Misfit Founders
Misfit Founders
Expert Advice on Navigating the Investment Landscape with Atlassian Ventures
Ever wondered if you truly need to raise capital to build a successful business? Join us as we uncover this critical insight with Philip Braddock a seasoned expert from the Atlassian Ventures team. Throughout our discussion, we explore the types of companies that catch their eye—from innovative startups launching on the Atlassian marketplace to those already in their growth phase. Gain insider knowledge on how Atlassian Ventures offers more than just funding, providing invaluable strategic and marketing guidance, and learn about common hurdles companies face in maximizing Atlassian's resources.
Managing a diverse investment portfolio is no small feat, and Philip shares how Atlassian Ventures adeptly balances priorities like co-marketing opportunities and technical integrations, all while maintaining a laser focus on the end customer. Discover how clear communication and prioritization help these companies gain the visibility they need to align with Atlassian's roadmap. Plus, get a sneak peek into the annual Atlassian summit in Vegas, where portfolio companies not only gain exposure but also network with industry leaders and peers, fostering a robust community over the years.
For those at the early stages of their entrepreneurial journey, understanding investment strategies is crucial. We explore how Atlassian Ventures structures its early-stage investments using convertible notes, highlighting the benefits of these flexible financial instruments over SAFE notes. Philip emphasizes the importance of not rushing into fundraising, providing expert advice on building durable ventures within the Atlassian ecosystem. Learn how leveraging established platforms like Atlassian can offer development support, security programs, and a smoother entry into the market, setting the foundation for long-term success.
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If you're going to start a company, I don't care if it's a software company, a clothing company, a refrigerator business, it doesn't matter If you don't need to raise money don't raise money.
Speaker 1:Raising money doesn't mean you're going to build a successful business. It means that you raise money. We're looking to invest in two types of companies. They're either companies like Jexo, who are launching and building businesses directly in the Atlassian marketplace. The second type of company that we're looking to invest in is a company who, again, is typically but not exclusively more in a growth stage. That doesn't mean it's going to be easy. I don't want anyone to be under that illusion. Right Like, being an entrepreneur is a full-time job, for sure. What is the part of your job that you love the most? I get a front row seat to entrepreneurship.
Speaker 2:And that is Well. Thank you so much for finally being on Misfit Founders.
Speaker 1:My pleasure.
Speaker 2:I know we were talking about having you over in Vegas, but it just turns out that I don't have any relationship with Atlassian ecosystem anymore, so you came to my turf.
Speaker 1:Fair enough, fair enough. Well, I'm happy to be on your home turf.
Speaker 2:I'm the away team today. Thank you so much. Well, let's start with a quick introduction. Yeah, what is it that you do for Atlassian?
Speaker 1:Sure. So right now I work on the Atlassian Ventures team and Atlassian Ventures is Atlassian's corporate venture fund. So we are out there in the market investing in second third party companies that are in the Atlassian ecosystem to A invest in them in a very literal sense, but, more importantly, to find companies that really provide mutual and symbiotic value to the mutual end customer.
Speaker 2:Brilliant. How many companies do you have in the portfolio so far?
Speaker 1:A little bit less than 60.
Speaker 2:So it's a pretty meaningful. Yeah, see, I think when you were there, we were in what?
Speaker 1:Maybe we had cracked double digits. I think you might've been in the tens. Yeah, so we've been pretty active. It's been great. I've been doing this now at Atlassian for two and a quarter years. I've been at the company for nine and we have seen it. I think since I joined, the team probably triple in size, both in terms of capital deployment but more in terms of what you and I are talking about the number of companies in the portfolio as well.
Speaker 2:I remember it was such a proud moment for Jigsaw to be on the Atlassian Ventures Investees page alongside Slack and other companies.
Speaker 2:It's like, yes, Jigsaw is made is may we made it um well, if I may say so, you have me, okay, um, right, so, um, we're gonna keep the conversation at the kind of like this uh, talking about um investees, companies that go through funding, maybe we can explain a bit. This is one of the things that I've noticed a lot of early founders don't realize is the investment options that they have, so maybe we can talk a bit about what a loan note is and how that works. The first thing that I wanted to ask is and actually I'm gonna start very heavy 60 companies. What is one of the most common challenges that you see these companies going through?
Speaker 1:it's a good question. So for us and for anyone listening or watching, keep in mind Atlassian Ventures investment thesis is very Atlassian focused, and so where I'm going with that is one of the challenges that we see quite common is figuring out the best way to leverage Atlassian not necessarily the best way to leverage us as an investor. Once we've invested, the capital gets deployed, we go out and we do what we do, but part of our value proposition, compared to an institutional venture investor, for example, is that part of my job, beyond the investment job, is to really help companies navigate Atlassian, and what I like to say I'm sure I've said this to you before is help companies get the most value out of the investment, where in that sentence, the word value has nothing to do with capital deploy and has everything to do with sort of the accretive nature of the relationship between Atlassian. And so, going back to the core of your question, I'd say one of the most challenging part is each company is looking to get something different out of Atlassian, is looking to get something different out of Atlassian. Some companies are more interested in co-marketing opportunities. Some companies are more interested in how do they grow their businesses on the actual Atlassian marketplace, for example. Other companies are looking for deeper technical integrations that for all intents and purposes basically would require customized work, for example.
Speaker 1:So I'd say, prioritizing that and figuring out which things are not necessarily worth pursuing. But how do we prioritize that and how do we at all times keep the end customer in mind? It's very easy to kind of get quote unquote, distracted in your prioritization by understanding. From my perspective, for example, someone like you was my customer, but what we're really trying to do is serve the end customer and the paying customer. So really trying to sort of balance all those different perspectives I think is one of the more challenging parts.
Speaker 1:And then to your question for the founders themselves, I think, is understanding that in the moment that they're talking to someone like me yes, that's the only conversation we're having, but I'm having many of those conversations every day. So it's really about sort of understanding. You know, how do we make sure that we're communicating prioritization clearly? How do we make sure that companies who are building adjacent to Atlassian roadmaps have the visibility they need, for example? So really I guess sort of a higher way to say that is making sure that we're bringing founders along for the journey, not just necessarily letting them consume things that otherwise they would find on like an Atlassian blog, as just an example.
Speaker 2:And where do you spend more of your time? Is it on the, let's say, the investee relationship, or is it on helping position some of the investees to your customers, like you mentioned? Because this seems like you're multi-dimensional. Yeah, that's absolutely right.
Speaker 1:I'd say for me, on any given day it could be 50-50, but certainly by title. Portfolio management lead, like my job is the latter. My job, primarily, is to help companies, once we have invested in them, really figure out what are they trying to do with Atlassian? How do we get them connected to the right people, how do we deepen that connectivity and how do I kind of for lack of a better way to say it like unleash them into Atlassian and empower them to work with the right people, build the right relationship so that, for all intents and purposes, they can become pretty much autonomous and they don't need someone like me. I become more of someone who becomes more of a thought partner than sort of a you know, a like a tour guide, for lack of a better way to describe it that makes sense and honestly, you've been doing a brilliant job, even in vegas at um atlassian teams, with running the atlassian ventures booth and so on.
Speaker 2:I remember when that came. It's been going on for two years, right, three years in a row.
Speaker 1:that's right. Three years, okay, and I think it's been getting better each time, if I might say so.
Speaker 2:Yeah, so to clarify what that is and maybe you can mention it in your own terms, you're also bringing Atlassian has this big summit event that's happening in Vegas every single year. There's an expo floor, like here, with a lot of companies, partners that have certain level of customer base and revenue and so on. But you also created this space for companies that are maybe smaller and they're just getting started and they got funding from you and you're highlighting them at that expo.
Speaker 1:Yeah, it's exactly right. So what we've done in this year we went bigger than we've ever gone. So Atlassian Ventures gets a booth at the conference, just like you see booths here in front of us and just like Atlassian has first party booths at the conference. But the unique part about the Ventures booth is we're not really there taking pipeline meetings. It's not an opportunity for us explicitly, that is, we don't go there trying to meet net new companies. It happens, but that's not the purpose of the booth.
Speaker 1:The purpose of the booth is we had six identical kiosks and we rotated 30 of our portfolio companies through the booth over the course of the three or four day event. And the reason for that is exactly what you said. A lot of these companies are very early stage, cash flows are tight and what we want to try to do is provide them a literal opportunity on the showroom floor so that they have an opportunity not only show off their products but, quite frankly, to go meet customers. And so for us, I think the first year we did it, I think maybe we did two shifts, like an A shift and a B shift. Last year I guess we did three and this year we did five. Now that technically meant each shift was a little shorter, but I was really proud that we brought in 30 companies, got them into the floor and then the nice part is we were able to provide complimentary access to the week for the conference for at least one person from every company.
Speaker 1:So we're consistently trying to do those types of things, not only to make sure that companies have opportunities to sell to the Atlassian customer base, but also to build community amongst each other in the portfolio, and so we did a at the conference center Then last year it was like a double room and this year it was like quadruple wide and it was really nice because, as Atlassian Ventures also grows and is around longer and is more durable, there were a lot of Atlassian leaders who came to the happy hour as well and it was really nice to see that community building, not just between founders in the portfolio and amongst each other, but also really getting to meet and interact. And so hopefully, you know, we continue that momentum and we can carry it forward. But yeah, the conference, I think, is just, you know, one thing that we were doing to try to activate folks and really enable and empower them to really go and take advantage of the opportunity in front of them.
Speaker 2:What is a challenge that you face as you grow your portfolio of investees and how, how do you resolve that? Because I suppose you know when, when, when we were part of the portfolio, right, it was like 10, 15, yeah maybe 20 yeah maybe 20s now.
Speaker 1:Now you have 60 yeah right, I suppose you're facing some growth challenges internally that you have to face, to do that In both very real terms, but also to use startup-friendly language. One of the challenges we have is scaling ourselves. So we are a very small team within Atlassian. As you know, Atlassian has over 10,000 full-time employees. Atlassian Ventures is a two-person team. What so?
Speaker 2:You were two people. Even when we were a part of it, you didn't seem a lot larger to me.
Speaker 1:Well, so let me be fair to that point. So we are part of the corp dev department at Atlassian, corporate development that is and corporate development at Atlassian is a three legged stool it's M&A, ventures and partnerships. So the entire department is bigger than that. But the core ventures team it's Peter Lenke, who's the head of ventures, and myself, and so one of the challenges that we definitely face is we have to do our own prioritization, and that does not mean figuring out who do we talk to today, who do we not. It's really just really more on the core operation side.
Speaker 1:You know, running the fund is not just okay, you close a deal and let's go talk to people every quarter. You know, as you can attest to, we really try to stay active and be engaged in thought partners and for companies where we might be the sole investor, like an early stage company launching a business in the Atlassian marketplace, they're looking to us, excuse me, not just for capital deployment, thought partnership, looking for what you might call quote unquote an unfair advantage as far as understanding sort of, you know, early access to a particular program or something like that. So, figuring out where we are spending our own time, separate from actual pipeline conversations and then portfolio management on the op side. I think is one of the biggest challenges we face.
Speaker 2:Are you planning to increase that, or are?
Speaker 1:you always going to be. No, I don't think that I'm not here to speak on any commitments. One way or the other.
Speaker 1:But I think that if the fund continues to grow, the team will have to grow in some way shape or form, or we will have to sort of find some creative quote, unquote, dotted line solutions where maybe we get a little more active support from teams like the Atlassian Marketplace, for example. Could we, for example, leverage an account manager or something like that from the Atlassian marketplace to work a little more closely and actively with many companies from the ventures portfolio who otherwise may or may not qualify to have someone like that sort of engage with them on a regular basis?
Speaker 2:well, to be fair, my shock at the news that you, your two and the team and always been to when you felt completely different to me. It's probably a positive statement to the great work that you and peter are doing yeah, thank you.
Speaker 1:I think, um, as I mentioned earlier, I've been in atlassian nine years and I'd say one of the biggest skills I've developed is I know how to spin the plates. Um, so, um, you know, I really hope it is not coming and sacrificing quality. I really fundamentally believe part of my job is customer service, where founders like yourself are the customer and I actually think well, I know because we talk about it a lot it's one of the things we take a lot of pride in in Atlassian. Ventures is like providing that high degree of customer service. It doesn't mean we say yes to every question we get, but it does mean that we try to respond in a timely manner, that we don't try to let the own commitments and everything that sort of comes with that post-investment.
Speaker 2:Well, yeah, and I can testify to that because, look, I've talked publicly about this on the podcast being acquired and going through an acquisition process has been probably one of the hardest periods of my entrepreneurship journey and if there's one thing that made it a lot better and, I would say, less complex and stressful was having people around that were very responsive atlassian, atlassian venture, your team being involved with jexo as an investee and having to work when and basically communicate with with yourself on on that and the diligence process and to that exit and the responsiveness that I got from you was really appreciated.
Speaker 1:So thank you so much for that, when I was going through such a stressful period 60 odd companies, right.
Speaker 2:How do you get there? What are some of the? Traits that you're looking for when you're taking these decisions?
Speaker 1:to invest? Yeah, great question. So for those who are totally unfamiliar, our investment thesis is really twofold. We're looking to invest in two types of companies. All of them are SaaS companies, so that's not what I mean. We typically invest in companies that look one of two ways. They're either companies like Jexo, who are launching and building businesses directly in the Atlassian marketplace so, for those listening after the fact, or even right here, if you're not familiar, atlassian has a marketplace a la the Apple App Store, basically extensibility of Atlassian's core products. So those companies are typically, but not exclusively, very early stage companies and pretty small businesses, and you can certainly speak to that very well.
Speaker 1:The second type of company that we're looking to invest in is a company who, again, is typically, but not exclusively, more in a growth stage and they are likely less in the marketplace and if they are, maybe it's just an informational listing or something, but they are integrating with at least one atlassian products through apis and so, one way or the other, as I mentioned before, you know we have a very atlassian centric investment thesis and that's by design, and so the way I guess we got there is, fortunately, atlassian, I think, is a great platform.
Speaker 1:We have over 300 000 customers, and I think, think that the power of the Atlassian brand and, even more so, the power of the brand, the actual value that the tool set provides to a very large swath of customers, big and small, I think, makes it an attractive platform with which either to build a business on top of the marketplace or to integrate with from an API perspective, and so, in that sense, I think we've been very fortunate to do this at a great moment in time where Atlassian is both continuing to grow itself, but also entrepreneurs see the value of integrating with or building on top of the Atlassian platform to tap into what is a very well-established, rich company and, more to the point, a very large customer base.
Speaker 2:Well, I've been advising a couple of startup founders and just individuals that want to start a business and they want a safer entry into the product landscape at Atlassian if you're on the kind of like work management side of things or you know sales force or anything else that has a marketplace because you have support systems in place to help you launch and grow your business. Yeah, from a marketing perspective, from a financing funding, like with Atlassian Ventures. So, yeah, I think, I think I don't know, maybe I'm foolish, but I think it's a lot of a smoother ride if you do that, yeah, I mean certainly.
Speaker 1:I agree, and the metaphor I often use when talking to entrepreneurs who aren't as familiar especially with the marketplace is we've already put the train tracks down, so you don't have to build out that infrastructure, literal or metaphorical. What you do have to do is build a great product. But if you build that product and you build it on Atlassian's platform parenthetically development platform it's called Forge. There's a whole bunch of stuff you get quote unquote for free. And it's not just the actual development platform. There are security programs that you can roll into. We have partners who can help you go through SOC 2 compliance, for example. You know there is a level of trust and validation that comes with being in a marketplace, very similar to how if you, especially on Apple, if you download an app, you know it's gone through an app security review, for example. So you know, conceptually, the exact same thing is true, not even conceptually, practically speaking. The same thing is true in a lot of these SaaS marketplaces and I agree with you.
Speaker 1:I don't think that it's as simple as like oh, let's go build a business on 10 marketplaces.
Speaker 1:No, I think the way you've said it, biro, where you're talking about, what domain do you operate in? What market do you operate in and then try to go find sort of the market leader in that space and build that business, I will say there are some trade-offs. If you're also looking to sort of de-risk for lack of sort of my words of what you just said a little bit I think this is a very viable way to do it and not just do it but build a durable, successful business as well. That doesn't mean it's going to be easy. I don't want anyone to be under that illusion. Right, like, being an entrepreneur is a full-time job for sure, but I, you know a lot of that infrastructure is there and for us I think that is part of maybe tying this answer into the previous one Part of, I think, how we've gotten to where we are to build out the portfolio has been because that platform is so stable and attractive to build on.
Speaker 2:Yeah, for sure, and yes, I completely agree. There are some downsides as well and some limitations of building a product on marketplace, and you know, peter here in the audience can testify to that okay, as he's now launching a standalone product. But I grew up. I'm 37, I spent four years in the Atlassian ecosystem. I grew up, I built and sold a business in the Atlassian marketplace, in the Atlassian ecosystem. Right, I grew up, I built and sold a business in the Atlassian marketplace, in the Atlassian ecosystem.
Speaker 2:I do have people that ask me what is the best path that I could take that you yourself can advise me or mentor me on? And every single time I say, oh, you have a app, you want to build an app for salespeople, build it inside Salesforce or whatever other marketplaces that exist in bigger products for salespeople. And here's what I can advise you to do and some of the tactics that you can adopt to start you to launch your product as well as to grow it. Um, but yeah, of course they're. It's not. It's not a silver bullet whatsoever. Question what are some of the deal sizes today? Like in the ballpark of? Because?
Speaker 2:you said you're working with potentially companies that aren't let's call them marketplace organizations. They're standalone, and then you have marketplace organization. What are some of the deals?
Speaker 1:Yeah, so we are stage agnostic investors and, for folks who aren't as familiar with the venture lingo, we invest in companies at all stages. We have invested in entrepreneurs who came to us with a idea and a business plan to launch apps in the marketplace, and so that's what you would call pre-seed in venture terms, and we've also invested in companies that are effectively at a pre-IPO stage as well. So, given that we've written six, seven and eight figure checks, I think if you average it out, it probably doesn't tell the whole story, but I think the best way that I can explain it, especially for early stage companies, which I know is our sort of primary audience here today, in person On the Atlassian Ventures website, which is atlassiancom slash ventures in very typical Atlassian fashion and a wink and a nod to our open company no BS Corporate Value we have publicly published our convertible note investment vehicle, which you can verily oh, is it public now? Yep.
Speaker 2:Because it wasn't back then. Oh, it wasn't Okay.
Speaker 1:So maybe that was one of the first things I helped get done. So there's a blog that explains why we've done that. But, more to the point, you can actually see the investment contract. And so where I'm going with this to answer your question, is those early stage investments are a quarter million dollars in US dollars and there are some additional terms like some interest payments and a time horizon and things of that nature, but it is a convertible note and so, typically speaking, we don't invest at less than a quarter million dollars in a company, but we also have up-leveled that depending on the maturity of the company. What have you? And written some larger checks as well.
Speaker 1:When we get into those growth stage rounds at Lassie and Ventures, because we are a small team we don't lead those rounds, but we can participate fairly actively. A couple of quick admin points which I think just round out my answer. Regardless of the investment we make, we don't take board seats, nor board observer seats, on a company. It's just not something that we think I wouldn't say it's not something that would benefit us. We just we can't scale that and so we take that off the table. But we do ask for what founders might know as information or major investor rights to make sure that we can certainly track both the financial and non-financial health of the companies in our portfolio.
Speaker 2:Perfect yeah. Health of the companies in our portfolio? Perfect yeah. And it sounds like it's still the same, like that template, the standard of smaller teams, where we did as well, a quarter of a million loan note through Atlassian Ventures. We got a lot of other benefits, you know, and this is one of the things that in a sense, the things that in a sense comes with it, the support that you get on top of it and helping the teams to be, and these startups to be, as effective as possible with their strategy, their product strategy, their marketing strategy and so on. It's it's it's quite important. You do get access to things like, for example, teams boots and so on, but for those that, as I mentioned, I meet a lot of founders that don't even know what a loan note is. What is a loan note?
Speaker 1:Sure, I'll actually go even further upstream if I can, yes, go ahead. So I've been fortunate enough to do a little guest lecturing at my alma mater at UC Berkeley and what I tell people on the first class we do it, we do it once a year, not every semester is if you're going to start a company, I don't care if it's a software company, a clothing company, a refrigerator business, it doesn't matter. If you don't need to raise money, don't raise money. And I know it might sound really counterintuitive for someone who works and helps run a venture fund to say that, but I really do mean that very sincerely. Raising money doesn't mean you're going to build a successful business, it means that you raised money. And those two things I think, especially if you're looking from the outside in or just dipping your toe in this world and you read a bunch of tech crunch headlines or you read a bunch of sexy headlines like it can be very easy to think like, oh, they raised a bunch of money, they must be doing well. Ok, maybe, but maybe not. Maybe the actual business health is really poor, even if the product health is quite high, for example. So I say that as a way to really sort of level set and be intellectually honest about sort of. I think to your point. Not only are there many ways to raise money, you don't necessarily have to do it.
Speaker 1:Atlassian, very famously or notoriously, or whatever word you like, was bootstrapped up until you know, I don't know 10 years into the company's history, or something like that. And then they end up taking venture money to really accelerate the scale, not as a necessity, but all that preface aside. So our primary investment vehicle, as you mentioned, for early stage companies is a convertible note and effectively what that means in very simple terms is it is structured. If you go read the contract again, it's publicly available on the website at lassiancom slash ventures. It functions as a loan that would convert into equity under certain conditions, hence convertible note. So generally speaking, the conditions that would enforce the conversion are an acquisition or potentially subsequent additional raising of capital.
Speaker 1:There are more nuances to it but I think, for the sake of sort of where we are in this conversation, hopefully that's like at least enough of a curtain pullback where folks can understand that Another very common investment vehicle, which is one that we don't use as often but was made very famous and is very popular by Y Combinator is a safe note, which is a standard agreement for equity SAFE, generally speaking very similar. There are some nuanced differences but we're not necessarily here to dive too deep into the differences between a convertible note and a safe note as much as. Hopefully that gives a little bit more clarity.
Speaker 2:Yeah, yeah, and there's also, as you mentioned, in a lot of low notes. I have one currently for my new business.
Speaker 1:Congratulations. Thank you.
Speaker 2:It can also be repaid under certain circumstances and based on where you get. Sometimes it's a time limit right. So if in six years or ten years you haven't raised another round or sold or anything like that, that might just be repaid. And I must say also, normally the rates for that loan are lower than you would get from a bank. Now it depends on the loan note agreement and so on, but normally they're lower, so you don't get loan sharked in a sense, no, absolutely not.
Speaker 1:No, I think anyone who goes and looks at our note will find, at least in my opinion, we're not trying to nickel and dime anyone. In fact we try to make it very middle of the road. Part of the reason we've even publicly published it is to remove the negotiating friction with early stage. Often, I will say parenthetically, first-time founders yeah, who, frankly? I mean, when I first got into the venture space, it was a lot for me to learn right and I was doing it every day. And so for a founder who's really stepping out and trying to embark on entrepreneurship for the first time, um, you know, we want to make the actual investment process as simple, and you know to use a, to use a little bit of a cliche, but like down the middle of the fairway, right, like you know, we think that the investment terms are competitive, not overly advantageous to us and certainly not disadvantageous to a founder.
Speaker 2:Right, that makes sense. Well, thank you so much for clarifying that, and thank you so much for talking about ventures and such. I'm going to close it with one question what is the part of your job that you love the most?
Speaker 1:it's a great question. Um, I get a front row seat to entrepreneurship and that is very cool. That doesn't mean it's all downhill and momentum. It's not. Quite the opposite. Um, there are a lot of challenging moments, um, there are a lot of hard conversations, but to have the privilege to see that in action every day and, more to the point, when things start going well, it's really incredibly rewarding to see the success.
Speaker 1:There are companies in their own right who are building very strong ARR and customer growth businesses in the marketplace, and to know that we were some of the seed capital, quite literally, to help get that off the ground. Put the dollars and cents aside. The part that I find great is it's the relationships and sort of, you know, really working with folks. And again, to go back to what I said, like when you take that customer service mindset and you see your customers succeed, it's powerful and it's really important. And if I may close out with one other thing I would just say, especially for anyone who watches this, after the fact you know, ventures is not the only thing we're doing to support startups. Keep an eye out for a variety of different programs that Atlassian is going to launch. That's really designed to help early stage companies, notably in sort of the venture space really continue to build great businesses, awesome, interesting.
Speaker 1:Yeah, I'm definitely keeping an eye on from afar from this. Well, tell Nicky to keep a closer eye, then I suppose Will do.
Speaker 2:Okay, I like that Front row seat to entrepreneurship. I smell Philip business in the future coming.
Speaker 1:Well, if you'll be my investor, then we'll see, we'll have to talk. So that sounds good.
Speaker 2:Call me. If you'll be my investor, then we'll have to talk. So that sounds good. Call me if that happens. Right, perfect.
Speaker 1:Thank you so much.
Speaker 2:Oh, I have something for you. Because everyone gets this. You're not getting away. Even though you've been here for just half an hour, you get your own coin for being on Misfit.
Speaker 1:Founders, this is great.
Speaker 2:Now am I the only number 48, or did everyone get a number everyone?
Speaker 1:gets 48 for some odd reason. I don't know why. That's cool, easier to print them. No, I don't think that you're.
Speaker 2:You're the 48th I like it.
Speaker 1:I'll get a jersey printed or something like that. Thank you, man. This was a lot of fun. I appreciate it. Appreciate it, thank you awesome.
Speaker 2:Thank you, and we're done. Hey, yay, well done.
