Brett Browman 16:52
Yeah, yeah. We have at Khosla, there’s another Operating Partner that I work with, Ryan Scott, who is CMO at Etsy. He’s been a CMO for like 20 years. We have a framework that he’s brought, but it’s a widely used framework around positioning of, you know, defining who your audience is. But it’s a one sentence thing.
It’s like, what? Who’s the audience? What’s the pain point, and how do we solve it differently than others? And there there’s frameworks for how you sort of lay all this out and get yourself to a point where you can start investing in growth. It’s fairly simple, but again, lots of people don’t do it and they just think growth will come.
Dr. Jeremy Weisz 17:32
You know, you’ve mentioned I want to geek out on some AI tools in a second because you spit them out like they’re all on the top of your head. We talked about Coframe, we talked about Clickhouse, we talked about highlight Dicom. So I do want to get into that. But you mentioned Ryan Scott and I’m curious, who are some of the people you’ve learned from at coastal and maybe some of the lessons you’ve learned there?
Brett Browman 17:55
Yeah, Keith Rabois, he’s a Managing Director here. He hired me at Square. He was the COO at Square when I joined. He was at Slide, a social gaming company before that. And he’s a prolific angel investor. He’s he’s been a he’s he’s up toward the higher up. But Keith, he’s been a mentor for like 15 years and he’s an early investor in YouTube, Yelp, like you, you name it, and he’s been in it. He led our investment Ramp, which is one of the largest companies in our portfolio. But Keith is exceptional at like, cutting through the noise and like getting he’s very metrics driven, getting to like what matters.
And especially early on at Square like we had I still think some of the best dashboards and internal reporting that I’ve ever seen in a company. And that was on TV screens all across the office. There were five boxes I remember that showed the number of customers acquired, volume of payments going through, like the most important five things for the business to look at. And they were all over.
And so everybody knew how we were doing and what the goalposts were.And orienting people around metrics like that and KPIs in a very public way like that is super impactful. And it’s that’s all around this Ethos of cutting through the noise and getting to the questions that matter. One of the things like, you know, Vinod Khosla and Ethos at Khosla is what are the most important questions, like when we evaluate an investment? The investment partners, the template that we have to write is like, what are the top five questions?
And it’s trying to cut through the noise. Like what are the most important things for us to be thinking about asking and focusing on? And that is something that I bring to companies that I work with. Like Ryan Scott has a great phrase. It’s focused on the vital few versus the worthwhile many, and it is the the vital few things that you should be laser focused on versus all of the noise in the background. And then something that Keith taught me early on in my career too.
Dr. Jeremy Weisz 20:24
Talk about culture for a second. You’ve been a part of a lot of organizations. I get a sense of the culture at Khosla a little bit when you just look at some of the pages, right? And it says on the nodes two times rejected from Stanford University MBA program.
Like, there’s a sense of humor here, you know, 50 plus years married, a childhood love. So talk about the culture and what you’ve learned. You know, we can talk about Khosla culture there and then some of the other ones like Square.
Brett Browman 20:56
Yeah, definitely. I think the culture, the part of culture at Khosla that I enjoy the most and it’s, it’s what I, how I try to be a leader and how I think that, you know, really high functioning people can be led and thrive when they’re led. And that is giving people autonomy and freedom and giving them the space in the room to like, do their craft and setting goalposts being very clear about what the desired outcome is.
But, you know, I will define where a like I will define for you what Z is. How you get from A to Z is like your prerogative. And that is something that Khosla likes. We are very self-directed, like I have full autonomy over my time. I know what companies matter to the firm, but I can spend my time pretty much wherever I want to, and nobody tells me what I should be doing. At Square that was very similar.
They were very blurred lines between teams and not in a way that created, you know, like fighting over fiefdoms or territoriality. But it was like, we’re going to give people the freedom to run and have the best people doing the best job that they can in the place that they are most functionally relevant. And that’s sort of like empowerment. And autonomy is something that I think like high functioning and really good people thrive on.
Dr. Jeremy Weisz 22:25
It makes me think Brett of Daniel Pink’s book Drive, where he talks a lot about, you know, the truth, what motivates people. And he talks a lot about autonomy in that book. I’m curious, are there any favorite business books that you have that you look to throughout the years? And while you think about that, I just want to point out that this is funny. I pulled up Brett’s page here.
Seven right. Seven continents snowboarded on. That’s cool. And then you want a Lego building championship also. Yes. So that’s fun. I’m my favorite model to scale. Scale to build in I’m not sure. Maybe that one’s too technical for me, but.
Brett Browman 23:10
It’s size.
Brett Browman 23:12
Model. I build lots of, you know, military models.
Dr. Jeremy Weisz 23:16
Like, all small models.
Brett Browman 23:18
Like, like that is a scale of model.
Dr. Jeremy Weisz 23:20
Oh, interesting.
Brett Browman 23:21
Which is sort of like, you know, tangentially related to my interest in building Legos and building things in general. I have three. Three.
Dr. Jeremy Weisz 23:28
Have you seen the Lego Masters reality show?
Brett Browman 23:32
Yeah.
Brett Browman 23:32
Of course.
Dr. Jeremy Weisz 23:33
Oh, that was cool.
Brett Browman 23:34
Oh, yeah.
Dr. Jeremy Weisz 23:36
My favorite books. And I do want to talk about this quote too. I don’t know if that relates to a book or anything like that, but find the best people who disagree with you.
Brett Browman 23:45
Yeah. Yeah. I think it’s not entirely like business, but anything by Nassim Taleb who wrote.
Brett Browman 23:56
Black Swan, Fooled by Randomness, Black Swan like that, that talks about understanding how randomness and how data and statistics and probability impact business life finance like all aspects of the world. I love everything that he’s written, and all of his books are fantastic.
Dr. Jeremy Weisz 24:22
And so talk about that quote for a second. Find the best people who disagree with you.
Brett Browman 24:26
Yeah. So we encourage what they say is like, you know, spirited debate. Like you, you need to leave ego at the door and you need to speak your mind in a way that is direct and truthful to you and that can be disagreeing with you. And, you know, there’s no hard feelings like it’s in my opinion. It’s not my opinion versus yours.
It’s like my own opinion. And you can have your own opinion. And if you don’t stifle people in that way, you can have tremendous outcomes, like consensus building within an organization is usually fraught with terrible outcomes as people. You know, designing by consensus is never great. And having contrarian viewpoints, I think, is very healthy within an organization.
Dr. Jeremy Weisz 25:20
So tools you’ve mentioned a few. What are some of the favorite tools I’ll use to pull up the site? Obviously your portfolio site, because I’m sure that I mean, the ones you believe in are the ones that you put time, energy and resources behind. But some of your favorite AI tools out there, you mentioned Coframe, Clickhouse.
Brett Browman 25:44
Yeah. I mean.
Dr. Jeremy Weisz 25:45
What are some others?
Brett Browman 25:46
Fireflies.ai it’s a I know I’m sure everybody has heard of that. There’s lots of AI note takers out there. I think that they make a very interesting differentiated product. The team is amazing. I mean, that’s honestly one of the things not to go on a tangent, but that I’ve recognized most acutely in working with all these founders and CEOs. It makes complete sense that the team matters, obviously like that.
That’s intuitive sense. But when you actually see it within companies and see how phenomenal teams lead to phenomenal outcomes and mediocre teams, you know, subsequent medium, mediocre outcomes, Fireflies is a phenomenal team on Ramp, who I’ve mentioned before has a phenomenal team. But like the gel, I get early square vibes when I work with the Ramp team. And I think the early Square team was phenomenal. They’re phenomenal people at.
Brett Browman 26:45
Open.
Dr. Jeremy Weisz 26:45
This is Ramp here.
Brett Browman 26:47
Yeah. But the Fireflies just have an incredible team. And there are lots of like earlier stage AI companies that we’ve invested in Recraft AI as one. It’s a tool for designers to make essentially better assets than, say, like an ideogram, which is kind of like just text to image. But this is actually like graphic design and image design. Recraft.ai, I believe yeah.
Dr. Jeremy Weisz 27:15
We are right here.
Brett Browman 27:16
Yeah, exactly. So it’s image generation. But actually for real designers.
Dr. Jeremy Weisz 27:21
This is cool.
Dr. Jeremy Weisz 27:22
Look at this. Oh my god.
Brett Browman 27:23
Yeah. One. That one that’s very cool that I work with is called Profound. tryprofound.com it’s a you know there’s a whole shift happening with the internet originally was organized by search engines. Right. Google Bing, etc
Dr. Jeremy Weisz 27:44
Industry report, is that?
Brett Browman 27:48
Tryprofound.com.
Dr. Jeremy Weisz 27:49
Tryprofound, I got you.
Brett Browman 27:50
So you know the information organization layer of the internet was search engines. We’re now moving to LLMs that are organizing this information and that’s where we go and seek them out. And so the old world. Yeah.
The old world of SEO like search engine optimization. How do you optimize and get yourself ranked on these tools, these search tools are now turning into we haven’t really coined a term here. Some people are saying generative engine optimization.
Dr. Jeremy Weisz 28:22
Are they trying to just make something stick? It’s not SEO, it’s GEO, it’s not SEO.
Brett Browman 28:29
It’s competing terms that I hear.
Dr. Jeremy Weisz 28:31
But SEO does not roll off the tongue.
Dr. Jeremy Weisz 28:36
That’s not going to stick.
Brett Browman 28:37
No, I like GEO. But, you know, I hear it referred many different ways. But Profound is helping companies solve that challenge of how you actually get yourself surfaced into where a lot of these searches are happening. And like even within Google, like Google is doing AI summaries which are above the traditional search results. And so figuring out how to get yourself discovered and ranked in these, these generative Engines, is a huge need for companies.
Dr. Jeremy Weisz 29:09
This is I mean this is a conversation on the dinner table. I was just at dinner. I had Desmond Clark on my podcast. He was in the NFL. He was on the Chicago Bears for, for many years. And he started a logistics company. And he came in and he brought together like 20 entrepreneurs in the room.
And this was a major piece of that conversation, which is how do I get discovered on these platforms? And so people can check out Profound or try profound.com . We’re looking at it if you’re listening to the audio, all the sites that he’s talking about, we’re pulling up. Yeah I’m sure there’s going to be a bunch of people going to it after this.
Dr. Jeremy Weisz 29:48
Yeah. Any other. Yeah. Go on.
Brett Browman 29:51
I just just the last thing on, on the GEO. I was at a dinner with about 20 people purely focused on this GEO, we’ll call it. And we had the head of organic from Andreessen who I used to work with. A girl who runs out at Uber, a bunch of people who are like, very well connected and plugged into this world and they’re there honestly isn’t a ton of consensus around like what the actual unlock is that gets you ranked in LMS. For sure.
There are like marginal tools or ways to do this, but the consensus at that dinner was that a lot of the traditional things that you do within SEO are applicable here. The thing that I think stood out the most is the importance of Reddit and, you know, Reddit. Year over year traffic to Reddit in the US is up like 50%, like it’s exploding in usage and GE or, you know, LMS like authoritative content and like consensus.
And so having curating your organic social presence on Reddit, whether it’s like moderating like trying to have your brand like, talked about in a positive light, or just talked about at all on Reddit is like one of the hacks or one of the ways that you can like influence ranking in in these LMS. That is sort of non-intuitive, but other than that, the consensus was kind of keep doing generally what you do for SEO and it will evolve, you know?
Dr. Jeremy Weisz 31:24
Yeah, I’ve heard I mean, I don’t know what’s true or not, but like that doing video and, you know, on YouTube helps a lot, which is similar to SEO, right? I mean, getting indexed and the transcripts and words and content getting indexed as well. So it’s funny, maybe I should respond because I’ve been getting a bunch of over the past year emails from people from Reddit wanting me to advertise, so maybe I should respond to them. I’m like, oh, Reddit, I don’t know, but from what you’re saying, maybe I should take a closer look at it.
Brett Browman 31:52
Yeah, I actually advised the Reddit team on some of that when I was at Andreessen. So yeah I know that work.
Dr. Jeremy Weisz 32:03
So marketing channels. Right. So we talked early on with Square. I mean, you were, you know, heads down exploring early on some of these channels when you go in, what are some of the marketing channels you’re considering for a company?
Brett Browman 32:18
Yeah. You know, most of the companies that I work with that are like on the earlier stage, online marketing is, is where they go and where they start because it’s the easiest. They know it the best usually, like they’ve worked around the industry or have some familiarity with that. And it usually is still the case that, like Google Search, is probably a primary place you should start if it’s a consumer company. Obviously meta LinkedIn works really well for B2B, but what we find works really well in paired in concert with that is like offline media.
So CTV connected TV, the tracking on that is phenomenal these days, or is much better than old linear TV used to be. Podcasts obviously are very effective. Direct mail is another offline channel that works. The outdoors can work really well. What makes these channels work ultimately, and why people bias so much towards online marketing is measurement. So online marketing is easy to measure, like the platforms will tell you you are biased.
Often this person clicked and like this many people signed up or whatever it is that you’re trying to track and they can easily track all of that. And because of that measurability, a lot of people are biased towards that. You know, a billboard, it’s harder to get tracking like that. But there are ways to measure all these offline channels through things like media mix modeling, which is a regression tool that takes, you know, spend and then correlates that with some output like revenue or users.
There are sophisticated ways to come about this measurement, and that can get very accurate. And having that measurement like buttoned up and done well is a huge differentiator for companies competitively. And then once you have that, you can be successful with offline advertising, which is honestly an arbitrage opportunity for lots of companies.
Dr. Jeremy Weisz 34:26
Talk about your favorite or one of your favorite direct mail campaigns. I love hearing about direct mail because it’s often people who are going to be sexy. We need to go advertise on whatever meta, Google, whatever, but the old school and you’ve talked about this. I’ve heard the old school stuff. What’s cool about it is that you don’t have to keep up with the platform.
It is what it is. Once you figure it out, you can scale it, right? And so I want to hear about your favorite direct mail campaign.
Brett Browman 34:59
Definitely. Yeah. If you know, I always tell people when we’re starting with direct mail that they like, think of the USPS as an ad network, right. Like it is it is the pipes that are serving the ads in the case of direct mail. And there is no innovation happening in that ad network. Like there’s no technology being built, like there’s it’s just static.
Dr. Jeremy Weisz 35:21
It’s a person at a mailbox.
Brett Browman 35:25
Right, like it has worked the same way it’s worked for the last hundred years. And it will probably work the same way for the next hundred years. So once it’s complex, once you understand that that very basic ad network like it becomes, it can be very effective. And when I have seen recently, I was very surprised. I was working with one of our companies called Traba. Traba that does sort of like skilled worker staffing. So if you run a warehouse or a facility, you need some kind of temporary labor. Industrial staffing.
They will help you fill that, that gap. I was working on a direct mail campaign with them and their target customer. There are thousands of these staffing agencies, and they are hit up constantly by them to the point that they just, like, ignore any traditional marketing that comes out of these firms. And so we had tried some traditional direct mail that I know works super well, like Ramp had found phenomenal success with direct mail. We’re scaling that up massively. We tried types of mail that I.
Dr. Jeremy Weisz 36:37
And Ramp, by the way, is kind of cool. I don’t know if you want to just briefly say what Ramp does.
Brett Browman 36:43
Yeah, I mean Ramp is a full expense management platform for businesses all the way from, you know, bill payments, receipt payments. We made a Super Bowl ad with Saquon Barkley where he was doing his expenses that ran. That was really fun. But it’s a full platform to run expense management and sort of financial management for businesses.
Dr. Jeremy Weisz 37:06
Yep.
Brett Browman 37:08
But back on Traba. So we ran what I would call tried and true direct mail failed miserably like had literally no responses. And they had sent and had this idea of what we call the invitation mailer. And it looked exactly like a wedding invitation, like a stamp with, you know, the, the, the indicia, like, stamped out. It had like your invite saved the date on the outside like it was a full on I’m getting invited to a wedding.
And so it cut through the noise. And then on the inside, it was written like a wedding invitation. It was like you’re invited to essentially get a demo. And there was like an incentive that they would give you like chocolates, or there were different incentives that they would give you if you came to the demo.
But the wording of it ultimately was, was the same call to action as the original direct mail piece, which is to get a demo of this product. But it was done in a way that cut through the noise and it worked incredibly well. And we’re redoing that. And like, I’ve never seen something that out of the box I’ve told Ramp about this, I want Ramp to try this, but it worked super well.
Dr. Jeremy Weisz 38:27
What other interesting incentives you’ve seen, either you’ve used with direct mail or you’ve gotten yourself like I remember I mean, someone reached out to me, sent me something, and, you know, their incentive was, hey, I’ll buy you lunch. We’re virtual, but I’ll buy you, I’ll send DoorDash you lunch or whatever.
And it wasn’t even about the lunch and I didn’t even ask for it. It was just for me. I’m like, this person’s serious, right? And it wasn’t about lunch. But I’m curious. Some of the incentives you’ve seen, whether it worked or didn’t work on you personally or with one of the companies.
Brett Browman 39:03
Yeah. I’ll never forget a company called Visual IQ, which was one of the very first ad attribution vendors trying to improve your understanding of channel performance. I think they were. I forget what happened in that. This is a long time ago, but they sent me like a million candle watt flashlights that were, like, so powerful that they would produce heat and like, burn you if you like, you know, point at yourself. And they were like, illuminate the impact of your marketing with our tool. I didn’t end up using it, but it’s something I still remember.
Dr. Jeremy Weisz 39:39
But you burned one of your enemies.
Brett Browman 39:44
Yeah. It cut through the noise. What I’ll say on incentives. Because we’ve tested incentives. I’ve tested incentives in the past like, you know, if you book a demo, we’ll give you AirPods or we’ll give you $500 or something that seems like a very enticing incentive.
And they honestly often don’t work that well. And ultimately, what it comes down to is like, do you have a product? This is back to like the ICP and you know, the needs you’re solving. Like if you have a product that’s compelling and you’re solving a need, like if you make or break that sale is a $500 gift card. Like, that’s not a differentiated business model.
And so I always tell companies like let your story shine through and often shine through best in the voice of the customer. So showing customer testimonials like real examples of where people have had pain points solved. People love stories and people. People love pictures of people in ads. If you lead with that, that is far more powerful. As long as you’re differentiated than an incentive, in my experience.
Dr. Jeremy Weisz 40:58
I mean, we want to talk about I know you, you kind of go in, you picture like kind of air and you triage. Maybe we could take one of the examples and some of the stuff that you, you saw early on and some of the stuff you helped with as well. I don’t know if Try Profound would be a good example or Coframe and, and some of the ways you worked with the leadership.
Brett Browman 41:19
Yeah I’ll use actually maybe Character AI when I was at Andreessen which is a very large AI chatbot, they were actually for a while they were the second, second fastest growing AI company behind OpenAI, and they had grown to second largest behind OpenAI. And I was working with them early on, and there were tons of like, copycats that were like trying to siphon off traffic and trying to steal, like, all of their, you know, brand traffic and, and all of the goodwill that they had built in the brand.
There were lots of things we did to defend around that. But again, this comes back to like the differentiated value proposition, like they had orders of magnitude better product than lots of their competitors. And so while they were siphoning small amounts of traffic, like ultimately it didn’t matter because their product was so much better. And so it’s like, you know, they’re nipping at your heels, but they’re not actually taking market share because you are like a demonstrably better product.
Dr. Jeremy Weisz 42:33
So that’s the focus was maybe not paying attention to the competition, just focusing on the product. Or because I remember one of my favorite books is Wooden by John Wooden. If people don’t know one of the best college basketball, one of the best basketball coaches of all time, and one I don’t forget how many over ten championships in NCAA championships. And he talks about he wouldn’t even I mean, they just focused on the fundamentals and figured just get as best they can. So it reminds me of that.
Brett Browman 43:03
It’s funny you say focus on the fundamentals because there are lots of companies that come to me and they’re like, what are what are the hacks? Like what are the tricks and the growth hacks and the, you know, all the little unknown things that we can do to kind of game the system. And I’m like that. The number one way that you’re going to win is focusing on the fundamentals and building a repeatable growth motion and a repeatable growth engine.
It’s not through the hacks of like, remember, you know, those dancing baby ads like back in the day, just trying to get people to click like that is not a durable, sustainable business model and just building the fundamentals and accepting, you know, there’s a difference between like recklessly fast and like intelligent, like prudently fast, in my opinion. And it can appear slower when you’re focusing on the fundamentals. But that is ultimately the way that I see lots of companies win. There are no hacks. There are no tricks to lots of this for you.
Dr. Jeremy Weisz 44:09
What are some of those fundamentals? I remember in Wooden he would make it crazy. I don’t know if you’ve seen the book but he makes his players and we’re talking like Bill Walton, Kareem Abdul-Jabbar like some of the best basketball players of all time. And he would teach them to put their socks on and tie their shoes properly because he would say, if you get a blister, then you can’t play. And so those fundamentals could lead to issues if you don’t do them. So I’m curious on your end, what do you see as some of the fundamentals?
Brett Browman 44:44
Definitely. So I’ve touched on a few so that there’s understanding your ICP, understanding what the core KPIs are that are most important to the company and orienting around those and ruthlessly tracking those. The third one that I often see companies don’t understand is just like what their customers are worth. And you know, that involves if it’s a subscription business.
Dr. Jeremy Weisz 45:08
Like a lifetime value.
Brett Browman 45:10
Yeah. Understanding the lifetime value of that, that customer. What are our actual margins like if I’m selling a product like what we are truly making, like really understanding that kind of PNL or like kak to LTV, I call it like a subscription business. And it sounds trivial, but I talk to many companies and I’m like, what is your cat goal? Or like what’s your what’s an LTV of a customer and they don’t know, like they don’t have an idea. Even within orders of magnitude.
And customer value varies so much by channel and by like where they came from, that you not only need to understand overall what that LTV or customer value is, but how it varies by if you’re international, by geo, by customer segment, by what channel? They came through all those different dimensions because that is like the number one input into allocation of resources, whether it’s budget in marketing channels, whether it’s headcount with people like that is the north star of how you want to allocate resources in like an ROI focused fashion. And lots of companies don’t do that well.
Dr. Jeremy Weisz 46:23
Yeah, I mean, I love watching Shark Tank and you can tell who comes in prepared and they’re like, what’s your customer acquisition cost? And then per channel. Right. So as you said. Well and on Facebook or meta is this on Google.
It’s this and there may be different lifetime values of a customer. Like I know if someone goes to a conference, it may be a higher value customer than if they got someone off a cold, you know, Google ad or something like that.
Dr. Jeremy Weisz 46:50
So totally.
Brett Browman 46:53
Yeah. And one last thought on that, like one of the biggest challenges within a company in asking them, that is you’re often asking like the channel owners and they are obviously incentivized that their channel is working and don’t want to say if it’s not right. And so you need some.
Dr. Jeremy Weisz 47:14
Yeah, you have the team like the team that’s running meta ads. They’re not like we’re sucking, right?
Brett Browman 47:20
They’re not going to be like Meta sucks. You know? Like it’s going to be meta is amazing. And you’ll get the same feeling from the event. But you need somebody across all of that kind of playing, you know, referee.
Dr. Jeremy Weisz 47:31
You know, Brett, first of all, I just want to be the first one to thank you. I mean, thanks for sharing your lesson, your journey, your knowledge. It’s an amazing kind of the insights you have across all the companies you’ve worked at and also the company you have. We work inside with what you do for a living. You work inside a lot of companies.
So it’s really cool. So I want to point people to KhoslaVentures.com you’ve been seeing on the page. It’s K-h-o-s-l-a ventures.com. Are there any other places we should point people online that we haven’t talked about?
Brett Browman 48:10
I’m sure everybody in the growth community knows that Lenny’s Newsletter is a fantastic resource for, you know, product growth like all things kind of related to scaling companies. Yeah, that’s another good resource.
Dr. Jeremy Weisz 48:25
All right. I mean, I guess I’ll ask like any other favorite podcast that you have. because Lenny’s has a podcast also.
Brett Browman 48:33
I listened to More Or Less. A lot, which is that I don’t know if you know the information. It’s a kind of a tech focused publication. Jessica Lessin runs that and they have a podcast called More Or Less. It’s kind of all about tech news. I really love that. Listen to it every Monday as I drive into the office.
Dr. Jeremy Weisz 48:53
Yeah. And any other cool companies we should mention. I do want to mention Ravenna. Ravenna.ai they turned me on to their company. And so I watched the interview with them and they’re kind of a next gen AI built on top of Slack right now. I mean, they help a lot of use cases, but specifically people with bigger IT teams. I’ll pull that up to show people any other companies that we should mention?
Brett Browman 49:24
Yeah. The AI company I love working with is Credit Genie. They check all the boxes just like a fantastic team, amazing product market fit. They solve a real pain point. They’re growing like crazy. Yeah I really enjoy them. Credit Genie, it’s called.
Dr. Jeremy Weisz 49:45
I’m going to have to pull that up here too. This is it.
Brett Browman 49:48
Yes, exactly. You can sort of think of it as rocket money, but they’re they’re again, they just check all those boxes that make, you know, differentiate between good and great companies.
Dr. Jeremy Weisz 50:00
I love it. Brett I want to be the first one to thank you. Check out KhoslaVentures.com and we’ll see everyone next time.
Brett Browman 50:06
Thanks, Jeremy.
