Dr. Jeremy Weisz: 17:06
Yeah. So I want to dig in a little bit because we jumped over. Yeah, we got customers, we got funding. I mean, all those things are big things, right? Like we got customers and we raise capital and then built a team out.
So I want to back up a little bit to kind of the journey just from a proof of concept. It sounds like Product Hunt. What was after that from like the initial getting that initial proof of concept going.
Josh Payne: 17:33
Right. So the proof of concept phase for us was for, I guess me at the time was really just kind of build something out and put it out there and see how it sticks. It was more for me than it was for other people. I would say just trying to get a sense of like, How does this thing behave in the world? And what are the properties or attributes and how can we adapt it from there? And how does this fit in with North Star long term vision? So from the proof of concept phase, there was a big learning, which is that proofs of concept are not equivalent to production ready environments. Right.
So put this out there. Many people were excited to use it. We got like thousands of users sign up for it within the first couple of weeks just on the Product Hunt launch. But in terms of value, providing value, there were a lot of holes like people, and it was also kind of, I would say, the wrong ICP. There were several people who, most of the people on Product Hunt, I would say are kind of solopreneurs or or just indie hackers. They don’t have companies that have a lot of traffic, and that’s really kind of what is very important for a Coframe.
And so something that I learned there is certainly two main things. You got to pick your market. You got to pick a market intelligently. Be thoughtful about that. Otherwise you’re going to waste time. And then the second thing is you have to have a distinction between what is proof of concept and what is ready for production.
We certainly had a lot of, you know, it was just me at the time. So I’m not like, I’m an okay software engineer. I’m not like an incredible one. So we, you know, it fully worked. It worked end to end. I’m pretty proud of that. But it definitely had some rough areas. You know we would have scaling issues. There were times when the back end would just, you know, go down at the time and I wasn’t sure why.
And yeah, very grateful to have Justin and absolutely, you know, an all star top tier team. Now that’s able to take that over from where it was before. That’s a really important distinction. You can make it for a really nice demo, but a production ready and actual usable product, especially in the AI world where it’s so easy to spin up these new apps, is really important kind of mental distinction to have.
Dr. Jeremy Weisz: 19:52
At what point do you go, okay, you have all these amazing connections, you know, Tata Group purchased one of your previous companies. At what point do you go to them? Because they have a lot of consumer facing sites and you say, hey, I want you to try that. I’m sure, like when you release a product, you weren’t going to them and go, hey, I want you to try that. At what point in the journey you’re like, you go to them, okay it’s ready. I want you to start using this.
Josh Payne: 20:17
Yeah, it certainly has to feel somewhat natural. I would say the process by which I went about that was similar to how I actually initially got in touch with Tata Group, which was at a friend who was at the time when we first connected I think she was a GM there, and we were catching up on on the software that we had built for for Access Bell. And she mentioned to me that there was an opportunity to evaluate this with respect to some of the vendors that they were evaluating at the time, Zoom and Webex in particular. And that kicked off the conversation.
And we just kind of took it forward from there. And for Coframe, it was a similar thing. I was catching up with my friend. I was talking about, you know, the recent happenings. And I think she had had some questions about how is the AI space developing. And I was helping to be a little bit of a thought partner with her on that and connect her to other, you know, interesting companies and founders in the space. And the conversation naturally kind of arose, which was, you know, why don’t we explore this for Tata as well. And so we actually have already had that conversation and have done a POC, which was, you know, really successful. Across all the campaigns we were optimizing for we drove an average incremental lift of over 50%, which was really great. And so now we’ve expanded into their consumer insurance arm, and we’re now talking with a couple of other functions or organizations within Tata.
Dr. Jeremy Weisz: 21:46
I mean, they own a car. I mean, don’t they own Land Rover and some other companies?
Josh Payne: 21:52
Yeah. Land Rover, Jaguar. Yeah. We’re going to be talking with them pretty soon. We did a demo for Nexon in front of all of the group Tata CEOs. Actually that’s a funny story. So my friend there, she’s kind of overseeing a lot of AI initiatives and is helping to drive that strategy. It’s pretty incredible role. And she’s doing a fantastic job at it.
One of the things that she, this is about I think two months ago at this point, she messages me kind of, I think out of the blue roughly and says, Hey, I’m presenting to all of the group CEOs of Tata, like 60 or 70 of them, and I would like to give Coframe an opportunity to be featured here. Like, do you have something that could be interesting for a demo? And I said, well, yeah, let’s figure that out. You know, when is the presentation going to be? She says on Saturday, which is like three days from then. So I didn’t have anything really ready to show them.
Dr. Jeremy Weisz: 22:56
You’re like, everyone drop everything. We need something for Saturday.
Josh Payne: 23:01
But that’s the thing. We also had other big priorities with other big customers at the time. So I couldn’t ask the team to like, you know, drop everything. And so I had some support. But like, basically Aparna and I worked together and we like, you know, went back and forth and figured out what the right demo case would be.
And the site in question was the Nexon, one of the Tata Tata motors properties. And so we created this demo. It was very much an 11th hour thing. It wasn’t working then. It was working, created some really cool variations.
And we made the decision. Basically, I think it was 3 a.m. my time where it was like I had to make sure I was up for that because they were doing it in Dubai and sure enough, they did the demo live in front of 60 or 70 CEOs on a real like, you know, website. And it worked beautifully. And so it was like one of those moments. It was like a big relief.
But we were able to show some really, really compelling variations of that site experience. We pulled up or I should say they pulled up Tesla as inspiration. Another really great looking website. And one of the cool experience experiments was we basically teslafied the Nexon website for Tata, and we were able to show that live.
Another really cool experience variation was they were trying to highlight the entertainment infotainment system in the car. That was a main priority that they wanted to highlight there. And it was part of the arc of some of the other companies that they were featuring as well. And so one of the variations that we were able to come up with was a 3D version of that infotainment center. And that was actually one of those moments where I was shocked. I was like, wow, AI is so powerful. We were able to create these variations very quickly for this demo. And it worked beautifully. So that was just kind of a fun story.
Dr. Jeremy Weisz: 25:02
Yeah.
Josh Payne: 25:02
Fun story.
Dr. Jeremy Weisz: 25:03
I want to get into some of the learnings of raising capital, because I know with autograph it was like 200 million. And then you raised capital for Coframe. But before we get into that, Josh, I know you have some, I’d love for you to share, kind of like what a demo looks like. And I don’t know if you can share your screen and pull it up for us.
Josh Payne: 25:22
Yeah. Yeah, absolutely. I’ll go ahead and do that right now. Gotta get the Zoom thing working.
Dr. Jeremy Weisz: 25:30
You know, as you do that.
Josh Payne: 25:35
Cool. So, should I just walk through this?
Dr. Jeremy Weisz: 25:37
Yeah, yeah. Go ahead.
Josh Payne: 25:38
Cool. Okay, so to give you all some context, I mean, this is a demo of Coframe on Walmart. And you know, obviously a huge, huge company website conversion optimization is a priority for them like many others. And this is basically the inner workings of how Coframe works. This is not the product that people use.
This is what we use to deliver what we do to customers. Basically, this is an interface to agent that we’ve built.
Dr. Jeremy Weisz: 26:06
Customers basically just correct me if I’m wrong. Basically just install a code on their website.
Josh Payne: 26:13
Yes. So they can either install code on their website or if they have an existing experimentation platform like Optimizely or Adobe Target or, you know, AB Tasty or VWO or others. We can also use that and go through that. The other thing that customers have to do is approve variations. They don’t have to.
But you know, we like it that way, you know, making sure that what we’re doing is aligned with what your brand wants and make sure that we’re, you know, if you’re in a highly regulated industry, like, you know, pharma or finserv, that’s really important.
Dr. Jeremy Weisz: 26:50
It can’t all of a sudden, like make claims that you shouldn’t be making.
Josh Payne: 26:54
Super important to not do that. So yeah, we have an approval process that we undergo for every experiment that we run. But it’s a lot easier to do just an approval than it is to create all the way. But yeah, here’s a quick demonstration of how it works. So I’m having it come up with new experiment ideas for, in this case, Walmart.
And the first step of Coframe is it’s pulling up the website experience in the browser in both desktop and mobile. And then it’s coming up with some of those experiment ideas, and it’s basically performing the role of a conversion optimization expert in this case. So we’re going to actually move forward with idea number nine which is this new product finder quiz. And now we’re shifting Coframe into the role of a basically software development team. It’s going in actually iteratively building out the code for this experience that you can then go see live.
This is a fully working variation, just the first pass, but it’s a fully working variation that is deployed onto the site and could be tested within a click. I want to stress this point. Most people don’t get this. What just happened in those few seconds usually takes weeks to create in a software development life cycle. Like this is the whole thing kind of just delivered.
And so like I said, this is just the first pass. And we typically have kind of, you know, several iterations for each idea. But you know, obviously chop this, this up a little bit and sped it up, of course. But this is something that takes a matter of hours or minutes and it usually takes weeks to do that. So that’s the first step of Coframe is kind of being able to come up with those different experiment ideas and implement them.
Now what we’re having to do is pull up a competitor target for some additional competitive inspiration in Intel. So with Target, what we’re kind of observing is a bunch of things that maybe could be worth testing on Walmart. But this is one of those tasks that would take a digital marketing analyst or team several hours or even days to perform, and you have to do it constantly and keep on top of it.
So we’re going to implement this new idea number seven, which is kind of featuring this Walmart Plus exclusive deals on Walmart from Target, because Target does a really good job of kind of featuring their loyalty program. And as you can see, it’s featured in several different areas in the site.
And it was kind of relatively instantaneous from a perspective of looking at the time it would usually take to create these ideas. So that’s kind of an overview of how it works.
Dr. Jeremy Weisz: 29:21
Was that looking real time at Walmart? Because like right now we’re talking and it is around the 4th of July. And that’s what was on the website.
Josh Payne: 29:34
I did this just a couple of days ago or weeks ago. It’s all a blur. I’ve done so many of these demos for different companies that we’re talking to. But yeah.
Dr. Jeremy Weisz: 29:43
That’s amazing. And what I love to hear about this, Josh, is even though obviously you’ve powered this with your engineers with AI, but I’d love to hear the thought process of what the AI engine goes through with it. Right? And that’s kind of cool, just to see all the stuff that’s happening in the background, like pulling up competitor sites and, you know, looking at different ideas and those type of those, you know, probably all the advice and feedback you’ve gotten from your clients, customers, from people like Justin, as well as built into it.
Josh Payne: 30:20
Yeah, absolutely. And that’s been very much an iterative process. We have this saying at Coframe that first we are artisans, then we are automators. So we don’t try to get ahead of the curve and try to automate too quickly. That’s a mistake that I see a lot of companies in the AI world make.
You really want to deeply understand it yourself. And then along that path of automation, ensuring that you are either performing just as good or better at each of those constituent steps to deliver that value. So the data that you give it or like the context that you give, it really influences how effective this is. You asked about specific things that we’re using.
So competitive intel is one looking at different competitor sites, pulling in insights from that. Previous experiment ideas that have been run in their results. That’s really helpful. Things like qualitative research. If you’ve done voice of the customer type research and extracted learnings from there, That’s extremely helpful. Analytics of course. What are the user behaviors? Session replays and heat maps and all that good stuff is very, very useful to identify friction points and things of that nature.
And then finally like the brand guidelines, making sure that we’re actually aligned with the brands that the business has is also super, super important. So we take all these factors into consideration and have this, we call it the intelligence hub, where we kind of aggregate all this information on a per customer basis, completely siloed per customer, of course, but use all that to help inform the ideas and the actual implemented variants that we create for the customers.
Dr. Jeremy Weisz: 32:00
What are companies just doing now? I mean, I see that, like you said, this could take weeks, maybe more, right? And now we saw how quickly it was. I mean, I guess like the beast in the industry are the highest traffic consumer sites when you look at Walmart, Target, Amazon. I mean, I’m sure Amazon has tested the nth degree. Like what are these sites doing, these companies doing now to actually deploy these things?
Josh Payne: 32:28
It really depends on the culture of the company. It varies quite widely. And just in the past week, I talked to one company that is both Fortune 100 companies. One of the companies, you know, they’re both very, very big, very consumer facing. One of the companies had, you know, done less than 100 experiments in the last year.
And the other company has 1000 experiments going in any given week. And so it really just depends on the particular company where people are at on their experimentation journey is something that can have just an incredible amount of variance. And so what we like to offer as a value proposition is if you are not experimenting enough, if you have room to experiment, then we will help significantly increase that to get you to the point of these other companies that are really crushing it with their high degree of testing.
And if you are experimenting a lot, you’re probably spending a lot to do it. And that’s where the headcount requirement comes in. Lots of engineers, lots of designers, lots of PMS, etc.. And we help to significantly reduce the load on these people so that they can focus on more important high level product work. Because most of the experiments that people create simply get thrown away.
I mean, that’s kind of an industry known fact. You know, one out of every ten or so will be a winner. And of course, that depends on how you’re experimenting and so on. That’s just a study that Optimizely ran. But, you know, we see it too. It’s a numbers game. You got to try a lot of things out before you hit those winners. And law of large numbers. You got to know, just if you try more things out, you’re going to find more winners. And those winners are going to compound over time.
Dr. Jeremy Weisz: 34:13
You know, in the journey, I see, like you tested it out. You’re like, this was a side project, proof of concept. You got customers and you raised capital, built out a team. So I’d love to talk about what your learnings are from raising capital. And by the way, you introduced me to Brett Brown, and he came on the podcast of Coastal Ventures, who I know invested in Coframe.
We did talk about you and Coframe on that. Brett’s an awesome guy. What have you learned from raising capital?
Josh Payne: 34:44
Oh man. There’s a lot of learnings. I sometimes do these little like sessions at Stanford recently for the like little student demo day and stuff like that. So to kind of summarize I think I can probably give a little bit of a summary here since it’s fresh off top of my head. There’s basically a series of steps when you’re fundraising.
The first step is deciding whether it makes sense to fundraise. Fundraising is a very important choice. You really have to make it thoughtfully. And many people just kind of like let themselves get into it. And that’s actually a big mistake, because if you commit to doing a fundraise, you are committing to building this business and making it and trying your very, very best to make it as successful as possible through thick and thin. And this is going to be the thing that you focus on. So that’s a very, very important decision to make.
Once you’ve made that decision, there are a variety of tactics and strategies for doing a successful fundraise. What it comes down to basically is, you know, the first step is you want to talk to people who are friendlies, who are in your corner, folks who are going to give you feedback and kind of give you a sense of how valuable, how viable is this to complete as a fundraise?
The second step is you want to talk to your first institutional investors that are lower stakes. People who maybe if you don’t end up working, if it doesn’t end up working out, it’s okay. You’re not going to be heartbroken. And from there, what you want to do basically is as quickly as possible, get a term sheet, an offer and you’re able to get a lot of signal from this process. You know, you don’t kind of want to necessarily like officially start the race before you really have something tangible. And by the way, every fundraise is super different.
Like this is not necessarily how I did my fundraise at Coframe, that sort of like was it a little bit of a different process. And also Autograph was quite different as well. I’m talking about generalisations, looking at lots of companies that I’ve had the pleasure of working with through their fundraisers and founders that I know kind of the typical process, I would say. So once you have an offer from an investor, that’s like the hard part, it’s about ensuring that you talk to the people that you want to talk to, and it’s going to be a lot easier to go into these conversations saying, hey, we already have an offer for a lead. You know, we were interested in talking with you.
And stick to a timeline. It’s really important to be professional. Once you have that offer, you want to make sure you have a well defined timeline for closing, closing the fundraise. You don’t want to drag this out. It’s not courteous to them, not courteous to yourself. You just want to get it done.
Dr. Jeremy Weisz: 37:39
Did you say ahead of time, as far as Coframe goes, how much you wanted to raise or just it just depended on the conversations?
Josh Payne: 37:46
I had a loose idea of what I wanted to raise. I wanted to raise more than the typical seed round because I knew this idea was going to be really big, and I wanted to give ourselves, you know, the absolute best chance of taking a huge swing at it. And so that’s the reason why we raised a little bit of a larger seed round. Generally speaking, when approaching those discussions, you kind of want to have, if you’re a business that’s a little bit more established, you have kind of like you have your costs, you have your growth plans, your marketing plan and so on. That can back into a number that you have as a target. And here’s our use of funds over the next 12, 24, whatever months.
And something else you really want to do in these conversations is like, you don’t necessarily unless you have an offer and you’re pretty stuck to like, you know, a certain valuation. You want to say, hey, we’re going to let the market decide the price of the valuation, right? We’re raising this much or within this range, and we’re going to let the market determine the price of it. That’s a helpful mechanism because it’s an auction system effectively. And that helps to get the most accurate price for your business.
You don’t want to be the one kind of making that call either too high or too low.
Dr. Jeremy Weisz: 39:05
Why Khosla?
Josh Payne: 39:07
I mean, there’s a bunch of reasons, but Khosla is just amazing in a lot of ways. And I mean super, super technical group of people. Like, they’re all builders. They’re all very deep in it.
It’s a very, very impressive group of folks. They’re also very upfront with you. I think that’s one of their core values is being extremely upfront and dare I say blunt, they’ll push you. They’ll push you when times are good. They’ll push you when times are bad.
And so I did want someone who is going to push me and be upfront with me, because I have a lot to learn, and I want to do so in a way that is most conducive to learning and having things sugarcoated is something that hinders learning, in my opinion. And yeah, so.
Dr. Jeremy Weisz: 39:59
Based on Khosla, you know, that discussion, who are some of your mentors throughout your career and some of the advice they gave you? I think I could be making this up, Josh, but I think you worked under Eric Schmidt at some point. Is that accurate?
Josh Payne: 40:17
Yeah, I was an advisor for one of the funds that he anchored.
Dr. Jeremy Weisz: 40:24
What did you learn from him?
Josh Payne: 40:26
Yeah. I mean, Eric is an incredible human being. I mean, he’s he’s just seen more than anyone else I’ve probably met in terms of specifically in this area, but just in general, one of the things that one of the learnings that I had from him was we had a conversation about, like how to how to operate, I guess, like how to how to operate, you know, personally, individually gave this really interesting analogy where you know that saying where it’s not a sprint, it’s a marathon. His point was when you’re operating, it’s neither a sprint nor a marathon. It’s actually a bike race.
And the reason it’s a bike race is because you don’t just have yourself in that process. When you’re on a bike, you have the ability to change gears. You have the ability to stop pedaling. You have the ability to let the system do its work, and you’re kind of building that out with a company, right? You have a team that are able to push forward. And what’s really important is knowing what gear to be in at what time.
And so from an energy perspective, as well as a leverage perspective, those two things, energy and leverage. That’s kind of what drives forward a great business. He had that analogy. And so that’s one of the things that actually hit me pretty close to heart, which is, you know, I’m someone who just sometimes can get in a rut of just like grinding and like being in first gear. And it’s not beneficial.
Sometimes it’s like, yeah, I’m putting the work. It feels good to work hard, but it’s actually not the most important thing. Or it’s not like the right way to operate because you could be conserving energy to allocate it somewhere else, you know. And so I get in that rut a lot because I think that’s kind of what helped me build, you know, a couple, you know, things across my career.
But it’s not the way to really effectively scale myself. And so that was something that hit home. If I gotta go look back at my notes, there’s so many things that I picked up from him. He’s an amazing, amazing person.
Dr. Jeremy Weisz: 42:41
Any other mentors? And I want to point out, I mean he has some of my favorite books. He co-authored How Google Works, fantastic. Trillion Dollar Coach, fantastic.
He’s got several others, so I encourage people to check those out. Any other influential mentors in your journey? I mean, I know there’s a lot, but anyone else come to mind?
Josh Payne: 43:00
Yeah, I’ve so many. I mean, there’s –
Dr. Jeremy Weisz: 43:03
It could be a colleague too. I know you were mentioning, like Ask Alex. Before. I don’t know if there’s a story there.
Josh Payne: 43:10
Oh, yeah. There’s a lot of stories. I mean, those guys are incredible. Brian and Jordi. So they run this consultancy called Ask Alex who we work with on really big kind of enterprise engagements.
And I mean, there is a I guess I’ll share specifics but not mention the actual company. It’s a very, very large retailer that they work with that we’re starting to do some work on together. And I flew in person. They’ve been working with them for about six months, and this is to date has been one of the most impressive like feats that I’ve seen in business. These two guys are like in their 30s, right?
They’re very down to earth. They’re very friendly. They’re technical, they’re marketing. But they haven’t been C levels at big, big companies, you know yet. And they’re so good at what they do.
And I just observed this on site with this big retailer. Somehow, like these two guys who, you know, we had been working with with them for about just, just just over six months, I think at the time were so close with all of the C level people at this company, we’re able to just like they had driven a significant amount of value for them already. But just like the amount of time spent versus the level of influence and level of value that they’ve driven was, to me, just like absolutely off the chart. I mean, like, I couldn’t believe it. And it’s just one of those things where you realize if you if you are just extremely good at, like getting in there, truly understanding a problem, like taking a first principles perspective for problem solving and also importantly, navigating a large organization and being very, you know, interpersonally gifted like that can take you such a such a long way. I mean, they’re like, you know, they’re the ones who are basically like watchdogging other big, big like consulting firms that this company is working with, like talking like the biggest.
Dr. Jeremy Weisz: 45:19
We’re working with some of the biggest companies. And you were just seeing kind of how they function.
Josh Payne: 45:26
So I’ll just start that story, but I’ll keep it brief. Okay. So there’s these two guys that are an agency partner of ours, Brian and Jordi of Ask Alex, they’re a consultancy. And this is one of the most impressive feats in business that I’ve seen so far. These guys are in their 30s, right?
They’re very interpersonal. They’re very they’re people. People. Right. They’re super good at what they do.
Dr. Jeremy Weisz: 45:53
I have a quick question, Josh, on that because that did come through. What do you think it is about them? Yeah. That when you observe from the outside, that makes them successful.
Josh Payne: 46:06
It’s the approach, right? They’re not talking about doing things. They’re actually doing things. And this has been one of the things that, you know, I know the, the, the Doge initiative has, has kind of taken a little bit of a back seat, but that was something that I think was a breath of fresh air for a lot of folks in government that were experiencing bureaucracy and unable to do things. And so having someone come in, take a third party, look at things and be like, we’re going to do this and we’re going to execute.
That’s something that they have been able to deliver for this huge retailer. And within a matter of 6 or 8 months, they’re now at the point where they are basically overseeing a massive, massive consultancy that, you know, the biggest, probably one of the biggest out there that they’ve been working with for a long time. And these consultancies, they’ll talk about doing things a lot. But like when it comes to putting the rubber to the road, you know, hasn’t been all there. And so like these two guys who are in their 30s are at this point extremely close to all the sea levels in this huge, huge retailer, fortune 50.
And like overseeing one of the biggest consultancies like making sure that they do their job right. And it’s just amazing.
Dr. Jeremy Weisz: 47:20
Yeah. You know, it’s funny, I was talking to someone, an entrepreneur earlier today. We were talking about the exact same thing, how just some of the people in the organization are such action takers and just going and do it, and there’s always going to be a huge need for those people who are just going to execute. And so I do want to first of all, thanks for sharing your journey, your stories. I want to encourage people to check out Coframe.com and learn more.
I do want to. My last question is just around Autograph. Like we didn’t talk about Autograph, but I’d love to have you share quickly what Autograph what autograph does and how the relationship with Tom Brady came about.
And I’ll share Autograph too, so people can check it out. It’s autograph.io.
Josh Payne: 48:12
Yeah. Excellent. Yeah. We recently merged with this company called Future. And so that’s kind of the main focus of the business right now.
But the general idea behind Autograph was we were in a moment in time back when we started the company where a lot of well-known brands, celebrities, athletes, musicians, etc. were trying to enter into this new space, the Web3 and sort of like crypto space to try to engage their audience in new and innovative ways. And the challenge with a lot of these, with a lot of these initiatives, was that there was not really like a brand safe way to do it. It was just very difficult for them to, you know, get in there. It’s a very –
Dr. Jeremy Weisz: 48:56
Fragmented. People were probably hiring different people and trying to execute it in different ways.
Josh Payne: 49:01
That’s right. And a lot of, I’ve got to say, a lot of the people in the industry, in the crypto industry or a lot of the companies are a little bit shady, and it’s just kind of a little bit of a it still has a little bit of ties to, you know, just being a seedy industry. And so like making sure you have that brand safety is paramount for these people. And on the flip side, a lot of consumers were also interested in getting into this technology, but it was difficult for them to approach it. And so the opportunity that we saw and executed on was helping these brands enter into this technology in a brand safe way.
Dr. Jeremy Weisz: 49:38
You could see some amazing people on here. You have Tiger Woods, Rob Gronkowski, Tony Hawk, Wayne Gretzky. If you’re listening to the audio, we are showing the video part. Tom Brady, Derek Jeter, Dale Earnhardt Jr. I don’t know if you want to talk about the Tom Brady use case. Like what, you know, what are people doing with this?
Josh Payne: 49:56
Yeah, absolutely. So Tom is a very innovative guy. You know, he’s early to a lot of technologies. And we had a conversation at the very beginning of Autograph or close to the beginning because he was funny enough, he was a next door neighbor of my co-founders for Autograph for like eight years. So that’s where that connection point initially came up and we’d been getting a little bit of momentum and traction, and at one point we were like, we should talk to Tom about this.
You know, my co-founders identified that as a really interesting potential partnership strategy and had a conversation. And Tom was actually interested in doing more than just partner, but actually be a co-founder of this business. And so that’s kind of where that, where that came about. And he’s the one who opened up a ton of doors and made a lot of these relationships with great athletes happen. Him and Rich Rosenblatt, who’s one of the co-founders, very well networked in and my original co-founder Dylan as well. He’s the CEO of the company. Just incredible. You know, talent when it comes to connecting with people and getting people excited about this. So yeah, that’s how we made it happen.
Dr. Jeremy Weisz: 51:13
So it looks like for Tom or for any of this, the people on the platform, they may have a purchase NFT and there’s digital collectibles and then there’s this in-person events. So it’s kind of a combination of digital and in-person experiences.
Josh Payne: 51:30
Yep. That’s exactly right.
Dr. Jeremy Weisz: 51:32
Yeah, I love it. Josh, I know you have to run in a second. I’d love to hear. You know, people should check out Coframe.com to learn more.
Are there any other places online we should point people to to learn more?
Josh Payne: 51:50
Coframe is a great one. There’s a blog that we can point to, the OpenAI blog. We have a blog post with them, a joint blog post that could be interesting if you’re technical and want to kind of dig into some of the details. Otherwise I would just, you know, say that Coframe is going to be the place where you’ll find everything that you will. You probably need to know about it.
And if you’re interested in checking it more out more deeply, you know, go through the funnel, the little, you know, intro website, get through that quiz questionnaire. Set up a time with me and we’ll chat about it.
Dr. Jeremy Weisz: 52:23
Love it. Josh thanks so much. We’ll see you next time.
Josh Payne: 52:27
Thank you Jeremy. Great to see you.
