Build Fast, Fail Fast is destroying startups. AMA with Vesko Kolev Product Webinar #2 07.05.2026

Hello everyone. I think we're ready to start. Uh, welcome. I'm really glad you're here. My name is Emil and I'm part of the entrepreneur team and I will be your host for today. And I have with me Vesco, founder and CEO of Ireneur. Before we start, a little bit of uh housekeeping. This is going to be a 60 minutes ask me anything wife session. We don't have slides, no presentation, no pictures, just questions and honest answers. Uh the questions you're going to hear are collected over the past week from founders and entrepreneurs from Reddit, Twitter, LinkedIn, uh indie hackers and other communities where we are very active and Vesco hasn't seen them. So first time hearing those questions. He hasn't been briefed and he has no prepared answers. So it's going to be a lot of fun. If you want to participate and I actually highly encourage you uh drop your questions in the chat and uh before the end of the session we will get to them as well so that you can get your answers wife and make this even more uh fun and entertaining. The topic for today is something that we as a team feel very strongly about. Build fast fell fast is destroying startups and this has been uh the the mantra that many startups are repeating for the past decades. So

Vesco, do you want to open with a little bit of why do we think so and u why do you feel strong so strong about um that uh that statement — as we all have heard it probably a gazillion of times? Uh everyone is saying just build it like the Nike principle just do it. But uh the reality is that uh there are way too many products that have been built that are great products and the engineers have uh found a great way to develop them but in reality nobody actually needs them or uh needs them enough so that they uh buy them. And so uh with the advance of AI tools like Lovable CL code and uh other similar tools actually the acceleration of uh the of how fast you can build things uh become like uh 10x 100x faster. And so the thing that was accelerated actually was like how fast you can build. Uh but the real challenge as uh evident is not necessarily what uh how fast you're building but how do you know that what you are building is um or actually a better question is how to figure out what exactly to build so that the market actually needs it. And uh when you look at the statistics uh and the reasons why startups and products innovation actually fail. This is the uh statistical reality. It's not necessarily about how fast we build it. engineering challenges. Most of the time and when I say 80 90% of the time it is about are we solving something that enough people care about to get solved so that they bite that's why we are passionate about uh that and uh yeah does this make sense? Yeah, it makes a lot of sense. But u I want to push back a little bit on that and we have some questions from founders that u were a little bit on the other side. So let's go through those questions to see what others think. So isn't this just how startups work? So you ship you learn uh what is the alternative like how do you spend your

six months uh before building if you're not shipping fast? — Yep. So the uh typical path uh that uh follows the recommendation just build it is that you build it you put it on the market and then you see what's happening. The problem with that is that uh when you ship something there are many problems with that but uh the most uh obvious one once you ship it is that uh if customers don't come which happens as I said in 90% of the time how do you know what is it that you should change so that uh you gain traction so this is one of the fundamental issues with building it The assumption is uh if we build it they will come. The challenge is that when you build it and nobody comes you don't have a clue why nobody came. And so this is the first problem. The second problem is that everything is rational or the opposite of emotional until the first line of code uh gets written. And so uh the uh more you postpone the actual uh building of uh of a product uh in uh like spend time validating and understanding the market uh you'll be better positioned of not having to like uh having to like change your baby or kill your baby. So this is the other thing that becomes obvious slightly at later stage. Uh how should we spend our time based on like what we believe. Uh the best time spent is to okay I have an idea. I capture it and from that moment on I treat it as a set of assumptions. not just uh what I want to build or what problems I want to solve but a set of assumptions uh about the whole thing that uh makes uh this idea a business. So it's not only about uh what you build, it's who you are building it for. What is it they want to get done in their life so that they would need such solution? What challenges do they have with existing solutions? how you're going to uh reach those people uh with what message and so on. So uh the best way in my view to uh spend your first six months is uh not necessarily not building right it's first validate first capture assumptions then start validating them then once you see that the problem exists or a version of the problem exists in the problem space that you uh explore uh then move to uh figuring out the go to market, build something to test whether the actual uh go to market works and when you have like enough conviction that what you're building has legs then you start building it. So that's uh my answer push back. — Great.

— Yeah. Uh so do you think that actually contradicts with the LIN startup methodology or how does it fit in that? H so one thing that uh is part of our so to say uh profession uh I mean uh being part of Impreneur is to uh spend significant amount of time to deeply understand the methodologies that exist and how they evolve over time. And so uh the initial version of the lean startup uh was pretty much saying go build iterate learn and so on. And I think that uh even the uh initial idea of the author wasn't necessarily how the majority of people understood it. So uh when we say build it doesn't actually mean and u this is the modern interpretation of the lin startup it doesn't mean to build the product uh it means to uh build something that will help you learn and uh if the lean startup was born around 2010 in in 2026 uh The best advice that uh we give to the best of our knowledge is uh the one that I've already shared. Uh get an initial idea, treat those things as assumption and start learning uh by uh by doing customer research uh following the best practices for that. And then once you have a good feel about what the real challenge is on the market then start building. And one thing that uh I want to uh if there is one thing that uh I would really love our like u participants today to remember from this session is this uh everybody says you have to have unique value proposition right and uh the thing that I would like you to uh and I hope you remember from this session at least this one is where unique develop proposition lives unique value proposition lives in the frictions and the challenges that the existing solutions uh have and so if somebody wants let's say to get something done and there are different ways to get it done you can do it uh by something that you've built yourself or buy something or or manually or automatically uh imagine different alternative solutions Broaden speaking, uh the reason why uh a new solution might win is when and if uh there are so many frictions with existing solutions. And once you explore the market and understand those, this is the moment when you have and or starting to have clarity on what the actual customer problems are. And if you follow the right process that is uh by the way um exposed uh in Impreneur by definition you have unique value proposition that's uh one thing that I hope everybody will remember — nice all right so this sounds good but

on the other hand we are seeing companies like Airbnb and Dropbox they say uh we ship and then we figure it out and it clear clearly works sometimes at least for them. So when it works, when it doesn't work, what do we do uh in different situations? — So uh when we say Airbnb and Dropbox, can we specify uh what at what stage we are exploring those two examples? Is it when they were incepted or is it today? Um I would assume the original uh person who asked the question is saying now but uh maybe we can cover both because I think there is interesting difference. — So uh in the case of Airbnb as far as I know the story and as you said and as you share it I don't know the question. So uh that's why it's fun. you'll be seeing me burning uh under your questions. Uh but joking aside, as far as I know, Airbnb started as an idea uh to be an alternative to uh like accommodation uh especially when there is like a conference or something big as an event in a particular uh location. And so uh the founders of Airbnb actually went ahead and pitched their idea to investors. And uh just imagine how it went like it was like hey listen uh we will introduce a platform that will enable people to lend their sofas uh to strangers and let them sleep in their house. As you can imagine, they were laughed out of the room like in less than 30 seconds. And uh yeah, it's strange, but what they did, they actually uh create an experiment where they said, you know what, we're offering our uh like sulfur and uh the data showed that people actually wanted to do it. So uh to your question particularly about Airbnb, I think that they perfectly followed uh the advice to research the market and to uh do something small that can test uh the idea. uh and they did it in the cheapest possible way which is different than building an MVP uh in the sense of min minimal viable product and uh and yeah so from that aspect I think uh the Airbnb guys were like u just testing their most uh the highest risk hypothesis and when they got back with this data that show that it works Then nobody cared that this sounded strange because there were was proof that it worked. So this is uh the one example. Uh the other was Dropbox, right? — Yeah. Y yeah. — So Dropbox is uh also like u very interesting and by the way it's the same for Airbnb. If you think about uh how they started like Airbnb, the guys actually observed very specific pattern when there are so many people in town it's impossible to find a hotel that is cheap because as you know when the uh there is an event everything goes high in terms of price and you should like potentially stay uh 100 miles away to be at that event. So they observed a very specific failure of existing solutions in the context of Dropbox. It was the same and uh what they saw is that uh it's very hard for people to actually keep a set of files between different machines, right? I mean I have my laptop, I have my computer, uh probably at some point my phone, but in order to uh share them, what they needed to do uh the only solution was either to be part of one in the same uh private network or virtual private network or uh email them or a bunch of other workarounds. And based on that observation, they created uh they didn't created the software, they created a video demonstrating uh how they imagined Dropbox to work. It was a prototype or a mockup that uh just uh showed the process and they were very successful with that because at the second they shared it on YouTube it became as I know viral and uh this is how they tested their idea but uh it wasn't like uh they didn't know that there is a pain they knew and sometimes you know right for example uh I don't know uh let me give you an example so for as a founder I have to process invoices and every month I have to spend one hour that I hate like with passion and this is the the hour where I have to enter a few invoices and for a long time this wasn't like a solvable problem rather than either hire somebody uh or do it yourself and over time as OCR become better there is like one click solution today. So sometimes you just know there is a problem that exist and everybody hates it. So you don't have to uh prove that uh that this exists. Uh and I think Dropbox had such experience with Airbnb. There was also such experience. But as you can see the uh platforms weren't built day zero. They were tested very fast and there was no such big question in both cases on how to find your customers. So there are certain cases where the go to market is clear. For example, uh as probably you know uh our team was part a company called Teric and uh Teleric is one of the number one companies that uh provide uh UI components for the net ecosystem and the JavaScript ecosystem when they were incepted so to say. So when you have such ecosystem likenet the Microsoft ecosystem or Shopify or whatn not your go to market is uh far far more clear than when you build something for an audience that is not so like concentrated. So there are specific cases where those circumstances make the task or some aspect of the tasks easier or clearer but at the same time the rest isn't so clear. Does this answer your question? — Yeah. Absolutely. I'm wondering do

you think I don't know how visibility you have over their operations right now but do you think they should uh build their products differently now that they're established company with validated problem um definitely so one thing that extremely big companies have in terms of uh advantage is that they're big and one of the biggest think that they have as a as disadvantage is that they're big. So why one and the same thing is an advantage and a disadvantage. When you're big, you have a big uh base of consumers and uh you can make more experiments and try things here and there and you can get pretty good idea what works and what doesn't. At the same time uh when you are big you have reputation and whatn not and so uh the machine is not always accepting uh tests that are not polished which sometimes result in slowness and uh to answer your question I think that uh the every company given the rapid pace of uh of change that's happening especially around AI today uh must not should must uh employ a process that um is startuplike that explores the uh market and how you evolve uh in far more startupish way where you don't just look at your typical competition and stuff but uh you look at the broader problem space uh because if you just focus on your problem space uh a lot of things that can threaten you or the right term is disrupt you might be invisible. So for example think of let's say Google 5 years ago Google can think only about like search and can think about how to monetize search and Google ads and like the other things that they are doing. uh while today uh they cannot just think about search because the whole concept of how I uh find answers to my question and how I find information is conceptually different than what used to be like three two three years ago. In the past what we did is okay I have a problem I go and do this Google search look at those pages then another one then a third one a fourth one and somehow in hours I connect some dots and today with chat GPT you don't you cannot think about searches anymore with the LMS you you have like a far superior way to uh find answers to your questions and uh unless Google pays attention to those which they do uh they will die. — Yeah. — And so my deep belief is that unless you uh think like a startup and you act as one um there are very high chances that uh you will die. In the past like again two three years ago being big rich and I would say high esteemed or arrogant uh was an option. Today it's not. I think it's obvious why. — Cool. So switching gears a little bit. Um we talked a lot or we said that you should validate before we build but let's develop this a little bit. So uh

how do you know when you have done enough validation? It feels like you can always talk to one more person and at some point you have to start building otherwise you are overinvesting into um building confidence that it's already enough. So how do you balance that? M so if we assume that uh you have a good segmentation in terms of customers and uh um I think one of the best ways to segment your customers by looking at not at their demographic psychoraphic or anything like that but looking uh into their circumstances what is happening in their life that causes them to do a certain job and what they employ to get it done. And so, uh, if you look and nail your customer segments or nail them in in, uh, in a good enough way, then, uh, when you start, uh, doing like customer interviews, uh, the moment to stop is the moment when you start hearing pretty much the same thing. So if you don't start hearing similar things after let's say 15 or 20 interview the most probable reason for that is because the people that you talk with are not part of one in the same customer segment. And so this is a moment where you can say okay let's look at what we have look for subclusters and uh then uh change the definition of split it merge it whatever the data is showing and then uh continue your work or continue your work through that perspective. Another reason uh but again if you follow the right process this will not happen. But uh if you hear 500 different problems you either have uh a broad too broad customer segment or the challenge is not so big. So that's that's my answer to that. — Yeah. A follow question to that. So I I do some interviews. I understand what

is the trend there. I understand I capture the pattern. Am I done with the validation? Should I start building and never look back or what do I do? — Yep. So uh fundamentally doing customer uh interviews is all about discovery and validation. And uh when we say validation the definition is you have set of assumptions you want to prove or disprove them. Right? When you say discovery by definition discovery means to learn something that you didn't know before you uh you start. And uh to your question uh should we stop uh with the interviews? The answer will be yes. If the environment that you operate in is static. So if you look at how many like different like fields you can work in uh and ask yourself which of those fields are actually static today again given the um evolution of AI and a bunch of other things. The most pro answer to that question is no. My field is not static. I can't think of to be honest with you Emo I cannot think of a single field that is not touched or will be touched by AI and from that perspective the only certain thing is that there is constant change that's happen and from that perspective constant discovery continuous discovery process is uh the best counter act of that um of that think and uh yeah this gives you I would actually uh like add one more thing. So the point of product market fit is when you actually have built something that the market demands right and uh product market fit given the rapid change of everything is not a point in time a static point in time. It is something a fume that moves forward. Why? Because the capabilities of technology are continuously increasing. At the same time, the expectations of users are continuously increasing. And from that perspective, this thing moves. So by definition nowadays, you have to continuously work on on achieving that. So yeah. — Nice. Uh one wife question from the

audience from Peter. Uh is there a specific metric or interview count that you consider sufficient for moving from validation to building to an — so uh the right metric is uh when you start seeing uh that uh the answers or the situations repeat in your interviews. This means two things. You have nailed your customer segment and you reached a point uh that you don't learn anything new. Uh a guidance that is not um uh rooted in anything but experience like u empirical uh number that uh you will see in your practices between 12 and 20 interviews. So when you have like your customer segment well defined and I told you how you ensure that then in 12 15 20 interviews at a given point in time you will you should be able to uh see one in the same patterns and because everything changes you have to have a continuous process that explores that. And by the way a very important thing uh each iteration you don't necessarily explore one in the same aspect of uh your customers right today you're thinking about this job to be done that your customer segment is uh needs to get done or these outcomes but then the next time it might be the same next level of of uh think you validate And so um this is a continuous process that uh if you follow and you get used to it uh you will start having an intuition for it and that's the number that I think uh is a good guidance 12 20 interviews uh does this answer the question if the person can just like say yay or nay — while we wait for that question from

How many interviews you do before building I keep before starting — Jesus mother and god uh 200 — 200 okay — 200 with different segments uh we're exploring uh primarily early stage entrepreneurs and this by definition is a very wide range of groups this is from people who just start to people that has raised like millions and millions of dollars uh We've also explored aspiring entrepreneurs. Uh one of our actually uh segments that we started with was the segment of people who dream about becoming an entrepreneurs but have a steady paycheck and wanted to make the transition from a steady job to entrepreneurship. And the market uh trigger for that uh hypothesis, the market condition that made uh was introducing pressure for for that change was uh a massive layoffs that were we started seeing uh in J like Microsoft and whatnot and so yep so we've explored aspiring entrepreneurs people who want to transition to entrepreneurship early entrepreneurs early stage and also product builders in uh established companies and yep we did it manually by hand thanks all right uh next I'm going to

combine two questions I think they're very cool so uh the person is saying I have no product no audience no budget I want to validate my idea this week what do I do tell me day by day uh how my uh what are the activities that I should do what is the for — so the first thing you go and get I can prreneur from absumo you have like an option that is uh just like uh 69 or 60 I don't remember the actual number you get it and you follow the steps inside uh in less than 30 minutes what you'll get is you'll capture your idea and express it as a business model or if you don't have a startup idea, you will actually uh get one based on your experience and stuff in a conversation uh with Eva uh you're a co-founder inside the platform and then in uh those 30 minutes you'll be able to lay out your idea as a business model. As I said it's not only about what you built, who you build, it's how you reach them and so on. So once you have that then you'll be able to have a very quick run of uh AI validation. uh you just have to follow the startup guide in inside the platform inside your startup workspace and in under 7 10 minutes you'll have uh an initial validation that will allow you to have an initial understanding of what the actual customer problems are and also be able to create a buyer persona and uh go to market assets like landing page with positioning messaging and whatnot. and a sales deck that you can just get and use in front of real prospective customers. So once you do that, let's say this is not day one, this is like uh 30 minutes. Then the next thing is to uh figure out which customer segment you want to focus on first because most probably you have two three some people have more than three. Our advice is don't start too broad. Just like start with two, three and then pick the most important one that you believe uh is or the most logical one. And then the next step is find people that are part of your network that customer segment uh so that you can do uh your first interviews with them. uh why that is a great advice that many people underestimate uh because when you follow the right methodology uh you can ask anyone that's part of the customer se segment regardless whether they are friends family or or other relatives it doesn't matter you will not be asking them about their opinion and that's why they won't lie to you ask them about their experience and explore their actual experience which is like sharing their So uh the reason why that's a good idea is because you can interview them in a very useful way. And then the second reason is because at the end of each interview, Eva will suggest you to ask them for referrals to other people that are part of that customer segment. to say because one of the uh critical and most important characteristic for a group of people to be considered customer segment is not only whether they have similar problems and it's not only that they there needs to be uh one product to be able to solve those problems for them. The most important factor is that there needs to be a word of mouth between them, which means those people should talk with each other. And that's why uh if you start with your first level connections, you'll be able to get to the next one and the next one will give you the next one and you will not have to go and do like cold intros and so on. You will always be like doing warm intros. And so uh my advice for day one is set up interviews for with your like first three, four or five people. Uh you have options in Impreneur. You can either ask them to uh be interviewed by Eva in their own time or uh just interview them by yourself uh of course uh while Eva is listening to your conversation. This can be done either in face-toface meetings or using Google Meet. Eva has those two modes. So, yep, figure out five people, three to five people, set up those meetings or just send them uh and ask to uh get interviewed with in less than let's say 30 minutes. And then uh once you have that uh ready uh you just start following the process. If you do the interviews by yourself uh I think you will the most that I have personally been able to do is four to five uh 30 45 uh minute interviews per day. After the fifth one, I can tell you definitely that uh the context switch is so big like the attention that you have to pay is so high that uh it's close to impossible to do more than five and uh if you think that I'm old I am but when I started I was younger so the data point might be relevant for you as well. And so uh I will spend two days like the first day is uh initial air validation and preparation. The next two days I will focus on problem discovery validation and the last two days of the week I will focus on bar personal validation. At the end of the week, I should have if I have talk with let's say uh again if I do it uh in person I would have at least 10 interviews and uh if it was Eva who interviewed the people they can be far more because she doesn't sleep right and uh at the end of the week I should have pretty good idea which of my assumptions are uh valid. validated or proved to be uh aligned with the reality and which aren't and at that point I should be able to uh know um at initi at to some extent uh how good my customer segment definition is. Should I split it? Should I what? And uh yeah, at this point you know far more about whether the problems that you thought exist um whether you know how to reach those people. Yes, second week if you have that data you can start deploying a landing page and start mark marketing tests because at that point you have like the needed to start iterating on that. At the same time uh we will haven't uh talked about a solution at all. We'll just be talking about uh we'll solve this, we'll solve that, we'll solve and uh at the end of week two, I know that you ask me about the first five days, but in the end of week two, you might have a good start on um landing page that collects um a weight list which will be for your early adopters and this is only for your first segment and so on and so forth. Does this answer the question? I don't know who asked it, but this is the dream here, but I think it was a very good description.

— All right, another person is saying, I know I should do customer interviews. I had them. I never know who to talk to. It's awkward. Can actually synthetic interviews uh so replace serial conversations or are they just going to tell me what I want to hear and uh give me false confidence? — So um will the synthetic interviews provide useful data? Yes. Uh are they a good replacement for uh real world conversation? No. And uh why is that? Because synthetic interviews are intended to give you a first signal. And uh regardless of uh how great we've made them at the end of the day, they are not uh representative of uh what's going on right here, right now, today in your environment, in your customer segment. They are directionally just five data points because we don't allow more than five uh synthetic interviews. Uh on the uh real interview side they can feel awkward. Yes, not everyone likes them. Yes, you don't know who to speak with. Yes, initially you don't know. But here is a big butt here. Uh I think I've covered how to what is a good way to think about who to talk with initially. Find people in your network. And some people say but listen I'm building a platform for doctors let's say surgeons and I don't know a single surgeon. And at that point I just uh ask them to pause and think about it. How are you going to build something for surgeons unless or when you don't know a single one? So the first step is find a way to get to know at least two of them because again how are you going to build something if you don't know a single person like that. So uh from then on you have those two people that you know and you follow the process that I already shared on the awkwardness side and um uh and uh yeah you don't like it. I have two answers for you. The first one the easier way out is you don't need to because Eva can do it for you. At the same time, I want to uh how to say it some say something really obvious and I hope you agree with me. I mean the person that asked that question or everybody that thinks like that entrepreneurship is anything but a comfort. If you think about your huge comfort zone regardless of how uh like experienced you are and so on and how flexible you are, entrepreneurship is the one of those things that goes way beyond your comfort zone. Today it's like talking to people, tomorrow is like 500 other things. So one thing that I can genuinely give you as an advice being uh 25 years in the industry seeing it through all the different angles entrepreneur investor uh corporate uh developer everything that uh you can think of. Uh the one thing that you should accept in entrepreneurship is the comfort is the last thing you should think about. The one thing that you should think about is how to make myself not resilient but antifragile. Uh there is this definition that I like very much. So if uh resilience is about uh performing well under stress, antifragile is uh a state where you not only perform way well under stress but when you enjoy being under stress. And so my sincere advice to you is when you feel a such discomfort and when you had chosen the path of entrepreneurship be like the boxers. So the boxers when somebody's about to punch you what's non-trained people actually do often is they move away right but in boxing when there is a punch that is coming you have to go closer to the punch. Why? because the distance that the arm have to go through is shorter and the punch will be smaller. So my advice is when you feel discomfort don't run away from it. Just go and do it. I'll use the Nike uh slogan I think in a better way. Uh do the right thing and just do it and don't think whether it's comfortable or this or doesn't. It doesn't matter guys. What matter is build a thing that you dream about. Build a team around it. Um imagine how better the world will be when you build what you are aspiring to and don't bend under the pressure of uh since some initial discomfort. Emma, does this make sense? makes a lot of sense and I joined this a lot but we have less than eight minutes and I want to cover at least four more questions so let's try to fit them in uh

why can't I just use jajity for this or another watch language model — yep so fundamentally ampreneur is uh optimized for different thing than chpt and loom in general chpt and I'll use it broadly as an example of anom is uh very good when you want to discuss something or brainstorm something or whatn not uh it's great and the thing about it is that uh as you know and you heard it 500 times it's all about knowing the right questions but great Impreneur is built for a different reason and for different use case Ireneur is built to uh combine stock method do uh when it comes to entrepreneurship and building business in a structured rather than a chaotic way. Uh get the best LMS for each job and uh provide that in a single experience where you have a system which is not just a chat and to be honest with you uh Impreneur is not optimized to be a cheap LM wrapper. it is optimized for something else and it is reducing the risk of failure for founders and accelerating the speed to get to market. So to answer your question uh to the person can you do um uh what I can prreneur provides with chat GPT uh it is as true as uh building your own CRM if you know how to code right it's possible of course the question is this what you want to spend your time in or is it something else does this make sense Yeah, totally. All right. So, we started

with uh FA build fast, fail fast uh and you touched on that AI technology is making building really cheap and much faster right now. So, if the cost of building fast and failing fast is zero, why don't I just build it in minutes and see how people reacted to it instead of spending time seeing interviews? — Yep. — Absolutely. So uh great question. Thank you very much for whoever asked it. But the the biggest thing is that this uh what you've shared like as a statement sounds awesome, right? The problem is that it's not true. There is an underlying assumption uh there that when you build it there will be somebody who will tell whether they like it or not. The missing piece is that when you build it and you put it and nobody comes, the unanswered question in this case is how do you know why this thing didn't work? Yes, there are few cases less than 5% or 4% or 1% that build something that it actually works and sometimes it's not like accidental. Most of the time is but sometimes not accidental. it's through deep understanding of the market conditions or uh not so uh complex market conditions, right? And so uh yep, that's the missing piece. And one other thing that uh is very important to to be mentioned like to be fair, right? There are different types of innovation so to say. If we put like startup building in in uh as part of innovating right there are different ways to innovate like some people build things that don't exist. Sometimes exist somewhere else right and uh one thing is called like innovation the other thing is called replication. So depending on what case you are in you might say you know what I'll replicate the model. The truth is that very very few things are directly transferable from location to another one and there are 500 examples that we can talk about. So uh yeah to answer your question directly there is an underlying assumption in the statement that you've made that's wrong and uh I hope that uh everybody on the call like heard it so that they can think about it. Nice. All right. So the last question is

going to be from me. Uh what are you excited about right now and what cool things are coming to next? Oh wow. Jesus. Um, today is one of those days where I cannot tell what I'm excited about. And the reason is because there are so many things to be excited about. So today we are launching like things like uh white labeling uh that will allow people to uh use EVA under their own brand when they interview people. This was one of the highest requested features from certain customers of ours. Another thing that I'm extremely excited is uh that we are about to release a mode where you can actually have a conversation with your bar personal. So imagine you're building that research and it results in a bar person. You can start having a conversation with that. Just imagine it. Uh I'm also excited about the uh two new tiers that we're about to introduce to uh Absumo. Uh I would just like slightly uh open the curtain and share that one of the things that we've heard people saying we need more credits. So we're introducing one of those tiers will be having uh significantly more credits at a very good like uh price. Um and yeah, today we have three releases. Uh tomorrow we'll have also two and uh everything is like going super fast. I'm extremely grateful for everyone that is uh joining us uh from Absum and beyond. Um it was amazing experience for us so far and uh yep I'm really happy that we're able to have this conversation today and actually I'm like looking forward for the next one.

— Yeah we have a bunch of questions left so I have to continue this uh in our event. Uh but we have to wrap it up right now as you heard a lot of things to do. We have to go back to the desks. Uh two things to say before we close. Uh if you want to go deeper into everything we talked about today and you haven't grabbed Ireneur yet, the campaign is still active on Absumo. So go there, grab it. And second, if you already got for Absumo, leaving a review will it will mean a world for us. So uh spending a minute really makes a difference for us and we'll be very grateful. Uh any final words, Vesco, before we close? — Yep. Thank you very much and I appreciate you uh taking the path of entrepreneurship. Uh I think the world deserves more people to uh follow that journey and uh this how we make the world a better place. I know it sounds like cheesy but I deeply believe it as well as our whole team believes it. So thank you very much for your time. — Thank you everyone for joining and watching and see you next time. Bye.