Prior to that, Josh was the founder of video game developer Pandemic Studios, which sold to EA for 860 million dollars.
Yep. Stupid amount of money, but I didn't say no
hell yeah to that one.
I did Yeah, I mean, it was a while ago, Pandemic Studios and Sugarfina, so I want to talk a little bit about OpenSky and then probably get back because I think your journey is really interesting on how you got to where you are. But let's start with OpenSky and what you're doing today.
no, you got it. So, I started open sky with a good friend and partner josh pain who was also an operator an angel investor? And you know around a year ago. We're like Look, we're really enjoying investing together. I think we're bringing something special to the table because we've both been operators before and,
we started deploying capital to the point now that we have 13 investments.
And uh, we had an amazing year. We're up almost 50%, Um, And actually I forgot to say what we do. Open Sky is focused on the future of commerce. Um, So think about that whole technology [00:02:00] stack that digitally native brands will use to run their business more efficiently, to grow faster, to engage with their customers
So around two thirds of our fund is oriented towards that tech stack. And the other third is on the brands themselves. That are using that technology. And we like playing early stage. So we're like pre seed and seed.
And why do you like commerce or why invest in tools for commerce?
Well, you know, I did a lot of it, I guess, at Sugarfina. You know, we had to build a brand from scratch and I would say it was kind of a scarcity mindset. When I was building Sugarfina, we would have loved to have tools like that are available today, right now, but you can just, Pick this amazing technology off the shelf and solve real problems for your business, and so you don't have to think about it.
I felt that when we were running Sugarfina, we would get distracted a lot. But either, you know, trying to find off the shelf solutions for problems that we were having, or [00:03:00] having to build them ourselves. And I wish we could have, like, started it 10 years later because I think there's an embarrassment of riches, you know, now subscriptions are taken care of, email is taken care of, SMS is taken care of so much is now taken care of by off the shelf technology it's just a totally different environment,
So what is a journey do most of the brands, are they still do most people start on Shopify and grow to a certain scale?
And what does it look like today?
Yeah. No, I mean, that is pretty typical. Um, So, you'll hang up your shingle on Shopify uh, you know, cause it's such a robust ecosystem and there, there is so much available to, you know, brands to pick from there.
And, you know, from the journey for founders, we've noticed that it's obviously it makes a lot of sense to start online at first, really understand your customer, understand your pricing strategy.
All of that and then start branching out to other distribution channels. So we have a few investments, for example, and in food and Bev on the consumer side [00:04:00] and, you know, they'll develop, , great relationships with their customers online, you know, build out their subscription base and all that.
But inevitably, it makes sense for them to go offline and go into grocery, for example, and or big box and things like that.
And I guess my intuition is that selling a subscription online is very different than selling one candid, someone who's browsing at target.
don't know this is controversial what I'm about to say. don't know if I necessarily agree. I mean, I think of myself as a customer and you as a customer. I shop everywhere and what I recommend to our brands. You know, you've heard this before is go where your customers are.
I shop on Amazon, I shop in grocery, I shop online, I shop on my phone, you know, people are not, I don't think as maybe pigeonholed, anymore and I think they're everywhere now. And so as a brand, the easiest thing to do is start online because you can learn the most. affordably you can learn online because it does take [00:05:00] an extra layer of sophistication than then to go into retail or deal with distributors or, you know, just deal with some of the thresholds requirements and spending that's required to go offline.
But go where your customers are, and I think your customers are everywhere.
But I just would have thought, but again, no, no, I don't disagree because you're, I don't know this space. But like, I never signed up for like a subscription when I walk into Whole Foods.
right. Let's say you walk into Whole Foods. You discover I'll give you an example. I was in a restaurant and I discovered the brand to Patrick. You know, it's this great fermented soda from Mexico. So I was in a restaurant. I discovered it there. I then saw it in my local retailer and sort of go great.
I'm gonna pick up a case of this. And I started noticing I was drinking a lot. It started becoming one of my, you know, favorite, all natural kind of soda drinks. And then I'm like, well, you know, there's a pain in the butt to, you know, to always be buying it, you know, in a real store and it'll just be so much easier if I subscribe and I'm consuming enough to do it.
So I went directly to their website and I [00:06:00] subscribed. So I had a customer journey that took me, you know, into the real world, into grocery and then online. And that's, that's where I'm right now for that brand.
I like fermented soda. It's really good, actually. I think it's called Delacalle, Tepache Delacalle, something like that, but it's very pretty.
I will check it out. My journey with the brand is starting with the podcast. So some of what you said is it. There will be better tools for the brands to do what they're already doing. But I'd love to talk about like, what is exciting to you about the future of how commerce is going to evolve?
you know, there's probably an answer you've heard before, but there's some real truth behind it. AI is just the most disruptive force that's coming at us right now.
And I still don't think we fully appreciate how disruptive, you know, I think it's going to be. You know, there has been some, you know, great customer service.
Software platforms, you know, out there and packages out there and then here comes Sienna. and they're just disrupting the hell out of that space right [00:07:00] now because they have, you know, written a proprietary level of code on top of chat GPT and right out of the box, you're getting 120 languages.
It can respond to customer queries. Across the spectrum of where your customers are, whether on, you know, they're in social media, or, you know, they're dm'ing you or they're doing, you know, directly on your website and submitting tickets to you. I think they started at maybe an 80 percent in terms of being able to replace, you know, live agents uh, you know, with their knowledge and responsiveness.
And now I think they're up into like 85 or getting closer to 90%. You know, at Sugarfina, I had to, like, scale up our QA, you know, department, our customer experience department, massively around the holidays. And you would have to track all of our hallmark holidays around the year.
You know, with a program like Siena, it can handle, like, tens of thousands queries at once. And it does it well. That's a game changer.
A hundred percent. There's a lot of opportunity there. And how far down the stack will you go? Like, will you look at [00:08:00] supply chain? Oh, absolutely.
for example, I just started it. Yeah. Advising a company called Cloud three P. L.
And these guys are great.
what they've done is they've added a layer on top of Amazon's. Logistics set up. Amazon probably the best, you know, three PL on the planet, and they've been able to tap into their services, right? This proprietary kind of software layer on top to help companies, you know, track their inventory, manage it, understand what tickets are being processed and whole journey of when, you know, a ticket is issued all the way to something you can put into a box and arriving at the customer's door.
But they're leveraging Amazon for that, and they're called Cloud three pl because you know, they're not gonna have a network of, typical, you know, three PL locations all across the country. They're just gonna tap into Amazon's
And when I think about a brand's brand's journey, when a brand has a physical product, I look at their kind of waterfall of costs, one of the biggest cogs that they have. [00:09:00] Is pick and pack and shipping and fulfillment and warehousing. , it's death by 1000 cuts for their margin.
And so these guys can take that down by like half that's meaningful. I remember a sugar fina. We would fight for every penny on those pick and pack fees. So, yes. So we're interested in logistics as well to answer your question.
And talk to me more about Amazon and its role in the future of commerce.
mean, you can't ignore Amazon. That's what I think about it. Amazon is like its whole separate Internet out there. And you know, I know it's not for every brand. And in fact, at Sugarfina, we We chose to ignore amazon for a while because they really didn't create an ecosystem that supported luxury brands like ours That was very much about storytelling that said You know, i'm always recommending, brands get on amazon
In fact, our very first investment was in a company that operates in the Amazon ecosystem. Uh, They're called Lavanta. And what they [00:10:00] do is They have written a software layer that does a much better job of connecting brands that sell on Amazon with content publishers that link back to those brands.
So basically the whole affiliate world and Amazon had, you know, some light tools doing that, but they were not robust at all.
And so they can, you know, fine tune that experience for brands so that they're having a direct relationship with affiliates and content publishers, and they can set their own rates and they can track, you know, the volume of sales better, you know, just do all that stuff better. That was really exciting to us.
So that was the first check we wrote and they're killing it. I think they hit like a couple of million dollars of ARR in their first year.
And when open sky is investing, it's usually pre-seed seed, usually not the lead.
We don't lead. I mean, we're a teeny shop. It's me and Josh and another another venture partner. we are checks aren't big enough. You know, for it to make sense for us to be on, you know, companies boards or to leave. [00:11:00] Um, So we're very comfortable following. Our check size is anywhere from 100 to 300, 000 right now.
That's great for all of us who like e-commerce tech, You'd be a great partner to co-invest with.
We'd like to think so.
But let's switch gears and talk about you. Can you summarize the Sugarfina journey?
can try. And I had a, you know, I had my whole video game journey before that, but yeah, to focus on Sugarfina, it really started. started dating my now life partner. Uh, And we went to go see Willy Wonka and the chocolate factory, this outdoor screening of it in LA.
and we came out of that going, you know Why do kids have all the fun, you know, where's the grown up, uh candy brand? And there was none at that time candy had been really commoditized You know if you wanted to get candy you'd have to walk into this junky candy store shovel candy out of a barrel And they weigh it.
And it was a commodity. It was terrible. So we were doing a lot of traveling as we were, you know, dating and courting. And we discovered all these amazing artisan candies made by old world [00:12:00] candy makers in Italy and Greece and Japan. And they, they went back hundreds of years in terms of their traditions and their recipes.
And no one in America was getting exposed to it. They were just too small. They, didn't want to deal with all the hassle of exploring their candies. So we realized there was a real opportunity there for us to discover all these candies, to curate them, to bring them, you know, to the US and to create a brand that felt very shareable and giftable and aimed at grownups.
And we started online, you know, that was the easiest, most efficient thing to do. And really quickly, the brand took off when we started getting. A lot of press around the brand, and we knew we were on to something when all of a sudden, you know, customers were ordering, and we didn't know who they were, because at the beginning, it was our friends and our family.
And yeah, so we got some great early press. Uh, We started doing a little bit of wholesale, we took a chance in opening up our first store in Beverly Hills. And everything we did for those first five years [00:13:00] Just took off like crazy. in our first five years We didn't spend any marketing dollars and so we just kept on doubling and tripling, you know, without any marketing support at all.
And by the way, that's a lesson learned for me that I use now as a filter when I'm investing in a brand. Do you have a brand that its core level can grow organically? Or do you have to put a lot of marketing dollars behind it? And we look for those brands that just have that kind of organic DNA.
Any case we started raising money, opening stores around the country, internationally. First five years were brilliant.
Last couple of years were really tough. We just grew so fast. That I think, you know, we made some core mistakes Uh, We got our business got too complex. . We didn't have the right foundation in place to support that growth. and, you know, I think we struggled to have the right team in place that could scale with us as we were growing that fast.
So I did not have the same kind of amazing [00:14:00] exit was sure opinion that I had with pandemic. But I'm so proud of the brand we built, which still lives on today
And yet now you're a VC and a big part of ventures investing in explosive growth and multi-billion dollar outcomes.
and I push against that. I don't want my brands or companies to do that.
I don't. It's a subtle shift. And that's obviously at OpenSky We want our brands to be successful and grow, but we only want to grow them to grow if they can grow sustainably, Because otherwise it's a house of cards. It will fall down. It will. The fall down. If you grow too fast, it just puts way too much pressure on the business. And, you know just as much as I do. There's been a big shift among the VC community over the last couple of years to really say, hold on a minute.
You know, we don't want you to be raising all these funds. You're just pouring it into marketing and you grow, grow, grow and you You skip over some important fundamentals like really knowing your customers well and even [00:15:00] being able to take a moment to look at the data that you're collecting to understand what's happening and a lot of times if you grow too fast, that means you're probably adding too many SKUs too quickly.
And there's a lot of things that will create a deficit
So let's dig in on that. Like how did you, or didn't you get a handle on all your data?
Yeah, we did not so, you know one of the many challenges we faced is we had too much data and we didn't know how to slice and dice it now part of that was There just wasn't the right tech available at that point to help us. Because, you know, we had a lot of smart people on board, of course, and now I'm seeing that there is much better tech out there and in fact powered by AI, and digest and understand.
And again, this is self serving, but one of the other companies we just invested in is called Dash D. A. A. S. H. They build themselves as the Bloomberg Terminal for brands at retail.
And so as brands inevitably make that jump. From online to retail. They have created this you know, [00:16:00] very easy to digest uh, central information on what your competitors are doing at retail. So you can understand how are they being priced? Whose shelves are they on? How many SKUs do they have there?
You know, what are their facings? What's their velocity? All that kind of stuff. So before you jump in, you have some really good data on how you should position your brand.
what are facings?
facings are so do they have five? You know, it's how many instances of their product are on the shelf. So online you can have an infinite amount to a degree, but in retail, you know, you're somewhat limited in terms of how many facings you can have on a shelf.
It sounds obvious, the how many facings, you were a world's top retailer, most we were for a worlds in the world.
I don't know about that. But sure, someone can say we were the, yeah I mean, it's sugar, you know, we didn't know what we didn't know. And so we just kind of went in and started figuring things out on our own. I kind of like that approach in some regards because allows you to be creative when you don't even know you're breaking things and being more creative.
But you know, it's Sugarfina. don't know if we pioneered this or not, but you know, we, were very thoughtful about our brand and how it was presented. And we were, we leaned into surprise and delight. So, you know, making sure as people walked in the door, they were we sampled our products and they were able to, you know, to taste them, you know, we were very thoughtful about how we presented the brand.
So when you walked in, we wanted you to feel a certain way. And I think we were really good at that, making you feel like a kid in a candy store, but you were a grownup, It felt Willy Wonka. That's an interesting
Yeah, and that was her inspiration. At the end of the day. I don't think we ever got as wacky as Willy Wonka did
But we tapped into something really unique, and a prime example of that is our number one product. Uh, You Was it
champagne? Gummy
It was the Dom Perignon Champagne Gummy Bears. But Lucy and I did, which was really fun, and that is to take a really expensive champagne. And by the way, there was actual Dom Perignon Champagne in every gummy bear But we would marry, you know, we used all natural ingredients. We had small portions. So you felt like, ah, I can come in here and I can indulge. And at the same time, we made you feel comfortable parting. Ways with 10 for this little teeny cube of gummy bears that normally you'd pay a buck for it. So yeah, but I could pay 3 and have a big bag of gummy bears, but then I might eat a big bag.
Yeah, and so for us we consciously had small portions, we consciously had really high end ingredients and we were tapping into that happy feeling of being a kid again as an adult and on the retail side, we found a way to express that in a way That was really inviting. So that people wanted to have birthday parties and networking events there and just spend a lot of time in our stores.
Like when you're looking at a brand today, my summary of Sugarfina from what you just said, it was a different almost category. It was a different thing. Like there was nothing out there like it,
But how much, when you're looking at something, are you thinking, this is an interesting brand, I understand brand, I, Josh Resnick, understand brand, versus I'm just looking at the numbers and your, conversions are high and your subscriptions are high, whatever.
Yeah, you know, it's a balance of both. Honestly, you know, I first looked to, this is a brand because I have I don't have so much experience in France. do kind of put it through my own filter first.
You know, how am I feeling? Do I get excited about this brand enough that I want to share it with other people? Am I telling people about it? How am I integrating it into my daily life? a brand I'm going to use once every three months, or is it a product I'm going to use every day? You know, again, does it make me happy?
How's the unboxing experience? Do I feel like the founder has a really authentic, compelling story, almost to the point where like, I want to buy more of it just to support the mission, you know behind this brand, so I do look for those kind of things in addition to the quantitative support behind it.
You know, how much is it costing them for them to acquire customers? Hopefully not a lot because it's more organic than paid. How much are their customers spending? Obviously, what's the lifetime value? what's the velocity of the product? You know, what's their conversion rate on their site?
You know, how many subscribers do they have? You know, all that kind of normal stuff. I need both before I write a check
And so how much information are you expecting brands to have and how did you get that at Sugarfina?
so with Sugarfina, we did that through our rewards program. We had a really robust rewards program where you sign up online, you sign up in store, and you get all these awesome perks for being a part of the program. But we learned a ton about our customers because of that, we knew who our whales were, and so then we could really tailor our marketing to them uh, based on, hey, we're going to be releasing this new product, you know, why don't you come into the store
You know, bring your family with you, and we'll have a little event. And with candy, you wouldn't think that's worthwhile. You know, but are they going to spend 10 on a cupid candy? But that's not the case. And Sugarfina, they spent thousands, if not tens of thousands of dollars on our product because they were using it to gift.
That is pretty awesome. Let's keep riffing on the future. Do you think there are any misconceptions about what the future of commerce looks like?
well, you know one big thing is, you know everyone's like online online online retail is dead Right. It's not true. It's, you know, retail as an industry is still a trillion dollars not online, and only 20 percent has come online.
you know, we're excited about it because there's just still so much growth, you know, yet to come.
so, okay, wait, so commerce right now, 20 percent digital, 80 percent physical. Do you think that changes dramatically?
don't think it's going to be dramatic, you know, the center of gravity is, I think, going to continue to be online.
So, for example, mobile retail, you know, TikTok opening up their shop. That's a really big deal. I personally spent a lot of time on TikTok and on Instagram and TikTok I get I would say actually more of my brand discovery right now Is on social media than it is online and in real life
So let's continue on your brand discovery and your angel investing. You've done quite a bit. And your LinkedIn allows an entrepreneur to book a meeting with you and get your advice.
What sort of advice are you giving? What sort of questions are you getting?

Yeah. This will take up the rest of the podcast.
Great.
I have a ton of advice to give again, because I've been in all these different roles. So, you know, one is like put a little bit more time and effort into your pitch deck. I see dozens of pitch decks a week, And there's some really good teams out there and great ideas that unfortunately are getting lost and not getting the attention they deserve. Because they're just not being thoughtful enough about what goes into their deck. They're missing whole sections. You know, they're just or, and I know this sounds silly.
And I know you know, this is going to make me look like a curmudgeon. But, you know, there's so many typos and grammatical mistakes. And these things that all I think about is, Oh, you don't care. You don't have the right attention. You know, the attention to detail that I would expect of you.
And in terms of, you know, I would recommend that they do is, and again, some of this is just basic business school 101. You know, cash is king.
Don't run out of it. Don't take it for granted. Treat every dollar as super, super precious because, you know, you got to make at least three or 4 before you get that dollar back, cascading through your P&L. And I see founders taking that advice really seriously right now. There is a scarcity DNA.
I'm now seeing in founders today, which I'm just so thankful for, because I have seen too many great brands hit a wall and run out of cash, and it's tragic.
Do I really know how to reach my customers or what channels work? Like, don't I need to run experiments?
You absolutely do and that's a legitimate way to spend your money but like some companies will go too deep in Legal, you know, they just go crazy on the legal side when they know they'll hide I guess have to hire the best law firm at fifteen hundred dollars an hour No be a little bit more, you know thoughtful about that or you know They'll file a hundred trademarks and I got to protect my business All around the world.
You can go a deep dark hole there. You can spend millions of dollars on that. Don't do that. Or you know, they hire too quickly. Oh, my plan says I'm going to be at this threshold in six months. I better have everyone on board before then. And I would caution people about that. I would rather you stretch your team a little bit more as you're entering that period.
or some people, they just go too deep on inventory or just take those baby steps and keep that startup mindset as long as you can.
And, you know, with some entrepreneurs, when they get that big money coming in, all of a sudden they relax. And you can see what happens all of a sudden they start spending it and they're spending it too fast. And they, you know, they need to be careful of doing that. But another example of that is like when I was talking to you about the complexity of a business like Sugarfina is, you know, don't create 20 SKUs at once, stick longer with your hero products and, you know, more slowly start branching out and expanding that.
So tempting to go, well, every new product I. So I'm not sure if you're add in is a whole new story for me to tell. Get a whole bunch of earned media. Sure, some people will start buying it, but every new product you add in has this a bundle of complexity attached to it. And so be careful not to expand, too quickly.
Someone said this to me on my podcast, which is something like every time I see a product, I'm amazed that it exists like in the bottle it's hard. It's hard. You don't realize how hard it is to get that
you learned all that?
You know, you just learn it on the job. I knew nothing about any of that when we were at Sugarfina. We just learn, you know, you just one day at a time you start layering it in. It's like, oh wait We were traveling we found these amazing artisan candy makers great.
We got the candy part. So shoot. What's the packaging look like? Okay, we want to create something really eye catching. You can, it's transparent. You can see what you're buying and all that. And so, oh, I guess we have to go with acrylic who makes acrylic and who can shape it, you know, and you just, you know, you slowly just start layering it, you know, together and figuring that out.
But it is a really hard journey that I don't think enough people appreciate how hard it is to actually it. Get something in a package and get it on shelf or get it to
Totally amazing that it all works. Let's talk about the role of advisors you invested in intro.
Yes.
I assume you think it works.
Yes.
What makes Intro work as a way of connecting entrepreneurs with advisors?
They have made just such an easy um, Interface for engaging with potential mentors that just the whole experience and that's what I knew intro was working.
Right away, they created this platform that made it super easy to discover who could be helpful to you. Really easy to schedule those appointments, It's just seamless, easy to use. And I knew it worked because.
both Josh and I, my partner got on there and the effusive feedback that we got from those entrepreneurs who are scheduling time with us, it was just amazing.
validated his premise for his whole business. And that is. We forget being here in L. A. or big markets like New York, maybe it is easier for us to seed our networks with people who can act as advisors and mentors towards us. That's not universally the case for people around the world. So, Intro truly is democratizing that access.
How amazing is it that you can spend a few hundred dollars and, you know, talk to the CEO of Reddit? You know, or You know the CEO or you know a managing partner at a VC firm that's not easy to get that access You have to be really lucky to have that kind of network make sense. Let's try it again in one more bit of your background. And I was hoping for the quick summary of your first company, pandemic studios.

Yeah, you know, that was also came out of a passion. I played video games all my life. You know, I went to college, you know, messed around a little bit with different things. I went to business school and I just couldn't figure out what I wanted to do with my life. And I finally had an epiphany of, okay, there's two things I love.
I love playing tennis. I played in high school and a little bit in college, and I love video games. I was really confident I couldn't become a professional tennis player. So I'm like, all right, I guess I'll try to become a video game developer. I don't even know what that means. So I sent my resume everywhere.
And Activision was the only company that took me in and gave me a shot. And I was a producer there. And then I became a director. And then I kind of went into their. executive suite for a little while, and then I had an opportunity to break away and form my own development studio, which was Pandemic Studios.
And we specialize in creating over the top, crazy action games for all the different platforms at the time, so PlayStation, Xbox, PC, and your phone. And we just had such a fun growth trajectory. You know, we started developing around technology and then we started working with other people's licenses and the biggest one we worked with was Star Wars and we created the Star Wars Battlefront series and we had one year.
This is just so fun. I have such fond memories of it. Where in one year, we, every title we released, we released four titles, was a platinum hit, sold millions of units, and I'd love to say that we're like, oh yeah, we had that formula dialed in, but for that year, we had that formula dialed in, and then we started making sequels, and then we attracted the attention of a private equity firm called Elevation Partners, of which Bono, of all people, was one of the partners, and we got to know him well, which was just amazing.
So they bought majority control of us. And then another big developer called Bioware in Canada merged us together. And then we sold the whole thing to Electronic Arts. But what it was just such a fantastic experience. We had 500 employees across two continents in Australia and the U. S. and we were known for having one of the most fun people cultures the industry. And so that was really, really enjoyable. And uh, I miss it dearly. That was a really, really fun part of my life.
Wow. How many employees did Sugarfina end up having sort of at its
Also, hundreds of employees because we had our own warehouse. we handled our logistics internally and we had 50 stores across the country. So, I think also we've probably gone into the, you know, the 500 rank.
So why do you think you were, you know, it's never a perfect success, but why do you think you were so successful twice being a founder?
I would say one thing that I can see is a commonality between the two is that neither pandemic or Sugarfina was an idea born out of a desire to make a certain amount of money. It came out of passion.
so I would say that was one part of my success I'd say the second part is on understanding that I can only do so much, you know that a smart guy but ultimately I can't grow a successful business unless I have a great people and I motivate them to come in every single day and choose my company to work at
And with, you know, Sugarfina and with, you know, Pandemic, we were making things that people really wanted and gave them joy. I mean, maybe that's the other part of that ingredient is we created products that made people happy.
Awesome. And you said this idly earlier, you said like, I'm a good guy, something like that. I always like to ask people like how your friends would describe you.
Uh, that's a great question. I would say. One loyal so I'm always there for them. I really care deeply about their happiness. So really value the friendships in my life. I'd say number two, and this is kind of new for me, but adventurous.
I think I was a little square, you know, in my 20s and 30s, and my friends finally convinced me after over a decade of trying to, for me to go to Burning Man. And so five years, seven years ago, I went to Burning Man and I just resisted it all the way. Burning Man's not for me. It's just not, that's not me.
And I went and I had such a transformative experience and I loved it so much. And now my whole life is uh, really um, and I really credit, you know, Burning Man with that.
And I'd say thirdly, I'm known for being very optimistic. So I just have a very positive, happy, optimistic outlook on life. that's not something that I. I woke up one day and decided to have it. I think I was probably born with it.
That's great. So you're optimistic and adventurous. Josh, it is awesome to get to know you. I love it.
I am excited about the future of OpenSky,
Thank you.
And really appreciate you coming on the podcast and telling me about it.
Yeah. Thank you. I really appreciate you inviting me. And as I mentioned at the beginning of the podcast, this is the first time I've ever done a podcast.