Hai, semua. Kita akan kembali di channel ini. Hari ini, kita ada Kevin, Joe di sini. Kita sekarang di Dubai. Jadi, Kevin adalah pemimpin dari Kanada, bergerak ke Panama. Sekarang, di Dubai selama sekejap, dia telah membuat perniagaan software di ruang SEO, memasukkan itu, dan mengagumkan itu. Kemudian sekarang dia... gembira? Saya rasa. Ia akan bergerak beberapa masa. Ia akan bergerak beberapa masa. Terima kasih, Kevin, untuk masa kamu. Jadi, kepada audience, orang-orang ini boleh menjadi perniagaan atau sesiapa saja. Bolehkah kamu beri sebuah ceritanya tentang diri kamu? Siapa kamu? Macam mana kamu membuat perniagaan ini? Macam mana kamu bermula? Ya, tentu. Jadi, saya bermula di Kanada, Toronto. Dan... sebagai anak-anak, saya selalu... mencari perniagaan yang berlainan dan mencari perkara yang berlainan. Saya selalu percaya saya tidak mahu bergerak di ruang SEO. Tapi ayah saya... dia lebih seperti akademik. Dia memiliki perniagaan di Jerman. Di kemestri dan dia selalu... memiliki perniagaan yang berlainan. Saya selalu berada di komputer dan cuba bermain video-game atau cuba mencari perkara yang berlainan atau sesuatu. Dan... sebenarnya, perkara yang dia cuba... cuba mencari perniagaan saya di muka saya dan mencari perkara yang berlainan. Sebelum dia datang. Tapi, ya... Jadi, ini kemudian... mungkin pada tahun 2008 atau semasa SEO... seperti... seperti... di atas perniagaan. Kemudian... kemudian kemudian... SEO adalah perkara yang berlainan. Google sangat berlainan di tahun 90-an. Dan kemudian infrastruktur berlainan di tahun 2000-an, seperti Facebook dan... Google dan perkara ini. Jadi... Ya, jadi salah satu perkara yang saya cuba membuat SEO dan cuba membuat perniagaan saya... seperti perniagaan dan perniagaan. Dan... disini saya cuba... membuat perniagaan dan memperkenalkan perniagaan. Dan kemudian, mengambil perniagaan atau... saya memperkenalkan perniagaan. Dan saya memperkenalkan perniagaan 100 perniagaan. Saya mengambil perniagaan perniagaan di sekeliling. Kemudian... perniagaan perniagaan? Ya, perniagaan perniagaan. Tapi mereka memperkenalkan perniagaan perniagaan. Mereka akan jadi... saya tak tahu, yang terbaik. sesuatu. Ya. Bagaimanapun berlainan berlainan dan perniagaan. Dan saya mencari perniagaan perniagaan di sekeliling. Saya mencari perniagaan dan saya akan berkata, kemudian saya berada di sekolah tinggi. Saya tak memperkenalkan perniagaan. Dan saya berkata, Saya tak mahu bayar $50. Jadi saya mencari perniagaan. dan beri kata-kata dengan untuk meluangkan kata-kata untuk bersama. Dan saya menggantikan kaca saya. Tapi kaca saya tak berakhir untuk berjaya. Tapi saya tahu orang lain nak bergantikan untuk menggantikan kaca. Jadi saya mengubah kaca dan itu menjadi sebuah kata-kata pelajar bersama saya. Kemudian saya akan berkaitan di keyword.com. Sebenarnya saya berlaku berlaku. Dan itu adalah kata-kata ke Kulauan Kejabat. Terima kasih. 17, 18, 17, 18. Itu apabila saya bermula melakukannya. Kemudian semasa saya memperkenalkan, saya sudah melakukannya di universiti. Sebelum tahun 2012. Sebenarnya era Facebook? Sebenarnya era Facebook? Ya. Sebelum itu, SEO masih sangat mudah. Memperkenalkan dan melakukannya. Tapi sekarang, ia sangat susah. Sebelum itu, SEO sedang mengambilkan. Ia sedang mendengar di Facebook. Kemudian saya melakukannya. Sebelum saya melakukannya, saya melakukannya di sekolah sekolah di universiti. Kemudian saya melakukannya. Jadi telah melakukannya di tahun 2012? Selepas tahun 1. Saya merasakan. Saya merasakan. Saya melakukannya di 1.6 atau sesuatu. Saya melakukannya di computer science. Saya melakukannya di computer science. Saya suka computer science. Mungkin mereka akan mengambil semua kursi lain. Itu okey. Tapi saya melakukannya di earth science. Saya mengelakukannya. Tapi kemudian k� along dengan sebuah kursi, saya merasa 2 kursi lain. Di satunya, admits tifu. Apa'rekannya? Saya menguatkan kursi lain. Saya terdurus ikut mesiak saya greasy. Saya minta civil begMike fleir seru, tapi saya tidak mahu berbuat semua. Berwe 해� orang-orang gila. Ini tidak awak. Saya boleh berusaha kalau saya mahu principles,可是 saya cari banyak masa. Awak kira activist ibu dan دك� tersatu. Dia minta mengapis kepas author.iembre tinggal berapian. dan saya beritahu bahawa saya mempunyai sosialitya, kriminalitya. Dan dia berkata, Bukankah saya tidak mempunyai sosialitya? Jadi saya sangat terkejut, saya kembali ke rumah dan saya beritahu saya, Hei, ini seperti orang yang gila. Sistem ini seperti sebesar saya. Saya sudah mempunyai versi software saya. Saya akan mempunyai degree saya di computer science. Tapi saya tidak mahu mempunyai sosialitya kriminalitya. Dan ayah saya berkata, Oh, apa yang penting dengan itu? Seperti sebuah degree. Saya rasa dalam kultur Asia, mereka mahu seperti apa-apa degree. Ia menunjukkan bahawa kamu baik-baik. Tapi setelah tahun pertama, saya rasa perniagaan saya berlaku dan ia berlaku ke tempat yang bahawa saya berjaya dan saya dapat kerja di computer science. Saya sudah membuat banyak kali itu. Jadi tidak ada perniagaan. Jadi saya berlaku ke dalam perniagaan. Dan 10 tahun lepas itu saya berlaku ke dalam perniagaan. Okey. Itu adalah tahun 2012. Okey, mari kita ambil kembali. Bukankah kamu berlaku di Canada? Saya berlaku di Jerman. Okey, apabila kamu berlaku di PHD? Ya, saya berlaku ke Canada ketika saya berlaku di PHD. Okey. Boleh kamu bercakap dengan Jerman? Tidak, saya tidak. Okey. Jadi kenapa dia berlaku ke Canada selepas dia berlaku di PHD? Kenapa dia tidak berlaku di EU? Kenapa dia tidak berlaku di EU? Dia beritahu saya bahawa ia sangat berlaku dengan keadaan di Jerman. Dan juga kemudian, China masih berlaku. Jadi saya rasa China berlaku di program 80s apabila mereka berlaku dengan orang yang lebih kecil di universiti. Dan mereka berlaku dan berlatih. Mereka berlaku di PHD dan berlaku kembali dan beritahu orang-orang yang berlaku di China. Tapi kemudian, saya rasa apabila orang berlaku, ada lebih banyak peluang di Canada dan kemudian kembali ke China. Seperti ke-90s, China tidak berlaku. Saya tidak berlaku di bulan di China. Dan kemudian kembali ke China. Jadi ia masih sangat... Jadi ibu itu adalah seorang pelajar yang berlaku di Jerman. Ya, betul. Adakah kamu tahu apa itu? Tidak, minta maaf. Pertama kali saya mendengar kamu. Saya tidak tahu apa-apa pun. Tapi ibu saya adalah salah satu belakang pertama yang berlaku. Dan saya rasa kemudian, jika kamu bekerja di China, kamu berlaku $10 hari ini. Dan mereka berlaku dengan sebuah pelajar yang berlaku $1,000 semasa atau sesuatu. Ya, ya. Jadi... Ya, ya. Berlaku. Ya, jadi itu sebuah kisah. Okey. Jadi bergerak ke Canada apabila enam... Tiga. Tiga. Kemudian ke sekolah, di universiti dan sebagainya. Apa yang membuat kamu... Kerana kamu berkata, kamu selalu tahu kamu tidak pergi ke tradisional. Betul. Ya. Apa yang... Untuk saya, saya rasa orang-orang selalu... kamu dapat keputusan daripada sesuatu. Kamu mendengar atau mendengar sesuatu yang berbeza daripada tradisional. Macam mana kamu dapat? Atau tahu bahawa Hey, ini bukan daripada saya. Oh ya, jadi... Saya baru beritahu, di sekolah sekolah, saya ingat saya ingat begini. Dan saya fikir, ini tidak bermakna. Kenapa saya berkata, seperti, setiap tahun saya berkata, seperti, seperti 30,000 dolar sepanjang tahun, plus hidup, seperti 30,000-50,000 dolar sepanjang tahun, untuk 4 tahun. Itu seperti 200,000 dolar. Saya berkata, saya melihat perniagaan untuk perniagaan, dan saya berkata, untuk 200,000 dolar, kamu dapat melihat perniagaan yang membuat 60,000 dolar. Kenapa saya tidak membeli sesuatu untuk membeli perniagaan untuk 60,000 dolar, atau, kamu tahu, jika kamu akan membeli duit untuk sekolah sekolah, ia membeli perniagaan, bukan untuk 4 tahun. Pada akhir 4 tahun, mereka akan mempunyai beberapa ribu lagi. Saya berkata, mereka sudah membuat 120 dolar. Apabila kamu membeli perniagaan, kamu akan membuat 40, 50 dolar sepanjang tahun. Saya berkata, saya akan mempunyai sesuatu, dan saya akan beritahu teman saya, dan mereka akan berkata, tidak, tidak, itu salah. atau, itu tidak membuat perniagaan. Dan saya hanya berfikir lebih-mereka. Dan orang yang lebih banyak, tidak dapat beri saya poin yang berjaya, yang lebih saya berfikir lebih-banyak, dan saya hanya berkata, dan sekarang, apabila saya memikirkan lebih-banyak, saya akan memikirkan mengapa mereka akan memikirkan begitu. Ia hanya sebab, seperti saya, bahkan di tempat ini, saya akan memikirkan perempuan Peter yang kami melihat. Ya.  Di jalan-jalan, anak-anak akan berada di jalan-jalan. Ya. Jadi, ia seperti program ini.   Sebenarnya, jadi, itu sebabnya, saya berminat untuk berkata-kata, seperti, di sekolah tinggi, Youtube, seperti, adalah sebuah periode nasen, seperti, seperti, itu selalu dengan TV, seperti, apabila kamu mendapat informasi ini tentang, jika saya, membuat perniagaan, yang berkata-kata, kamu tahu tak, kamu tidak akan berfikir tentang itu. Ya, itu adalah pertanyaan yang bagus. Ya, saya rasa Youtube, itu berkata-kata, seperti, tapi, tapi, tidak ada, itu bukan, sebuah kata-kata. Ya, itu seperti, sangat, sangat, sangat, sangat, berkata-kata.  Ha, pertanyaan adalah, bagaimana kamu, dapat tahu tentang itu? Ya, dengan YouTube. YouTube. Ya, itu adalah, itu adalah, kartunnya. Okey. Jadi, kamu mulakan membuat website, saya menurut kamu, kamu memahami permainan Philip, bukan? Ia adalah, iya. Okey. Well, konsepnya mudah, hanya, kamu tahu, kamu membuat beberapa website, untuk memasukkan mereka, dan, dapat memasukkan trafik, dan, iya, dapat memasukkan duit dari sana. Okey. Dan, apakah kamu, seperti, memasukkan kota custom, seperti, bagaimana kamu memasukkan kota itu? Um, saya rasa ia memasukkan kota, ia memasukkan kota, ini adalah sekejap, tapi ia, mungkin ia memasukkan kota, dengan beberapa, iya, iya. Kota yang memasukkan kota itu. Mungkin di luar, iya. Saya rasa ia memasukkan kota itu. Okey. Kemudian, ya. O.G. Hehehehe. Okey, bagaimana kamu memasukkan, dari, dari pembangunan website, kamu akan berkata, okey, saya perlu belajar cara memasukkan kota itu, iya. Jadi, seperti, mana perlukan langgan yang kamu memulakan? Saya bermakna, ada, ada, ada, seperti, perlukan dan perlukan, Semuanya seperti, P.H.P dan sebagainya. Jadi, bagaimana kamu memasukkan kota itu? Kemudian ia, ya, infrastruktur adalah, iya, tidak, tidak, tidak ada perlukan langgan, perlukan langgan, tidak ada, tidak ada, seperti, kota itu hanya memasukkan kemudian, seperti, tidak ada orang yang pernah dengar. Iya. Iya. Iya, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, ia, Okay. Macam mana, jadi, bermula memasukkan sebagainya, basically? Iya. Saya cuba menolakkan masalah sendiri. Am I korang? Iya, masalah sendiri. Iya. Okay. Jadi, saya adalah perempuan saya. Okay. Jadi, bagaimana kamu, tentu-tentu, memasukkan kota itu, semuanya? U.I mungkin memasukkan, atau apa-apa-apa, hanya memasukkan, iya. Macam mana kamu dapat, perempuan kamu pertama? Well, perempuan pertama, ada sebuah kota yang dipanggil, dunia dunia, yang sangat popular. Iya, It's still popular. Iya, but I think, the forms are still good, but I think, more commu is like reddit, and Twitter have kind of popped up now, or just pop up the distribution. Iya. But back then, I mean, I think the peak of these forms were, in 2010s. But I, I think I posted a thread saying, hey, like I'm working on this, you know, web rank tracker thing, like, you know, who's interested in it. I was getting like, pages of pages, of a, you know, people pointing their hands. I'm okay, so I coded it. Well, I was already coded for internal use. So I just, you know, I made it like a login, sign up, and I did like a PIM processing, and then I launched, I gave some trials out, and some people signed up, gave me feedback, had read a few, for a few more months, and then eventually, released it, for, you know, public, people, I made it like a launch for people to sign up publicly. Iya. Iya, and so sort of. It basically, the best form of MVP product launch, which is what popularized today, right? Iya. Iya, Iya, but, I think, Iya, back then, but I think the key thing back then was I validated the demand first, um, before I, before I launched it. Because I think, if I went, like even if I, it's like the right place by the time, because if I went today and I did the same thing, there's so many ranked trackers out there, you know, might be difficult for people to show interest now. Yup. Yup. Okay. So 2012 launched? Is that correct? Yeah, 2012. Okay. Launch got you feel customers, beta customers. I'm guessing you improve the product along the way. Um, how did you, imagine if you had 50 customers and stuff, right? Those have referrals word of mouth. How did you improve the product over the years?  So like, what were you doing like, in between those years? Ya, so I would, I would, I would take customer feedback and just, you know, figure out what the pain points are and then iterate it. I think, a lot of customers they like to suggest features, but, you know, it's um, it's like a rule where it's not their job to suggest features and it's not your job to suggest pain. It's like, you have to figure out their pain point and then you have to figure out which features they need. So it's actually like an inverse of what they would ask for. So, so, and you, the customer as well. So you actually knew the pain. Ya, as well. Ya, so I think it's easier also if you, if you're your first customer, but if not, like, I think I've seen a lot of products where they just start adding random features and it ends up being like this frankincider product. It's possible. Or like, you know, I've seen a lot of other sales. Ya, they had the one thing and then they start adding little things and no one even use them but then they have to end up maintaining all these things. Ya. So it kind of iterate that way and it improving the UI, the UX. Also in the back end like we were scraping on this, we're gathering all this data and stuff in-house so it was it was very challenging back then to you know, keep everything operationally going as well. Okay. Gathering all the data means all the search queries that people are is the inputting. Process everything. Okay. Okay. So, how did you scale the product from the 2012? So, going from you know, like 10 users to like 1,000 users, the back end and the DevOps must be insane as well because back end AWS was like non-existent, right? Ya, exactly. So, right, ya, these are good points. I'm not even had anything about this stuff. Um, ya, I mean, I didn't have any I didn't really have any employees until 2000 or I didn't have anyone working with me so I was doing all the decoding, all the DevOps and the marketing and the customer service. Ya, I was doing everything. Okay. Okay. Until around 20, 20, 17, 18 ish? 17, 18. Ya, so 5, 6 years. Ha, ha, ha, ha, I think I solo okay, all the okay. Ya, so I hit, I hit a, I hit mill AR with just myself. Ha, ha, ha, ha, it is good, it is good. Bootstrap profitable is basically all the good metrics. Ya. Ya. Ya. So, so, when did you just start realizing hey man, I just need someone to help me here? Well, I was, I was like working 16 hours a day and um, 5 years in, you were working 16 hours a day? Ya, still. Why? Because I was, I was doing everything myself, right? Ya. Let's say servers were crashing, they had like set them up, the DevOps and like they're adding new features and bugs, customer support. Ya. I was just like go, go, go. Okay, okay. Treadmill. And um, also like I, I didn't have any like, you know, I didn't know anyone who was like into business or I didn't have any mentors. I was very difficult.  Ya. I'm like, no, like, don't hide anyone. They're gonna steal your business. Ya, like the Chinese one, Chinese mindset. So, Wait, wait, was your mom working on housewife one? Ya, she was just like housewife, right? So, Okay, okay. So, she didn't know anything about business either. Ya, ya, ya. That's a lot of the people who it has. And then, you know, eventually I end up being like a business coach and he's like, he's like, freaking out.   So, it was like a, it was a brutal like 2-3 year like a kind of on-ramp. So, I ended up hiring building up the team. Ya. And everything trained those couple of years later on. Okay. So, you got to a mill total revenue by yourself and then you started hiring. Ya, then it's, ya, okay. Okay. How long did it take for you to like, because like business coach, stuff like that, right? For you to like really remove yourself from the business such that you could just do whatever you want. Oh, it took a, it took a good 4 year, 3-4 years I think. Okay. From 2017, basically 2020. Ya, like 20, let's say 2018 until 2020-21. Ya. Ya, something like this. Ya. Okay. I mean, some of the competitors in this space like Ahrefs, Sam Rush, ya know, Sam Rush, I think it's public, right? As well. Ya. Ya. So like, these guys, you know, they're coming after your throats as well at the same time. Like, what were you thinking and were you even trying to compete with these people? Ya, it was, well um, well the first few years I had like very high parabolic growth and later on, I think it really slowed down a few years in because that's around the year when Sam Rush and Ahrefs they started releasing these at free, like they just bundled the whole product into their their suite, right?  Um, and then I saw my competitors as well, a lot of other like core rank trackers they were also they started to like try to compete against those big, big tools like they started trying to adding they started to try bloat, basically just bloat Ya, they tried they started to add to like um, like a, like a, you know, site crawlers and like these things and uh, but for me, my strategy was I'm gonna just hunker down and defend rank tracking so I, you know, I was looking at um, like I guess Sam Rush in HSN I was saying, okay, well, they have their rank tracker. Um, what would somebody who's a more dedicated SEO person like need for rank tracking and try to just double down and focus just on rank tracking. Ya. Ya. Was, looking behind site was that the correct decision? Ya, I think so, ya. Ya, I think so, because um, I think SAS is like a, it's more like a winner takes all the thing, right?  Other works or it doesn't work, like in other niches like info or e-con.  And in SAS, it's winner takes all. There's no such thing as um, you like divide it up evenly. Okay. So it's basically the best rank tracker will win. And of course you can niche down like ya. The best high-end rank tracker, best low-end, ya. Best rank tracker for agencies, best rank tracker for enterprise, but the best of each category will win. There's no such thing like, oh, you have to each get a piece. So I think that's the key difference between um, like playing in SAS versus um, other spaces. But personally like, I do SEO as well. I do marketing. So like, um, I wouldn't want to buy a personalized rank tracker, tracker and then buy like a key with search volume or something else. You know what I mean? I don't want to separate tools. I don't want to pay for separate subscriptions. Okay. So, am I saying it wrong or I don't know? So you mean if you have SEO mesh, you wouldn't want to buy a dedicated one? Like I'm a customer, I'm a potential leader, whatever, right? I don't want to be paying for separate subscriptions. Ya. I don't want to just have one rank tracker software and then one for search volume. You know what I mean? Ya. So you mean if you you already have SEO mesh, you're less likely to buy a dedicated one? Ya. Because like, SEO mesh probably is everything already. Ya. Ya. So it's Ya. You might Ya. So in this case you might have just churned in went with the free one. Ya. But maybe for like an agency also, so what we did was we we focused like more on SEO agencies. And they had needs that SEO mesh weren't able to feel like like a subaccounts or dedicated reporting or different shareability of projects. Okay. Stuff like that. But ya, when SEO mesh and these tools included Ya. For your use case you probably would have churned based on what you told me. Okay. So basically what you're saying is that the USB or the stickiness for your product is more to do you sell to the enterprise, you sell to the agency people. Agency people need to prove the value to the customer to hey, we're actually increasing your ranks. Ya. Whereas an ASF or SAMRES is probably more like me. Like someone who uses just the product just for the product. Not necessarily, ya. Ya, exactly. More like an in-house team or like an affiliate. Ya. Okay. Ya. Okay. Got it. Okay. So 10 years in Ya. you decided to sell the business. Why? Why? Well, well, SEO, well, sorry this project like 10 years back and Sorry, this is 2020, right? This is 2022. Two.  Well, ya, trying to work on this thing but ya, my heart wasn't really in anymore because it's been over 10 years like I was good at what I was doing but Ya. Ya, I want to move on to different things and other more exciting things that, ya know, have maybe higher higher personal interest in and and ya, I just want to change it, change it up and also for my personal skills and I tried everything I could. Ya. I couldn't, like I knew what I I knew what it would cost to get to the next level and I wasn't willing to pay it and soal to me somebody else, I thought it was better I sold the business and somebody took their skills and they took it to the next level. Okay. What do you mean the next level meaning like 2-3X revenue that's all of it? Ya, let's say 2-3X revenue or 10X. Okay. And what is the price? You said you don't want to pay the price, right? Well, it's like well the price is like, you know you got a really um like the team the hiring you know build out the product team build out the background like maybe you have to go cash for neutral right maybe you have to hire like um like a heavy duty CTO like 300-400K a year well like if you really want to take a shot at SEMR at these things like you know instead of just trending maybe you got a higher CTO like 300 let's say 200-300K a year you got to hire couple of developers a product and really got to sort um like rank tracking I think we did a lot of the things we could already in the rank tracking space maybe you have to we have to take a kind of like not pivot but like kind of turn the product to more painful needs because rank tracking it's um it's more like selling a vitamin versus like the pain pill a painkiller like there were tools in the last couple of years where like they actually help you write the article that gets you the traffic right so you know I'd have to get the CTO like dedicated as to only that gen AI start coming as well or stuff like this yeah it's like you know those are like those explosive growths right so rank tracking it's um it's kind of like an older niche it's maybe it's going to be there for a while but you know it's not going to see that explosive explosive like 10x let's call it yeah yeah maybe I'd have run it cash for neutral for like 3-5 years and then take a shot but uh yeah it wasn't going to pay that price and side of change and trust me got it basically extreme capital investment need to go to neutral need to go to go to break even basically and try to just yeah like pay more shot more shot it okay okay okay got it uh I know because you said the first five years or so you didn't really talk to anybody it's more like a so-know-all entrepreneur thing when did you start opening up talking to not only the software guys just entrepreneurs in general and expanding your network of um yeah so I started a well it was very hard for me connected with people who were just like normal people I didn't really have that many friends just had maybe like my childhood friend and um and um so I was going you know I wanted to expand and connect with more people like with like-minded people kind of joining some communities like EO like entrepreneurs organisation so and then I started meeting other people and I was like oh that's pretty cool um so I started to talk to more people and uh you know get more ideas and stuff like that EO is based in multiple cities right you can they have chapters in around the world so okay so you joined the Panama one in Canada, Toronto Canada, Toronto then I left that and joined the Panama and later on okay okay I also know you you talked with Jason Lemkin the SaaS guys as well right I mean if you talk to other SaaS people you generally get ideas right so what what made you like despite talking to all those people getting new information from these people like uh you're like okay just I don't want to do this well SaaS there was an inflection point I think where it was getting like I think there was like two phase of SaaS like like okay when I first started in 2000 early 2010s that was more like like there was no such thing as it wasn't called SaaS it was called like web apps yeah and there's no such thing as SaaS there's no SaaS community there's no SaaS SaaS thing so it was more like bootstrapers who had like who were who were almost building out like the basic um SaaS is off the internet like like you know website uptime monitoring um basic basic stuff and then later on there was there was some inflection point where VC money started to enter the space right so um this was probably like 2000 uh 17, 18 and then really set salvation the institutional VC guys yeah they started fucking I'm sorry it's okay it's okay it's okay don't worry I'm not not monetize this channel anyway it's like it's like freaking you know just I'm sorry they started coming into this space and they started dumping millions of million dollars so so like after COVID SaaS really exploded and they started to like started to back all these founders okay so um okay I know there's an argument of what should be bootstrap or VC which one should you but at the end day um it um like if if I'm let's say you're VC I'm I'm bootstrap right yep it doesn't it's good for the customer because like okay let's say you got 10 million dollars in bank account but you give all you give up all your equity like you have maybe 10% equity left right but you they won't diluat that much right they won't they won't but let's say you like multiple rounds right you're like serius D or something and you diluat everything and I'm still bootstrap it's like or let's say you raise 100 mil you have 10% equity left at the end day you have 100 mil in the bank and I have I don't have I have all my equity but I don't have the capital so you you can like on average you can hire better people you can hire better team pay them more and you can ship better products and I can't right so even though I might have more upside personally as a bootstraper just because I have more equity you can still have an advantage over me and you still crush me business wise right so so as I was talking to all these SaaS people like it wasn't really helping because you know like when I went to these conferences they were all talking like hey like did you raise around did you did you like are you on seed are you on Acer I'm like going on bootstrap and like I wasn't really able to connect with those people and the bootstrapers they don't go to the events I mean like the ones I went to like Saster and a couple other ones I like I went to this one yeah the most like yeah they were like it's very much geared towards investors meeting dating for entrepreneurs basically yeah to connect them with capital allocators yeah so so it was getting hard to bootstrap yeah so even like SCMarch they they raised so much money and yeah so I mean AHRPS I know they're like bootstrap but the founder he put in like like half a mill or something to get started right so I mean yeah it's like his own kind of like seed money in a way yeah um so yeah okay I get it I get it but I'm sure people approach you right about raising yes yeah and I mean in the early days the they saw the traction they want yeah I wasn't I didn't really I wasn't really interested I was just kind of the main thing and and you know I thought it was it was nice to have make my decisions how I wanted to I made a pace um you know okay okay I get it I also see they kind of were and it's like everything's inflated why give up so much equity just for just to say I raised right that doesn't make sense yeah exactly yeah yeah and the thing is also technically most of them are not profitable on the economics as well but you're already profitable so you actually don't need that money right so yeah that's right yeah a lot of them yeah a lot of them are raising and yeah kind of digging into that cash yeah I think most people also don't understand how like you said a CTO costs 400-500k right a good one right yeah right yeah like people don't understand how capital intensive a SaaS business is would you would you redo a SaaS if you if you would how how I would run a SaaS is um you can't really run it for cash flow I think it's like a losing game because cash because SaaS is deflationary like it's it's gonna trend towards zero right because there's no cost the service because everyone's gonna compete once they see yeah so like the cost of servicing like 10 and 100 is not 10X it's maybe I don't know 20% more right and then when compared it's coming deflation deflates to zero so if you cash flow it's a losing game because you're gonna end up losing the business over the next five years and and also the problem with SaaS also you have to rebuild the whole product every three three years three years let's say right three or five years the whole product well if you don't catch up if you don't start adding the features it's gonna eventually you eventually yeah stagnate versus compared stagnate yeah and then compared we'll go ahead of you and you'll just end up losing market share to everyone like if you you just go back to the way back machine and you look at SaaS from like five years ago it's unrecognizable like the UI has an update and those are very expensive and time consuming and yeah because you need a front-end guide a Figma guy designer you need like yeah Figma design then you need like front-end and project manager then QA and yeah yeah yeah it's like a whole thing yeah yeah it's basically like 500k paywalls just there yeah really and yeah and other people you know people say oh no like you know I don't need to see to you I can I can get away with off-showing that yeah paying I pay my guy 60k here but okay yeah sure but on average like you hire 500k vs 60k it's on average who's gonna win right yeah like you know on average yeah so yeah okay I get it I get it so if I would do it what I do again I would but if I would have to be able to get number one or number two spot in a big market and and keep it there okay yeah and would you raise? raise depends on the niche if I can get it without raising then I think I think it's good I think I think maybe a sweet spot if you can get to like 5 mil AR strap and the whole number one with like a lean team maybe like you know 20 guys that's that's a really good spot in cash flow and couple of mill a year just that would be a good spot yeah okay but I don't know about the whole raising thing like raising all this money and explosive growth yeah I also disagree with that yeah you wanna talk about the acquisition I mean don't have to disclose anything personal about the firm or whatever um I guess how did you get the inbound offer or like were you trying to sell the yeah oh yeah that one so so when I decided to sell a business I reached out to couple of these like private equity yeah companies oh so you're going outbound yeah I did outbound yeah I think I saw it on this channel Dealer Bust from Nathan Laka so he had a couple of people there so I reached out to them to them to oh the the shakting show right and I watched it as well okay okay so it's got Tim from SAS Group he was one of the contestants there so I reached out to him and oh not him like on his contact form just basically like contact form and reached out to a few and they reached out and I also I also worked with a broker and asked them their opinion on what they could sell for yeah and ultimately SAS Group they made an offer it was like you know all clean terms quick closing and ultimately it was either to go with the SAS Group or to go through the brokerage the brokerage the price is very similar and then the fee was kind of high as well and there's also a risk that I wouldn't get the asking price that they would they were they were one so I was like okay you know if I the asking price a little bit less plus the fees all I'll get even less yep and so yeah so I did the exit with the with SAS Group okay so clean exit I'm guessing all cash and no need for you to continuously be there as well right yeah so they they asked me what I was looking for yeah so you know they would say hey you know just be honest if you want to get out in in a few months or if you want to you know if you want to stay on board and run it you can so I told them hey you know yeah I'd be happy to help you transition but ultimately want to clean the break and so they gave some cash up front like um 80, 90 I think around 80 80 or 90% and no 90% up front and then 10% hold back after after about 6 months okay okay yeah clean break so now you feel all the weight of your shoulders basically right you basically don't have to give a shit anymore um yeah it's I think it comes other problems or no problems like other experiences I would say like it was like you know once you exit people will all congrats congrats what do you work at next and like I don't know but I got my edges at show yeah yeah and then like then like you know like kind of like then also like you know because I this is all did my basically my whole life I was doing like from from you know it's your baby basically yeah like 18 to 18 years old at 28 I was doing this and so now it's like it's kind of like identity right like you don't you're like you're like what do you do you're like oh nothing okay so sorry just random question theQwer.com is a very very powerful domain name yeah how much do you buy how much do you pay for it it um I don't know if the sask group would like oh okay okay but yeah it was a if you can't disclose it's fine I'm just curious I mean yeah it was a yeah six figures yeah okay for the for the exact I got a qwer.com qwer.net .org qwer.net whole qwer.org and you you bought it when you're transitioning from so book basically right yeah I bought it I ended up buying it yeah so I I bought it in I think 2000 I came in which I came in which year about it but yeah I bought a couple years before sold it and then I reband then I sold it but I think I think that was a mistake finance buyers so they they look them revenue multiples look the revenue multiples and so I don't think they value the domain with as much so if I could why not it's a better domain than sub book right it's better but it doesn't help with the cash flow like it's not a cash producing asset like maybe they maybe you know maybe they you know I I think I could have got more money for it if I sold separately and then domain separately okay but it was too late for me to like untangle it now you know okay ya but like amazing domain basically thank you ya okay we come we come to the end of the interview so I mean post post exit life and stuff a lot of people become angels right become investors become whatever they they don't want to build another business and try to make it successful they just want to allocate capital and maybe raise from some fun give me 200 mil just whatever you know for your thoughts on that and I mean what what do you enjoy doing now I'm not really into angel investing that stuff like I don't know how to do it and it's like it's considered like high like high risk and the liquid rent that kind of investment high risk illiquid I would think it's liquid if you want a company you thank you can sell it as well right well if you invest let's say if you have a company invest in you ya like you see I've asked every 25k I don't make an exit if I exit from a secondary if he's and that could that could be years or or most of the time like let's say nine of ten your business goes bankrupt and you want to have ten times phone liquidity after wait till one of the rounds or if you like IPO or you get acquired so like that's kind of a you know it could be locked up for five or ten years before I get any liquidity and so that I mean that's how I came to the conclusion it's like high risk illiquid okay but you don't have to invest in the seat you can just go to A or B ya that's right ya but again I have no experience with doing that so I mean okay ya I don't really find it interesting in there okay ya okay well I came from the boost shop world I have no like I'm not really into this like VC thing and I'm sure there's smarter people who are into it you know they talk about like preference preference preference shares there's preference share preferential shares there's like a liquidity preference ya except all these terms and you know all these five finance stuff ya ya ya ya super boring you know so it doesn't really add value to the business anyways so ya so well nowadays I'm working on just kind of finding and building a home like where I want to settle down for for next five or ten years ya ya last question I'm maybe second last so I mean what do you actually do during your day besides finding a home besides finding tax requirements or whatever like nowadays I'm just I'm reading a lot I'm I'm on a YouTube lot I'm just learning kind of learning taking things getting new ideas ya new ideas I'm new frameworks about the world how it works yep also like figure like my relationship with money a really good book like psychology of money that are read okay just helping me understand like you know what's kind of happening and taking some time off I did get really burned out from running that stuff because it was like 24 seven devops basically ya if anything crash or any fires so ya do you still code for fun? um not too much not too much okay cause it's always like frameworks nowadays and you really gotta like be in it to ya to keep up ya okay uh okay do you have any advice for the audience um I mean these people could be says entrepreneurs or they could be literally anything just building a business do you have any advice for them specifically? um I think ya I think maybe a just be careful of like the hubris you know hubris like um Tukaki ya Tukaki like there's ya well when I had some success with Sir Book I started like to try different other small other businesses and I go you know I'm so smart Sir Book work cause these are gonna buy this thing ya ya ya like buy this thing it's gonna blow up and grow but all that happened was I end up wasting all this time and it's like or like for example like later on you start uh you start you start thinking like oh like I don't need to talk to customers I'm just gonna build this thing for sure this gonna work or for sure this and this is the the next big thing that blows up but you know you know like ya ya ya you're just stuck in your head think about it ya so like just stick to what works talk to the customer and validate and just keep building that way and I think I also um may focus on one thing like if um cause I when my when the when the I when the when the when the business wasn't exploding more I started like buying other small SaaS things and all that there was I just end up like dispersing all this energy right like instead of doing one instead of focusing on the customer you just distract it yourself basically I'm enough customer but the main business like I started going all in on one business I started doing like uh saw the smaller business on the side and it's like um what I should have done there was I should just try it went all in and if I couldn't do it I should have sold the business and then did a second instead of doing like one big one and then trying to do acquisitions to grow the alternate portfolio you know okay that's great advice okay and okay hahah uh would you like to how do people find you if you don't want people to find you it's fine don't promote anything but I guess how do people find you um ya can you let us know if they want to connect if you don't want to talk to you how do they network with you or something um not really too active on social media but uh got instagram kevinzo okay i'll put the link down below ya okay okay anything else that's it thanks so much thank you so much okay thank you hahah okay cut


The project plan for the planet started in my school when I was supposed to give a presentation about the climate crisis and while I prepared this presentation on the weekend I found out about Wangai Matai and I heard that she planted 30 million trees in 30 years so then I thought that we children could also plant one million trees per country.  We have already reached this target in Germany and there are several million trees planted in total. We decided to plant trees because everyone can plant trees, every child all over the world can do it and it helps against many things. It helps for more rain, for food and against the climate crisis and so on. I sometimes meet other children from other areas but most of our meetings are through the internet, through Facebook, through Skype, through our website. It would probably be much harder for us children to communicate if we wouldn't have the internet. I got to meet Wangai Matai at the beginning of this year at the inauguration meeting of the International Year of Forest and it was a great experience. She loved our project and she was going to support it but that didn't work out. I hope that there will be an outcome of this conference at last because if we look at the last conference in Cancun, if all these delegates would have come outside and planted trees during these two weeks then they would have definitely been a bigger result.


And here we go it works. All right, so I think I got something to show you psych Now I do okay Started start a dude. Okay, so this is my green dude. I guess Yes, that's we're probably gonna go with round head.  All right, if I got a look at your face piece Okay, he's only got one face piece. I tend Oh You got different color eyes. All right, we're gonna make his eyes luminous talp Body type male body type female. We're going with male character scale big dude tall dude We got one point This goes up to two meters one point nine two meters We'll do one point eight seven body tent And you guys still can't hear hold on There's no sound so far. I don't hear anything. So there is sound hasn't played yet body tent Is that the one that TV blue close enough chat give a character your name wanna Boy Confirm except La la la la la Well, we got different regions USA East Australia USA West and Europe Central What about Eastern Europe? What about Western Europe? Why you got to be all about Central Europe? What about Central US? What about Northern Australia, huh? All right, let's go with this start on the tranquil world start on the hostile world Well Hmm, is this the one of Smurf now? This is one of boy This is born a boy. Hey the boy in chat boy.  They don't allow blue characters in North Korea. What about Northern Canada? I thought this game was banned in Canada probably probably not. Okay.  Oh That's already at four Yeah, go down another one. Okay, ever look graphics full screen off. Thank you target minimum FPS Okay, that's fine. That's fine. That's fine. I can go quake. I can go quake. Oh We'll go 100 see how it is They want to just have a stroke don't feel like that.  Is that voice? That might be voice. I'm gonna turn that off continuous chatting Who knows what that is? Let's go to audio Now they don't have voice options here Maybe that's not but I think it is Maybe it's the text chat These are all the settings chef you're curious about that Quality draw distance terrain detail object detail Texture size requires a restart foliage quality per pixel lighting smooth normals anti-aliasing depth of field bloom off Distortion, I'll leave that to field on sometimes it can be good distortion on the texture blending on well Do we have motion blur? That's all I gotta say I don't see motion blur nowhere bloom is off Hopefully motion blur is off. Otherwise. I'm gonna call my local senator parental Okay, this was marketed at kids Get your mom and dad to sign in in order to change the parental parental settings Okay, I want to see the curse words in chat. Can you log in? Okay, honey, whatever you say I've got to confirm my email address with account that well, I could do this on my phone. I hope let me see Can I confirm here? Confirm Confirm Confoing confine my conformed. All right, we're good. All right, so let's go back Okay, I am wasting time chat. You know what you guys want to see the settings, right? I know I do when I go to a game. I want to see the settings. All right. Here we go Uh, looks like you can have multiple characters I don't know what this limit's up to Testing sensitivity is this Sprint seems to be shift There's a dude. I'm a dude. He's a dude. We're all dudes. Hey, what is this? I actually picked those things up and I didn't even know it It turns a simple totem into a powerful destination to combine what told them to enable landing site selection on the new worlds warp augment are destroyed on each use Well, I don't want to use that yet So I talked to Kimosabi here. What's up? Hey, hey Press eat opening. Oh, they want they have okay. They're making me do it. All right fine We did it orbit orbiting around the known worlds ready for exploration. Look at the world above you Oh, I didn't see that There's a world Um, then hold left click to jennison the warp augment and set your landing site warp augments are one shot items Destroyed on impact. Press b to view where other citizens have landed. Oh, okay. Okay There's a dude there. Gilepsy bake V-bola cork too. There's shana. Uh-huh. There's shana. Okay, and we got colors. We got hybrid Uh, Thanos. What's that? Okay. We got uh zigzag Evie. Mm-hmm. Evie if you look, okay, I didn't read that Press b to toggle a beacon plot visibility builder mode allows you Builder mode allows you to view plot outlines to see what areas have Or have not been plotted. Okay So that's where others are built. So can I just go anywhere? It looks like I can just go anywhere Let's go here I think Okay, we're going there chat The speeding answer to traveling to know the known worlds obtained through craft or trade Warp conduit blocks are used to build warp conduits like those in the sanctum I mean, you're assuming I know a lot of these words Look at either the warp conduits and either for them to sanctum and press either interact with it and activate a warp to the chosen plot view Are you a warp conduit? I hope so Okay Okay, break blocks to open. Well, how do I that's mean, uh Why did I get the freaking vomit planet warps provide one-way travel solution for reaching places and locations beacons friends and settlements Let's quickly once entered warps closed behind the citizen loss or loss in their sticking situation Use a menu to return to the sanctum at any time I just walk Well rip. I'm dead chat All right, press B to toggle beacon plot visibility Okay, I already did that reap the rewards of your effort in the exchange You can visit exchange by pressing tap open the character menu and just select the change loot boxes in my minecraft Notch called it 60 cubits some xp What is that? You now have your first cubits an in-game currency which you can use in exchange You will earn cubits every time you level up Even past level 50 exchange your new cubits for a two-plot wood coffer in the plots tab There it is two-plot wood copper Strike trees with your totem to release and collect trunks use will up and will down the cycle between equipped items All right We're uh, we're minecraft chat. I guess the first question I have is is there a third person? Control look up look down right look down friend John creep Interact open inventory right arm left arm Toggle view that's probably it. Let's see that Yep I can see the back of my brain This is not a tree. This is foliage apparently um There's a kangaroo Your wild stock If I strike you will you strike back? We'll test that another time.  Oh Okay Let me one of these deals We're going true voxels chat Hello ryanje We're going voxels That's kind of weird. You can't see it, but there's a when you when you Scroll between items. There's a there's a square grid. It's not horizontal Like you're used to for an item bar. It's an actual just kind of weird Please tell me I can get a better totem But this feels like I'm punching trees with my piece I just can't get away from voxel games that allow you to punch trees I just can't get away from voxel games. Yeah I just can't Is that a is that a foliage block? What was that?  All right I don't be bad at your inventory. Give me that please I want the thing. Thank you Handicraft so what am I supposed to be crafting stick campfire? Twisted wood timber. Uh, what do I need for this a stick? any timber Okay, so let's go for a axe So that requires a stick Any timber so we'll build the twisted wood timber And we've got ourselves some wood axe Okay, we do a hammer In case we want some stone stick I already had four Oh, I needed for any foliage. Okay. I got to get some foliage and four timber. So two four And any foliage. So how do I foliage? Let's just fall down. That's fine. All right. So e hammer So now I have that So let's chop down some trees with my newly formed weight. Wait a second Do I have to put this I can put the hammer in my right hand, right? Nope Maybe yeah There you go. Endless No longer triggered endless Oh, I does that. Oh, okay So I could put I could put my axe in my right hand Oh, we do a wielding chat Hammer put my totem in my left hand the totem's about to die sap Boy, is there hunger? There's a bar down there that looks a lot like hunger Well, you're gonna be triggered still unless because you have to hold right click to use your right hand And left click to use your left So we're gonna not do that. We're gonna switch your room Because I want to use left click it does have durability the tool has durability. So we see that I don't hear any music. Did that mess up them up? Music volume 10. Okay If there's music, I don't hear it Otherwise I'll throw some chip tunes, you know me So we're getting xp for chopping down trees. I see that at the top right If you guys can see that You get xp for chopping down trees So there is a leveling system in place because it is from what I understand from synopsis of the game It's a mmo type game Um There are going to be some leveling elements. There's a lot of point of interest on my map um I don't know exactly what they are I mean, I'm gonna try to dig see how we do. Let's get a pickaxe and uh We'll make a pickaxe and a shovel That goes pretty deep Pickaxe and a shovel. So let's make that inventory handicraft Pickaxe There is no pickaxe Great. So we use the shovel for digging And the hammer for breaking rocks so we don't need a pickaxe apparently So let's make this stick a couple of those Uh any foliage and any timber so we need to make it some timber this foliage is going to be annoying I will use for this hammer 75 300 there we go. All right, let's make this shovel first And then we'll make the uh That's all three actually I can make another tell them to just in case that one breaks All right, so I do e Okay It's like the same thing. I need to do the same thing. It's kind of confusing. So what if I put This is uh, this is the confusing part. I got a shovel, right? I put that in my left hand and I put the totem over here If I had scroll wheel It does both. Oh, so it's like a loadout Okay, I was like, which one is it going to scroll through? Okay, so you got a you got a pair of these Looks like you got a pair of these you're left and your right hand because when you scroll through Different configurations. They're going to be left and right hand configurations.  How'd you guys find me? Wait a minute Three and a half seconds of privacy and they found me already chat. How do you find me that fast? HK zero zero zero Welcome to the stream. Everybody's showing some love to chat Sop Sop, how you doing man? um We're gonna go with the axe Wait, which one is the axe? I mean not the axe but the shovel Why does the shovel look like a hammer? That thing on the left is a shovel by the way Just suddenly found people Okay, I can dig a hole Okay, we see a mineral here. Let's check this out What is this? Copper seam I got copper Too copper or okay, so we got tools uh Campfire a simple beacon for claiming land Protects items and furnishings placed within this reach from other citizens and world regeneration until the campfire burns out non refuelable what Okay, let's make one Until it burns out, but it's non refuelable It's a temporary settlement. Oh Hmm Use hammers for rock Got it I learned that tip It's getting a lot of foliage because I keep kneading foliage in and I never have it Use axes for trees Axes are best suited for chopping down organic stuff such as wood trunks and foliage. That means I'm doing it right So we're gonna learn that tip and this axe is gonna break real soon I don't know what that is, but I think I need a hammer for it A basic boulder is what it was Let's do this um Shovel and hammer Looks like I'm gonna need to make a wood axe That guy's about to go See That's a shovel It looks so much like an axe. I'm telling you man Okay, so what was that spine flower? Okay spine flower so Verdant grass Plus nine spine flower. I wonder what that's used for All right, let's make a crafting table. Maybe we'll get some more recipes campfire Let's do that basic beacon fuel A sharp burning beacon fuel lasts up to 28 days So we'll do a campfire first. This area looks okay. We'll just plop right here Um, so how do we use set campfire? Let's look at this, uh Do I just put that in my hand and Uh Stop game. Don't do this. Well, you oh, it's equipped Okay, so it's showing me the boundaries. All right. I thought it was a bug or something.  So can you just make multiple of these or You just stuck with this. I wonder Um So this is mine There are many like it press B to toggle toggle so that shows the The plot visibility. I guess that's what I saw on the map when I first started. All right, cool Can I place a block can I like build? Dirt Yes, all right, we're getting it basics All right, what's next?  Uh, oh, we got stone tools good Good Good. All right, sedimentary stones probably go through this right any stones oh Oops Wait, did it just update? Okay, I have to all right. So let's get some stones With my hammer So if I hit if I get lost I should be able to see this right like like over here What if it shows up as a waypoint?


Live from the San Jose Convention Center, extracting the signal from the noise, it's theCUBE, covering Hadoop Summit 2015, brought to you by headline sponsor Hortonworks, and by EMC, Pivotal, IBM, Pentaho, Teradata, Syncsort, and by Atunity. Now your hosts, John Furrier and George Gilbert. Okay, welcome back, everyone. We are live in Silicon Valley. This is theCUBE, our flagship program. We go out to the events and instruct the signal from the noise. We are at the Hadoop Summit 2015 event, live in Silicon Valley, by coach George Gilbert with wookiebond.org. Our next guest is Herb Kunitz, president of Hortonworks. Welcome to theCUBE. Thank you. Good to be here again. So, you're doing all the schmoozing. Saw you out last night at the Hortonworks first cocktail party. A lot of customers here, a lot of partners. Great event. How you feeling? You did bike ride this morning. What's going on? What's going on? Late at night, up early in the bike ride this morning. It was great. Feeling great. What's different about this conference this year than some of the other ones is, it's always been a number of companies you see here at the show floor and everything and the different partners and the different vendors, et cetera. But this time, almost 50% of the sessions are run by end users. So it's a lot of customers, a lot of customer stories, a lot of end users. And I think it's a reflection of the maturation of the market that there's a lot of customers with stories to tell now. And the sessions are interesting too, that I always look at the sessions. We had a talk yesterday with some of the analysts and guests on. You can always tell a show by the sessions. Managing multiple workloads in production. How to set up a POC a couple years ago. Now, production, high grade enterprise deployments are happening. The other observation that I'm seeing, I'm going to get your thoughts on this. A lot of big name enterprises are here. The names are bigger. People are saying they're getting more leads from the show. Is that because of the overall growth of big data or Hadoob? How do you guys look at this? Is this a big data show or is this a Hadoop show? So it's a Hadoop show, but Hadoop is part of the big data ecosystem. So you can't do big data without Hadoop. But if you're doing Hadoop, you actually want to do big data. You want to do something bigger and broader, which is how do I get value out of the analytics? I think what you're seeing on the show, in which a lot of the companies, the large companies you described, and a lot of them are talking companies like Schlumberger or Rogers or Verizon, different companies in the customer panel or Symantec or Home Depot or GE or Optum, United Healthcare Group. What they're all talking about is this transformation going on in their industries where the digital supply chain is getting mapped out and then different companies are saying, how do I participate in that digital supply chain and can I re-monetize my business in new ways to take advantage of that because I have all this other data available. And what you're seeing is the early adopters have done that over the last couple of years and now the rest of the early majority got Jeffrey Moore crossing the chasm on tomorrow and the keynote. And he's talking through, what does it mean to actually cross the chasm as you're in that early majority and why do these larger companies start to play? So I got to ask you the question and this has come up in the queue because since last night I'm all high-fiving each other. Yeah, we cross the chasm, everyone's like, rah, rah.  No, the customers don't see it that way. So I got to ask you, are we high-fiving ourselves when we've crossed the chasm or do the customers see us crossing the chasm as an industry? I think the industry's crossed over, in my opinion, no doubt. But have we crossed over from a customer consumption standpoint? I would answer it this way. Or is that irrelevant? No, I think it's actually a very good point because I think from an industry perspective, we would all say we've crossed the chasm, right? Not by a lot, but we're crossing in that early majority. And we're running, yeah. But if you ask the customer, what does it mean to cross the chasm? They're going to say they've gone through that maturity life cycle and they have the first project underway, they have the second, they have a shared service or data lake and now they have ways to onboard the business and new applications and bring them on and just start creating these new analytic applications. Most companies have not nailed that process. So they have to cross their own chasm. Exactly. At least we did a big one. It's a mini chasm, mini chasm. For those customers, is there like a common project or one or a couple common projects to get those first two before they get to the shared service? It's a great question because there are absolutely patterns that we're seeing. And we've stock ranked how we look at the patterns of the use case because that is literally crossing the chasm is sort of that one bowling pin to get you into the bowling alley. So if I take the first couple and stock rank, number one is things like ad serving. But how do I serve ads more in the power of one to an individual across, as opposed to spamming them across a broad roof? Right, two would be archiving or offloading other data sources, data warehouses, other things. And can I do that more cost effectively? Three would be building a predictive analytics application to go predict behavior like preventative maintenance. I give an interesting example. We were last week, we were keynoting at the TU Automotive Show and you'd say, well, what's that? It's telematics and automotive. And that, if you think of their digital supply chain, how do I capture all the data, diagnostic data off a car? How do I transfer it somewhere because the car is not going to be the computer. I'm going to analyze it somewhere else. And then how do I make sense of it and provide that data back? And mapping out that digital supply chain, you know, we announced a relationship with Harman who runs most of the head ends inside of a car and captures that data. And now we can go back to OEM or auto manufacturing and say, you're going to have these types of issues on maintenance of the cars based on all the data you're analyzing. You can provide the service until this individual car driver, they're about to have a problem because the intake manifold pressure is too high. That's an early app? That's a shoe. That's the type of thing that they're starting to do now, absolutely. That digital supply chain, now they can deliver a new service which is not on buying the car just because I want six cylinders in this. I'm buying it because I'm getting better service back. I love the digital supply chain analogy. Rob brought this up yesterday in his talk on theCUBE about comparing inflection points with the wealth creation, value creation. You know, I saw a TCPIP, he brought up ERP which absolutely changed the game during the mini computer days. I created a ton of money for people to make money, vendors, customers, people happy in manufacturing, CRM, it's all still existing today. So digital supply chain, I got to ask you, that is a really big deal. So how does a company succeed? Because Sean and I just talked about it, Sean Connolly, about the dirtying tools and platforms in this new era, because what you just described is I can come in with an app and be successful. And then platform builds underneath it and I have all this open source underneath it as well. So you can be successful with an app today and Hadoop has got a lot of use cases. So how is this new platform and tool and going to resonate in this new supply chain because is there one boilerplate? Is there a reference architecture? Every company's different, so their digital supply chain will hence be different. So what does the tooling and platform have to do for the customer as they retrench or retool or replatformize? So I would say we've seen this, we've seen history play over multiple times, right? Rob said ERP, right? I'm going to go back even further. Think back to the railroads, right? As the railroads were getting established. So what happened? First is everyone had a different platform, different size tracks. And what happened, you couldn't run the railroad on multiple tracks. In this case, the locomotive being the app because it wouldn't run. And you had to custom build the whole stack. And then suddenly standardization across the tracks came through. And then all these new apps, different types of locomotives, different types of cars, freight car, engines, et cetera, all became possible. Different payload data. Exactly, you're right on. This isn't playing out the exactly the same way. As the tracks are getting standardized, which means the platform is being established, now you can build these new apps on top of it to a consistent pattern. That's when the innovation unlocks in the ecosystem. This is awesome. I'm going right where I want you to go. So Herb's, Merve's report, half-class, full, all this new stat shows that 50% of the enterprise are considering Hadoop. So if you actually take the example of doing a little app on the standardization of say Hadoop, then all enterprises will eventually be doing it. So the numbers might be a little bit light. But there's a distinction between rolling out an app with Hadoop versus enterprise-wide. So we're seeing in the numbers, and from our data, and also Sean collaborated, as well as Del Vecchio did on the keynote, which is you guys are winning at the large enterprise. Explain that. Explain how on a huge enterprise process where the decision is company-wide, where there's been a lot of land and expand organic flowers, blooming, a la patchy software vision inside the enterprises. Which they rein in, and so why are you guys winning in that bigger deals? And is the battle ground the little deals or the big deal? Because now if you take that forward, I'm an enterprise, I've got nine versions of stuff going on, I've got to rein it in. Is that where we are, and are you seeing that? Because you guys are getting the numbers on the high end. Yeah, yeah, I mean, just look at raw metrics. A number of new customers were closing in a quarter. Last quarter it was 105, right? Quarter before it was 99. And while we're proud of that, the reason is probably three-fold as to why we're doing well in that space. One, customers want to work with something that's open, because they want to be able to participate and contribute to it. And they want to know that it's not a walled-off garden, but it's something that they can participate in. So that's one, they want it open, in this case open source. Right, second is they want more of a partnership. They don't want trickery too, right? So like they want to see everything, right? They want to know it. They want pure transparency, they want to see what it is, and they want to say, if I want to help, I have the ability to help you on that. And I don't have to do some special thing to do that. I just need to train my people. Second is they want more of a partnership. I think the industry wants less of a product and more of a partnership. And partnership's an overused term, but what they really want to say, can you come in and help me figure this out? And I'll give you an example. A customer the other day said, I actually don't want to go stand up a platform or product. I want you to deliver this to me as a service, which means it's outcome-based. And at the end you say, I'm successful because I have this outcome. That's what we're going to measure success. That's a part of it. We're both impressed. The Presto project is impressive because we were talking about that Presto project, how that came out of Teradata Labs, and it's like, why would you buy Teradata when I just want to do an experiment? I'll figure it out first before I double down. Okay, great. So back to the enterprise question. I want to drill down on one more point there. Why, though, are you guys winning these large enterprise deals? Company-wide, is it because of those three, only those three things? Or is it because that's the way the customer wants to buy? Are they buying one vendor? Do they want to have multi-vendor? Why Hortonworks? Why are you winning those top deals? So typically the pattern actually goes very traditional software of land and expand. Customer starts and they'll start small. They want to get access, success. They want a proof point. And they may actually have multiple platforms in place, multiple railroad tracks when they get started. Then they realize that's not going to be as efficient. They say, I need to standardize to one. And when they standardize to one, they say, I'm going to go bet on somebody. For probably the next decade to run my data architecture. Who do I feel more comfortable from a partnership? And if it's more open, do I have the ability to participate? And do I have comfort that somebody's not going to come back to me later and say, ha-ha. Now you have to go buy that. I think Red Hat really nailed that. I don't want to bring up Red Hat to try to compare you guys to Red Hat because I think that's an overused cliché of the Red Hat of Hadoop. I mean, I just said it. I really kind of killed myself on that. But they nailed the support by having the 10 year rail support. They support their software for a decade. Every enterprise I talk to says that's a lock spec because they love it. They like the support. Yeah, they want the support. They need the support. You know, and for us, as long as we keep leading and driving the innovation of Hadoop and this becomes a platform that keeps accelerating, people want and need that help, right? To stay current and help participate. But Red Hat actually is facing it now a transition where every enterprise needed their support and the network was brilliant. But when you're a cloud provider, you don't need that Red Hat network to update the bits on every running instance. When you're in the cloud, how does the model change when you want to keep the tooling so that it's really simple to operate and to develop against? Red Hat has a whole different value they have to worry about in the cloud. Yeah, I'd say we've chosen a model that says we want to make it transparent to a customer. They want to run on-premise, in the cloud, bare metal, virtualized, appliance, however they want to do it. Make it ubiquitous that it's the same bits that they can go operate on, leverage and get success from. So we're given the ability to go run in the cloud on our partners like Microsoft Azure or others where they want to go run their business up there. And that's fantastic. And they get the same level and quality of service that they would whether they run on-premise. And Red Hat can deliver that same experience. And I guess what I'm getting at then is it's more of an economics issue. Like would the economics to you be the same when you're putting it on Azure where the customer, well, where Azure can be more self-sufficient in updating all the bits and making sure it's simple to run and they put their own tooling around it to simplify it. Azure can be more self-sufficient from the way you describe it. Somebody still wants to leverage Hadoop as an analytic service, in this case, and go get value out of it. They typically want support on it and can they reprove support to Microsoft as part of our relationship on things like HD Insight, which is what they're running on in the cloud. Okay, so everybody, I'll ask you the inflection point question because Sean gave us his fuzzy math around Oracle. You know, okay, Oracle did this in five years, but it makes sense, I totally buy it, but the numbers might be different with accelerated economics or whatnot with the cloud, but the inflection point I buy is here. And one of the reasons why I think it's an inflection point from a different vector would be the cloud right now has exploded, not public cloud, hybrid, private, and the enterprise, which changed the data center. So I was talking with your VP of engineering last night and talking about some of the things you guys are doing, and then it kind of hit me with this question that I wanted to ask you. How much of an impact to accelerate the ramp of the inflection points? The inflection point is, where are we on this curve of the inflection points? So now it's a new curve. It's the inflection point going to shape faster at what angle, and we think cloud is going to be a big part of that because of the economics, because of the horsepower, because of virtualization, containers, a lot of good stuff's happening for app developers. That's good timing for what's happening in your ecosystem. So how do you see the inflection point going from a business and scale perspective? Let me answer the cloud question and come back to it. I think it may drive the inflection point. So on the cloud side, I want to provide choice as I go describe, and we see on the cloud this concept of data gravity, which Sean and others may have mentioned, that if data born in the clouds tends to stay in the cloud, data born on premise tends to stay on premise. So if you ask a large enterprise who runs most of their data on premise, they're probably going to keep it there for now. They may burst analytics workloads into the cloud and start to get into a hybrid cloud, but they're probably not pushing wholesale there yet today. Just for other reasons. But if their data's in the cloud, they want to run it there and they want to operate it there. So we're seeing it come from both sides and come together. But now I think to the inflection point of what's driving that, again, railroads laid out, platforms getting standardized. Now it's, how quickly will the market develop applications that can run on top of that platform, on top of the Duke, as net new analytics apps and take advantage of it? And that's what the end users, their customers want. Just provide me that. And they'll validate that with checks, signing, consuming the product, paying for that value. Which drives more usage of the platform. So that's the flywheel we're looking for. We're looking for the transition to consumption. Easy to consume, frictionless consumption. That's why I would look at, as a signal, I would look at things like today, like SAP is one of the keynotes, right? SAP owns the transaction data for most companies, decades of it. They're participating in this market with us now around how can they work together and take those decades of transaction data applications, apply it to the new signals of a Duke and provide a new insight to a customer? That's awesome. But does that gravity keep that data and the analytics that'll run on Hadoop, does it keep that on-prem because SAP's on-prem? Or is the preponderance of all that data that you're adding coming from the cloud? So I'll give you an interesting answer and I'll preview something because you'll see the customer panel tomorrow. We did a prep for it last night and I asked them that exact question as we went through it. Five companies, all five said, my data's staying on-premise. And we went through that exact question to say, would you move it to the cloud? Why not? You have this ability. Even if the contextual data, not the SAP data, but all the stuff you're adding. They said they would rather bring it in sight and do that here for various reasons, of PII, of privacy, of data protection, that's where their data center is, et cetera. And it could be just fun for them. It's just the comfort of on-prem, even though it may or may not be more secure. Exactly. Which is okay. I mean, that takes a security argument out of it because we're seeing some pretty good security in the cloud. I mean, there's some cloud stuff out there that the multi-tenancy has nailed some of the security issues, but that's the mindset of the customer. They're the buyer. They write the checks. I would argue that the data's just secure in the cloud as it is on-premise. Just to secure. But to your point, it's more where they're comfortable that they're doing it. All right, so one of the other teams I want to get your thoughts on, and you probably hear this because you're out in the field a lot with customers, is Ease of Use. We're hearing that theme here, Ease of Consumption, Ease of Product. Where's the white spaces that need to be filled to make the overall head-to-platform easy to consume and maintain the openness, maintain the ODP mission? All that stuff's got to kind of come together. What's the areas of work that you see that needs to be done now? Keep it, get it, make it easier and more elegant. Yeah, I think Ease of Use probably comes on three vectors that you think about. One is, how do you make it easier for developers to write to the application? Everything we're just talking about, ISVs, others. Easier to write, what are the tooling, and then can you certify to the platform? And that's one part of what we're working on in others. Second is, for the administrators, we make it easier for them to operate it and run it. One of the customers is going to talk tomorrow. He went through and he was asked, you know, what does it take to administer this? He said he thought about it and thought about it and said, you know what, I have 700 nodes and I have two people administering this. That's actually pretty good. Yeah, that's great leverage. Yeah, exactly, it's great leverage. So it's like, how do we make that even easier? Can we get it to one? Like, we make that even easier for them. So that's the second. And the third is more, how do you make it easier for what we'd call the technical decision maker to understand what they're getting and what the value is and put the parts together? And that's a lot of working with the ecosystem, the partners and everyone around that. So I got to ask you a final question. You got a growing team doing well, but good quarter, good logos adding, winning the high end of the enterprise. I feel good. Notice you got a new VP of engineering, Matt Morgan came over from HP Citrix, seen his name kicking around. Good team developing. What's depth inside Morganworks? It was the stats, employees, new additions, changes. Yeah, so a couple things. So we had Matt join us right from Citrix to go around product marketing and he's doing an awesome job, right? Going to build that out. Now we're about 750 people now. We operate in 18 different countries. So we've expanded all through Europe and Asia in terms of what we're doing there. We still follow everything around open source. John Christ is running international. So you have now international leader? Absolutely, you have the leader running international, running Europe and Asia and running that in teams in all those theaters and teams being field teams, support teams and engineering teams in all those theaters, all across the US and separated in different places across the US. So we're getting very broad, which is good. And this is again, how do you make those customers successful and go deep with them? When you look at the Apache Software Foundation, when the history books are written, what's your view, what will be said about Apache Software Foundation in terms of its impact and the technology industry? I think what people are going to go back and look and say the governance model of the ASF and what they've done has allowed an industry to flourish and to foster under a confined set of parameters in terms of how they do that. And it's allowed everyone to participate but do it in a controlled way that you've got a model for how to go develop software for the future. And I think you're going to see this continue time and time again with other technologies. Yeah, I think it's certainly changed the game.  So I think they're... We are very deep with the Apache Software Foundation in terms of believing in its mission and working with it. And everything we've done is, how do we go do our upstream work in Apache? You know, now we have ODP as a downstream way of consuming that and packaging it to a standardized railroad track, right? But upstream, all that works in Apache. As Mr. Reardon said, there's a railroad and electricity, two utilities out there. It's good to be a utility. It's good to be a utility. That means everyone can just plug into it every single day, right? President of Horton works here inside the Cube. We'll be right back after this short break.


I got this at the Goodwill Benz. I am one of those Benz diggers where I go down and I dig, dig, dig right down to the bottom and I pull out these small toys just like this. And this is why I sold this. Hey, Bolo Buddies, thanks for watching. On my little pony. Amazing, right? All right, let's get started. Hey, Bolo Buddies, thanks for watching. All right, in this video, we are gonna talk about my bread and butter bolos, items to be on the lookout for, items you can hopefully buy low and sell high. These are items that I have picked up cheap at garage sales, thrift stores, estate sales, Facebook Market Plates, YouTube Auctions. I like to source cheap, but I am also willing to sell items for $35 or less in my store. And that's what this video is gonna be about. My bread and butter sales items that I sold for $35 or less. So let's just dig in and get started. I'm gonna tell you where I got it, what I paid for it and what it sold for. All right, so the first item we have, whoopsie! All right, the first item we have is this retired Boyd's Bear. Most of these are going to be bread and butter. However, there are some that go for big money. They are miniature minis. And if they have on like a little sweatshirt that says like, I don't know, some words on it, look it up and comp it because some of them go in the hundreds of dollars. This one right here, not so much. I got it at a garage sale and it was a bulk buy. I think I paid a dollar or less for it. And I sold this for $10.49 plus shipping. I'm on the wrong page. No, I'm sorry, I was looking at the wrong thing. I'm sorry, I took a best offer of $8.50 plus shipping. Bayer was all in for $15.22. The next item is this 1993 Barbie Floating Cool inflatable tube frisbee swimsuit. So it's just a new old stock item here, super cool. I got this out of a Dibble box from Donna Telebotelino which is basically a mystery box for a reseller. And you can check out Donna Telebotelino in auctions for you, I will link them down in the description of the video. It's a great place to source for inventory and they have really fun like chat. So if you wanna go hang out in the chat even if you're not wanting to buy, just go hang out in the chat. Super fun to talk to everyone and watch them sell stuff. I did take a best offer of $8.35 plus shipping. The person messaged me and said I really want this item. And I just sometimes you get those emails, the messages and you feel like the person's just trying to like talk you down. But what she wrote kind of just made me feel like she was being legit. So I went ahead and took a lower offer on this item for that reason. I do think it was worth the asking price all day long. So Fisher Price Little People, vintage green farmer cowboy, a 10 gallon hat mustache. So when you find these little people, most of them I lot up, but this little guy, he had some value. I took a best offer of $9 for him. The buyer was all in for $13.65 and I pulled this out of a thrift store mystery box. This is a retired teddy bear Gans cottage collectibles by Lorraine from 1999. I don't even remember where I got this. I took forever to sell, but I did sell it. I sold it for $13.85. The buyer was all in for $26.18. This one right here is so cute. It's a vintage Russ Berry Rover puppy Labrador. It sold super fast. I think it's because of my picture. You see how I have it close up like that. I learned that trick from Donatella Bottilino. Before Donatella did YouTube auctions and selling events, she sold full-time on eBay and one of the things she sold was plush. And she said that doing a close-up shot of the item makes your item and your listing stand out. Now she does usually tilt it kind of to the side and that's probably what she's gonna say. Courtney, you're supposed to tilt it to the side, but I liked this photo, so that's what I picked. But I sold this guy for $21 and the buyer was all in for $30.49. He was one of my... When I went to that garage sale and all of the plush was 25 cents, this was one from that garage sale. Check out that video if you missed it. Oh my goodness, I got the most amazing plush and they were all a quarter each. This guy right here is a 1986 Starcom Lieutenant Mag Star-Mata Shadow Pilot. Again, look everything up. This is why. I'm like, who is this guy? And I really just looked him up because I didn't know what to call him. And when I saw Combs, I was pleasantly surprised. I did take a best offer of $28 on that and the buyer was all in for $35.20. I am not 100% sure, but excuse me. I did not write down where I got this. I think it came out of a mystery toy box from Auctions for You. And again, her and Donna are both linked down in the description if you wanna check them out. This is a witch and the movement did not work. Lights and sound did. So do I donate it and just be like, whatever, it doesn't work or do I list it as partially working? And I listed it as partially working. I sold it for $18 plus shipping and I got that at a garage sale for $3. These are Fisher Price Imaginex replacement discs and missile. I got this at the Goodwill Benz. I am one of those Benz diggers where I go down and I dig, dig, dig right down to the bottom and I pull out these small toys just like this. And this is why I sold this for $7.80 plus shipping. So are you a Benz digger or do you not like to dig in the Benz? Let me know in the comments. I have a ton of good, well, not a ton, but I'm trying to add more Goodwill Benz videos where you guys actually get to watch me dig. So go check those out. I have some new ones that I recently put up. So super fun, addicted to the Benz. The next item is this vintage Varsetti, Varset. I'm not sure how to say, I think it's Varsetti. Hollywood Munzing Wear Full Slip Dress. It's a size 40. It's pink. It's nylon. I got this at an estate sale and it has a stain.  It was in a big bag of vintage lingerie. So my cost of goods was very, very low pennies. This right here is Maxim Enterprises Wooden Magnetic Trains. These are from Toys R Us. I sold these for $16.25 plus shipping and I got them at a garage sale for two bucks. This is a Spooked Witch Halloween costume. And this is called a hoop skirt. So it has this hoop in the bottom which keeps it kind of flared out. Here is, I think I have a picture of the tag. Maybe I don't. Thought I did to show you the brand right there, Spooked. That's what it's called. This came off of a Facebook marketplace pickup and I sold this for $23 plus shipping. The next item here are these cabbage patch figures, many figures from 1984. There's six of them. These also came from digging in the Benz. Bottom of the Benz. And actually, you know what these might've been in a bag, I might be lying. But anyway, I sold these for $35.75 plus shipping, all in for $43.30. This also came from the Goodwill Benz. I'm telling ya, I love it. This, I can't believe was not broke. It is chalkware and it's super cool. And I sold this for $19.50 plus shipping. These little guys, I got these out of a thrift store toy mystery box. My local thrift store offers mystery boxes from time to time and I need to go in and get some. I haven't been in forever. I don't even know if they have any. I've been trying to stay out of there because I have so much inventory, but it's so addicting. And I do put those unboxings over on my sourcing with Bolo Buddies YouTube channel. It's linked down below. But I just like to get them and do video footage of it. So even if I don't find a home run, it's so exciting and fun to look and take you guys along with me. But those little bugs, they sold for $14.30 plus shipping. They are from a bug's life. The next item here are these Fisher Price Little People Safari Zoo animal figures. I got these also from the Goodwill Benz and I sold them for a best offer of $15 plus shipping. This big huge jumbo dog plush came from Facebook Marketplace. I think I got it from the same lady I bought the witch outfit from. And to be honest, this thing, I just wanted it out of my house because they're so big. But what I did is I squeezed it down into a bag and then I taped the bag and I put it in one of those 13 by 13 by nine priority mailboxes. It was hard, but I got it in there. And that kept the shipping costs down. I sold this for $25 plus shipping. The next item is this sleeping snoring bear with a pillow. It's super, super cute. It worked. I got it at the Goodwill for four bucks and I sold this for $32.50 plus shipping. This here was in one of my, I went to a garage sale and I wasn't planning on it and I got some amazing items, but this item was broke.  You can see it sitting right there. But you guys, it sold pretty quickly. I got it for two bucks and I sold it for $14 plus shipping. It is a Sankyo Japan. I don't know if I'm saying that right. Sankyo, Sankyo, Copper 10 Toy Horse Music Carousel. It's a music box. These right here are flocked. Flocked means they're kind of fuzzy. And Winnie the Pooh, like I always say that I feel like it's kind of long tail. What do you guys think about Winnie the Pooh? Anyway, these also came out of the Goodwill bins and I sold them for a best offer of $10 plus shipping. This is a Halloween lot. These came out of a thrift store mystery, a Halloween mystery box. And it was just a hodgepodge of things. And I'm like, I think I can sell this. It's a lot of cool stuff, but I really didn't feel like parting it out. I ended up selling it for $28 plus shipping. This one here is a vintage 1983 Imperial White Wolf Dog. This here sold for a best offer of $10 plus shipping. And this also came from the Goodwill bins. All right, this vintage Fleer Spider-Man hologram trading card. So I went to a garage sale and I bought a whole box. It had like four, I think rows, all of Marvel cards. And I'm like, I don't know anything about this, but for $5, I'm gonna get it. So I put it in a trash bag, the whole box. And I think I stuck it under my bed. And for my husband to look through at another time, because he likes to go through cards, or he says he wants to, he never does. Same with baseball cards. If I pick them up, I put them in a bag and I'll put them in his office or put them somewhere because we think that there's probably stuff worth money in there, but we don't have time to look right now. So they just get hoarded. But anyway, this one I saw right off the bat. And I'm like, I'm at least gonna comp that and at least get one listed. And I already like tripled, quadrupled my money. Sorry, my phone's going off. It is a Spider-Man card. I took a best offer of 25 on that and the buyer was all in for 2650. That is not right. I'm sorry, I took a best offer of 22 and the buyer was all in for 2650. And I've got pennies in that. This here is a DreamWorks Mattel Dinotrux dinosaurs, four inches big. This came from a garage sale, 25 cents. I sold this for a best offer of $8 plus shipping. This came out of a Dibblebox, a mystery box from Donna Telebotelino's YouTube channel. I sold this for $14 and the buyer paid shipping. Actually, I think this one was one she was showing on her channel and I was bidding on. So I think I have an unboxing of this one on my channel. So I knew what I was getting in that one. This here is a deer. It's a vintage Christmas spotted deer pin brooch made in Korea, super, super cute. I sold this for $10. The buyer was all in for 1709 and that came out of a thrift store mystery box. And the last item is this vintage Holly Hobby fabric. It is 21 by 44, so it is just a small sheet. But vintage Holly Hobby can be a big moneybolo. If you can find big pieces of fabric like this. Oh my goodness. This little piece sold for $33 plus shipping. All right, you guys, thank you for watching. That was 29 bread and butter bolos. Let me know in the comments which one was the most unexpected for you and do you sell things for $10 or less? What is the minimum you wanna sell something for?  What is, what's your business model? Drop it in the comments and leave me an emoji of an owl or put the word hoot. Thank you guys so much for watching and I'll see you at the next one.


Russian Armoured Personnel Carrier runs into civilian car in Luhansk. A Russian Armoured Personnel Carrier has driven into a civilian vehicle in occupied Luhansk. Artem Lysohor, head of the Luhansk Oblast Military Administration reported this on Telegram. An Armoured Personnel Carrier has driven into a civilian car in occupied Luhansk. Just like that, anyone in the city centre can get run over by an Armoured Personnel Carrier or a truck. And no one will be held responsible for it. Russian soldiers are used to total impunity. Lysohor did not specify when or under what circumstances the accident occurred. The video shows an Armoured Personnel Carrier marked with Russian symbols which had crushed a car at an intersection. Aleksandra Matvychuk, the head of the Centre for Civil Liberties of Ukraine and one of the 2022 Nobel Peace Prize winners, says that Russian troops have committed horrible crimes in Chechnya, Syria, Georgia, Mali, Libya and elsewhere. They have never been punished. They believe they are allowed to do anything. This impunity, this long tradition of impunity has become part of Russian culture. She added.