Julian: Hey everyone. Thankyou so much for joining the Behind Company Lines podcast. Today we have BrandonCooper, CEO and co-founder of Aphid, an ecosystem and financial technologycompany disrupting the nine to five workforce utilizing AI and blockchain technology.Brandon, I'm so excited to chat with you, and obviously there's so many buzzbuzzwords and what I just said there, but I'm excited to know the mechanicsbehind it and.

What the building and developmentprocess is, especially in the space that you're in. I know it's, it's not astraditional, but has traditional elements to it. So excited to uncover whatthat means. But before we get started, how many, and this will make more senseto the audience as we, as we evolve through the conversation, but how manyBrandon clones, what it take to say, I don't know, run, run the whole world?

Brandon: Oh man. The entireworld. I think you need at least 10. To run the, I mean, the president andthey, they have a lot of people behind them too. So at minimum, 10 peopleworking on it at a, at a VP level. .  

Julian: Yeah. Yeah. I lovethat. I love that. And describe a little bit about the journey. What, what wasyour journey before Aphid and what inspired you to start the company?

Brandon: Ultimately? It wasreally me being at a job that, where I wasn't satisfied, it was really justtaking up a lot of my time. The earnings wasn't what I wanted it to be at aparticular time. We were never really satisfied as humans where I was lookingfor the next thing, but it was just really from stress, to be honest with you.

I mean, I had to take a. A lot of breaksand things away from work because I, I was just working a lot and I know peoplewho have jobs that were worse than mine, and it's not, it was a bad job, itjust wasn't for me anymore. So me spending the, the time that I was spending atthat particular job, I said, man, I wish I could just have another version ofme working at the same time, doing some of these repetitive things where Icould focus on other things.

And it was just a crazy. at thatparticular time, but you said, well, no one has really disrupted the nine tofive, like everyone has side hustles and things like that, but there isn't asolution to this problem where, people are spending 90,000 hours at a job overa lifetime. We saw a problem and talked to one of the other co-founders aboutthe idea, and we started working.

Julian: I love that. And, andtalk about this idea about the nine to five. I, I think I, I've watched a fewYouTube videos about it and, and it's conception of it, being part of theindustrial revolution and, and really trying to, pinpoint someone's maximumcapacity. But there's so much more technology in the world now that I feel likewe're doing a lot of repetitive things so often and, and being careless aboutthe time we spent.

And, obviously EM, employees can onlyimpact, the, I guess, structure of the organization so much. Where do you thinkthe gap is for companies that are paying people and employees to do tasks, butnot necessarily, enabling, enabling them with tools like yours to be able tocut out some of the, the repetitive work.

Where do you see companies failing? Isit, yeah. Is it going into technology and discovering new things? Is it beingstuck in the status quo? What, in your opinion, do you, do you think companieshaven't tackled ways? I guess maximize efficiency with AI or, or with any othertechnology?  

Brandon: Well, I think theirbrains are really set on one thing and it's just profits.

Sure. I, I don't even, they don't careabout, Employees as a whole. It's really just about, PS and shareholders andyeah, the investors, the people who are a part of the, they're looking at theirquarters and they're saying, yeah, hey, where can we cut corners? Right? Are wedoing anything that's going to help us have a be, to be net positive for thisparticular.

and you saw McDonald's, they, they haveautomated McDonald's where they have now only, they only need a couple peoplein there. So if, if you start to, if you using McDonald's as an example, if youtake every McDonald's that they own and then you cut away, you cut those peopleaway from the company, you lay 'em off.

Look how much money they're gonna savein terms of the labor. . So from an enterprise and business perspective, theysee that as the smart way to go. And then now those particular people who usedto work there for one, most of 'em are complaining that they're there in thefirst place. So yeah, they're like, Hey, well since you hate this job so much,bye.

Then we have the great resignation in in2020. During, during Covid and over 47 million people quit their jobs. Yeah. Soit's like, okay, well what are you doing for money since you quit this job at,places more, more like fast food places. Right. A lot of people are just like,I'm tired of this. I'm, I don't know what they're doing personally, but theywere like, I've had enough.

Yeah. And but you know, what is theirparticular solution? Like, where do they go? They have to look into otherindustries and AI is really ramping up right now. So, yeah, by the next I wouldsay seven years, you're gonna see up to 800 million potential jobs beingaffected. Collectively. Yeah. And that's a scary thought.

Julian: Yeah, it's, it's, it'sscary. But, on the flip side of that, I feel, like ChatGPT, for instance, hasup-leveled my productivity at least to generate certain pieces of, content thatwould take energy for me at least. But, but now it's, it's about the revisionof that and then it's the improvement.

How can people view the I guess, the,the newfound capabilities of ai, how can they view it and utilize it in waysthat's gonna benefit them? And I guess how is Aphid kind of pioneering ways itcould benefit? You know those individuals who may have done a job function fora certain amount of time, realize that they can automate it, and then what dothey do now?

How can they enable, how can we enablethem to use that technology and then build off of that?  

Brandon: Yeah, we've seencompanies like Jasper who's done article writing and the ChatGPT is doing it aswell. And now Google has released their competitor to ChatGPT Bard. I don'tknow if you saw that yet, but you knew it was only a matter of time.

They had to make moves because Microsoftis going to be implementing ChatGPT into Bing the search engine. So that'sgonna Yeah, of course, making. . Very interesting. Yeah. But the way Aphid seesit is we're creating that network of those robot controllers. So we've createdan ecosystem that's going to allow people to basically ingest their skillsetsinto a digital form.

Mm-hmm. . And you set the task of whatyou want those bots to do on the internet. Whether it's customer support onyour website or if you wanted to automatically trade stocks on the stock marketon an exchange, you can do that too. So it's really about, what, what's yourcup of tea? And some people say, look, I, I just wanna save time.

I, I want these repetitive tasks to bedone. And then other people say, well, look, I'm more money driven. I'm goingto focus more. The tools that are gonna make me money. Yeah. So what Aphid isdoing is we're creating a Swiss Army knife of automation as putting everythingin one particular place. So you can not only use the tools that Aphid as acompany builds, but you can also connect preexisting AI tools in themarketplace that you already use.

Yeah. Now you're not jumping through 40,50 different apps which is gonna be on the horizon. Aphid is putting everythingin one spot. The way that you would search for flights on Kayak is the exactsame thing, or Hootsuite for social media. Yeah. Yeah, making, making thingsvery convenient for the average person, and creating something that's turnkey.

And it, it's important that peopleunderstand that AI doesn't have to be scary, as I mention. It's only scary ifthere isn't a solution and if it is providing that safe haven for people tosay, Hey, I, I at least have somewhere where I can still earn money. .  

Julian: Yeah. Yeah. And whatkind of go, when you think about building from a product standpoint, how do youcarve or I guess, how do you communicate the value of a product like yours?

Obviously, I love this idea of the wholecloning, and I think for me at least, I'm a fan of your branding and, and howyou, you thank you able to kind of promote it. Of course. But what, what cameabout that idea? When did you essentially, was that the initial idea on how youwere gonna go about it, or what was the discovery process to get you to a.

That you are now, and is that gonnachange as, as more technology kind of gets integrated into it?  

Brandon: Yeah, great question.A lot of it you look at Henry Ford and Assembly Line and everything that theywere doing, I always wanted to create something that changed the game andmm-hmm. , what we call the greatest, what I believe to be the greatest divisionof the 21st century is really.

Like, man, giving people their time backwith their family. Yeah. To, to automate your labor so we can spend time doingthings like going to soccer games, baseball games with our loved ones. And andit's up to you to decide how you want to automate your life in particular. Butthat type of moment for me was really just that when I was at, at my job, man,I was sitting there, man.

No. There, there's, there's somethinghere. Yeah. I hadn't figured it out at that particular time exactly what itwas. Yeah. Yeah. But I knew it was gonna start digital. Right. And I was like,okay, well let, let's, let's, let's look into this chat support thing, right?Where we can Yeah. Automate chat, support, what else can be automated?

And then you start to see all of thesedifferent use cases and. Yeah. That, that are, especially as that's happeningnow, it, it really is going to put Aphid on steroids because if, if you, if yousee anything on the internet and it's an AI tool, if it has an api, we're gonnaallow it to be connected to our marketplace.

I'm a big advocate of collaboration andin, in supporting brands and people that are building things, cuz I thinkeveryone wants their own name on the. Mm-hmm. , that's just how it goes.People, people want the credit for the things that they build in particular,even if they're leveraging something like a, a chat G p T or a bar to, tocreate certain tools.

We feel that's okay. Just listed inAphid, we're fine. .  

Julian: Yeah. Yeah. It's sofascinating that you bring up that point about, the having, needing thenotoriety or, or just wanting the, the credit where credit's deserved. And it'sfunny when you talk about these tools and a lot of people don't understand,it's like a lot of times why, why use a screwdriver when you can use a powerdrill?

And then why, why drill it yourself andyou can have somebody else drill it. And it's the extra, the extrapolation of,whether it's giving people or delegating responsibility that increases ef. to,to a point where, you know, you, you feel extremely, highly productive and andthen really cool stuff start to get built.

As a founder yourself, when you wereconceiving the idea and you were connecting with your co-founder, taking thatleap into spending time a hundred percent into a startup, what was scary aboutthat? What was the initial kind of. What was some of the initial learnings thatyou learned as, as a founder that you wish you kind of knew going into it?

Brandon: Ooh, good question.There's two answers to that cuz it's kind, you kind of asked two in there.Yeah, yeah. The scary part was more you lose that safety net of a paycheckbecause I completely left. . Yeah. The company that I was working for at thetime just took the leap and it was a prepared, calculated leap.

It wasn't just like, Hey, I cold Turkey,I'm out. That that is a recipe for a disaster. It's a nightmare because youstill have to, you still have to take care of home. Yeah. And I think everyentrepreneur going into a startup, that is something that you have to take intoconsideration and you have to have your ducks in a.

And take that leap. But on the contrary,sometimes there's never the right time to take a leap. Things are never gonnabe as convenient as you want them to be. And when I was sitting there I waslike, yeah, what would Elon Musk be sitting here right now, I doing thisparticular task? Would Jeff Bezos be here or would he be in the garage workingon something?

And yeah, I put myself in that same. .Yeah. And it, it's just, it was an awakening moment for me to say you feel thisdark cl it's like you feel this dark cloud leave you mm-hmm. . Yeah. After youwalk away from something that is no longer serving you. Yeah. It, it, it just,it's almost like the door is open, you're a prison.

The door is open. Right? And you'relike, Hey, go ahead. I'm the one feeding you. But if you wanna leave and go outthere and figure out how you're gonna eat on your own, go ahead. And the door'sbeen open the whole time. Yeah. And you're afraid, but as soon as you walkthrough that door, the, the relief. Yeah.

It's like this ah, type of moment. Yeah.Yeah. But yeah, you asked the second part of the question too. I don't wanna, Iwanna make sure I answer that. If you could repeat that.  

Julian: Yeah. The second partis just, as a founder, when you're going through, the process of building,what's something that you wish you knew early, that you know now?

Yes, that would've helped.  

Brandon: Ultimately, you wantto start as simplistic as you possibly can. Yeah. I in particular, A creativeperson, it's very easy to want to create a version four, a version five, of allthe things you want things to do. But the saying goes done is better thanperfect. And that doesn't mean that the the product is finished because it'snever really finished.

Yeah. But done is better than perfectmeans you put it out there and you get it going, and you start brick by brickto. A a, a very simplistic feature. Cause you'll, you'll get, you can get busydoing a whole lot of things, man, that can waste a lot of time. And I, I think,yeah, you can get into accelerators programs or, different incubators that'llmm-hmm.

help propel you a lot faster and avoid alot of the pitfalls that a lot of entrepreneurs go through because they'retrying to figure it out on their own and they're not grabbing a. I, I thinkthat's really, really important in the early days of, of building a businessand then, checking your market fit.

Sometimes the best companies are builtfrom a particular problem that you have, and then you look and say, Hey, do youhave the same problem? And a few people say, yeah maybe that business mightonly cater to 50,000 people, a hundred thousand people. And then somebusinesses might cater to the world like Uber or Airbnb.

It really just depends on what you wantto do and what your end goal. .  

Julian: Yeah. Yeah. Tell us alittle bit about the traction. How many users do you have on Aphid? What areyou excited about, in terms of last year's growth and what's particularlyexciting about what you're scheduled to do this year?

Brandon: Yeah, so we have acommunity, over 50,000 people. We have 2000 in our, our private testing rightnow. We just did a soft. Pilot actually last night on iOS. So right now the,the main thing that you can do is you, you go in and create your profile andsnag your username. So if you're listening for the first time and you have iOS,I would suggest you go in and grab your username now for your your F i d.

But yeah, so, we, we've created a, adecentralized login system called a I. that allows you to own your own data aswell. So when you sign up, you don't have to use Google or Facebook or Apple ifyou don't want to. If you use the, the a i D option, you would own your owndata when you sign up. But it's very minimal.

We're, we're gonna be adding new thingsinto the application. A lot of mm-hmm. , UX features, which is user experienceadding certain things because we're, we're building something that is a littlecomplex, right? Like this, I took the community on the Twitter space. I said,listen, not Roman a day. We are going to, build this amusement park of rides aswe go.

Yeah. And you guys are gonna be able totest drive everything in the community and building your own rides for ouramusement park as developers, so,  

Julian: yeah. Yeah. Here's a,here's an interesting question that I haven't been able to ask some founder. ,when you have the users have the ownership of their information, how do youthen go about, evaluating your users or going into like the data analytics ofit and some, some question that always kind of is at the head of, head of mymind because once they extract their, say if I'm no longer a user of, of Aphidfor whatever reason, then I'm not, you don't necessarily have that user.

But like, yeah, I guess how do you use,how do you view the user data that you have and the analytics that you drivefrom it? And then also, is it, is it better because the people who are activelyusing it, more about them? Or is it limiting because less about people who arenot using your product?

Brandon: It depends. I canreally only speak in terms of AphidS values and our particular mission for ourusers. What you'll find is most people, when you know your information you ownyour information and you have it. You're more likely to stay because you havethat option. But if you wanted to go elsewhere, that's completely fine.

We're allowed to track certain KPImetrics in the application. It's just about how that data is being stored. Solike you're like, Hey, I want to, my earnings are in this particular place,then that's where your earnings are. But sure, we at Aphid are storing theinformation and well, not, we're storing.

The F i d is storing the information onwhat's called ipfs, which is a node network where the data is encrypted intopeople who are running machines on different devices. Sure. Most centralcompanies like centralized companies like Google, Facebook, Amazon, they haveall your data on their server.

So if, if the, if Instagram, forinstance, who's owned by Facebook, if they want to close down your account andyou. 50,000 followers, some people, 1 million, 2 million followers, and you dosomething against the community guidelines that might be your livelihood. Youmay, you might make 20 grand a post if you're releasing new merchandise, butyou know now what has happened to your income as a creator.

Those are the things that people need tounderstand. The importance of decentralization and the, the best introductionto that has been blockchain technology or the the inception of Bitcoin in, in20 2009. Yeah.  

Julian: Wow. That's so fast. Ididn't even think about the impact and just the creative space, especially notnecessarily having, or, or kind of, it's almost.

There, there's this extra layer that,that's learning about how to extract more value out of you versus enabling youto get more value out of the product, which is such a crazy kind of the thingto conceptually think about and the change of the space. Going back to Aphid,what are some particular challenges that you face today as a company?

Brandon: Well, right now it's,it's really being able to handle the growth. Yeah. Now we, we, we let peoplesit in the car and they're, they're rubbing the seats of the Tesla, if you will.They're like, okay, I like this ride. Right. But really just about cuz there'sso many people interested in what we're.

It's really just being able to handlethe volume and as we continue to scale. So it is really just as a startup, it'sabout capital raise and, and, and being funded. But as it's really just aboutthe traction. You have eyeballs and you have the users. Investors come yeah,that's just how it goes.

But we, we have a mentality where we're,know, we are in the midst of raising our seat round currently, but at the sametoken, we're building, we're not relying on investors to defy our story. We're,we're creating as much as we can with as little as we have in the terms of ourresources, but we have an excellent team.

Julian: Yeah. Yeah. I love thebootstrap mentality. It's, it's something I, I, I, I get, I. I'm almostaddicted to that, that mentality. So I, I particularly love that. But ifeverything does go well, what's a long term vision for the company?  

Brandon: Yeah. The long term iswill be, as I say, the general electric of automation.

Yeah. We will be the go-to for allthings automated and that, we're gonna start with software now, and then wehave some other things, other surprises in the future that we're gonna pull theveil back for the community to see as well. And I always say, and I'm a big,I'm a big person too of no ifs or when it happens.

Julian: Yeah, yeah, yeah.Yeah. I love that too. I, I ask people that all the time, especially if they'relike,  

Brandon: oh, the universe isalways listening. Yeah.  

Julian: Yeah. I don't know ifyou got that from The Secret, but that's where I got that from. Yep. The powerof Yeah. Have some rapid fire questions for you that I'd love for you toanswer.

First one is what in part, what inparticular is hard about your job?  

Brandon: Balance. Yeah. It's a,as a, as a CEO running a company you have to balance your personal life. Youhave to make, make sure your household is good, you have to make sure your kidsare okay. And all of those things for me. And even just leisure, right?

Just making, yeah, just taking time outto watch a movie, taking time out to read a. Taking time out to exercise and,and when you're doing four or six meetings, sometimes for me a day. Yeah. It, it's,it's really tough to do. But I'm built for it, but, but for me, withoutmeditation, I would've. I would've probably broke down a long time ago,

So that, that keeps me grounded. Ilove  

Julian: that. I, I love thehonesty behind that. If you had time to spend in one particular area, whetherit's, something at work or per or personal, what would you want more time tospend on?

Brandon: Travel. Travel,  

Julian: yeah. . I've heardthat a lot.  

Brandon: Yeah. Yeah. Travel.Travel, man. It, it's, it is a difference between now and then though, becauseSure. As things start to, it's more maintenance. So once a company startsrunning it, it isn't as much as like being up to three in the morning everynight as it is in the beginning.

It's more like, Hey, you can justmaintain it. Of course, you're always putting out fires that's never gonnastop. Sure. It's always gonna be something just coming out of nowhere anddealing with some type of issues. But the beauty of having a digital company isI will, Be able to travel a lot more, and you can still run the company fromwherever you go.

But for me, I'm, I'm always locked inthe lab, like Nicola Tesla. Yeah. Working on different things. .  

Julian: Yeah. Yeah. What inparticular do you, at this point in time, spend more time thinking about? Is itfundraising? I know you kind of alluded that earlier. Is it fundraising,hiring, or building product?

Mm-hmm. , what's kind of at the top, andthen how does it, how does the list go from there?  

Brandon: It is tough, but Iwould, if I had to prioritize for sure, it's the capital raise because with thecapital raise you can hire for product more, more developers. Yeah, moreengineers, more brains on it. People move, money moves things, but bottom line,if, if, if I had to order it, it would for sure be that.

Yeah. And the crazy part of, of being afounder or most startups, I've never really heard this, but it's almost likeinvestors. sometimes want you to have everything already running and having,because they want to de-risk. Right, right, right, right. But that's almostlike saying, Hey, I have this idea I want to call this place.

Let's just use any restaurant. Let'sjust say chick-fil-A or wherever it may be, or Chipotle. And you say, I wantto, this is how the food is gonna taste. Go ahead and try a taco, and you'retalking to an investor and then you. Okay, well I need the money to build itcause I have to hire construction workers to build everything and geteverything up.

Oh, no. Well, we want you to build thestore yourself and sell the tacos first. Yeah. Before we invest. And it's like,yeah. That's just not how business works. Yeah. But you know, now thelandscape, now I think the, the right investors that are out there are the, theones who understand the product, they see it, they get it instantly.

They fund it, they send the. That's howbusiness, that's how business runs and and that's what, that's how unicorns arecreated.  

Julian: Yeah. I love the, thealso the advent of a lot of the, the digital world now and, and the technologyespecially with like no code frameworks and things along that nature to allowyou to build, that, that seemingly what used to be like mom and pop physicallocation to get the traction, now you can do it online and that capability.

Instrumentally, I think creating coolnew products and, and cool new businesses. If you weren't working on Aphid,what would you be doing?  

Brandon: probably venturecapital. Yeah, . Looking for, looking for founders who who have that hungerthat I see in myself and help, help their dreams go to the next level.

It, to me, nothing feels better thangiving. The type of venture capitalist I would be is really just a one I justmentioned. Yeah. Do your due diligence. Make sure all of the, the financialscheck out and everything is good under the hood. Mm-hmm. , and if it looksgood, you, you, you write a check, oh yeah.

Come back later and No, I just, you wantto take that person from their garage up to the next level and believe in.Especially people who come from my particular background who areunderrepresented, uh mm-hmm. , that's really important as well. A a lot offounders of color, Latino founders are that really just don't get the creditthat they deserve.

And, and every industry, that they're,they don't showcase in America. The Mexican Denzel Washington or, or give themthe Oscars or thing. I mean, like really think about that. So I think Sure.Even in the, the playing field for everyone, I think it would be very importantto me. Yeah.  

Julian: Yeah. Whether it wasearly in your career or now, what books or people have influenced you the most?

Brandon: Joe Dispenza BecomingSupernatural an important. My journey started for entrepreneurship around 18,19. Yeah. Give or take that the first book I really read that kicked it intogear was Thinking, girl Rich, Napoleon Hill. Yeah. Yeah. And then Rich Dad,poor Dad, like most people Dale Carnegie, how to Win Friends and InfluencedPeople.

Steven Covey had some, a good ones. JohnC. Maxwell Leadership one-on-one. A lot of, a lot of those books really helpedme get to where I am. And then, general books, like it could be something fromMaya Angello might learn, or maybe some from Barack Obama. But in, in terms ofcareer-wise I would say like Sean Parker, who's founded Napster.

My creatively like Kanye West just likehow he, what he puts into his visuals and just those kind of things are reallyimportant for me as a, as a creator and inventor. Elon Musk, Nicola Tesla, andof course Steve Jobs and really just the way Steve was a jerk, right. But yeah,his ability to, it's almost like he was controlling people's minds a little.

I don't wanna control people's minds,but when he's, when he's speaking in a room or he's trying to convey something,they end up giving into it. Yeah, Steve Jobs was really, really good at that.Tupac Shakur is really, really good at that too. You just, when they spoke, youcould really, it just moved the room.

Julian: . I always like to, tokind of ask, ask this question for, for selfish purpose. Is there one thing asa founder, I know we talked about it earlier, but is there one, is there onething that you're good at now that you wish you were better at earlier on?

Brandon: I think there,they're, there are a lot of things I, I would probably just have to pinpoint itmore towards just having. A mentor in your corner. Mm-hmm. Just to have thatguided crutch during hard times. I didn't have that. Yeah. Yeah. I, and I sawit after 'em too, but just a lot of people didn't help me.

Yeah. and there are good people. I, it'snot that I know a lot of bad people. I mean, they, in the public eye, they havea certain. , persona. But for me, like I, I, there are people that reallycould've helped put me in the game a lot earlier, and it mm-hmm. I help justdid not come. And I'm not a person, it's like, oh, help, help, help.

I, I have a drive like no other. But yeah,I, I think it's not really what I would've done differently. I just wishsomething would've been done differently for me to help me. Sure. A lot earlierexpedited it. You, we have the illusion of control. Yeah. So I think it'sreally like if you've seen a Slumdog millionaire, it's really just about Idon't wanna spoil a movie if you haven't seen it, but go ahead.

It's okay. Okay. Yeah. But a lot ofthings that happened in the movie, basically, defy your path. So as one eventhappens, it's setting it up for the next event. That's the coming. You don'teven see the importance of it until you look back and say, wow, that's why thathappened.  

Julian: Of course. Yeah.Before we go, of course I would love to know your plugs. Let us know where wecan find you, where we can download the app. I'm downloading it after this so Ican reserve my id. Cuz I'm very, very much thank you, a proponent of, of ofhaving my username on Venmo.

I'm just Julian Torres, so it's great. Iwant, I'm wanna keep that. But where can we find, where can we be a fan? Wherecan we be a fan of not only you, but Aphid and what you doing?. .  

Brandon: Yeah, for sure. Thankyou for that by the way. Much appreciate it for your support. Yeah, you canfollow the company@Aphid.com, A P H I d.com.

We're on Twitter, we're on Discord. Ifyou go to the website, the easiest way is to go to the foot or the website.You'll see all the social medias there opposed to you trying to remember. Allof these usernames cuz they're different on some, yeah. Me personally, I'm onInstagram and Twitter.

It's Brandon Cooper. But for the Cooper,the Zer, the the Os are Zeros and the Cooper. And I'll follow back. Just, shootme a message if I don't, if you guys checked out the show. Yeah, for sure. Juststay in contact with me and then I'm a people's person. If, if I don't get toyou fast enough, just circle back to me cuz it's getting pretty busy right now,but good. But yeah, thank you.  

Julian: Of course, Brandon. Itwas such a pleasure having you on the show and, and I hope you enjoyedyourself. Thank you again for being on Behind. Company Lines.  

Brandon: Yeah, thanks forhaving me.  

Julian: Of course.

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