2026-05-13-run-debrief-process

Run Debrief Process

Meeting Debrief Insights

Greek Entrepreneur Connection

• Wharton alum building geopolitical risk platform for Greek shipping companies using digital twinning

• Helping importers/shipping firms understand macro risk to operations

• Fundraising in SF, connected to Greek entrepreneurship events next week

• Potential network expansion opportunity

SHIELD Call Success

• Strong reception, excited to work together

• Positive feedback: “asking right questions,” “thinking critically”

• Advice: don’t be strangers, they’ll indicate if asking too much

• Multiple connection points established (including through Jillian)

• Key defense-focused VCs identified: American Dynamism, SHIELD, Founders Fund, General Catalyst

Lonnie Call - Major Breakthrough

• “Several orders of magnitude the most illuminating conversation” since starting

• Reverse supply chain discovery: repair supply chain as distinct concept

• Nvidia insight: focused on repatriating repair supply chain to Dallas

  • Forward positioning assets/inventory in US for quick swaps
  • Background logistics can handle 3-week lags if not customer-facing
  • Different from full manufacturing repatriation

• New talking point being used successfully in subsequent calls

Process & Strategic Planning

Debrief System Improvements Needed

• Current format too long, needs TLDR upfront

• Prioritize: scraps, companies, contacts, to-dos at top

• Everything should be bullet points with hierarchy

• Transcript integration working but output needs restructuring

Specialization Discussion

• Need to define shared responsibilities vs individual deep dives

• Focus on intensive validation rather than jump-ball situations

• Consider chameleon approach: test specific narratives to see what resonates

Reverse Supply Chain Focus Decision

• Run with highly specific hypothesis despite single data point validation

• Easier entry point for conversations due to specificity

• Target: repair teams, warranty teams, ODMs in semiconductor space

Next Steps

Dustin

• Research reverse supply chain landscape and key players

• Set up cold outreach list targeting 20+ contacts

• Implement open-source Kanban UI to replace current system

Both

• Independent research on reverse supply chain, then compare findings

• Blast outreach tomorrow morning with new specific positioning

• Continue customer discovery calls while running down this thread

• Debrief the debrief process for further improvements

Transcript

Them: I was going to say I had a very interesting meeting with feeble friend. He’s a Wharton guy who used to work in the think tank world and he and two of his other Greek buddies are starting a startup out of Greece that’s helping like shipping companies and other firms there understand geopolitical their operations. So digital twinning. A lot of the, like shipping companies and then also like importers within Greece to understand like how like basically macro risk to their organization. And so like he, he was like happy to chat with you guys anytime. Like he’s out here basically to raise money and he connected me. He’s like, there’s all sorts of like Greeks and entrepreneurship events happening next week in San Francisco. And he’s like, I’ll invite you to all that so you can meet a lot of these people and like be part of like the whole Greek mafia. So like, because there’s all these. So funny that you’re like honorary Greek. Oh, I am. No, the Greeks accept me as like one of theirs. Like, yeah, because like he said all the like people like that Bonatos guy and this other guy, like Andreas, this one other. One other of them, like they’re all going to be there. Cool. So super cool. So that was good. It was interesting. Just like talking to him around their journey. Super cool. The SHIELD Call I thought went really well. Good job getting that on the books and like driving that hole. Yeah, I feel like also they just, they seemed like just excited to work with us. The wrap up went really well. At the end the guy was like, I think he’s like, I think you guys have a great background to be working for this. Like, they’re like, you know, like you’re asking all the right questions. Like it’s clear to think hypocritically around things. And he was basically just like, he was like, yeah. The main advice I give like people in your position is just like, don’t be a stranger to like people like us. Like, he’s like, we will tell you if you guys are like bothering us or like asking too much of us. Like, and he’s like, we would love to work with you guys. So awesome. So we definitely have our hooks into SHIELD In a lot of different ways. Yeah. Right Between Jillian and them. I mean, I think, I think when it comes to like specific defense focused things, like, they’re, they’re pretty highly networked and like. Yeah, I mean, I think, I think the ones like to really pay attention to in defense are like American dynamism. Them. Founders Fund. Got it Maybe general catalyst as well, but. Yeah, I know. I thought it was. I mean, more movement is good right now. Exactly. We just need movement. Yeah. Which is great. Okay, let’s run this process. Yeah, let’s do it. Do you want to start with Lonnie from yesterday? Sure. So let’s see. Did it pick up the other ones? Okay, cool. It picked up. Since we’ve never done this before. Yeah. Should I have my computer, or should we work on two computers? Yeah, well, we should. I think maybe we work on one computer. Cool. I just had a coffee, so I’m like. I’m like, I haven’t heard you during the SHIELD Meeting. No, no, for sure. I just met this morning. Yeah. I was like, you all right? And then you’re like. Yeah. All right, here we go, Lonnie. All right. First of all, I think also, like, during. We should also have a debrief of the debrief today as well, to talk around, like, the process and, like, how we can keep improving it. Because, like, I have some thoughts on, like, the. The way it generates the debriefs, but we can keep digging on that. I mean, a high level. I think the Lonnie thing, the Lonnie call was by far and away several orders of magnitude the most illuminating and interesting conversation we’ve had since we started this journey, in my view. I think what we learned about in terms of, like, big themes that belong. Yeah. One is the whole idea of reverse supply chain. Didn’t even know that term, but, like, reverse supply chain, repair supply chain. Like, you didn’t even think about those things. That’s number one. Number two is this idea that Nvidia is really focused on. It sounds like something to validate, but it sounds like Nvidia is really focused on initially repatriating its repair supply chain. Yeah. Which I think is just a very interesting nugget. Why they’re doing it Dallas. Right. Like, exactly. They’re doing it in Dallas. Right. But, like, that’s. That’s happening. Yeah. Whether TSMC is going to build the fab. Whatever. Whatever. Like. But, like, that sounds way more real. So I just thought that was really interesting. Yeah. Those are, like, my biggest. Yeah. Like, and the. The repositioning is interesting because it’s like. Sorry. The repatriate is interesting because, like, that doesn’t necessarily imply, like, repatriating manufacturing and all the really high complexity, like, fab processes that we know about. All the problems about. All that implies just forward, like, forward positioning enough assets and inventory in the US So that You can, like swap things out easily and then run your logistics kind of in the background in a way that’s not reactive and like prone to like, lags when you’re being called by the customer. Right. Like, it’s fine if you have like a three week lag getting stuff if you’re forward positioning and that’s running in the background. It’s not fine if you’re like reacting to a customer request with that lag, you know? Totally. So I think those are like, those are really big things. Yeah. I mean, again, it’s like every call we have, particularly those with like more operational people like him, needs to be focused around how we surface these, like, similar insights around like the pain point, elaborating on the pain point, understanding the drivers behind the pain point, and starting to grasp at a potential solution like this. I think we probably want to cut the conversation now. Yeah. I think just because we got other gloves to get through. Yeah. But we should circle back to this because in my view, like, we now have a unique nugget of insight. Yep. Like, there’s some tension here, but, like, this is good tension. Yeah. I am like, we should be running fucking buck wild with that. We should be using that as our new talking point whenever we talk to someone because it gives credibility because it’s like really focused and narrow. We did that. We already did that in the shield call. We started with that. And I think they were very receptive to that because then they’re like, oh, like I’m learning something from this conversation. And they also were like, these guys have done their homework. They’re not just there like, we’re gonna model the supply chain. Okay. What are you gonna do about it? Right. Like so. So again, let’s double back to this, but I think there’s a really important conversation to be had about what do we do with that insight. Totally. Yeah, I agree. Let’s look at the debrief and just make sure we like the structure of this. My first impression is that this is long. Yeah. It’s too long. Right. The question is like, is all this text useful or is it just boiling plate that we’re not going to read or do we just like need a summary like, up front? I think so. The way I’ve trained my clog to work. Yeah. It’s like, give me the upfront tldr. Yeah. Then give me bullet point details. Yeah. So I do think up front. Yeah. My big thing is like, I feel like everything should be in bullet points, you know, like, like all these Things just like succinct bullet points with a lot of. I like a lot of hierarchy too. I don’t know about you, but like you know, header pull it like just helps my brain process. Yeah. Another thing I realized, I don’t know if the transcript are actually baking it in. What? I don’t know if the transcripts are actually making it in. I think it is. They’re. They’re, they’re citing quotations. What I mean is when I, when I go to our notion thing, if I go like it only gives me the notes from the granola meeting. Oh. Like I don’t think, I don’t think the transcript is actually making it into our database. Yeah, it doesn’t, it doesn’t write the transcript to notion. It is pulling the transcript and using it as the input to AI in the background. It is not writing the transcript anywhere. Got it. So this is it. This is a different summary than the summary that’s coming out of granola. This is just the granola summary. And then this is our own thing that’s running on top of that. It takes the granola notes, it takes the transcript, it takes anything that you’ve written in your granola thing and it looks at other interviews and things we’ve had in the past to make connections. So this is like the full debrief. You should be looking at this, not the just so meaning the transcript is going into the vault. Not necessarily. This is going into the vault. Basically there are. I’ve designed an architecture and it’s based on some like open source things like best practices I read online try to do this where it does like a two. It does like a two pass a two step prompt. It does one, to basically like, like summarize just like key insights from the transcript and the granola notes. And two, it uses another prompt to like reconcile those key insights against other things in article. Cool. Yep. Yeah. Got it. And. And then, and then it saves this whole thing. But we can make this shorter. I can, I can change like the system prompt. Yeah. But anyway it has scraps. Yeah. It feels like the scraps should be the top. Yeah, it feels like the scraps should be. It should be like summary scraps. Yeah. Everything else. Cuz I, I do the only things that really matter are the scraps. Right. Like that’s what’s building our scraps. I also think business problems and pain points is big, but this needs to be written, rewritten, bullet points. See what I mean is like. Yes. And the scraps become like queryable. Right? The business problems and pain points get queryable. There’s two types of utility here. One is utility for us coming out of the meeting to learn our thinking. Other is utility for our systemic knowledge. So what’s going to happen is when we’re done with this debrief, we finalize this and then what happens is the scraps get saved to our SCRAPS database. All of these companies get saved to a company’s database. All of these people get saved to a contacts database that reach out, and then those all become queryable by like the MCP protocol that I’ve written. So this is just kind of like the draft debrief and then we finalize it. So we like, it’s up to. In that case, I think those three things should be the first three things you see and then all the other. But like, if those are the things that are building our actual knowledge base, those are the things we need to focus on. Cuz like to dos, contacts, companies and scraps. I don’t. I don’t even put scraps at the top. I was going to say I think scraps, companies, contacts to dos. Right. Yeah. Cool. All right. I’m just going to finalize this because I think it got most of the insights. Yeah. So here’s an example of you. Yeah. So like, Nadine is a friend of the Heiligurs, but she’s Nadine Orona. It’s like, I don’t know how we want to. Yeah, yeah, we can. Yeah, we can do this right now. Yep. And like, she’s not a conference charm in Heideliger. Yeah, she’s confident. Lonnie Arona. Lonnie’s husband. Lonnie’s wife. Right. I would say Lonnie’s wife introduced Lonnie. Okay, great. Monty Arona. We already passed. We can delete. Okay. And then Greg, the walking out that we should just be clear, like, that’s not the right stone. I haven’t actually been able to find the guy. Well, this is why we have the human staff, right? Yeah, I. I wasn’t able to find it. It’s a delacio. I don’t know what that. I just don’t know. Well, we’ll find out. Yeah. And we could also even like, you’re like, we’ll find. I’ll find this guy. I’m good. I’m good. All right, cool. All right. I’m just gonna finalize this just to see what happens. All right, here we go. And now, next meeting. Yeah, let’s do it. So the next meeting we had. Was. Here we go. It’s doing the finalize. Cool. Great. Then we have. I had a meeting with that guy Alex. Just pretty cool. I mean, he’s been. Just an FYI for you. He’s working on that new topological method of quantum computing. There is somewhere between 50 and 100 million led by Founders Fund, all confidential. Spun the lab, spun the company out of a. Is he an mba? He was an mba. He graduated last year, third year. He’s technically like, a research assistant at Stanford in the lab, but he’s also CEO of this new company. Yeah, he went here undergrad and then joined the Navy and did what Thomas did. Like, nuclear reactors and nuclear submarines. Yeah. And. Yeah. It’s like, that’s just crazy. He’s like, if the company works where like, he’s like, if the technology was proven, like, the whole thing is developing technology. The technology is proven. It’s like a 50 to $100 billion company. So that was that. And then it was Avery. Mm. Avery is really good friends with Marcello, but, like, me and her are not friends. Yeah, I don’t. I don’t really know her. I. I, like, talked to her, like, once, and just like, say hi to her. She was a McKinsey consultant in New York, but worked on semis and then moved to Japan. Right. Did move to Japan, but was just, like, traveling all the time. Oh, okay. Got it. Let me pull up my notes on that. Or you haven’t been here yet. Yeah, it has not populated a debrief for that or David yet, so. So. But I pushed them, Right? Did you say you pushed on this? They got. The plumbing fell, so I’m gonna. I’m gonna investigate that right now. I just want to make sure it worked. Start up. Okay, cool. Tell me more about Avery. So Avery, let me pull this up. She. She’s just, like, very nice, and she was very excited about what we were doing. Like, the takeaway. She’s like, keep me posted. Like, whatever, Whatever. But she’s working for TSMC this summer. Nice. In their US Headquarters, which are, like San Jose. Interesting little nugget. She said, you see the Apple news about Intel? Yeah. That sucks for tsmc, apparently. Like, I didn’t make that connection. Like, I was just like, yay for Intel. Good for America. But, like, apparently that’s, like, fucking horrible for tsmc. Why? Because does Apple use TSMC to manufacture their, like, exclusively? Okay, got it. So, like, before Nvidia, Apple was, like, the client, and Nvidia is, like, constantly threatening to use other firms, so like there is actually some check on TSMC market power which is interesting. She was like I know you said semis but there’s major tracking problems also across like defense manufacturing. And so she talked about this Patriot missile project and how they got brought in on a. It was a massive issue because they couldn’t trace defective parts back to source teams like within a single building. And so it took weeks for them to identify like which supplier was had the defect and whatever, whatever. Root cause analysis. Yeah, exactly. Like root cause analysis is critical for preventing future issues, not just fixing current problems. I think they just couldn’t do that analysis. TSMC and Nvidia she’s like, I’m sure they face a similar issue. We talked about how compliance. She’s like yeah, no one wants to know if things are going to China. Defense companies actually do. I took it very relationshipy. She said the hierarchy is like TSMC is like number one, then Samsung, then Intel, then GlobalFoundries. Global Foundries actually in New York. Yeah. She said devastating for tsmc. TSMC is trying to de risk. Yeah, she said Austin’s a big hub. She was just like all like so. So she said McKinsey didn’t service any semiconductor clients out of its time. None of the. McKinsey didn’t service any TSMC clients any. McKinsey didn’t service any semiconductor clients because they couldn’t get TSMC as a client in Taiwan. So they just couldn’t do it. But she was like you should talk to like people in the class who are Taiwanese. Like maybe they notice people in the semiconductor space you can talk to. She’s like they’re all just super awesome and you should talk to them as well. So what she said is Claire Choi. Yeah, I know Claire. I don’t know her but she worked at McKinsey in Seoul working on sending it. Yeah, she does hardware stuff. So like. Yeah, I was actually just texting her to catch up because she was in my weed labs group and I like literally haven’t really seen her since the fall. But like she’s super nice. We’re friendly. Like I can. I can totally get some time with her. So. And then she sent a couple little. There’s like a couple people she reached out to try to connect us to. Great one is that hii. We’ll see. Nice. Cool. It’s also much more of like an opening of the door and kind of like just like a industry overview. Plus like here are some people you can connect with to go deeper on given things. I approached it Very much as a relationship piece. Yeah. Because she also. She said point blank to me. She’s like, I’ll be way more useful to you after the summer when I’ve been tsmc. Totally. I think I was a little squeamish about how to handle that because, like, we’ve never actually hung out. We’ve been, like, in adjacent social circles. I tried to take it really personal. She went pretty professional with it. Yeah. I. I think my only ask is, like, I would have loved to have been in this meeting. And, like, I honestly just candidly don’t really understand why you didn’t just say, like, Bliss and I are trying to, like, understand this. And, like, we’d like to chat with you about your background here. For sure. I appreciate you saying that. In the future, like, I’d love to be. To give you. To give you transparency on that. Yeah. I dragged my feet for so long and even reaching out to her and actually had, like, multiple conversations with, like, Marcel and Quang was totally in my head about. It wasn’t necessary at all, but I was very concerned about being perceived as, like, transactional with her. So, like, I was very concerned about, like, we’ve never actually hung out now. I want to talk to you because I have a professional interest. And so that’s why I was all back and I was just, like, in my head about it because she was like, yeah, for sure. We’d love to talk about sending you doctors. And we sat down and she’s like, I want to talk to you about sending it. I don’t actually want to talk to you about you. So this is so funny because I feel like usually you’re a lot more, like, smooth in these situations, but, like, this would have been a situation where I would have been, like, completely fine just reaching out to someone in our class. So I never talked to being like, hi, I’ve heard, you know about semiconductors. Let’s talk, like, for sure. So it’s kind of funny. 100. So that’s not. Again, that’s not like a deflection. Like, your point is very well taken. I will absolutely just invite you going forward. Yeah, but that’s like, it wasn’t like a Bliss thing. It was like a. I was like, no, no, I know, I know, I know, I know. It wasn’t a me thing. I literally had a reminder on my. On my phone for, like, two weeks in a row talk to Marcello about how to talk to Ed. It’s like, that’s so stupid. Just. Yeah. Like, for example, with like, she mentioned Claire. Like, I will be happy to send Claire a message being like, hey, we heard from Avery that, like, you know, you did a lot of work with semis. Like, Dustin and I are, like, starting to work in this space. We’d love to, like, chat with you about that. Like, so. Yeah, just. Just, like, I appreciate you saying that. Yeah. I just. I just wanted to, like, be candid around, like, totally. I just, like, didn’t really understand what was going on with that. So. Totally received. Okay, next meeting. Oh, we forgot Demeron. I don’t really think there’s much to debrief from Demeron other than just, like, good relationship. And I think a great example of one of these meetings that’s, like, kind of half social, half life transactional in a way. Yeah. And there’s. There’s some merit to those meetings that are just social and, like, it’s a very fine line. We don’t want to chew up all of our time with that. Yeah. But there’s some merit to just, like, building our relationships in the Valley. I think you. I think you did a great job at the end. Just saying, like, just to give a quick update of what we’re thinking about since our meeting, you mentioned the Nvidia call. Like, I thought that was a good, like, kind of casual way without being like, we don’t want to talk to you. We’re just trying to get to all business, you know, And I think he kind of just, like, acknowledged it. We talked for a few minutes, and then, like, you know, I thought. I thought you played that, like, really well. Thank you. Yeah. There’s also a lot of, like, the Zach Dill thing. Exactly. I noticed that you talked about Zach Dell and how you knew him in the first call. Yeah. And I just didn’t want to be like, oh, yeah, I know him too. But it was like, yeah, conversation happening. Yeah, totally. It just made, like, such an easy, like, oh, we kind of come from a similar social circle, you know, my friend. Yeah, for sure. And that, I think, was just a good. Totally. And I think I kind of did a little bit of that at the end with him, too. Once you left, we talked about, like, Harvard. We talked about, like, Turkey. He was like, oh, like, what do you guys do outside of class? And then, like, skiing in Japan. He’s like, oh, I was there this year too. Like, yeah, there’s just like, you know me. I hate small talk. But, like, there are merits to it, and I know how to do it when. And those are the things where you don’t want to have. You don’t want to like have to have that relationship when you need it. You know what I mean? Yeah. Like you want to build these relationships and be authentic and you don’t know how they’re going to pay it off. So I think that was a great, I think that was a really good meeting. Totally. Yeah. I think, I think again he’s someone who I think seems to know what he’s doing. Seems to have his hands on like some interesting things. They have a 200 million dollar fund. Right. It’s like another solid like mid sized VC. Those are good relationships to have. Anyway, so then we went to shield. Let’s debrief that one. Yeah, sorry. In the background. Just trying to make sure we have the debrief documents present. So. Of course. Because we don’t have the other two. Right. Yeah. I, some, for some reason the service like fell over so I decided I had to kick it and now it’s running. So. Any takeaways or takeaways? I thought their discussion around incentives was really interesting and like the differing incentives between commercial and government and how like government would be incentivized to want something like this to exist but there’s no like way for them to actually implement it. Like my understanding of what they were saying is like did you go commercial first? They’re not going to want to give you this data and structure that’s not going to work without you using the government as like a tool. And for you to like use the government as a tool, there needs to be new regulation or some new compliance framework in place or something that they can like wield with these companies. Right. So like my, my understanding after that is like, yeah, this idea would be great and it would work if we had like a lobbyist. Right. Like you know, so, so I think, which there’s an interesting idea of like following legislation that’s kind of coming. I think my big takeaway from that conversation from a more strategic standpoint. Yeah. Is like we are so good at thinking from like a social and national level. Yeah. Their push was like what is the individual incentive of the individual person you’re talking about? Yeah, exactly. Which is just a continuation of the growth that we’ve been going through. Right. In terms of like customer first thinking. But it’s like what is the actual incentive of the person sitting in the chair that you’re talking to? And I was just thinking about this. Even the Nvidia, like reverse supply chain thing. Who makes money on this for Nvidia, like okay. It’s a pain point for them that they have to do all this stuff manually. Like, how does it actually affect their business if they’re able to do this more efficiently? Are they making more money? Are. Are they saving money? We haven’t still mapped that out because, for example, is that an important problem or is that just the problem that Lonnie cares about? But Lonnie’s not actually an important person in the. Yeah, but the thing is, like, okay, sure, we’re able to build some automated system for them to do reverse supply chain management and like, make the repair line more efficient. Are they making money on repairs or are they just like, are they able to service more repairs? What happens to their business if they’re able to service more repairs? Right. Does that increase their ability to sell new warranties? Right. Like, we still have to think through, like the economic unit economics of that a little bit more. I completely agree. I think before we go, let’s spend like seven minutes speaking at a higher level. A little more brainstorming. Yeah. And then I invite you to help me figure out how we land these higher level things and something practical. But there’s two real things that I’ve been thinking about. Yeah. One, I wonder what it looks like for us to really lean into specialization, you know? And like, I just. I just wonder what that looks like. I just wonder if we. If we just get in like a real motion. Yeah. So that was just what I honestly think the way to specialize is, is for us not to basically say, these are our individual responsibilities. The way to assign specialization is for us to define what needs to be shared and then for us to just go bonkers outside of that. Right. Like, the whole idea is like, these are the things where both of us have to be present to make decisions and to like, move the ball forward and everything else is just fair game for us to like go crazy on individually. That’s one model, which is interesting. It’s not what I was thinking, but it might be a better answer. The other model that I was thinking about is like something like the conversation versus the research or something like that. Like, I just. Again, let’s just keep noodling on this. Yeah, but I’m like, yeah, you’re right. You’re very right about that. Which we could just be like, go, both of us set up a bunch of conversations and like, we both need to understand blank and come back and we need to do a teach back about how we arrived at blank. The other option is like something like identification of nugget. And then like running down that nugget with as much secondary research as possible. So there’s just this like handoff motion. I don’t know. We don’t need to decide that right now. But I’m just, I’m just trying to really think about, like, how could we really, like divide and go. Yeah. Because I feel like there’s more intensive validation that we could be doing. And I feel like we end up in these, like we continue to end up in these jump wall territories, you know, which is fine. But like the more there’s a jump ball, the more it’s like we’re both kind of like. Then you have to spend bandwidth. Okay, who’s gonna deconstruction? Yeah, right. That’s just, that’s one thing. The other thing is I think there is a. I have a naturally chaotic style. Right. I acknowledge that. And it’s good to not lean into chaos. Yeah. Sometimes. It’s also just like good to just like move really fast. YOLO mode. And part of me is like something that I did with Sunflower Network a lot was like when we were going out and pitching and selling. The answer is it was a very different situation because, like I just needed money. It didn’t really matter what people thought they were giving money to. Like if they thought it was a climate related, like as long as they understood what the core thing, it didn’t matter what they thought. The why was it was over it. Yeah. And so I would be like talking to one person. It’s like we’re building. Right. Like at some point I was in Davos and everyone was talking about climate and I was like, well, it is true that modular construction has 90% less construction waste. So I was like, climate resilient infrastructure. Like, you know, and there’s a part of me, it’s like what I did is I would just like try on different narratives to see what worked. And then when I saw things that worked, I’d be like, okay, this is Dumbledore. Positive feedback. Yeah. Yeah. So the reason this analogy breaks down is what matters right now is not what people think, but like how close we get to the substance. Yeah. But I do think there’s something to be said for like, let’s just fucking like be a bit of a chameleon. Yeah. Again, there’s a balance. I don’t have high conviction. What I’m saying there’s a balance of like, you also have to have conviction, like follow through. But part of me is like, we just got our only. I think that’s our only bit of signal really, from that Lonnie call. And I don’t mean that negative way. I mean that like, that’s really. That’s real signal. I don’t know if that’s a problem or a business. I don’t know if that’s a billion dollar business or a hundred billion dollar business or one hundred million dollar business. Like, I don’t know what that is, but there’s a part of me that’s like, why don’t we just be like, we are building a reverse supply chain integration platform. And like, we just spend the next, like two weeks. And that’s not saying we don’t talk to the defense company that wants to talk about splashing Providence. Yeah, but like, what if we get on our calls and like, that’s the take and if there’s a part of me, it’s again, it’s like the opposite of Yisroel Bromer’s advice, Bruner’s advice. The more specific you can be, the easier it is for someone to react to what you’re saying. Yeah, totally. So part of me is like, why don’t we just go out here with this, like, unbelievably specific hypothesis that’s only validated by one company and you have someone be like, no, but if you could do that for blank, that’d be better. Yeah. And you talk to like, people who do repairs at the other companies, people who are involved in warranties, people who are involved at the ODMs, who are like the middlemen in this whole thing. And if someone’s like, oh, if someone’s like, no, I don’t know anyone who works in reverse supply chain, but I know someone on the supply chain team. We’re still going to do. But I almost feel like that’s like an easier entry point. Exactly. Because it’s so specific. It doesn’t feel like we want to talk to people. I’ve totally blessed the endeavor of like, we have some useful signal. Let’s run it down. I just think, like, you have to walk in two gum. And I think in the grand scheme of things, it was relatively low cost to extract that signal. It was like a warm intro. You had a call, we got on the schedule. Right. And like, once we start cranking on cold outreach and like having calls with more operational people, like, there will be more of those observations that come up. And I want to make sure that we’re like, ruthlessly prioritizing, servicing more of those observations as well. Yeah, I think that’s Exactly Right. Honestly, from a psycho emotional standpoint, I think my fear is like, I’m just like, fuck. It was so hard to get there low key. Like none of the shit we did to get there actually got us there. Right. It was just like my buddy Jonathan was like, you wanna come to this dinner? And I sat next to his wife, like, yeah. Which is how life works. Right. When you’re working really hard to get in this direction, like it happens in some other way. And you’re right. I think we just need to pour ourselves into the cold outreach. But I’m just like, fuck. No, I know. It’s like the victory of like the zero to one. Like we had zero insights now we had one insight, right? It’s like. And we need, we need to savor that and we need to run it down and make the most of it. I just think, like, I think it will be easier to get more of those than we. I think that’s right. Let’s pull up. So do you mind pulling up the. Kanban board? Yeah, I got you. I. I made some of the edits you wanted me to make to that as well. Thank you. Because I feel like what we need to do. Yeah. Like we agree, we run this thing down, we can run this thing down quickly. And that means like basically like one query which I already plopped into dj. I’m like, didn’t work. But like, fine, we do it another way. And just like a bunch of cold outreach. Yeah. So we could just like. And I did just like me just like scanning and like ripping apart this whole industry. Yeah, exactly. Yeah. Doing what I need to do. Yeah. What I want to see is like, I would say like just one second. If you don’t have the date, it’s going to languish there forever. So. Okay, I gotta run in five, but then I’m free after. But what my only thought is, and let’s just talk about this. I don’t even need to get too much into tools. My point is just like we’ve got 20 things here I want to be able to identify without having to go through the thought process of when we’re going to pick things back up. Like, what are the three things that matter? Right? Like this not a priority. So maybe there’s a priority tab or maybe haven’t been using it. Like, we need to clean this up. Like that’s what it just means. Because what I’m really getting at is like. Like we can change things. So like, let’s see. So like this, I think we delete this one because it’s not really like a task. Right. Or we can move it. Whatever you want to say. It’s just weird to put it in done. Oh, actually, wait, wait. Sure. I was gonna say we put it in progress, but that’s fine. So it’s like not a priority. Not a priority. Not a priority. We actually already did. It. Ended up in done. You moved it all the way over. It’s there. Got it. I’m also probably going to redo the UI for this and use like an open source, self hosted kanban thing, which will prevent us from having to like implement all these little paper cuts. Yeah. Because I was doing some research on that earlier today. Yeah. And I guess my real point is just like there’s so much. I’m a big like focus guy. You’ve seen that for me. And maybe it really just is like the priority tags, but I’m like, how do we just be like, these are. These are the three things that have to happen. Right? What happens? Like, it’s got to be the research. You filter the board and say only show me the urgency stuff, which we’ll be able to do. And I guess my thing is more like. And maybe. Maybe the answer is just like don’t micromanage. But I’m trying to more figure out how do I communicate that to you. Right. Like I’m sure you created to do. And if you think something is urgent, you work it as urgent. Got it. This is meant to be something that like both of us just think of things independently and we put it in there like. Got it. If you don’t agree with something like send a message and kick it my way or delay, delete it. Like. Yeah. Got it. Yeah, like this. You did. Yeah. Yeah. Nicely done on that. Again, I’m changing. I don’t want to maintain this, so. Yeah. Yeah, for sure. It’s just not the highest. Most use of your talents like this. Yeah. So I’ll go in as well. These are all good. But it’s really just like, Is urgent the highest? And then this is like medium normal. Actually. It’s hot right now. It’s really hot. I don’t know what to say. And then we’ll say, okay, Cool. Yeah, I’ll. I’ll. Yeah. All I’m trying to communicate is like, I know there’s a lot of shit on your plate. I feel like the most important thing is like we’re gonna. We’re gonna. I’m gonna move it to being like an open source UI like this. Just have more Features built in, so you’ll get a little link in it. I don’t have to, like, do all these paper cuts, so. Perfect. Nice. Making progress. I mean, I’m excited. I. Again, it’s just, like, the more reps we can do with these calls, just, like, the better. Right? Because it just, like, increases our ability to, like, ask the questions that matter. Helps with, like, the sort of stock ways of, like, talking about what we are and what we’re doing. 100%. 100%. Getting them. Getting the muscles. I completely agree. And it’s really, like. Actually, I just felt like in the shield meeting, we were, like, a little more, like, fluent, you know? I feel like there was, like, we were both very confident when talking about what we had to do. We were handing off what we would tell. I just. I felt like. I felt like on the front foot in that meeting. It’s really interesting because you and I are picking up on very different things, which is totally fine. Yeah. But for me, I’m like, dude, we could put together a polished. Like, if that’s the goal, like, we could do that tomorrow. Yeah. I’m like, where’s the. I’m just, like, dying for death. Yeah. And that’s. That’s just, like, the difference in terms of how we’re not. That you’re not. Well, because here’s the thing. I feel. Here’s the thing. Like, personally, I feel very confident in my ability to, like, build substance. Right? Like, that’s who I am. That’s what I do. Like, knowledge is like. That’s so funny. Right? Where it’s like, what I feel most insecure about is my ability to, like, communicate and talk and. And so, like, I’m feeling more like, I felt more confident in the shield meeting than I. Than I have in my previous meetings. And so it’s like, that’s something where I feel like, okay, I’m just getting more reps. I’m improving. Whereas, like, for you, I think it’s just so natural for you, and you’re like, I gotta ramp up on the substance. No, it’s exactly. You may not perceive it, Dustin, but, like, like, you’re a natural. It’s the same way that you’re like, oh, bliss. Like, you’re overthinking things. Like, so. No, I appreciate it. It’s funny because my insecurity is on the substance. I am like. I am like, Dude, I present this, like, confidence we have figured out for so long. We had it there, and now I’m just like, where’s the compl I’m just here I want to get like I can sell you I can come up with something. I come up with sort of like I’m dying to be able to go to like a giant. Yeah okay. So Rachel for the rest of the day. Yeah, more or less like do you think by the end of the. Today of the day today you can do that research on the. On the. Yeah, totally. I’m going to start that right now. Cool. Cuz I think it’s like I think like in my mind like an A by the end of the day and I’ll think about what I should do as well I just have a lot of follow yeah I don’t think about what else but like for you with a. I think books like quick research on the reverse supply chain you can either like have TBD DJ created or you created whatever. Like we both should independently do that research and then it’s like come up with those list of people and then we can blast. Then we can literally tomorrow morning have like 20 emails for Q. All right brother. It.