00:21:29 · Sebastian Johnson, Ilia Drozdov, Dan Lifshits
[00:21:29] S0: And what role do you prefer? You know, do you prefer being, you know, CEO? Do you prefer being product manager? [00:21:37] S1: But CEO role is not well defined. CEO should be focusing on the kind of most important things in the organization, helping to expand the frontier. And I think today, I just, like, deeply feel that we will not be able to expand the frontier if I'm not, like, on the frontier. And I just like... Yeah. Yeah. I to build myself for the fur... Like, for the first time, I feel that I have to be CEO building alongside with the team. Otherwise, I'll just be just like redundant CEO of a big American corporation, kind of old school, whatever. Right? I think [00:22:10] S2: it's to which extent you need to understand the capabilities of Frontier itself. Right? And I think that as long as some fundamental shifts would continue happening, I think it's just not just kind of a nice desire. I think it's essential to kind of to remain on this Frontier just to understand on the fingertips what's going on. Then as we discussed otherwise, kind of how to disseminate this knowledge.
00:22:10 · Dan Lifshits, Sebastian Johnson
[00:22:10] S2: it's to which extent you need to understand the capabilities of Frontier itself. Right? And I think that as long as some fundamental shifts would continue happening, I think it's just not just kind of a nice desire. I think it's essential to kind of to remain on this Frontier just to understand on the fingertips what's going on. Then as we discussed otherwise, kind of how to disseminate this knowledge. [00:22:34] S0: Yeah, mean, it's amazing. Yeah, it's amazing to hear you kind of like, people are talking about founders are getting back involved, coding and developing a building, but it's amazing to hear that you're pushing to production your first product. That's like so cool. How are you thinking about capitalising the business and you're quite unusual as a tech company to like traditional SaaS companies, know, they used to invest loads of money in R and D and engineers and research whatever and you know then scale up to GTM and B2B sales. A very different type of business with a very different business model and focus. How are you thinking about deploying the capital internally to make sure you've got the right team and what does that look like? Is it like an M and A department? Is it just like an implementation department who are kind of helping you these businesses become an AI first business? What does your own org look like?
00:23:17 · Dan Lifshits, Sebastian Johnson
[00:23:17] S2: I actually kind of maybe would do a slight correction to what you mentioned because I don't see ourselves being any what different honestly fundamentally to what you described because in our case buying a business is simply just buying the customers and the distribution. As simple as that. So gonna as much as some of the kind of AI kind of SaaS companies, for example, will be putting the money into GTM and marketing and everything. In our case, it's acquisitions and integrations and buying the business. But after we kind of bought it, then the rest is effectively kind of how to take Enable and AI native that and run the operations in the business. So kind of that's where most of our investments are going into kind of how to run the business in the most efficient on one end and the kind of best user experience way from the kind of standpoint of the product, engineering, operations and change. [00:24:03] S0: Amazing. Well, congratulations. You guys are crushing it. It's super interesting. It's such an interesting search in the industry. So thank you both for joining me and I hope the London move goes well and I'm looking forward to seeing the portfolio of companies grow and grow and properties grow and grow before long you'll be the biggest landowner, like almost landowners of The UK almost in terms of properties. But look thank you both for joining me. [00:24:27] S2: Thank you very much. Thank you. Thank you.