paid.Then a few years later, we started seeing the IRS send out tens of thousands of warning letters to people that they knew had cryptocurrency activity but hadn't filed. So, then we saw, okay, the IRS is stepping up its efforts and really paying attention to this. And now, like you just referenced an infrastructure bill in November of 2001, we basically saw that the government is going to basically force all US-based cryptocurrency exchanges to put all of their users into tax compliance by the end of '23. So, what we're going to see over the next few years is a very small number of people being tax compliant, going to really high level of compliance. And as a result, there's going to be tens of millions of American taxpayers are going to need to find a way to become tax compliant in their cryptocurrency transaction activity. And that is what makes such a compelling opportunity for us right now is that we've built a really compelling solution for exactly those users.Jason: Gotcha. And what is the role of, you know, the individual wallets? I mean, just from my own, I bought Bitcoin in 2014, you know [laugh]? I've been in it for a while. I ended up—Will: You love to brag, man. Congratulations.Jason: No, I sold it [crosstalk 00:20:48] eight grand. I thought it was a genius. Bought it, like, you know, $200 sold almost all of it at eight grand. So, it was it a great return on investment, but like, should have obviously held on. But I'm fairly deep in this space, have been for a while, and boy, do I have sprawl across—now I've got Solana Wallet, an Avalanche Wallet, I've got a Coinbase Wallet, MetaMask Wallet, I have crypto staked here, there, and everywhere.If you really are going down the rabbit hole, your assets are spread out in a big way. And I'm curious how you are helping your user base as I assume, you know, that these are accessible markets now to the normal person, right? You and I can become a market maker on Uniswap, and that's, like, a new thing for an individual user. Is that an interesting avenue for you guys to explore and expand your relationship with consumers? And do you have any insights as how that will be treated over time by the IRS?Chandan: Absolutely. Okay. So, I think you've touched upon multiple good points. The first is people are getting into more and more complexity in the crypto space. It's not just buying and selling Bitcoin anymore; it's all kinds of Web3 stuff. It's DeFi, it's NFTs, it's staking, it's lending, there's new crazier things that people are coming up with every day.And so this just further exacerbates that original problem that we saw in 2017 of people need a simple, unified way to keep track of everything that's going on, the sprawling sort of nature of cryptocurrency, like you said. So, that is absolutely in our wheelhouse. It's a major area of focus. We've recently added support for NFT tracking and portfolio tracking, and we're going to continue developing that further in the DeFi realm as well, like you said. We already support hundreds of different exchange integrations, thousands of different cryptocurrencies, and now there's things like L2s, all this kind of stuff.So yes, absolutely, very core to the focus of what we're doing. The second thing is helping make some of this more complexity and sprawling sort of cryptocurrency stuff more easily accessible to more people. Because yes, if you're Jason and you're a crypto guru who got into the space in 2014 and are super deep, awesome, but the average person isn't necessarily going to know how to be an automated market maker on Uniswap, or how to, like, stake their Avalanche or whatever. So that's, again, where some of the stuff that we were just chatting about becomes really critical is super simple, easy to use interfaces that wrap the complexity behind using all these protocols behind the scenes and make very simple UIs and user experiences for people to understand, what am I actually doing? How can I actually do it, but with simple buttons, not complicated tooling, or command-line tools, or you know, whatever other kind of complicated stuff people are having to do. So, that's sort of the second area where I think we can really help bring people into these new types of opportunities in a responsible way that helps them actually understand what's going on.Jason: What's so interesting about that is if we think of just like TurboTax, as, like, the really reductive [laugh] parallel here, right, to a certain extent, you are going the opposite direction that TurboTax is going, which I think is really, really fascinating. That you're kind of like leaning into, hey, we're actually going to help you proactively manage this, rather than just stay in the tax lane. Which I think is such a—you know, people do need, kind of, that trusted service or advisor or product or something like that, where they do know that they can be tax compliant, right? My parents aren't looking to, like, go super deep, and, like, figure out the tax stuff later, you know, but they want to be kind of active in some of that more trustworthy activities that are now accessible. So, I think that's a really interesting avenue of expansion and does feel really kind of core to your initial thrust.Will: Going to that point that Jason was just hammering on around the sprawl and this constant expansion of where relevant tax data sits, how do you think about the ecosystem of integrations and the depth that happens there maybe, particularly around some of the exchanges and major wallet providers? That's got to be a never-ending game of whack-a-mole, as you think about product and engineering.Chandan: Right. So, this gets to the sort of the core secret sauce of what makes CoinTracker valuable is that it is very hard to integrate all these things. Everyone has their own spec, everyone has their own API, everyone has their own format, many people don't have any format at all. The same coin has different names in different places, different prices in different places, different trading pairs in different places, and it's a total mess. And so what CoinTracker does, the key, the essence of what we do really well is integrate all of these things as they're always changing, evolving, adapting, getting more complex, and reconciling it into one straight-forward ledger of transaction activity.So, the core of what we're doing is basically partnering with all these different people and integrating them. So, you mentioned some of these APIs, like, for example, Coinbase is one of our partners, and we basically help make this super simple for anyone who's using Coinbase or Coinbase Pro. No matter what kind of activity you out there, it will be easily reconciled into CoinTracker. You mentioned TurboTax, too. Like, our ambition here is not to build a tax company. It's to make all of this sprawling complexity super simple and provide people value in various ways, for example, by integrating into TurboTax, and then you can get your taxes filed in TurboTax if you choose to be a TurboTax [unintelligible 00:26:06]—yes, that's exactly what we're focused on is taking the sprawling complexity of integrations, making all the engineering effort that's required to work on that at scale, but then obfuscating it away from users, so they don't have to think about it at all.Will: Yeah. And I would imagine all of those different stakeholders and exchanges and wallets are aligned in wanting to see a CoinTracker integration because they're going to see regulatory hurdles here around tax compliance be a hindrance on engagement from a consumer base and a hindrance on transaction volume if there isn't a really robust and really intuitive platform for folks to consolidate all that information.Chandan: You nailed it.Jason: I think also, it's just a brilliant way to funnel the largest possible footprint of crypto users into a single product, which is death and taxes. Like, [laugh] you know, like—Chandan: And Bitcoin.Jason: If you just think about it, it's like, okay, great. There's going to be a project here that does this, right? And this, that the other thing that's, like, trying to help you, but everybody is going to need to file their taxes. [laugh]. So, we can hit—some service provider in the US will hit basically one hundred percent of crypto users, and you guys are making yourself the most attractive point and then expanding that relationship with other products and services throughout the rest of the year. Which is—yeah, I think it's phenomenal.Will: Super. Yeah, it's really cool. So, now that we're full-swing in another bull market, what are the big challenges facing the business? What are the big, kind of, campaigns that you guys are on right now?Chandan: By far, the number one thing is scaling.Will: Yeah.Chandan: Like you said, last year was absolutely wild in the crypto space. The amount of growth that we're seeing on all dimensions, crypto trading, DeFi, NFTs, new users getting into this space, transaction volume, every single record was broken last year. And as you can imagine, taxes are a sort of lagging indicator of the success of transaction activity in the prior year. So, this is going to be by far the biggest crypto tax year in history. And we're a startup, so as a result, it's all hands on deck to scale and handle way more transaction volume, way more users, way more integrations, way more people, basically trying to get all this stuff figured out. And so for our US-based customers, that's kind of January through April, and we're recording right now in February, so we're getting right into busy season.Jason: [laugh]. Well, thanks for making time.Will: Yeah.Jason: You referenced US-based customers. I was going to ask around—this is happening everywhere. I think India might have just announced how they're going to be taxing crypto, there's massive, massive markets that are finally bringing some clarity to the crypto space. Where does that fall in priorities? I guess you got to get the US [laugh] right first, and then figure out the rest of the world later? Or where do the ambitions lie in the next couple of years, do you think?Chandan: I wish we had the luxury of just focusing on one country at a time, but like you said, new massive markets are coming online, and this is—you know, it's a land grab. So, right now, for the tax side, we support US, UK, Canada, and Australia. And on the portfolio tracking and portfolio subscription side, we actually have paying users in many countries. And the reason why we can do that as a small team is because the cryptocurrency sort of system works the same globally, right? Bitcoin works the same in India, and the US, Brazil, China because it's just an online protocol.What's different are the local tax rules, but 80% of what we're doing is integrations, right? It's understanding how the Bitcoin, sort of, blockchain works and setting up node infrastructure for the relevant chains, and reconciling all the data. And if we do that right in one place, it actually works everywhere. It's that last 20% of the go-to-market, partnering with the local tax experts, making sure everything is localized, language, payments, that is the kind of the lift for bringing on new markets. And you mentioned India; like, yes, there's tens of millions of new cryptocurrency users that are going to come online in the very near future who are going to basically need to figure out their taxes there as well and that is definitely an opportunity that we're excited about.Jason: That's awesome. Yet another advantage of building in the crypto space is that kind of like commonality, at least the baseline transactions, you don't have, like, a different system you've got to figure out for each country.Chandan: That's right.Jason: Makes a lot of sense.Will: The key question I have here, and this is sort of what we almost always wrap up with is if you're really successful if CoinTracker reaches its full potential, how has the world changed? What's the ten-year vision for where this company is going and the mark that you guys want to leave on not only this market but—it sounds like—the global economy?Chandan: Love this question. So, I think what you have to believe—you know, if you sort of suspend disbelief, and you imagine, okay, we're teleporting ten years into the future; what kind of currency are people using? And the kind of vision we have for this is a digital-native, global financial system. So, you can imagine, let's say some kind of cryptocurrency—Bitcoin or otherwise—is kind of the way that people are transacting value over time and space. And if that's the case, that means there's going to be billions of daily active users of cryptocurrency, billions.And all these people are going to have the same pain points around financial services that they do with fiat-based financial services, taxes, bookkeeping, portfolio tracking, sending, remittances, all these things. And what we want to do is build really simple tools that billions of people can use to manage all their cryptocurrency transactions. And the reason why we're doing all of this is because our mission is to help increase the world's financial freedom and prosperity. So, if we do this right, we will be able to do that on a global scale.Jason: Incredible. Love the mission. Thanks so much for coming in, Chandan. It was lovely to have you and congrats on all the success today.Will: Yeah, really unbelievably impressive, and we're super excited to not only be customers but to continue to track the success of the company as you guys build.Chandan: Awesome. Thank you guys so much, and good luck. I want to see your continued growth and success building out the podcast, too.Will: We'll need it. Thanks.Will: Thank you for listening to Perfectly Boring. You can keep up the latest on the podcast at perfectlyboring.com, and follow us on Apple, Spotify, or wherever you listen to podcasts. We'll see you next time.

China and Hong Kong-based Residential Real Estate Company Midland Holdings to Digitize its Property Portfolio with Matterport Midlands Holdings is the first real estate brokerage company in China and Hong Kong to standardize the use of Matterport digital twins, creating a new way for their customers to tour, buy, and rent properties SINGAPORE, Monday February 14, 2022 (GLOBE NEWSWIRE) -- Matterport, Inc. (“Matterport”) (Nasdaq: MTTR), the leading spatial data company driving the digital transformation of the built world, today announced that Midland Holdings, one of the largest residential real estate (RRE) brokerages in the Greater China region, will become the first brokerage in the region to use Matterport digital twins to create virtual 3D experiences for its entire portfolio of properties. Using Matterport, the company will provide its customers with easy-to-use, 3D versions of its network of properties through China, Hong Kong, and Macau while also realizing significant operational improvements and cost savings. “As an industry leader, continuing to invest in the right technology to support our business is crucial to our success,” said Angela Wong, Vice Chairman of Midland Holdings. “Using Matterport digital twins will provide a better experience for our customers while also allowing us to act as a pioneer in transforming the home shopping experience in China and Hong Kong.” Midland Holdings' use of Matterport digital twins represents a significant milestone for the RRE industry in China, changing the way that customers have been able to traditionally view, buy, or rent homes. By using Matterport's digital twin capture technology, Midland Holdings will be able to provide customers with on-demand, virtual access to its expansive list of for sale and rent properties in the Greater China region. Customers can now virtually tour the bedrooms, kitchen, and living spaces of any number of properties, making purchase and rental decisions from the comfort of their own home. In 2016, Midland Holdings became the first Hong Kong-based real estate brokerage to launch a Virtual Reality (VR) panoramic property viewing service. With digital twins, Midland Holdings can also virtually furnish or stage its properties, allowing customers to more easily visualize how an empty space can be used, and, if interested, customers can also purchase the furniture they see on a property through a virtual marketplace with just a single click. The added e-commerce offering will provide customers a way to furnish their home with what they see in the virtual experience, reducing the stress that is often associated with moving into an unfurnished home. “Matterport is pleased to partner with Midland Holdings as they adopt our digital twin technology across their portfolio,” said Ben Corser, APAC Managing Director of Matterport. “As renters, buyers and sellers come to understand the impact and value of our technology, the residential real estate industry has continued to increase their adoption of digital twins to meet customers' needs. We look forward to collaborating with Midland Holdings to deliver digital twins for their properties and provide a more efficient, immersive experience for their customers.” --- Matterport media release continues in the We Get Around Network Forum (www.WGANForum.com) here: https://forum.we-get-around.com/topic/16436/first-real-estate-company-in-chinahong-kong-to-standardize-with-matterport/

The adult industry is bigger than Hollywood yet it largely lacks access to basic financial services. Cutoff from banking, payments, and venture capital, it is remarkable the industry exists at all. Some sub-segments have earned their reputations as high-risk. But sexual wellness has not. It's a $10B+ industry cutoff from financial services despite being low-risk and highly profitable. It's an extraordinary failure. We explore why the adult industry hasn't had access to financial services and the barriers still left to overcome today. We find that the industry is changing - the barriers are falling. Dame, Mauve, Hello Cake, and Foria have overcome tremendous odds to build promising startups. Lerer Hippeau, RRE, and a select few other venture capitalists are starting to provide funding. It's never been a better time to fund and build sexual wellness. Check out this week's letter for the full story. Follow @FatTailThoughts on Twitter and your co-hosts @KleeBeard and @StevenDickens3 for more content.

RRE 11 - 6 - 2021 by KGMI News/Talk 790

This week we had on Abigail Tisch at RRE Ventures. RRE is one of the top funds in the world investing in early-stage, category-defining startups across all sectors and across the country. Abigail works on their investment team, and she focuses on opportunities within mobility, climate, supply chain, and women's health. In this talk, we discuss: Learning to operate within venture Climate tech and the limitations of capital Tailwinds and opportunities within mobility tech

RRE 10 - 30 - 2021 by KGMI News/Talk 790

RRE 10 - 16 - 2021 by KGMI News/Talk 790

We are so stoked to have Pat Ferguson as our guest on No Simple Road this week! Pat Ferguson is a nationally recognized guitarist, songwriter, and vocalist. His sound channels Americana, Bluegrass, and Folk and is deeply influenced by his Upper Mississippi River musical roots. He's got a new album coming out titled 'The Confidence Man' with appearances by Tim Carbone of Railroad Earth and Elliott Peck of Midnight North! Carbone and Peck also worked on Ferguson's upcoming sophomore LP, set for release in 2021 via LoHi. The record sees additional contributions from Carbone's RRE band mates Carey Harmon and Mike Robinson as well as Jacob Jolliff, Kenny Leiser, Kevin Rowe and banjo great Tony Trischka.We talk with Pat about how he came to record and perform with Tim and Elliott, how he used his time wisely during lockdown and beyond, recording the new single remotely, his Dad's amazing Hawaiian shirt story, gumbo, and a whole lot more!SONG AT THE END OF THE EPISODE: 'Confidence Man' (feat Tim Carbone and Elliott Peck) For FREESHIPPING from Shop Tour Bus Use The PROMO CODE: nosimpleroadFor 20% off Sunset Lake CBD PROMO CODE: NSR20 For 10% off Electric Fish Lights PROMO CODE: NSR INTRO MUSIC BY AND USED WITH OUR GRATITUDE AND THE PERMISSION OF:ANDREW HENDRYX & CIRCLES AROUND THE SUNOUTRO MUSIC BY AND USED WITH OUR GRATITUDE AND THE PERMISSION OF:CHILLDREN OF INDIGONo Simple Road is part of OSIRIS MEDIA. Osiris is creating a community that connects people like you with podcasts and live experiences about artists and topics you love. To stay up to date on what we're up to, visit our site and sign up for our newsletter. Osiris works in partnership with JamBase, which connects music fans with the music they love and empowers them to go see live music!Support this show http://supporter.acast.com/nosimpleroad. See acast.com/privacy for privacy and opt-out information.

RRE 10 - 9 - 2021 by KGMI News/Talk 790

RRE 10 - 2 - 2021 by KGMI News/Talk 790

In this episode, we cover:00:00:00 - Reflections on the Episode/Introduction 00:03:06 - Steve's Bio00:07:30 - The 5 W's of Servers and their Future00:14:00 - Hardware and Software00:21:00 - Oxide Computer 00:30:00 - Investing in Oxide and the Public Cloud00:36:20 - Oxide's Offerings to Customers 00:43:30 - Continious Improvement00:49:00 - Oxide's Future and OutroLinks: Oxide Computer: https://oxide.computer Perfectlyboring.com: https://perfectlyboring.com TranscriptJason: Welcome to the Perfectly Boring podcast, a show where we talk to the people transforming the world's most boring industries. I'm Jason Black, general partner at RRE ventures.Will: And I'm Will Coffield, general partner at Riot Ventures.Jason: Today's boring topic of the day: servers.Will: Today, we've got Steve Tuck, the co-founder and CEO of Oxide Computer, on the podcast. Oxide is on a mission to fundamentally transform the private cloud and on-premise data center so that companies that are not Google, or Microsoft, or Amazon can have hyper scalable, ultra performant infrastructure at their beck and call. I've been an investor in the company for the last two or three years at this point, but Jason, this is your first time hearing the story from Steve and really going deep on Oxide's mission and place in the market. Curious what your initial thoughts are.Jason: At first glance, Oxide feels like a faster horse approach to an industry buying cars left and right. But the shift in the cloud will add $140 billion in new spend every year over the next five years. But one of the big things that was really interesting in the conversation was that it's actually the overarching pie that's expanding, not just demand for cloud but at the same rate, a demand for on-premise infrastructure that's largely been stagnant over the years. One of the interesting pivot points was when hardware and software were integrated back in the mainframe era, and then virtual machines kind of divorced hardware and software at the server level. Opening up the opportunity for a public cloud that reunified those two things where your software and hardware ran together, but the on-premises never really recaptured that software layer and have historically struggled to innovate on that domain.Will: Yeah, it's an interesting inflection point for the enterprise, and for basically any company that is operating digitally at this point, is that you're stuck between a rock and a hard place. You can scale infinitely on the public cloud but you make certain sacrifices from a performance security and certainly from an expense standpoint, or you can go to what is available commercially right now and you can cobble together a Frankenstein-esque solution from a bunch of legacy providers like HP, and Dell, and SolarWinds, and VMware into a MacGyvered together on-premise data center that is difficult to operate for companies where infrastructure isn't, and they don't want it to be, their core competency. Oxide is looking to step into that void and provide a infinitely scalable, ultra-high-performance, plug-and-play rack-scale server for everybody to be able to own and operate without needing to rent it from Google, or AWS, or Microsoft.Jason: Well, it doesn't sound very fun, and it definitely sounds [laugh] very boring. So, before we go too deep, let's jump into the interview with Steve.Will: Steve Tuck, founder and CEO of Oxide Computer. Thank you for joining us today.Steve: Yeah, thanks for having me. Looking forward to it.Will: And I think maybe a great way to kick things off here for listeners would be to give folks a baseline of your background, sort of your bio, leading up to founding Oxide.Steve: Sure. Born and raised in the Bay Area. Grew up in a family business that was and has been focused on heating and air conditioning over the last 100-plus years, Atlas. And went to school and then straight out of school, went into the computer space. Joined Dell computer company in 1999, which was a pretty fun and exciting time at Dell.I think that Dell had just crossed over to being the number one PC manufacturer in the US. I think number two worldwide at Compaq. Really just got to take in and appreciate the direct approach that Dell had taken in a market to stand apart, working directly with customers not pushing everything to the channel, which was customary for a lot of the PC vendors at the time. And while I was there, you had the emergence of—in the enterprise—hardware virtualization company called VMware that at the time, had a product that allowed one to drive a lot more density on their servers by way of virtualizing the hardware that people were running. And watching that become much more pervasive, and working with companies as they began to shift from single system, single app to virtualized environments.And then at the tail end, just watching large tech companies emerge and demand a lot different style computers than those that we had been customarily making at Dell. And kind of fascinated with just what these companies like Facebook, and Google, and Amazon, and others were doing to reimagine what systems needed to look like in their hyperscale environments. One of the companies that was in the tech space, Joyent, a cloud computing company, is where I went next. Was really drawn in just to velocity and the innovation that was taking place with these companies that were providing abstractions on top of hardware to make it much easier for customers to get access to the compute, and the storage, and the networking that they needed to build and deploy software. So, spent—after ten years at Dell, I was at Joyent for ten years. That is where I met my future co-founders, Bryan Cantrill who was at Joyent, and then also Jess Frazelle who we knew working closely while she was at Docker and other stops.But spent ten years as a public cloud infrastructure operator, and we built that service out to support workloads that ran the gamut from small game developers up to very large enterprises, and it was really interesting to learn about and appreciate what this infrastructure utility business looked like in public cloud. And that was also kind of where I got my first realization of just how hard it was to run large fleets of the systems that I had been responsible for providing back at Dell for ten years. We were obviously a large customer of Dell, and Supermicro, and a number of switch manufacturers. It was eye-opening just how much was lacking in the remaining software to bind together hundreds or thousands of these machines.A lot of the operational tooling that I wished had been there and how much we were living at spreadsheets to manage and organize and deploy this infrastructure. While there, also got to kind of see firsthand what happened as customers got really, really big in the public cloud. And one of those was Samsung, who was a very large AWS customer, got so large that they needed to figure out what their path on-premise would look like. And after going through the landscape of all the legacy enterprise solutions, deemed that they had to go buy a cloud company to complete that journey. And they bought Joyent. Spent three years operating the Samsung cloud, and then that brings us to two years ago, when Jess, Bryan, and I started Oxide Computer.Will: I think maybe for the benefit of our listeners, it would be interesting to have you define—and what we're talking about today is the server industry—and to maybe take a step back and in your own words, define what a server is. And then it would be really interesting to jump into a high-level history of the server up until today, and maybe within that, where the emergence of the public cloud came from.Steve: You know, you'll probably get different definitions of what a server is depending on who you ask, but at the highest level, a server differs from a typical PC that you would have in your home in a couple of ways, and more about what it is being asked to do that drives the requirements of what one would deem a server. But if you think about a basic PC that you're running in your home, a laptop, a desktop, a server has a lot of the same components: they have CPUs, and DRAM memory that is for non-volatile storage, and disks that are storing things in a persistent way when you shut off your computer that actually store and retain the data, and a network card so that you can connect to either other machines or to the internet. But where servers start to take on a little bit different shape and a little bit different set of responsibilities is the workloads that they're supporting. Servers, the expectations are that they are going to be running 24/7 in a highly reliable and highly available manner. And so there are technologies that have gone into servers, that ECC memory to ensure that you do not have memory faults that lose data, more robust components internally, ways to manage these things remotely, and ways to connect these to other servers, other computers.Servers, when running well, are things you don't really need to think about, are doing that, are running in a resilient, highly available manner. In terms of the arc of the server industry, if you go back—I mean, there's been servers for many, many, many, many decades. Some of the earlier commercially available servers were called mainframes, and these were big monolithic systems that had a lot of hardware resources at the time, and then were combined with a lot of operational and utilization software to be able to run a variety of tasks. These were giant, giant machines; these were extraordinarily expensive; you would typically find them only running in universities or government projects, maybe some very, very large enterprises in the'60s and'70s. As more and more software was being built and developed and run, the market demand and need for smaller, more accessible servers that were going to be running this common software, were driving machines that were coming out—still hardware plus software—from the likes of IBM and DEC and others.Then you broke into this period in the '80s where, with the advent of x86 and the rise of these PC manufacturers—the Dells and Compaqs and others—this transition to more commodity server systems. A focus, really a focus on hardware only, and building these commodity x86 servers that were less expensive, that were more accessible from an economics perspective, and then ultimately that would be able to run arbitrary software, so one could run any operating system or any body of software that they wanted on these commodity servers. When I got to Dell in 1999, this is several years into Dell's foray into the server market, and you would buy a server from Dell, or from HP, or from Compaq, or IBM, then you would go find your software that you were going to run on top of that to stitch these machines together. That was, kind of, that server virtualization era, in the '90s, 2000s. As I mentioned, technology companies were looking at building more scalable systems that were aggregating resources together and making it much easier for their customers to access the storage, the networking that they needed, that period of time in which the commodity servers and the software industry diverged, and you had a bunch of different companies that were responsible for either hardware or the software that would bring these computers together, these large hyperscalers said, “Well, we're building purpose-built infrastructure services for our constituents at, like, a Facebook. That means we really need to bind this hardware and software together in a single product so that our software teams can go very quickly and they can programmatically access the resources that they need to deploy software.”So, they began to develop systems that looked more monolithic, kind of, rack-level systems that were driving much better efficiency from a power and density perspective, and hydrating it with software to provide infrastructure services to their businesses. And so you saw, what started out in the computer industry is these monolithic hardware plus software products that were not very accessible because they were so expensive and so large, but real products that were much easier to do real work on, to this period where you had a disaggregation of hardware and software where the end-user bore the responsibility of tying these things together and binding these into those infrastructure products, to today, where the largest hyperscalers in the market have come to the realization that building hardware and software together and designing and developing what modern computers should look like, is commonplace, and we all know that well or can access that as public cloud computing.Jason: And what was the driving force behind that decoupling? Was it the actual hardware vendors that didn't want to have to deal with the software? Or is that more from a customer-facing perspective where the customers themselves felt that they could eke out the best advantage by developing their own software stack on top of a relatively commodity unopinionated hardware stack that they could buy from a Dell or an HP?Steve: Yeah, I think probably both, but one thing that was a driver is that these were PC companies. So, coming out of the'80s companies that were considered, quote-unquote, “The IBM clones,” Dell, and Compaq, and HP, and others that were building personal computers and saw an opportunity to build more robust personal computers that could be sold to customers who were running, again, just arbitrary software. There wasn't the desire nor the DNA to go build that full software stack and provide that out as an opinionated appliance or product. And I think then, part of it was also like, hey, if we just focus on the hardware, then got this high utility artifact that we can go sell into all sorts of arbitrary software use cases. You know, whether this is going to be a single server or three servers that's going to go run in a closet of cafe, or it's going to be a thousand servers that are running in one of these large enterprise data centers, we get to build the same box, and that box can run underneath any different type of software. By way of that, what you ultimately get in that scenario is you do have to boil things down to the lowest common denominators to make sure that you've got that compatibility across all the different software types.Will: Who were the primary software vendors that were helping those companies take commodity servers and specialize into particular areas? And what's their role now and how has that transformed in light of the public cloud and the offerings that are once again generalized, but also reintegrated from a hardware and software perspective, just not maybe in your own server room, but in AWS, or Azure, or GCP?Steve: Yeah, so you have a couple layers of software that are required in the operation of hardware, and then all the way up through what we would think about as running in a rack, a full rack system today. You've first got firmware, and this is the software that runs on the hardware to be able to connect the different hardware components, to boot the system, to make sure that the CPU can talk to its memory, and storage, and the network. That software may be a surprise to some, but that firmware that is essential to the hardware itself is not made by the server manufacturer themselves. That was part of this outsourcing exercise in the '80s where not only the upstack software that runs on server systems but actually some of the lower-level downstack software was outsourced to these third-party firmware shops that would write that software. And at the time, probably made a lot of sense and made things a lot easier for the entire ecosystem.You know, the fact that's the same model today, and given how proprietary that is and, you know, where that can actually lead to some vulnerabilities and security issues is more problematic. You've got firmware, then you've got the operating system that runs on top of the server. You have a hypervisor, which is the emulation layer that translates that lower-level hardware into a number of virtual machines that applications can run in. You have control plane software that connects multiple systems together so that you can have five or ten or a hundred, or a thousand servers working in a pool, in a fleet. And then you've got higher-level software that allows a user to carve up the resources that they need to identify the amount of compute, and memory, and storage that they want to spin up.And that is exposed to the end-user by way of APIs and/or a user interface. And so you've got many layers of software that are running on top of hardware, and the two in conjunction are all there to provide infrastructure services to the end-user. And so when you're going to the public cloud today, you don't have to worry about any of that, right? Both of you have probably spun up infrastructure on the public cloud, but they call it 16 digits to freedom because you just swipe a credit card and hit an API, and within seconds, certainly within a minute, you've got readily available virtual servers and services that allow you to deploy software quickly and manage a project with team members. And the kinds of things that used to take days, weeks, or even months inside an enterprise can be done now in a matter of minutes, and that's extraordinarily powerful.But what you don't see is all the integration of these different components running, very well stitched together under the hood. Now, for someone who's deploying their own infrastructure in their own data center today, that sausage-making is very evident. Today, if you're not a cloud hyperscaler, you are having to go pick a hardware vendor and then figure out your operating system and your control plane and your hypervisor, and you have to bind all those things together to create a rack-level system. And it might have three or four different vendors and three or four different products inside of it, and ultimately, you have to bear the responsibility of knitting all that together.Will: Because those products were developed in silos from each other?Steve: Yeah.Will: They were not co-developed. You've got hardware that was designed in a silo separate from oftentimes it sounds like the firmware and all of the software for operating those resources.Steve: Yeah. The hardware has a certain set of market user requirements, and then if you're a Red Hat or you're a VMware, you're talking to your customers about what they need and you're thinking at the software layer. And then you yourself are trying to make it such that it can run across ten or twenty different types of hardware, which means that you cannot do things that bind or provide hooks into that underlying hardware which, unfortunately, is where a ton of value comes from. You can see an analog to this in thinking about the Android ecosystem compared to the Apple ecosystem and what that experience is like when all that hardware and software is integrated together, co-designed together, and you have that iPhone experience. Plenty of other analogs in the automotive industry, with Tesla, and health equipment, and Peloton and others, but when hardware and software—we believe certainly—when hardware and software is co-designed together, you get a better artifact and you get a much, much better user experience. Unfortunately, that is just not the case today in on-prem computing.Jason: So, this is probably a great time to transition to Oxide. Maybe to keep the analogy going, the public cloud is that iPhone experience, but it's just running in somebody else's data center, whether that's AWS, Azure, or one of the other public clouds. You're developing iOS for on-prem, for the people who want to run their own servers, which seems like kind of a countertrend. Maybe you can talk us through the dynamics in that market as it stands today, and how that's growing and evolving, and what role Oxide Computer plays in that, going forward.Steve: You've got this what my co-founder Jess affectionately refers to as ‘infrastructure privilege' in the hyperscalers, where they have been able to apply the money, and the time, and the resources to develop this, kind of, iPhone stack, instead of thinking about a server as a single 1U unit, or single machine, had looked at, well, what does a rack—which is the case that servers are slotted into in these large data centers—what does rack-level computing look like and where can we drive better power efficiency? Where can we drive better density? How can we drive much better security at scale than the commodity server market today? And doing things like implementing hardware Roots of Trust and Chain of Trust, so that you can ensure the software that is running on your machines is what is intended to be running there. The blessing is that we all—the market—gets access to that modern infrastructure, but you can only rent it.The only way you can access it is to rent, and that means that you need to run in one of the three mega cloud providers' data centers in those locations, that you are having to operate in a rental fee model, which at scale can become very, very prohibitively expensive. Our fundamental belief is that the way that these hyperscale data centers have been designed and these products have been designed certainly looks a lot more like what modern computers should look like, but the rest of the market should have access to the same thing. You should be able to buy and own and deploy that same product that runs inside a Facebook data center, or Apple data center, or Amazon, or a Google data center, you should be able to take that product with you wherever your business needs to run. A bit intimidating at the top because what we signed up for was building hardware, and taking a clean sheet paper approach to what a modern server could look like. There's a lot of good hardware innovation that the hyperscalers have helped drive; if you go back to 2010, Facebook pioneered being a lot more open about these modern open hardware systems that they were developing, and the Open Compute Project, OCP, has been a great collection point for these hyperscalers investing in these modern rack-level systems and doing it in the open, thinking about what the software is that is required to operate modern machines, importantly, in a way that does not sink the operations teams of the enterprises that are running them.Again, I think one of the things that was just so stunning to me, when I was at Joyent—we were running these machines, these commodity machines, and stitching together the software at scale—was how much of the organization's time was tied up in the deployment, and the integration, and the operation of this. And not just the organization's time, but actually our most precious resource, our engineering team, was having to spend so much time figuring out where a performance problem was coming from. For example in [clear throat], man, those are the times in which you really are pounding your fist on the table because you will try and go downstack to figure out, is this in the control plane? Is this in the firmware? Is this in the hardware?And commodity systems of today make it extremely, extremely difficult to figure that out. But what we set out to do was build same rack-level system that you might find in a hyperscaler data center, complete with all the software that you need to operate it with the automation required for high availability and low operational overhead, and then with a CloudFront end, with a set of services on the front end of that rack-level system that delight developers, that look like the cloud experience that developers have come to love and depend on in the public cloud. And that means everything is programmable, API-driven services, all the hardware resources that you need—compute, memory, and storage—are actually a pool of resources that you can carve up and get access to and use in a very developer-friendly way. And the developer tools that your software teams have come to depend on just work and all the tooling that these developers have invested so much time in over the last several years, to be able to automate things, to be able to deploy software faster are resident in that product. And so it is definitely kind of hardware and software co-designed, much like some of the original servers long, long, long ago, but modernized with the hardware innovation and open software approach that the cloud has ushered in.Jason: And give us a sense of scale; I think we're so used to seeing the headline numbers of the public cloud, you know, $300-and-some billion dollars today, adding $740-some billion over the next five years in public cloud spend. It's obviously a massive transformation, huge amount of green space up for grabs. What's happening in the on-prem market where your Oxide Computer is playing and how do you think about the growth in that market relative to a public cloud?Steve: It's funny because as Will can attest, as we were going through and fundraising, the prevalent sentiment was, like, everything's going to the public cloud. As we're talking to the folks in the VC community, it was Amazon, Microsoft, and Google are going to own the entirety of compute. We fundamentally disagreed because, A, we've lived it, and b, we went out as we were starting out and talked to dozens and dozens of our peers in the enterprise, who said, “Our cloud ambitions are to be able to get 20, 30, 40% of our workloads out there, and then we still have 60, 70% of our infrastructure that is going to continue to run in our own data centers for reasons including regulatory compliance, latency, security, and in a lot of cases, cost.” It's not possible for these enterprises that are spending half a billion, a billion dollars a year to run all of their infrastructure in the public cloud. What you've seen on-premises, and it depends on who you're turning to, what sort of poll and research you're turning to, but the on-prem market, one is growing, which I think surprises a lot of folks; the public cloud market, of course, it's growing like gangbusters, and that does not surprise a lot of folks, but what we see is that the combined market of on-prem and cloud, you can call it—if on-premise on the order of $100 billion and cloud is on the order of $150 billion, you are going to see enormous growth in both places over the next 10, 15 years.These markets are going to look very, very small compared to where they will be because one of the biggest drivers of whether it's public cloud or on-prem infrastructure, is everything shifting to digital formats. The digitalization that is just all too commonplace, described everywhere. But we're still very, very early in that journey. I think that if you look at the global GDP, less than 10% of the global GDP is on the internet, is online. Over the coming 10, 20 years, as that shifts to 20%, 30%, you're seeing exponential growth. And again, we believe and we have heard from the market that is representative of that $100 billion that investments in the public cloud and on-prem is going to continue to grow much, much more as we look forward.Will: Steve, I really appreciate you letting listeners know how special a VC I am.Steve: [laugh].Will: [laugh]. It was really important point that I wanted to make sure we hit on.Steve: Yeah, should we come back to that?Will: Yeah, yeah yeah—Steve: Yeah, let's spend another five or ten minutes on that.Will: —we'll revisit that. We'll revisit that later. But when we're talking about the market here, one of the things that got us so excited about investing in Oxide is looking at the existing ecosystem of on-prem commercial providers. I think if you look at the public cloud, there are fierce competitors there, with unbelievably sophisticated operations and product development. When you look at the on-prem ecosystem and who you would go to if you were going to build your own data center today, it's a lot of legacy companies that have started to optimize more for, I would say, profitability over the last couple of years than they have for really continuing to drive forward from an R&D and product standpoint.Would love maybe for you to touch on briefly, what does competition for you look like in the on-prem ecosystem? I think it's very clear who you're competing with, from a public cloud perspective, right? It's Microsoft, Google, Amazon, but who are you going up against in the on-prem ecosystem?Steve: Yeah. And just one note on that. We don't view ourselves as competing with Amazon, Google, and Microsoft. In fact, we are ardent supporters of cloud in the format, namely this kind of programmable API-fronted infrastructure as being the path of the future of compute and storage and networking. That is the way that, in the future, most software should be deployed to, and operated on, and run.We just view the opportunity for, and what customers are really, really excited about is having those same benefits of public cloud, but in a format in which they can own it and being able to have access to that everywhere their business needs to run, so that it's not, you know, do I get all this velocity, and this innovation, and this simplicity when I rent public cloud, or do I own my infrastructure and have to give up a lot of that? But to the first part of your question, I think the first issue is that it isn't one vendor that you are talking about what is the collection of vendors that I go to to get servers, software to make my servers talk to each other, switches to network together these servers, and additional software to operate, and manage, and monitor, and update. And there's a lot of complexity there. And then when you take apart each one of those different sets of vendors in the ecosystem, they're not designing together, so you've got these kind of data boundaries and these product boundaries that start to become really, really real when you're operating at scale, and when you're running critical applications to your business on these machines. And you find yourself spending an enormous amount of the company's time just knitting this stuff together and operating it, which is all time lost that could be spent adding additional features to your own product and better competing with your competitors.And so I think that you have a couple of things in play that make it hard for customers running infrastructure on-premises, you've got that dynamic that it's a fractured ecosystem, that these things are not designed together, that you have this kit car that you have to assemble yourself and it doesn't even come with a blueprint of the particular car design that you're building. I think that you do have some profit-taking in that it is very monopolized, especially on the software side where you've only got a couple of large players that know that there are few alternatives for companies. And so you are seeing these ELAs balloon, and you are seeing practices that look a lot like Oracle Enterprise software sales that are really making this on-prem experience not very economically attractive. And so our approach is, hardware should come with all the software required to operate it, it should be tightly integrated, the software should be all open-source. Something we haven't talked about.I think open-source is playing an enormous role in accelerating the cloud landscape and the technology landscapes. We are going to be developing our software in an open manner, and truly believe whether it's from a security view through to the open ecosystem, that it is imperative that software be open. And then we are integrating the switch into that rack-level product so that you've got networking baked in. By doing that, it opens up a whole new vector of value to the customer where, for example, you can see for the first time what is the path of traffic from my virtual machine to a switchboard? Or when things are not performing well, being able to look into that path, and the health, and see where things are not performing as well as they should, and being able to mitigate those sorts of issues.It does turn out if you are able to get rid of a lot of the old, crufty artifacts that have built up inside even these commodity system servers, and you are able to start designing at a rack level where you can drive much better power efficiency and density, and you bake in the software to effectively make this modern rack-level server look like a cloud in a box, and ensure these things can snap together in a grid, where in that larger fleet, operational management is easy because you've got the same automation capabilities that the big cloud hyperscalers have today. It can really simplify life. It ends up being an economic win and maybe most importantly, presents the infrastructure in a way that the developers love. And so there's not this view of the public cloud being the fast, innovative path for developers and on-prem being this, submit a trouble ticket and try and get access to a VM in six days, which sadly is the experience that we hear a lot of companies are still struggling with in on-prem computing.Jason: Practically, when you're going out and talking to customers, you're going to be a heterogeneous environment where presumably they already have their own on-prem infrastructure and they'll start to plug in—Steve: Yeah.Jason: —Oxide Computer alongside of it. And presumably, they're also to some degree in the public cloud. It's a fairly complex environment that you're trying to insert yourself into. How are your customers thinking about building on top of Oxide Computer in that heterogeneous environment? And how do you see Oxide Computer expanding within these enterprises, given that there's a huge amount of existing capital that's gone into building out their data centers that are already operating today, and the public cloud deployments that they have?Steve: As customers are starting to adopt Oxide rack-level computing, they are certainly going to be going into environments where they've got multiple generations of multiple different types of infrastructure. First, the discussions that we're having are around what are the points of data exfiltration, of data access that one needs to operate their broader environment. You can think about handoff points like the network where you want to make sure you've got a consistent protocol to, like, BGP or other, to be able to speak from your layer 2 networks to your layer 3 networks; you've got operational software that is doing monitoring and alerting and rolling up for service for your SRE teams, your operations teams, and we are making sure that Oxide's endpoint—the front end of the Oxide product—will integrate well, will provide the data required for those systems to run well. Another thorny issue for a lot of companies is identity and access management, controlling the authentication and the access for users of their infrastructure systems, and that's another area where we are making sure that the interface from Oxide to the systems they use today, and also resident in the Oxide product such as one wants to use it directly, has a clean cloud-like identity and access management construct for one to use. But at the highest level it is, make sure that you can get out of the Oxide infrastructure, the kind of data and tooling required to incorporate into management of your overall fleet.Over time, I think customers are going to experience a much simpler and much more automated world inside of the Oxide ecosystem; I think they're going to find that there are exponentially fewer hours required to manage that environment and that is going to inevitably just lead to wanting to replace a hundred racks of the extant commodity stack with, you know, sixty racks of Oxide that provide much better density, smaller footprint in the data center, and again, software-driven in the way that these folks are looking for.Jason: And in that answer, you alluded to a lot of the specialization and features that you guys can offer. I've always loved Alan Kay's quote, “People who are really serious about software make their own hardware.”Steve: Yeah.Jason: Obviously, you've got some things in here that only Oxide Computer can do. What are some of those features that traditional vendors can't even touch or deliver that you'll be able to, given your hardware-software integration?Steve: Maybe not the most exciting example, but I think one that is extremely important to a lot of the large enterprise company that we're working with, and that is at a station, being able to attest to the software that is running on your hardware. And why is that important? Well, as we've talked about, you've got a lot of different vendors that are participating in that system that you're deploying in your data center. And today, a lot of that software is proprietary and opaque and it is very difficult to know what versions of things you are running, or what was qualified inside that package that was delivered in the firmware. We were talking to a large financial institution, and they said their teams are spending two weeks a month just doing, kind of a proof of trust in their infrastructure that their customer's data is running on, and how cumbersome and hard it is because of how murky and opaque those lower-level system software world is.What do the hyperscalers do? They have incorporated hardware Root of Trust, which ensures from that first boot instruction, from that first instruction on the microprocessor, that you have a trusted and verifiable path, from the system booting all the way up through the control plane software to, say, a provisioned VM. And so what this does is it allows the rest of the market access to a bunch of security innovation that has gone on where these hyperscalers would never run without this. Again, having the hardware Root of Trust anchored at a station process, the way to attest all that software running is going to be really, really impactful for more than just security-conscious customers, but certainly, those that are investing more in that are really, really excited. If you move upstack a little bit, when you co-design the hardware with the control plane, both the server and the switch hardware with the control plane, it opens up a whole bunch of opportunity to improve performance, improve availability because you now have systems that are designed to work together very, very well.You can now see from the networking of a system through to the resources that are being allocated on a particular machine, and when things are slow, when things are broken, you are able to identify and drive those fixes, in some cases that you could not do before, in much, much, much faster time, which allows you to start driving infrastructure that looks a lot more like the five nines environment that we expect out of the public cloud.Jason: A lot of what you just mentioned, actually, once again, ties back to that analogy to the iPhone, and having that kind of secure enclave that powers Touch ID and Face ID—Steve: Yep.Jason: —kind of a server equivalent, and once again, optimization around particular workflows, the iPhone knows exactly how many photos every [laugh] iOS user takes, and therefore they have a custom chip dedicated specifically to processing images. I think that tight coupling, just relating it back to that iOS and iPhone integration, is really exciting.Steve: Well, and the feedback loop is so important because, you know, like iPhone, we're going to be able to understand where there are rough edges and where things are—where improvements can even can continue to be made. And because this is software-driven hardware, you get an opportunity to continuously improve that artifact over time. It now stops looking like the old, your car loses 30% of the value when you drive it off the lot. Because there's so much intelligent software baked into the hardware, and there's an opportunity to update and add features, and take the learnings from that hardware-software interaction and feed that back into an improving product over time, you can start to see the actual hardware itself have a much longer useful life. And that's one of the things we're really excited about is that we don't think servers should be commodities that the vendors are trying to push you to replace every 36 months.One of the things that is important to keep in mind is as Moore's laws is starting to slow or starting to hit some of the limitations, you won't have CPU density and some of these things, driving the need to replace hardware as quickly. So, with software that helps you drive better utilization and create a better-combined product in that rack-level system, we think we're going to see customers that can start getting five, six, seven years of useful life out of the product, not the typical two, or three, or maybe four that customers are seeing today in the commodity systems.Will: Steve, that's one of the challenges for Oxide is that you're taking on excellence in a bunch of interdisciplinary sciences here, between the hardware, the software, the firmware, the security; this is a monster engineering undertaking. One of the things that I've seen as an investor is how dedicated you have got to be to hiring, to build basically the Avengers team here to go after such a big mission. Maybe you could touch on just how you've thought about architecting a team here. And it's certainly very different than what the legacy providers from an on-prem ecosystem perspective have taken on.Steve: I think one of the things that has been so important is before we even set out on what we were going to build, the three of us spent time and focused on what kind of company we wanted to build, what kind of company that we wanted to work at for the next long chunk of our careers. And it's certainly drawing on experiences that we had in the past. Plenty of positives, but also making sure to keep in mind the negatives and some of the patterns we did not want to repeat in where we were working next. And so we spent a lot of time just first getting the principles and the values of the company down, which was pretty easy because the three of us shared these values. And thinking about all the headwinds, just all the foot faults that hurt startups and even big companies, all the time, whether it be the subjectivity and obscurity of compensation or how folks in some of these large tech companies doing performance management and things, and just thinking about how we could start from a point of building a company that people really want to work for and work with.And I think then layering on top of that, setting out on a mission to go build the next great computer company and build computers for the cloud era, for the cloud generation, that is, as you say, it's a big swing. And it's ambitious, and exhilarating and terrifying, and I think with that foundation of focusing first on the fundamentals of the business regardless of what the business is, and then layering on top of it the mission that we are taking on, that has been appealing, that's been exciting for folks. And it has given us the great opportunity of having terrific technologists from all over the world that have come inbound and have wanted to be a part of this. And we, kind of, will joke internally that we've got eight or nine startups instead of a startup because we're building hardware, and we're taking on developing open-source firmware, and a control plane, and a switch, and hardware Root of Trust, and in all of these elements. And just finding folks that are excited about the mission, that share our values, and that are great technologists, but also have the versatility to work up and down the stack has been really, really key.So far, so great. We've been very fortunate to build a terrific, terrific team. Shameless plug: we are definitely still hiring all over the company. So, from hardware engineering, software engineering, operations, support, sales, we're continuing to add to the team, and that is definitely what is going to make this company great.Will: Maybe just kind of a wrap-up question here. One of the things Jason and I always like to ask folks is, if you succeed over the next five years, how have you changed the market that you're operating in, and what does the company look like in five years? And I want you to know as an investor, I'm holding you to this. Um, so—Steve: Yeah, get your pen ready. Yeah.Will: Yeah, yeah. [laugh].Steve: Definitely. Expect to hear about that in the next board meeting. When we get this product in the market and five years from now, as that has expanded and we've done our jobs, then I think one of the most important things is we will see an incredible amount of time given back to these companies, time that is wasted today having to stitch together a fractured ecosystem of products that were not designed to work together, were not designed with each other in mind. And in some cases, this can be 20, 30, 40% of an organization's time. That is something you can't get back.You know, you can get more money, you can—there's a lot that folks can control, but that loss of time, that inefficiency in DIY your own cloud infrastructure on-premises, will be a big boon. Because that means now you've got the ability for these companies to capitalize on digitalizing their businesses, and just the velocity of their ability to go improve their own products, that just will have a flywheel effect. So, that great simplification where you don't even consider having to go through and do these low-level updates, and having to debug and deal with performance issues that are impossible to sort out, this—aggregation just goes away. This system comes complete and you wouldn't think anything else, just like an iPhone. I think the other thing that I would hope to see is that we have made a huge dent in the efficiency of computing systems on-premises, that the amount of power required to power your applications today has fallen by a significant amount because of the ability to instrument the system, from a hardware and software perspective, to understand where power is being used, where it is being wasted.And I think that can have some big implications, both to just economics, to the climate, to a number of things, by building and people using smarter systems that are more efficient. I think generally just making it commonplace that you have a programmable infrastructure that is great for developers everywhere, that is no longer restricted to a rental-only model. Is that enough for five years?Will: Yeah, I think I think democratizing access to hyperscale infrastructure for everybody else sounds about right.Steve: All right. I'm glad you wrote that down.Jason: Well, once again, Steve, thanks for coming on. Really exciting, I think, in this conversation, talking about the server market as being a fairly dynamic market still, that has a great growth path, and we're really excited to see Oxide Computer succeed, so thanks for coming on and sharing your story with us.Steve: Yeah, thank you both. It was a lot of fun.Will: Thank you for listening to Perfectly Boring. You can keep up the latest on the podcast at perfectlyboring.com, and follow us on Apple, Spotify, or wherever you listen to podcasts. We'll see you next time.

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Produced by Foundersuite (foundersuite.com/), "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Eva Goicochea of Maude (https://getmaude.com/) makers of modern sexual wellness products. In this episode, Eva talks about nurturing relationships, finding people who are seeking exactly what you do, running a well-organized fundraise, tips for doing investor updates using Foundersuite :) and much more. The Company has raised $4.3M in total. Investors include CASSIUS, True, Vice Ventures (backed by Marc Andreessen and Bradley Tusk), Patina Brands, RRE and Tune House Capital (Steyn family). Angels include: Dakota Johnson, Benjamin Millepied (husband of Natalie Portman), Steven Alan, the Oudéa family, the Korder family, the Aschenbroich family, Constantin Rojahn, Brad Handler, and Cédric Aumonier, amongst others. Advisors include Anna Sedgley, former CFO, Dow Jones; Jennifer Conti, MD, OB/Gyn, Stanford University School of Medicine and co-author, The Vagina Book; and Gene Han, former Vice President of New Ventures at Target. How I Raised It is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $2.5 Billion since 2016. Create a free account at foundersuite.com/

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Alex Iskold is a co-founder and Managing Partner at 2048 Ventures, an early stage venture capital firm investing in exceptional first-time entrepreneurs who are building businesses differentiated through technology. Based in NYC, 2048 invests in founders from New York, Boston and Emerging Tech Cities. Alex is a 4x founder, a software engineer, and an investor in over 110 startups. He writes one of the top startup blogs called Startup Hacks. Alex is also a co-founder of the 1kproject - a volunteer effort focused on pandemic relief. Prior to founding 2048 ventures, Alex spent 5 years at Techstars as the Managing Director of its NYC program. Alex was also the founder and CEO of Info Lab (acquired by IBM), founder and CEO of GetGlue (backed by USV, RRE, Time Warner), and a Chief Architect of distributed computing startup DataSynapse (acquired by TIBCO). Alex currently serves as a Coach and a VC in Residence at the Arthur Rock Center for Entrepreneurship at the Harvard Business School. Alex previously taught an award-winning undergraduate computer science class at NYU. He holds a B.S. in Math with Honors from Lehigh University and M.S. in Computer Science from NYU. About Our Partner This episode is brought to you Varia Search. Varia Search is a boutique legal recruiting firm that uses a bespoke approach to fill legal department roles from general counsel to paralegal. They have a particular focus on startups and growing tech companies. They are a boutique firm which allows them to provide individualized, in-depth attention to both their clients and to their searches. They focus solely on placing in-house candidates which allows them to give their clients a bespoke experience in filling their legal needs. Their matchmaking approach ensures that clients are paired with candidates who not only have great credentials but who are also a good cultural fit for a growing company. Learn more at variasearch.com. Some of the Topics Covered by Alex Iskold in this Episode How Alex "accidentally" got into VC Being a 4-time founder and the challenges that he faced Startup failure and knowing what's next How his background in computer science and software engineering and his experience as a founder impacted his role at Techstars and as a VC Why Alex decided to start 2048 Ventures and how he went about structuring the firm The process of raising a $27M fund in 3 months How they prepared to raise the fund and networked for LPs How they think about ownership strategy and the institutional-caliber process they've developed The challenges of pre-seed deal flow and sourcing and being geographically agnostic What Alex has learned from building and running his own fund How 2048 screens early stage companies Evaluating founder-market fit How Alex sees early stage investing (and the world) changing How Alex curates the content he consumes How he approaches industry deep-dives What happens after the investment Why Alex has his blog Startup Hacks and the culture of writing things down How Alex manages his time and the myth of more hours Sign up for The Grind, for actionable insights and stories from successful entrepreneurs delivered to your inbox once per week: https://www.justgogrind.com/newsletter/ Listen to all episodes of the Just Go Grind Podcast: https://www.justgogrind.com/podcast/ Follow Justin Gordon on Twitter: https://twitter.com/justingordon212 Follow Justin Gordon on Instagram: https://www.instagram.com/justingordon8/

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Right now we're in a RRE. What's that? RRE is a Rising Rate Environment. The days of low rates have changed. So what does that mean to you? Listen to today's episode below for more information.

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Sreedhar Menon is a legendary figure in the Indian American community and a Former Member of the Board of American Express Bank Ltd. He is one of the pioneers from India who embarked on a corporate career in the US, early, in the 1960s. In this episode, he shares his experiences working on the board of American Express with us. One of the earliest Indians in the upper management of global financial services tells how to build business relations in different parts of the world. As a VC, Sreedhar analyzes the risk factors involved in lending to Indian businesses. He tells how he managed to raise a huge sum while working with RRE. Sreedhar then talks about his philanthropic involvement in the Indian American community. He explains what it takes to become a philanthropist. Before concluding, he tells why it is important to have a goal in life. Tune in! --- Support this podcast: https://anchor.fm/tbcy/support

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The start of the year is always a good time to make a plan for your career and look at what’s viable right now in the industry. If you’re looking to make a move or pivot your career, this episode of Tech Bites is for you. Host Jennifer Leuzzi talks with Alice Cheng, CEO and Founder of Culinary Agents, about current open positions, their new Marketplace, and how to build new skills for your new job. Tech Bites Episode 225 is made possible by the generosity of the Tabard Inn, a charming hotel and restaurant, located in the historic Washington DC area only five blocks from the White House.Photo Courtesy of RRE.Heritage Radio Network is a listener supported nonprofit podcast network. Support Tech Bites by becoming a member!Tech Bites is Powered by  Simplecast .

My guests today are Raju Rishi, Nikita Singareddy, and Jason Black of RRE Ventures. RRE is a New York-based VC firm investing in early-stage start-ups with more than 400 investments over its 25 year history. Raju, Nikita, and Jason focus their time in the world of healthcare investing, a topic I haven't explored much personally or on this show. We discuss the current landscape for healthcare investing, the variety of stakeholders in the healthcare value chain, the opportunities for founders and investors in the space, what excites them most about the future of the space, and the impact COVID has had in shaking up the industry. I hope you enjoy my conversation with the RRE team.    This episode is brought to you by Koyfin, one of the fastest growing fintech startups. I discovered Koyfin earlier this year when I asked twitter for the best Bloomberg alternative, and the overwhelming winner was an intriguing new product called Koyfin.  Koyfin has tons of high-quality data, powerful functionality, and a nice clean interface. If you’re an individual investor, research analyst, portfolio manager, or financial advisor, you should definitely check them out. Sign up for free at koyfin.com                                                    Ladder Teams is a modern personal training experience with expertly designed workout plans, 1x1 access to some of the best coaches in the world, and the power of community, all delivered to your phone.  If you’re looking to switch up your fitness routine at home or if you are back at the gym and looking to refresh your training plan Ladder Teams has a program for you. Check out https://ladder.fit/Patrick to download the app and get started.   For more episodes go to InvestorFieldGuide.com/podcast. Sign up for the book club and new email newsletter called “Inside the Episode” at InvestorFieldGuide.com/bookclub. Follow Patrick on Twitter at @patrick_oshag   Show Notes (2:34) – (First question) – How the team think about attractive investment concepts (7:13) – The current landscape for healthcare investments (8:53) – Complications in pricing healthcare and where it needs to change             (17:45) – Catastrophic Care: Why Everything We Think We Know about Health Care Is Wrong (17:55) – The major stakeholders and where the innovation is coming from             (18:22) – The Patient Will See You Now: The Future of Medicine Is in Your Hands (24:43) – How Covid is changing the healthcare sector (28:43) – Cutting edge of remote patient monitoring (37:03) – Passive monitoring and future tech of healthcare (39:38) – Improving the clinical trial process (44:54) – Doctors being lost in the shuffle and improving the experience for them (50:20) – Excites them most about the future of the space (56:17) – Kindest thing anyone has done for them   Learn More For more episodes go to InvestorFieldGuide.com/podcast. Sign up for the book club and new email newsletter called “Inside the Episode” at InvestorFieldGuide.com/bookclub. Follow Patrick on Twitter at @patrick_oshag  

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The week started well with a recommended cash offer for RockRose Energy (RRE) of 1,850p per share, which takes virtually all investors out at a substantial profit.  I first bought a couple of tranches of RRE around 130p and received a 150p per share “return of capital” a few months later.  RockRose is a rare company that actually generates cash. Perhaps to follow in its footsteps is Longboat Energy (LBE), which announced founders incentive plan awards under which "participants are eligible to receive 15% of the growth in returns of the company from the date of admission should a hurdle of doubling of the total shareholder return be met.”  LBE was highlighted in the private blog three months ago in the 50s and it’s already double that.

The week started well with a recommended cash offer for RockRose Energy (RRE) of 1,850p per share, which takes virtually all investors out at a substantial profit.  I first bought a couple of tranches of RRE around 130p and received a 150p per share “return of capital” a few months later.  It's a rare company that actually makes cash. Perhaps to follow in its footsteps is Longboat Energy (LBE), which announced founders incentive plan awards under which "participants are eligible to receive 15% of the growth in returns of the Company from the date of Admission should a hurdle of doubling of the total shareholder return be met.”  LBE was highlighted in the private blog three months ago in the 50s and it’s now back trading around the admission price of £1.

The week started well with a recommended cash offer for RockRose Energy (RRE) of 1,850p per share, which takes virtually all investors out at a substantial profit. I first bought a couple of tranches of RRE around 130p and received a 150p per share “return of capital” a few months later.  It’s a rare company that actually makes cash. https://www.share-talk.com/oil-man-jim-company-oil-gas-podcast-blog-8th-july-2020/ (https://www.share-talk.com/oil-man-jim-company-oil-gas-podcast-blog-8th-july-2020/#gs.a9oany)

The JobKeeper scheme is worth 130 billion dollars and it'll provide businesses affected by the coronavirus emergency with $1500 a fortnight for each staff member over six months. - w>fymfw>fzH;w>frR “uFD.fcH.fz>R” phw>frRp>Rv> ySRrRw>fzdv>tw>frRwtd.fv>Rb.fzJcd;&de; AJ&>;pf w>fqgoHo-wdR&RvDRo;tq>uwD>foh.fwz.f rRe h>ftDRohtHR w>fb.f,d.ftd.f0J'.fv> ySRrRw>fzdv>tuuGJ>ftgr;oh.fwz.f w'd;e h>fb.ftDRb.fe h.fvDR?

Railroad Earth kindly came into Diamond Street Studios in between the Colorado and Georgia portions of their most recent New Year's run. The band played three songs from their 2020 release, All For The Song (including the title track). Principal songwriter and lead vocalist Todd Sheaffer stuck around after this performance to chat with Rob and Seth. Todd talks about how the band negotiated their way through the recent devastating loss of founding member and multi-instrumentalist Andy Goessling. We learn how his loss influenced the All For The Song record, and how the band still feels him with them as they move forward a different twist on their live sound. Todd talks about how Col. Bruce Hampton was a big part of them finding bassist Andrew Altman, and how Altman in turn brought into the RRE fold another Bruce Hampton alum, Matt Slocumb. Todd jokes around plenty - but gets serious when he recalls the night he and his previous band From Good Homes opened for Bob Weir and Ratdog on the night Jerry Garcia died. The other two songs performed were "Slipping Away" and "The Great Divide." See acast.com/privacy for privacy and opt-out information.

Founded in 2011, SquareFoot is a new kind of commercial real estate company that helps companies win at finding their next (and next) office, providing transparent access to inventory, brokerage services, and a flexible space offering. But it also brings together technological innovation and human expertise to solve clients’ needs. SquareFoot raised $16 million in 2019 in a Series B financing round led by DRW VC, with Triangle Peak Partners, RRE, Rosecliff, and senior real estate executives. But they have raised $29 million in total since its founding. I invited SquareFoot Founder/CEO Jonathan Wasserstrum onto the podcast to share his tech startup journey. Jonathan founded SquareFoot in 2011 as a new kind of commercial real estate company that helps companies win at finding their next (and next) office. Based in New York City, SquareFoot provides transparent access to inventory, brokerage services, and a flexible space offering. The company has executed over 1,200 leases to date. Wasserstrum began his career in commercial real estate as part of the International Capital Group at industry leader Jones Lang LaSalle (JLL), where he advised foreign and domestic clients on more than $3 billion worth of transactions globally. He attended Columbia Business School, where he earned his degree in May 2012. He also has a BA in Economics from Emory University. Outside of work, Jonathan is interested in the three B’s -- bourbon, buffalo wings, and brass bands.

Edward Hallowell, M.D., and John J. Ratey, M.D., highlight the counterpoint to Rejection Sensitive Dysphoria (RSD) — the soaring enthusiasm and energy of Recognition Responsive Euphoria (RRE). Learn how to tap into RRE and share its gifts.

Plenty of excitement last week and not just with the election.  The week started with I3 Energy (I3E) seeing its price collapse back down on Monday. After readers of the blog and listeners to the podcast were alerted last weekend to the false statements being made about the previous week's announcements.  I started challenging the misstatements on Friday and a crescendo of abuse built up right through the weekend, only finishing on Monday morning after what I said would happen did.  Most of this was from those promoting the false interpretations of I3's announcements, but some were from genuine investors who having been deceived and bought the shares, now wanted to believe the lies. The same thing happened with Anglo African Oil & Gas (AAOG) who announced on Thursday no further repayments from SNPC, lower than expected payments under the investor sharing agreement and yet another rig delay.  This proved too much even for core investors and the price collapsed 70% to 0.7p.  As those who follow me know, I’ve been calling this down from the high teens and, just like with I3E last weekend, I received much abuse on the way.  Some of this came from known shills, but the majority was from those who had bought too many and wanted desperately to believe. As I said mid-week, I can understand how upsetting it is for those who believed the misrepresentations and bought these companies’ shares, but all I do is look at the facts and report them.  There's nothing personal in this, there's no agenda and all I can say is be very careful in future who you listen to.  Particularly in the case of AAOG, I think some people have racked up enormous losses, multiplied up by averaging down and, if it’s any consolation, some parties are looking to try to put together an investor group with 5%+ to call an EGM and remove the directors.  I understand there could be a good case to recover damages from previous and current directors, plus the company’s professional advisors. Back to more normal news, Predator Oil & Gas (PRD) announced that it has entered into a rig option agreement.  They have until 31 January 2020 to finalise a legally binding contract.  No word yet as to how they will finance this, although they do say that it creates a catalyst to attract drilling partners if required.  They already have a convertible loan note outstanding, so my view would be to do nothing here until financing news is released. United Oil & Gas (UOG) returned from suspension on Monday, possibly not the best of days with Tullow Oil (TLW)’s simultaneous announcement of its difficulties.  Tullow, of course, is co-venturer in UOG's most significant asset offshore Jamaica.  On the bright side, they announced the receipt of $855,000 from Hibiscus in relation to their North Sea blocks. Unfortunately, their Egypt acquisition from Rockhopper Exploration (RKH) turns out to be being financed at 3p, which is nearly half the price of their last placing.  I’ve never been particularly keen on this company, since it's an arbitrary collection of assets and doesn't really appear to have any direction.  The ones that do best in the market generally have one big project and 100% focus on it.  Share prices also tend to stagnate once companies reach the production stage and dreams turn into realities.  The money usually is in the run-up to that point. Hurricane Energy (HUR) announced a trading and operational update.  All looks solid.  The average production rate of 13,300 barrels of oil per day for 2019 and 20,000 barrels of oil per day forecast for 2020.  Currently 33.2p, it trades under the 34p placing price of three years ago, even though it has achieved its targeted objectives.  Think about it. Eco (Atlantic) Oil & Gas (ECO) announced the renewal of its Guyana licence, another one where Tullow is the operator and major interest holder, but everything here comes down to the operating decisions that will be made in January.  Will Tullow want, or be able to continue, is the question. Europa Oil & Gas (EOG) announced its AGM statement.  Key here is whether they can secure farm-outs for their Inishkea licence, offshore Ireland, and their newly awarded licence in Morocco.  At a £10 million market cap, it remains a pure gamble. Pantheon Resources (PANR) announced successful bids for acreage in an Alaska lease sale.  27,840 acres might sound a lot, but the announcement is pure fluff and PANR remains very much on the avoid list. In closing, RockRose Energy (RRE) announced the commencement of its development drilling campaign.  The company is set to participate in at least seven wells before the end of 2020.  I bought a couple of tranches of RRE around 130p and received a 150p per share “return of capital” a few months later, so I’ve always liked it.  Now 1,735p, it appears to be temporarily stuck, but another acquisition should move it. If you'd like to know my trading ideas now (and as those who follow me know, I'm rarely wrong), then subscribe to the private blog at https://www.oilnewslondon.com/oilman-jim  

Special guest Will Porteous, General Partner and COO at RRE Ventures, joins host Ryan Lewis, IQT CosmiQ, and Tom Gillespie, a Managing Partner on IQT’s investment team, to discuss investment strategies, technology trends and predictions, and what’s next for the commercial space and aerospace industry. Commercial space and, more broadly, Frontier Technologies have been a key investment area within IQT in recent years, requiring a comprehensive strategy and close coordination with investment partners like RRE.

For this podcast, Graham was joined by Joel Deakin (@jmhdeakin). We discuss Rockrose Energy (RRE) and Sirius Minerals (SXX). Please note the important disclaimer which applies to all of the content on this website, positioned just below this article.

Tim Chen is the co-founder and CEO of NerdWallet which is a personal finance website and app, that provides unbiased advice. From finding the best credit card to buying a house to investing their next dollar, and more. The company has raised over $69 million from investors such as IVP, RRE, iGlobe Partners, Core Innovation Capital, or Silicon Valley Bank. 

Al is the co-founder and CEO of Avant which is an online lending platform that offers alternatives to its clients with safer, faster, better financial products. The company has raised over $600 million from top tier investors such as RRE, QED, DFJ, KKR, Tiger Global, August Capital, General Atlantic, Hyde Park Venture Partners, and Origin Ventures to name a few. Prior to Avant, Al co-founded Pangea Properties and Enova International which he sold for $250 million.

Al is the co-founder and CEO of Avant which is an online lending platform that offers alternatives to its clients with safer, faster, better financial products. The company has raised over $600 million from top tier investors such as RRE, QED, DFJ, KKR, Tiger Global, August Capital, General Atlantic, Hyde Park Venture Partners, and Origin Ventures to name a few. Prior to Avant, Al co-founded Pangea Properties and Enova International which he sold for $250 million.

Opposition leader Bill Shorten's rise to leader of the Labor Party in 2013 fulfilled a long-held ambition for the former union leader.He's managed to last as party leader longer than most in recent history, and opinion polling suggests there might be more. - zJ 2016eH.f uD>fp>zSd.fw>fCkx>e h.f t0J wDcd.f&dRrJ0J'.f vh.fb>.f u&>tHR'D; rRe h>fu'guhR0J'.f bsD.f'd.fvD>fqh.feDR 14 cg v>tb.fC;'D; ul.foh ql.fcs hwuyRe h.fvDR?

For this podcast, Graham was joined by Cube contributor Joel Deakin, following his return from a business trip and a holiday. Podcast index: 02:00 Plus500 (PLUS) & IG Group (IGG) 10:00 Disney ($DIS) 11:00 Mkango Resources (MKA) 13:00 Bushveld Minerals (BMN) 21:00 RockRose Energy (RRE) 30:00 ReNeuron (RENE) 33:00 Sosandar (SOS) 40:00 Tandem (TND) Please…

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Lewis Gersh of PebblePost (www.pebblepost.com), a New York-based startup pioneering programmatic direct mail. The Company recently completed a $25M Series C venture round led by Advance Venture Partners (AVP). Previous investors include ffVC, RRE, Greycroft, Tribeca Venture Partners and strategic investors and angels. In this episode, Lewis talks about his journey from founder to VC and back to founder, his "7-syllable pitch for a $Billion opportunity," the inspiration for coming up with programmatic direct mail as a marketing vehicle, why he believes continuous investor development is essential, and much more.

Enticing international students to Australia is big business. According to the Australian Bureau of Statistics, education is our third largest export industry- in 2015 international students contributing over 19 billion dollars to the economy. Australia is renowned for its flexible visas which allow overseas students to work during their studies. But a recent high profile scandal has brought the vulnerability of these students to light. - xH*kRuD>f*RuFdzd tw>f[JEkmfvDRql uD>ftDp-whv,gtylRtHR rh>f0J'.f rk.fusdR0JRuGmf z;'d.fwcge h.fvDR? zJtDp-whv,g y'd.fp&D0JRusdRcd.foh.ftylR ymfzsg0J'.f w>ful.fb.ful.fohe h.f rh>f0J'.f w>fqS>[;xD.f yeHmfw>fuR w>fzH;w>frR t'd.fuw>>fo>rHRwrHRe h.fvDR? cDzsdv> xH*kRuD>f*RuFdzd w>f[JEkmfql uD>ftDp-wh v,g tylRtCd zJtylRuGHmf 2015 eH.fe h.f rk.fusdR0JRuGmf tphw>f[JEkmf td.f0J'.f 'D.fv.f 19 bH;vH;,.fe h.fvDR? tDp-whv,gtHR trHR[lo.fzsg0J'.fv> t[h.f0J'.f w>fqDwvJ vHmfcDuD>f v>w>ftd.fo;tzDcd.foh v>t[h.f0J'.f uD>fcs>uFdzdoh.fwz.f rRw>fzH;w>frRoh zJv>t0Joh.f xD.fuFdzJuD>ftDp-whv,gylR tq>uwD>fe h.fvDR? emfouh w>fCdxHoh.fngxH.fb.f0J'.fv> xH*kRuD>f*RuFdzdoh.fwz.ftHR b.fw>f[H;bsK;[H;zSd.f rRe>RtD.f0J'.ft0Joh.f v>t0Joh.fw>fzH;w>frRtylR e h.fvDR?

A. Raw Dawg Riddim: 1. Rre - “Make It Come True” 2. D Major - “Mystery” 3. Leftside - “Bring It” 4. Krysie - “What I Like” B. Lovey Dovey Riddim: 1. Mr. Diamond Ft. Epixode - “My Girl” 2 Rhyia Luna - “Me and You” 3.Mr. Smooth - “He Don’t Deserve” 1. Koffee - “Toast” 2. Natai Charan Ft. Devan - “No Maybe” 3. Kevin Lyttle Ft. Stadic - “Close To You” 4. I-Wayne - “Golden Touch” 5. Machel Montano - “Remedy” 6. Swappi - “Anna” C. Tropical Zest Riddim: 1. K. Rich - “Pour One” 2. King James Ft. Shenseea - “Never Have I Ever” 3. Wildfire Ft. I-Bari - “Bring It” D. Di Don Rich Riddim: 1. Stylex - “Feeling Good” 2. Beenie Man - “Clean Like A Whistle” 3. Charley Blacks - “Independent Gyal” 4. Dizzy Carter - “Mi Nuh Know” 5. Vershon - “Nah Let Go” 1. Erphaan Alves - “Cyah Wait” 2. Dev - “Is Jam” 3. Fadda Moses - “Push On D Truck” 4. Erphaan Alves - “Overdue” 5. Linky First - “Rock and Come In” 6. Devon Matthews Ft. Ella Andall - “D Journey (Make It)” E. She Badda Riddim: 1. Kyron - “Queen of D Pack” 2. Axesent - “Delilah” 3. Iwer George - “In d Party” F. Dojo Riddim: 1. Stef Kalloo - “Press Play” 2. Krystal Khayne - “Down Low” H. Jum Beat Riddim: 1. Erphaan Alves - “The Sun” Konshens - “Hot Ting” Prince Pronto ft. 5 Star Akil Kris Kennedy - “Day Ones” I. V13 Riddim: 1. Nadia Batson - “Purpose” 2. Olatunji - “Action” 3. Machel Montano - “Wake Up” J. Liberty Riddim: 1. Claudette Peters - “Feeling Good” 2. Shurwayne Winchester - “Party Till We Drop” 3. Blackest - “Gimme Wine” 1. Olatunji Ft. Machel Montano - “Where I’m From” 2. Lyrikal - “Rude Wayz” Nailah Blackman - “Sokah” K. Parallel Riddim: 1. Preedy - “Say Yeah” 2. Nailah Blackman - “Bella Mami” L. Tan Lines Riddim: 1. Orlando Octave - “Too Hype” 2. 5 Star Akil - “Remember This Wine” 3. Erphaan Alves - “Grip Me” 4. GBM Nutron - “Body Doh Lie”

DJ Tiggz goes in on the Vodkila afternoon mix. Then the beautiful and talented RRE is live in the studio. We play her song loco and make it come true. Plus she survives the Whut Ever Wednesday crew crazy antics. Follow us on all social media outlets @whuteverwednesday Download the app or go to www.whuteverwednesday.com

Reggae soul singer Rre chops it up about her career in music, her collaborations with Sizzla and Mavado, Making Reggaeton music and her latest single “LOCO” with Maldonado --- Support this podcast: https://anchor.fm/thetopformpodcast/support

Rob and Seth discuss their experiences with Railroad Earth including Rob’s memories of when he saw RRE front man Todd Scheaffer’s band, From Good Homes open for Bob Weir and Ratdog the night after Jerry Garcia died. A brief discussion of this podcast’s fast-approaching live event at City Winery Atlanta September 19th takes us to to Seth and Rob sitting down with Tim Carbone (The Contribution, Railroad Earth) for a thorough examination of what makes him a truly special human and musician. Tim talks about how this summer Railroad Earth was forced to adjust to the temporary-but-still-painful loss of founding member, multi-instrumentalist Andy Goessling - who was "on the disabled list." We learn how they relied on top notch players to step up, sit in and help out - particularly Chris Pandolfi and Matt Slocumb who kept things compelling for RRE loyalists by being part of bringing forth unusual versions of songs in the RRE lexicon - specifically Slocumb on, “Morning Flies." Carbone explains in detail exactly how Psychedelia earned itself an assist with regard to the genesis of his adventurous side project, The Contribution. Tim talks about the band first doing a session in a cabin in Woodacre, California, then working in Laughing Tiger Studios in San Rafeal and eventually recording at Bob Weir’s state-of-the-art TRI Studios in Marin County - elaborating specifically about TRI’s "microphone guru," Rick Vargas. Vargas was vital to the success of their recording and Tim still uses techniques he learned from Vargas during this time. He also relates how he initially became interested in violin, and then how his personal experiences (including a stint playing harmonica in a blues band) and hearing artists like Paul Butterfield and Don “Sugarcane” Harris shaped his approach to playing. Tim tells of his days in The Blue Sparks From Hell, and their string-band bluegrass alter-ego band (each with future Railroad Earth bandmate Andy Goessling). Tim recounts some of the legendary New York shows he saw as an audience member, including his various Fleetwood Mac experiences, detailed accounts of his favorite Traffic shows and his memory of the legendary Grateful Dead SUNY 1970 Halloween show. He also speaks of shaking hands with Muddy Waters, playing in bands with Rick Danko, attending Danko's funeral and meeting future band mates and other significant folks at New York’s legendary music club, The Wetlands. We learn of how Railroad Earth landed the Telluride Bluegrass Festival for their 10th gig, and how the band would unfold from there. He talks about working with various engineers including John Siket of Phish “phame.” Tim conveys what it is like working with RRE’s brilliant Todd Scheaffer, identifying specifically Scheaffer’s feel for melody, knowledge of songwriting and familiarity with literature as reasons for Todd's excellence. He also shares his memory of sitting in with the Allman Brothers’ Band, and then how he, and in turn Railroad Earth evolved from casually collaborating with, to becoming full-on recording partners on Ashes and Dust with jamband icon Warren Haynes. Other icons discussed are Buddy Cage, David Nelson, the timeless David Bromberg and this program's Godfather, Col. Bruce Hampton. We hear music from Tim’s band The Contribution, including the debut of “So Long, Farewell” in its entirety, which is paired with “Raven’s Child” from Railroad Earth’s most recent cd Captain Nowhere. wTnS is Produced by Rob Turner and Engineered by Josh Thane of Wonder Dog Sounds Studio. www.joshthaneproductions.com www.wonderdogsounds.com Inside Out w/ Turner and Seth: insideoutwtns.com Twitter: @InsideoutWTNS Instagram: www.instagram.com/insideoutwtns Facebook: www.facebook.com/insideoutwTnS See acast.com/privacy for privacy and opt-out information.

Amit Agarwal is the Chief Product Officer @ Datadog, the startup that provides cloud scale monitoring that tracks your dynamic infrastructure and applications. They have raised over $140m in VC funding from some of the best in the business including Index Ventures, IA Ventures, OpenView and RRE just to name a few. As for Amit, before Datadog, Amit was the Director of Product Management at Quest Software (now Dell), where he led the team responsible for application performance monitoring. Previously, Amit held product management roles at Datamirror (now IBM) and Embarcadero Technologies. In Today’s Episode You Will Learn: How did Amit make his way into the world of SaaS and come to be Chief Product Officer @ Datadog? Why did Datadog not have a marketing strategy for the early days? What would Amit advise early stage founders with regards to optimising their marketing in the early days? Obviously a multi-product line is crucial for a SaaS startup to be successful, what is Amit’s take on how, when and why to launch a second product? What have been his big learnings on this from Datadog? Amit has said before that it is tough to sell to large enterprises in the early days, does that mean startups should always start with SME’s? At what price point does it become a challenge? Does Amit agree that if you are between 25K-100K you are in the valley of death price wise? 60 Second SaaStr What does Amit know now that he wishes he had known in the beginning? What is Amit’s favourite SaaS reading material? When is the right time to hire a CPO and why? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Amit Agarwal

Steve Schlafman is an early stage investor @ RRE Ventures, where he specialises on marketplaces, mobile services, and hardware. Steve is responsible for RRE’s investments in theSkimm, Hightower, TinyBop, Breather, and Managed by Q. Prior to joining RRE as a Principal, Steve was a Principal and rockstar seed investor at Lerer Ventures. Before becoming a venture capitalist, Steve worked at Stickybits Inc. and Turntable.fm, and served as Director of Venture Investments at The Kraft Group. Steve also worked at Massive Inc. and at Microsoft, where he focused on Biz Dev Strategy and Corporate Finance.    In Today’s Episode with Steve You Will Learn: How Steve made his way into VC from Microsoft, to Kraft to startup to VC? Why does Steve think Seed to Series A is such a different ball game? What are the different characteristics encompassed within each? With such little data at seed, what does Steve’s DD process look like? How does that affect his investment decision making process @ RRE? What is the valuation comparison between Seed and Series A? How is this determined and how has this changed since Steve’s time at Lerer? Why do the best markets often appear small and become meaningful? How does Steve look to detect these small markets? Items Mentioned In Today’s Show: Steve’s Fave Book: Who (Hiring Process), Work (Hiring @ Google), Leading (Michael Moritz) Steve’s Fave Blog or Newsletter: AVC, Stratechery, The Skimm Steve’s Most Recent Investment: Brightwheel As always you can follow Harry, The Twenty Minute VC and Steve on Twitter here! Likewise, you can follow Harry on Snapchat here for mojito madness and all things 20VC.

Steve Schlafman is a good bud and startup investor for RRE ventures.  He's also someone whose work ethic and hustle I genuinely admire. We've had a lot of entrepreneurs on this show, but today I wanted to bring someone on the other side of the table on. Steve sees 100's if not thousands of companies a year and has to distill amongst all the people building things which ones he things are going to make it.  One of the cool things about this job, is you get to see patterns amongst companies and individuals. What type of company wins? What do the founders look like? We'll pick Steve's brain on these types of questions, and unpack what entrepreneurs should know before pitching a venture capitalist. My favorite part of the episode is hearing some stories from the trenches about the lengths some entrepreneurs have taken to make their company successful…

Læs  Zakarias' Bog 4, 1-14 og få åndeligt gåpåmod til at indtage det nye år ved  At forstå det profetiske ord til Guds folk i Zakarias tid At forstå Guds profetiske ord igennem Zakarias til os i dag At forstå Guds profetiske ord om vores forhold til Jesus Kristus                   START MANGLER, DESVÆRRE