- Duration: 47 min
- Platform: meet
- Source: Read.ai 01JNS634FY98GJG2GPTRDG26FS (https://app.read.ai/analytics/meetings/01JNS634FY98GJG2GPTRDG26FS)
Transcript
[UNKNOWN_SPEAKER]: Yo, what’s up? That guy is all over the place. [Michael Houck]: He’s got a lot, you can just see it in his face. Ben Ornstein: He’s got 80 different things in his brain going on. I know, he was so scattered that he was like, so this welcome email, everyone will get it. [Michael Houck]: And I’m like, dude, I just said this to you. Ben Ornstein: He seems like a great guy, but you can just tell, he’s just compartmentalizing maybe 50 different things. Yeah, yeah, yeah. [Michael Houck]: He’s an easy guy to work with. So I think he’s going to be a good long-term client for us. But he’s definitely dealing with a lot of directions being pulled on right now. Cool. OK. So I guess, for context, that checklist that I was screen sharing during the thing, those are the action items we need completed newsletters. And the interesting thing is that two of our current clients who are onboarding might not use beehive. So not all those things are applicable to them. So now, I guess like I was talking to Blake about this this morning, like, it’s actually kind of a positive that I didn’t get those playbooks done when I said I was going to because as I’ve set up these first batch, there’s just been so many more little trees and nuances and quirks that we need to account for. So I figured just better to loop you in. We don’t do a lot of those Most of the time it’s async, but Warren doesn’t use Slack. So we figured it’s better to do a call, make a note to send Warren. [UNKNOWN_SPEAKER]: Oh, interesting. Ben Ornstein: So that’s not normally a call. No, no, no. [Michael Houck]: Part of our value prop is that we only require one call. It’s the kickoff. That’s it, right? So this is something that we just did for him because he wasn’t getting anything done on his own. We need to, we need to be proactive. I think one of the things that I’m, I’ve, I have learned already is that time to value for these newsletters is really important. So, you know, with social, we sort of give ourselves a two week race period. And then the third week we want things live with newsletters. I still think that like the content side, it’s going to be tough to do faster than that. But if we can show people, Hey, the beehive is open. Five accounts already it’s set up, that sort of builds some trust and makes them feel good right away. So I’m trying to playbook that as much as possible so that it can just be something that you or even Rena when she’s back and for parts of it can go and execute. Ben Ornstein: I remember the satisfaction when I set up my tennis newsletter, even way before I’d sent out that first one. So the first actual newsletter. So I totally agree. That’s going to push the time to value in terms of that, it’s going to do wonders. [Michael Houck]: I agree with you. Yeah, 100%. So that’s our number one metric for the onboarding is time to value. That’s how we need to think about it. Speed is of the essence. So yeah, so I guess any questions that came up during that call that we should tackle first? Ben Ornstein: Honestly, it’s what you said it was. None of this is rocket science. It’s just Pushing the ball forward what I’m gonna do is when I when I lead conversations like these if I have to hop on with someone I’ll just watch the read AI video again That’s that’s I mean it played so well when I did those um those few megaphone calls Because I got more comfortable each time I did it and after I watched that read AI so like I don’t have any initial questions It’s because I’m familiar with the newsletter side of things I know what generally needs to get done. I guess the design part of it, I’m pretty looped out of as of now. It’s just herding cats, man. [Michael Houck]: Obviously, you’re not going to be doing any of the design. It’s a new part of the business to be interacting with, but again, it’s the same type of work, just in a different part of the business. The big thing is just making sure things happen. When the client signs up, Is the writer going in and submitting a design request to Selene within 24 hours? If that’s not happening, you just do it for them, right? And then when you put the date in that design request, is Selene delivering the design on that date? If not, follow up with her directly, right? It’s just like common sense type stuff like that. And then sharing the design with the client, making sure that they’re giving feedback on it or approving it, right? Like just keeping the wheels greased And then, yeah, I mean, that’s the main sort of new thing there. Another part of things that’s not part of this call and that I’m still working out is reporting. So one area where we are really bad is how much visibility and data we’re giving to our clients in an easily consumable way for them. Like they can go into the accounts and check it out, but they don’t necessarily know how to do that or where to find it. It or whatever. So I need to build a tracker and we need to get client data in there. It can be something that, you know, Venus or one of the other VAs helps you get set up initially. But then we just need to, similar to what we’re doing with the mantle growth stuff, we just need to be sending that to them on a weekly basis and, you know, getting their eyes on it. [Michael Houck]: So yeah, I guess like the next step there for me is like, I just need to finalize this stuff. And therefore, as we handle new clients coming in, just hand it off to you. Um, my goal is for these clients that we’re working with right now, there’s four that are in progress. I will just own the ops for them, but then the next ones that come in the next like batch that comes in, that’ll be, that’ll be all you. Um, and obviously ask me questions, but it’s, you know, you own it. Ben Ornstein: Okay. [Michael Houck]: Okay, there’s nothing else on that. One other thing I wanted to jam on with you. So, you know, there’s no answer here right now, but I have been increasingly feeling like we need to think about what happens in like a year from now. Reason is, AI is getting better, right? Not at writing content. I don’t think we’re going to get to a point where it’s writing content in people’s voices anytime soon. I’m pessimistic on that. But I’m optimistic that it will be able to manage people’s email inboxes. And so my own co-founder, one of them, is building a product right now that basically, the goal is to completely automate email management for people and have a CRM, have agentic actions being taken on emails. And instead of me having to go in and read my emails every day, it just sends me a weekly, or not a weekly, a daily digest that I can consume. And that sounds great. From the user’s perspective, it sounds amazing. But it sounds really bad for newsletters. Ben Ornstein: I see what you’re saying now. OK. [Michael Houck]: Yeah, yeah, yeah. Because what does that do to sponsorship revenue? Sponsorships aren’t going to show up in those summaries. What does it do to just the value of newsletters and the ability to reach the customer that way in general, the value of an audience with a newsletter, right? It’s a big picture, scary thing. I was talking with Adam Ryan, the Workweek founder about this, and he’s feeling the same way. He’s like, I don’t know what it looks like after this. We sort of both initially we’re thinking that it would sort of push creators back to social media and brands back to social media more than email. But I don’t know what the answer is. And so I talked to my old co-founder and he’s like, yeah, even I don’t know what the answer is. So this isn’t something that I think will happen in the next three to six months, but it might happen in months. Maybe even a little bit less than that. I don’t know how quickly they’re building. It’s going to be a tough product to build, of course, but there are a couple of people who are doing this, too. It’s not just them. It’s going to be a space. The implications there for us are interesting. The implications for the Ghost Trading Agency are we need to pay close attention to that, and we need to sell before that happens, right? And then the implications for founding Journey are also interesting because right now, you know, sponsorship revenue is a non negligible part of our business as a whole. Obviously, the agency at this point is considerably larger, but you know, that sponsorship revenues basically pure profit after paying for people’s hours on the team, right? That’s what it covers, basically, plus there’s some profit on top of it. So yeah, that would change the business substantially. And it also says, OK, well, we’re planning to invest in growing founding journey basically starting later this month with going back to paid ads, with what Matt’s doing, right? All that stuff is a big part of our strategy for this year. And so if we’re worried about what that looks like next year, how does that change that? Ben Ornstein: So curious to hear your thoughts. Yeah, that’s interesting. I mean, it changes a lot. To me, the immediate thing that my went to was investing in content will be even more important to create a brand on like, like making sure YouTube is, uh, flying and we are just churning out really high quality content there because sponsorship revenue on YouTube could be something massive. Um, that’s, that’s where my mind immediately went to, but And what it also means is how heavily do we invest in founding journey? Like if we know in the next year that it’s going to get, or we should at least plan for the potential of that. Yeah. [Michael Houck]: There’s two ways to plan for the potential of that. Right. Way. Number one is, you know, we continue to grow it a bit and we continue to bring in sponsorship revenue and basically just kind of play the game out until it ends. Right. Until everyone’s using these AI inbox managers. And just because they launch this year and have functionality where this actually could become a real problem next year, doesn’t mean they don’t have adoption super quickly. It might be two, three years down the line before everyone’s using them. So that’s one option. Just let it play out until that happens. Keep bringing in this sponsorship revenue. Focus on the other parts of the business. The other way to tackle it or to plan for it is to go hard on founding journey and then sell founding journey before that becomes a problem, right? Because right now, you know, right now we could sell founding journey for, I don’t know, a couple hundred K probably, not a huge amount, but if we invest a lot in growth this year and we’re able to prove that it sells our products and services and we build out maybe the case study library more and it becomes actual revenue generating, right? If we do that, then maybe we could sell it for a million bucks instead of a couple hundred K, right? So I don’t know what the right answer there is yet. And I don’t think on this call, we’re necessarily gonna figure out what the right answer for that is, but I want you to think about it because it’s a big strategic thing for us this year. I know we obviously only have limited time between focusing on the ghost trading agency potential new agencies we want to spin up and building the founding journey email list and all that. So, and obviously, you know, megaphone is its own thing, but that’s kind of outside of the scope of this conversation. So just in terms of resource allocation and how to think about it, it’s still kind of settling in my brain. Ben Ornstein: So I just want to throw it at you and kind of let it marinate and see what your thoughts are too. Listen to, God, so many founders on podcasts where they never regret selling when they’re like, yes, could they have, or the way something plays out, if it goes much, much better in the future or the trend or whatever it is, they are thankful that they made the decision that they did, um, rather than feeling FOMO of, or, or, anything else. So, I like the idea. We have something really amazing at Founding Journey. I agree. And I think a plan to go really hard on it is interesting. Again, this isn’t my fully thought out. [Michael Houck]: Yeah, sure. Ben Ornstein: I know how amazing this, we own a little niche of the internet here. And like the fact that you to the Austin Airbnb and the guy knew you. That’s wild. That is ridiculous. That’s crazy. So that means something to me. That’s not something more than, oh, that’s cool. That means you own a little part of the internet. And I think that’s something that’s extremely valuable. We’ve talked about how important distribution is. And yeah, the AI thing could Really crush things But because as of right now and because that’s such an unknown We will have to shift focus a bit and allocation allocated resources, but I say Yeah, we let’s just let’s just crush it and let’s build that to where we can Founding journey selling that to someone who has the cash when, when it’s the right timing, which is there’s never a right timing because you never know. Um, that could be a good plan. And like, let’s see how this plays out. Founding journey gets sold. That means the email newsletter, the email list gone. So if the email list is gone, that’s how you’ve built I mean, not how you’ve built, but that’s part of how you’ve built each successive business, right? Like [Michael Houck]: So the email list is, is great because it lets us get something off the ground really quickly. Right. I launched megaphone in the newsletter and we had, you know, a couple thousand dollars of MRR within, you know, a week. Right. Um, so prove there was some demand. We launched the agency and over time, a good portion of our clients have come in through the And we got our first client right away from it, right? So yeah, I mean, it’s a very valuable thing because it’s like the centerpiece of that higher part of our funnel. And it also is great for potential venture fund down the line, right? But we need to think about it not in terms of how valuable it is now, but how valuable it will be after this event horizon type moment happens, if it happens. Right. And again, I’m not saying we need to change our whole strategy today, but we need to, we need to account for it and plan for it. Right. So Adam, Adam was telling me that the way he views it is like a website, right? Like the value of a newsletter will be like a website, uh, super valuable in the early days of that part of that age of the internet where people like came to your website to find out about you. But in a world where, you know, you can’t get in front of people because there’s so much noise in people’s inboxes and you’re being aggregated. By this AI summarizer, it wouldn’t be as valuable. And so I just don’t know how valuable it would be or what would replace it. And basically, yeah, I think if the value goes to near zero, we need to sell before then, no matter what. Ben Ornstein: For sure, yeah. [Michael Houck]: So I think what my gut says is that the right plan is to just keep talking with my old co-founder, see how development is going for him, see how things are shipping, try to use his product and see how good it is, right? Just pay attention to the space. And at the same time, try to make sure that our agency business is able to be referral driven and partnership driven more than relying on our own channels. And to your point, probably reinvesting more capital back into media as well. Whether that’s YouTube, or LinkedIn, or combination of the two, just more focus on audience building outside of just the email list. But if we have the capital to I do think we should hedge that by growing the email list in case we can sell it because like, again, right now, let’s do let’s do some quick math here. Let me open up a Google Sheet. Just do a blank sheet. So let me share my screen. Okay, so if we have subs, it’s like 76,000 price per sub for us for founder niche. Actually, let’s let’s not do niche price per sub basic level would be like, I don’t know, one And then niche premium would be like, I don’t know, probably like 1.5x. So what is that? That’s 76,000 times that times that. Yeah, see, that’s only like 170k. And even if you include the full email list, like not people who are just currently active, but like throughout the whole two and a half years, whoever’s been added to the email list, I think we’re at like 200k for that. At that point, it’s like 450k is what we could realistically negotiate and make. Maybe a little bit less than that, maybe if at that level, the premium would probably drop to like a 1.25. So yeah, so realistically, it’s like two to 400k, we could probably make from this. If we were to sell it today, probably you know, the lower end of that, where we bump the premium back up. So that’s not super compelling to sell it for that. But if we grow the list, then it could be more compelling. But it’s like, if we’re paying $2 a subscriber to grow it, and then we're selling it in a year from now at $1.50 per subscriber, are we getting $0.50 of value per subscriber in the meantime via them signing up for Megaphone or for ghostwriting? Maybe. Maybe. Or for one of the other things we’re going to spin up? I don’t know what the answer to that is. But yeah, that’s how I’m thinking about it. Ben Ornstein: Let’s play this out. Sells for, let’s just say 200, easy number. Sells for 200. The ghostwriting agency, we get to sell that for 2 million. Would that be a successful number? I think 2 million is conservative. [Michael Houck]: I think right now we could probably sell it for low end 1.25, high end 2. Just because of the growth trajectory that we’re on. I think that good exit for the agency for me would be five or above. Acceptable would be like three or four, but in my head, my goal is five or above. Ben Ornstein: Okay, so we sell, let’s say five. What happens then? Are we focusing on on the other, the design, accounting, the new agency? And are we going all in on that and content? Is that what that looks like, So yeah, look, I mean, at that point, we have a lot of flexibility, right? [Michael Houck]: And I think planning beyond that too much is a wrong decision. But at a high level, yes. The idea would be we’d launch two or three more other agencies this year. They’d be getting some level of cash flow before we would sell. Founding journey, and we do the same strategy. We build up partnerships in the niche, get some clients via referrals and things like that, high trust. So those would be self-sustaining businesses that would flow enough cash where we’re comfortable. And then what we’d probably do is continue investing in content for sure, build up the brand. But I also think at that point, it becomes interesting to use some of that capital for investment. Venture fund if you yourself are putting in a meaningful percentage of the fund. Because people are like, oh, this guy really has conviction. You can do it where you only put in 1%. But it just looks kind of weird to do that. It’s all about trust. Ben Ornstein: It’s all about trust. [Michael Houck]: So yeah, I think at that point, the plan would likely be keep running the agencies for cash flow. Use some of this capital to invest. And also at that point, like, what does the world look like, I don’t even know, you know, how we deploy capital, whether it’s building a new software product, whether, you know, something happens with megaphone and it’s, it’s growing a lot faster. Whether we want to go out and build something else. Ben Ornstein: And I just, I don’t even know what the world looks like, So, yeah. At that point, you’ve, you’ve had your, your windfall. So you’re, you’re at least good at that, at that point. Um, that’s not a bad thing. [Michael Houck]: it’s about though, like it’s about building something that’s going to last for the long run. Not particularly anyone part of it, but you know, the idea is that I want this company that we are building to be a 20, 30, 40, 50 plus year company. And it’s like Nintendo, like Nintendo sold playing cards early on. Right. Like I don’t care what we sell. I want it to be high quality stuff that people actually want and delivers value. Um, yeah. So I, I just don’t know what the world looks like, Ben Ornstein: So it’s hard to say. It’s crazy. I mean, you go on Twitter and you see these, these, the tech getting better and better every day. And it’s just like, wow, this it’s the world is going to be very different a year from now for sure. Yeah. That’s what the trajectory looks like, [Michael Houck]: I was just talking to, um, my like one advising client that I still work with, um, this morning. You know, when he’s coding, he no longer is writing code. And basically, like 90% of the top founders are not doing this. And 50 to 70% of the second tier founders are doing this, right. And all they’re doing is they have cursor open. And on one side, they have like a chat with cursor to like work through the hard stuff. And on the other side, they have this like other mode that cursor has I don’t know cursor that well, but like this other mode where it can just go and be doing like agentic behavior and actions in the background across like big picture stuff. And it’s like, it’s crazy to think about what happens when we get to a point where a coding agent can code software entirely itself. It’s like, it’s a true hockey stick moment in terms of like what will be able to be accomplished because it’ll go from, it’ll go from human writing code to machines writing code To machines telling other machines how to write code and human capability will be I can run 10 companies at the same time You know It’s crazy Which is just nuts. Ben Ornstein: I’m sure you saw it and I think it’s it’s probably related to what you were speaking with uh with your client about was um 90, I think 95 of the latest yc batch You sent me that video It’s the [Michael Houck]: vibe coding video. Ben Ornstein: Absolutely ridiculous, which makes total sense, by the way. If you can not write code, but if you can not spend the time writing code and you can still get pretty much the same output, I mean, that’s outrageous. The best founders are the ones who figure out how to do things the quickest. [Michael Houck]: And so it’s like, if you can get the same amount of work done in a hundredth of the time, why wouldn’t you? Ben Ornstein: Yeah, absolutely. And for me, it’s like whatever we’re focusing on, um, I don’t have any plans on leaving. So I really enjoy working with you. I enjoy like just problem solving and figuring out, figuring things out, getting the shit done. Uh, and then just working with cool people. Like the, the clients that are, that I’ve been working with at least, on, um, the content upside, there are legitimately impressive, cool people like that. That’s, that’s a part of it for me, right? Like just making more connections and relationships too. Like that’s, that’s awesome. It’s cool to have that. Yeah, I agree, man. Um, and I’m glad to hear that. [Michael Houck]: I think, uh, definitely see you as a long-term part of, of what we’re doing and, you know, we’ll talk more about this later this month, but like, yeah, Just everything I’m throwing at you, you figure it out, and we get it done, and we jam, and it’s good. I mean, that’s good to hear. But yeah, we have to make sure that strategically we’re thinking about these event horizons because they’re going to be more frequent. Yeah, for sure. The age of just building a SaaS product and calling it a day or just building a business, it’s over. Ben Ornstein: It really is over. Yeah, it’s kind of insane. It’s just mind-blowing. I go in rabbit holes in my own head. I’m like, okay, if that happens, then it’s like, oh my God, what happens to this? It’s outrageous. Tech has changed literally forever. [Michael Houck]: Honestly, millions and billions are made because people understand and think about those event horizons and plan for them. That’s where the money is because that’s where the value is. Once it happens, everyone is going to feel overwhelmed. And so if you’re the guy with the plan who can deliver something valuable after that happens, it’s a lot better. Ben Ornstein: That’s great. We’re thinking about it now and starting to plan ahead. [Michael Houck]: Correct. Right. Yeah. We don’t need, we don’t need the strategy written out and planned out next week or something, but we just need to pay attention to it and we need to have opinions on what to do if certain things happen. Ben Ornstein: That’s about it. Definitely. [UNKNOWN_SPEAKER]: Okay. Okay. [Michael Houck]: Well, look, um, yeah, so just any thoughts you have on that? Just share whenever. No rush. It’s not anything pressing. But in more pressing matters, I’m going to send Warren that notion checklist. And then I’m going to finally be finishing those playbooks and sending them to you. So you should be able to take on the newsletter stuff for the new folks who come in. And in the meantime, I’m going to try to get content ops stuff off your plate by finding someone, excuse me, for that role. Because I think your time is probably better spent kind of higher in that process, interacting with the client, helping them get set up, doing ops across the business, making sure that things are moving. I think that’s a better use of time. Ben Ornstein: I also think I’d be better at that. [Michael Houck]: No, I mean, look, you’ve held down the Again, I just throw something at you, you figure it out, it’s fine. So I’m not super worried about it, but yeah, I think that’ll make sense. And then we’ll have, yeah, okay. [UNKNOWN_SPEAKER]: All right. [Michael Houck]: Okay, I think that’s all I had. I have a lot of stuff to get done over the next couple of days. Ben Ornstein: I saw your notion that said in your inbox, 99 plus and I was like, oh my god the notifications when you’re on notion when you were screen sharing I Am like a I’m a freak with notifications So like my personal email inbox you can look at not not the one for work because it’s impossible But my personal emails I don’t have a single Notification like they are they are deleted or or they are done with and I have folders for all that So I saw that and I’m like, holy shit. [Michael Houck]: I used to be that way, especially with email. But now over the last year, let’s see what it’s at now. My personal inbox, my main personal email is at 133 emails. That’s actually pretty good. Ben Ornstein: I would have expected way worse. [Michael Houck]: I care about it. I do pretty good. I had a zero inbox streak in super human. Long time, but now the personal one is screwed. Notion is just a particular pain point. Ben Ornstein: I never checked my Notion notifications. I should do that. Yeah, it’s tough. It’s really tough. But yeah, the rest of my day today, I’ve scheduled a bunch of posts for clients ahead of time. I got to finish Julius’s for the rest of the day for next week. And I finished editing the podcast. It’s really good. They did a pretty good job. They missed a few things. I saw your clips. [Michael Houck]: I have a Notion tab open to write the intro for the Stella episode. I’m going to record that probably over the weekend so we can finish that up. I’m also going to get back to the Europe versus America one because I really think that video is a good chance to do well. Ben Ornstein: thing going on right now? Yeah, that one’s going to kill. [Michael Houck]: Yeah, we got to get it done ASAP. So if you have any spare time to do more notes and research for that, specifically around what’s going on right now with the tariff situation and everything, it would be great to add that to that before I write the script. Ben Ornstein: So I can get started in the meantime, but just having that would be really helpful, actually. [Michael Houck]: More research on tariffs. Ben Ornstein: Yep. Looking at my other to do’s, I still have to review the VA’s work. One note on that. So Venus incorrectly did part of the megaphone engagements. But Raphael said that he thought it was because of his lack of explanation. So we’ll see. We’ll see if she picks that up. I’m going to check in with Raphael on that. But just a note. But other than that, I mean, yeah, I really got to review the VA stuff to really be able to compare. [Michael Houck]: OK, cool. Sounds good. Just let me know. I’ve been pretty happy with Venus’s communication and her responsiveness and all that. But if the errors are actually pretty significant errors on her part, then we just need to correct it and see how she responds to that. Ben Ornstein: Yeah. Yeah. Could be a one-time thing. We’ll see. [UNKNOWN_SPEAKER]: OK. Cool. [Michael Houck]: Anything else we should go over before the weekend? Ben Ornstein: Let me think. Oh, the community notes. So I followed up with a bunch of the emails, community notes or request. I followed up with a bunch of the… Sorry, by the way, just in case you ever talked to him on a call, it’s Emil. [Michael Houck]: Emil. I think it’s Emil, not email. [UNKNOWN_SPEAKER]: Emil. [Michael Houck]: Emil. Just like Emil. Yeah. Emil. Okay. Ben Ornstein: Okay, that’s a good way to remember it, okay, I had a guy on my tennis team in college who was a mole so sings Oh seems better Okay, so email got it I Asked so like all almost all of those clients I did like a follow-up an email and said like hey Do you do you have you know, it’s access or do you know anyone who does not one of them had anything? So That’s noteworthy to say, I’d say. [Michael Houck]: Did you pitch the idea that they sign up for community notes and show them the link that they would need to go to to do that? I did not do that part. OK. That’s fine. I can just respond to him and be like, hey, we didn’t have anyone who was already ready to do this and who responded in time and who was willing to or able to set it up or whatever. Up with those people, that’s fine. And I’ll just let them know that we’re still doing that. But in that email, just be explicit. Like, here’s where you need to go. Here’s what you need to do when you get there. Just to make it as likely for them as possible to say yes, basically. Ben Ornstein: Because, yeah, my approach was, do you already have access or do you know someone who does? Yeah. Yeah. But maybe it should have been that approach instead. I don’t reach out to that. I reached out to maybe 10 about that But okay, I’ll Be more explicit with the other ones just to see how to ball forward there I think it’s just unlikely because it’s like such a small percentage of Twitter users [Michael Houck]: do this So it’s more it’s more likely that they won’t have access and will need a kind of instruction on how to get access But they still might not want to do it. Like they might just be like look I don’t want to get involved in community notes stuff because you know, I don’t even know what the topic is that this is about Yeah, I don’t either. But OK, I’m going to respond to him today. And I’ll just tell him we’re still working on it. But everyone we’ve contacted so far hasn’t had access or hasn’t been necessarily interested in doing it. Ben Ornstein: Cool. OK, that sounds good. But yeah, I think that’s about it for now, if I have anything I’ll message. But yeah, I think that’s it. [Michael Houck]: OK. Cool, man. I don’t think there’s anything else on my end either, so sweet. And then, oh, the one other thing, just to close the loop on this for myself, because I’m looking into this a little bit right now, the health insurance stuff. So for context, I’m basically doing this with a couple of things in mind. One is just team need, right? So I know you’re on your fiance’s right now, or you’re Do you not own anything? Ben Ornstein: I am paying for the worst possible health insurance in case I go in the hospital so my parents don’t go bankrupt. [Michael Houck]: That’s what I’m paying for. Okay, so that’s one consideration. Consideration number two is like, for the Ghost Writing Agency, we’re thinking about bringing Jacob on full time to help out. He’s great. I love him. Yeah. Not just for writing, but also to help coach the other writers on the team. So as we think about that as we think about your situation both with you know the plan to work together kind of going forward and then also just for me personally like I have access to really good actually health insurance for at least the next few months because basically I can have it until the courts process the divorce that is everything is done there it’s just sort of sitting in a pile waiting for some judge to go sign it and then they a few months for that to happen. So I’m trying to figure out when the right timing to do all this is. Probably is my guess like Q2, Q3, we’ll do this and we’ll talk about Jacob at that point. But for your situation, like you’re good right now, basically, until that happens. Ben Ornstein: I’m fine. Luckily, I’m going to knock on wood, do not have any major health issues or anything. So I’m paying for that. Just in case the worst, absolute worst happens, I’m good. [UNKNOWN_SPEAKER]: Okay, cool. [Michael Houck]: That’s helpful. But yeah, when the time comes that we do do that, would obviously want to offer that to you as well. And that would just be sort of a benefit on top of whatever we figure out this month. Ben Ornstein: Okay, that sounds great. That sounds great. Yeah, I would certainly opt into that. [Michael Houck]: My mom will be pleased about that. Ben Ornstein: You can give her the heads up that it’s coming, if you want. [UNKNOWN_SPEAKER]: I may do that. [Michael Houck]: But yeah, I mean, look, the company’s in a good place. We’re growing. I feel like it’s the stablest that it’s been in the first two years of the business. So I feel like we’re in a good spot to do that. OK. Cool. Well, let’s break. We’ve both got a lot to do. And then we’ll talk more on Slack. Sounds good. All right. See you, man. See you. [UNKNOWN_SPEAKER]: you