How We Faked a Factory to Win a $1.2 Billion Government Contract

Sean Weisbrot: Welcome back to another episode of The We Live to Build podcast. This is episode number 100, I can't believe it. We're here a hundred. I mean, there are millions of podcasts out there, and the average podcast dies by episode 17. Yet in less than two years, September will be two years since the first episode was published.

Sean Weisbrot: In less than two years, we've done a hundred episodes and there is so much more to come. There are three more episodes after this one, which are audio based. Only after that we're switching to video based episodes. There's gonna be video interviews and short videos of me talking directly to you, the audience, about things related to entrepreneurship that you wish you knew about, that I've lived through, and that my guests have lived through.

Sean Weisbrot: So the knowledge and experience we all have is coming together into this one great YouTube channel where you can learn a lot about different ways to get unstuck. Based on where you are with your company right now, we're also gonna have a Discord server where you can chat with other entrepreneurs and there's so much to come.

Sean Weisbrot: I'm really excited. I'm happy you've joined me for this entire journey so far, and I know that there's so much more that will be able to help you to improve your business and your life and let you have what it is you want, which is hopefully. A solid business, a great team, a lot of money, and some free time to live the way you wanna live.

Sean Weisbrot: So let's talk about this episode. Our guest today is Omri Sharan, an Israeli serial entrepreneur based in the US, who's currently the CEO of Texas Medical Technology, a company that produces personal protective equipment, as well as physical machines that dispense the equipment safely. He's also the CEO of I Nitro.

Sean Weisbrot: CEO of Sure spot. And owns and manages many different real estate properties. He's also gone to Harvard Business School. In this episode, we talk about how he got into doing PPE, originally turning a $1,000 investment into over $150 million in revenue in two years. What made him want to move into creating the machines?

Sean Weisbrot: That dispenses the equipment because that's not something a lot of people would've thought to do, and it's really cool. And where is healthcare going next? And I can tell you his vision of it is freaking cool.

Sean Weisbrot: Why don't you tell everyone what it is you do right now and a brief backstory of how you got to this point in your entrepreneurial career, and we'll go from there.

Omri Shafran: My name is. I'm the CEO of Texas Medical Technology. I will give you a brief overview about my entrepreneurship experience. I started being an entrepreneur, I think, since I remember myself from a very early age. the first company I opened when I was 14. It's a computer company that just trained people on computers.

Omri Shafran: And later on I joined the Israeli Navy Seal. I served there for four years, and then I, pretty much, formed my next company, which was a coffee roasting and distribution company.

Omri Shafran: And we had our own brand in the late 1990s. Before 2000 I sold the company I started, pretty much, renovating condos and then started buying apartments.

Omri Shafran: so at one point of time my group reached ownership and management of 2,200 units in the Houston area. In the construction, it grew as well. We built airports in Texas, so we built about 13 airports, broadwalk, parks, apartments, senior livings. And this was a very, very, uh. Interesting journey. but my passion always was, through technology innovation.

Omri Shafran: I decided to sell everything I had pretty much in 2013, and I invested, almost all in, into the technology since I was the worst Israeli Navy SEAL Navigator, I think, in Israeli history. I have no orientation, no sense of orientation. I went to a Paul McCartney show in 2012. And, I couldn't find my parking spot as well as my car when I came back from their concert.

Omri Shafran: So I decided to develop a solution for that, which is called SureSpot. It's a full solution for finding your car park and reserve parking in advance. Find your spot. I did it for the last seven years. We have a parking location from the New York Yankees on the east to Pasadena on the west, where we provide 360 solutions for parking 2019.

Omri Shafran: my friend was December, called December, even in eastern Texas. My friend Dimitri called me and said, "Look, look what's going on in China. I start going to the John Hopkins website and see the red circles growing. Bigger and bigger. and we say, why don't we start a trading mask? So, January we struggle.

Omri Shafran: We went on a WhatsApp group, we started building our network, from friends from Harvard Business School through friends from all over the world. And we couldn't close any deal. We didn't give up. And the first deal with strike was, February, 2020. my direct Navy Seal Commander. He purchased a Mask N95 Face Mask from me for $58,000.

Omri Shafran: We formed a company on March 25th, so it's almost two years, 2020. In April we sold about $4 million on, may. We sold about $6 million. The major deal we did was 11 and a half million dollars. For the va it was July, 2020, and then there was Jewish guy that used to call me and ask me, Hey, can you gimme some gowns?

Omri Shafran: I sent it one time, two times, three times. I said, man, I'm not sending you anymore. It costs me $300 every time to stay overnight with you. Assembles to New York? no. No, no. Last time, last time. So I sent him last time, apparently it was for a very large government entity, one of the largest, and it was for, $1.2 billion bid.

Omri Shafran: We get a call on November 5th, 2020. Are you Texas Medical? Yes, we are. Okay. We came to inspect your factory. Back then. We have no factory. All we have is 5,000 square feet of office. We had four days to organize and arrange everything. We rented a big tent. We post on Facebook, hiring, advertising for production with hundreds of people coming to apply for work.

Omri Shafran: Imagine two government auditors arriving at the 5,000 square foot office. What is this? You know, you ask, it's 1.2 billion. We need to have employees for this kind of deal. They ate lunch. They say, okay, it's a very nice office. Where is the factory? So, we took them to one of our Vietnamese friends on the north side of town, and we told them, okay, listen, give us another, another shot.

Omri Shafran: We knew a friend of ours that owns an old Sam's Club on the south side of town. We call him Sean. 20 minutes. We are arriving please. Open us the doors. So we opened the door. So imagine a sims club with sushi salad, bar, pharmacy, nothing else. Only the floor. And imagine two government auditors arriving at an empty sims club.

Omri Shafran: And I'm telling him the dream that we're going to build a ref factory that will produce surgical gowns for the US government when you still have the sushi and the pharmacy, and the shrimp and the meat stickers on the refrigerators and on. So just imagine this picture. They were in shock. Sir. It's a $1.2 billion bid. Sorry. We can do it here. I apologize. Thank you for your time and for your service. They left. We succeeded in convincing the SPA that we're going to build your ref factory. They got an order first $50 million, which converted later on to 380 because they did so. We did what we promised. We signed the lease on November 19th, and in 90 days we built a factory.

Omri Shafran: We put everything we had into this factory back later on. obviously the company evolved and I think the major change that we did. That we always try to forecast the future. I think the pandemic teaches us that the ocean has a lot of waves, a lot of winds, and you need to navigate your ship very smartly, very fast in order to reach the safe shore and in this pandemic, especially in our business.

Omri Shafran: It changed in a matter of hours. So the masks that we sold at 3 25 WA were worthless. Three months later. Then came the gown, a surgical gown, which was sold for $9 a gown, and then it became worthless. So you have to navigate a company really fast, really aggressive, and to have a very, long vision in order to survive. To succeed. So July, 2020, we also start investing in technology in the Navy Seal. I was on the rescue team, so there was team three, team six and our rescue team. My goal is to bring the boys home when the operation goes off. So we go to medical school, we do all kinds of training, and I think right now I have the ability to accomplish my purpose in life is to save and change and make better healthcare and save people's lives.

Omri Shafran: I did it back then 25 years ago with my own hands, and now I try to do it with my brain and what we invest, start investing in July, 2020. Before we knew the pandemic would be over, before we knew that there would be a vaccine in medical technology. What we did, we pretty much created a foundation for mental health.

Omri Shafran: So we started investing in a lot of products, devices that distribute personal protective equipment. Much smarter, efficient, and better way. Shoe cover dispenser, vending machine for, for surgical gowns. And, we developed from scratch with 18 engineers that we hired from GE, from Tesla, from Audi.

Omri Shafran: We develop an automated, gown dispenser. So, we invested a lot to create a vision for our hospital. To have all this distribution that today is being stored in some storage to be automated. So imagine Stephanie, going to the hospital, putting her RFID and inserting her, and the glove has been dispensed on her end. Imagine that David, the doctor, wants to go to the operation room. All he has to do is to swipe his scar. He got his surgical kit, he put his two feet. And get the shoe cover dispenser and get his gun and get his, everything is very efficient.

Omri Shafran: We took it to the next level of mental health and what we did was create a 360 virtual tour in a hospital where it's a one stop shop platform for the maintenance, for the procurement, for the nurse, for the MD, for the surgeon.

Omri Shafran: So imagine the maintenance guy. Can touch the light and can see what is the status of light on every single floor. Imagine you can touch the AC and see the temperature on every single floor. The procurement manager can touch the automated glove dispenser and see how many gloves are in each dispenser. He can see the status of his inventory for syringes.

Omri Shafran: He can see the status of gowns. Imagine the doctor entering virtually. Into the patient room or the operation room and can see 3D the body of the patient and can touch his art and can see the art. With a KG blood pressure, it can take off the skin virtually and be connected to the x-ray and see the status of the ribs.

Omri Shafran: Bone the backbone. We are investing in a lot of emerging technology. I'll give you two examples. We just purchased 4.76% in an Israeli company named Olive, where they invented a toilet seed that can recognize all the urine diseases. And through a light scope Also, we invested in a 5% company named Omnis Sense, where they recognize all the vital things through the thermometer so they can see through a thermometer your oxygen, blood pressure, a K, G, and so on and on.

Omri Shafran: All of these items will be connected to mental health. So imagine that Sean, right now going to the doctor and I'm connecting already to his 23. And me, I know that Sean is allergic to Lact. I'm connected to his Apple Watch, how many times he went to the, to, how, how, how many miles he worked, on the treadmill. I connected to Sean. The, and I know that Sean slept only four hours every night last week. Then I'm the nurse. I'm sending Sean to take a, a, a urine, exam. So he goes to the toilet, and just pee. He doesn't need to put it in the canister. The olive, the agnostic toilet seat. Recognize already all the urine data.

Omri Shafran: Sean comes back to the room. As a doctor, I have all the vitals. Way more than before. And I can provide Sean a much better treatment and a much better solution. So this is mental health and that's what we focus on all day long.

Sean Weisbrot: I haven't heard of many companies that are trying to go in as many directions, but I can see when you pull out a little bit further and you look at the larger picture of what healthcare looks like now, what's. Possible in the next few years and where it is, it looks like we're headed over the next 10, 20, 30 years. Why it makes sense to kind of get your hands into as many pies as possible. Because if you can do that, then you can create this kind of, full picture of, of an individual. And I think companies like Apple and Google are the best positioned to do so. But that doesn't mean that there's no room for other companies like yours to kind of step up and work, with other companies too, to put together the hardware that connects the software so that you can get a complete picture of all the people. I wonder, do you think people are ready for this? To have all of this data and have it be coordinated and automated and communicating with human doctors from afar and connected through AI and Bluetooth and all of this.

Omri Shafran: First of all, it's a transition. Because of the big boys like Google and Apple, everybody agreed to wear the Apple watch. Everybody agreed to sign a consent for his thermo. I have Thermo home. Everybody joined the 23 and me. Millions of millions of people, if not tens of millions of people, even in the US, sign a consent to participate in the research. And I can tell you the first hospital we approached with this idea. Not just allow us to do it, it's called the Woodland Specialty Hospital. Nor does it allow us to do the first case study of mental health in their hospital. They beg us to be part of the equity in mental health. So they pretty much the, the main doctor and the owner, Dr. Ravi. He actually was so excited about it because it'll solve so many problems that you cannot even imagine.

Sean Weisbrot: When I look at hospitals today, I see very specific problems, and that's based on my experience as an advocate for my father who has had heart problems in the past. The problems that I saw specifically that I don't. Knowing specifically how to handle it is one communication between the primary care doctor and the doctor at the hospital, and all of the specialists and the nurses and the nurse practitioners that are taking care of the patient. A real understanding of the medications they need and when they need them, and how they need them. Actually administering those things properly, making sure that they're not missed or they're not late, or they're not doubled up on because the staff is overwhelmed and overworked and exhausted. There's so many problems that I experienced. I had to learn in a very short period of time. I mean, I had 24 hours to learn how to read the heart monitors and the blood pressure monitors and try to understand what is normal, what is abnormal for all of these different numbers. You know, what, what should saturated oxygen be? You know, at what point should I get worried and call the doctor? Is the doctor that's treating my dad the right person? So I think there's a lot of problems from the patient advocate side. That is probably not being addressed because the hospital might be looking at it from, how can we have more data now? The ability to collect the data and understand the data and use the data is obviously important, but I feel like if there's not anything on the other side, meaning helping the advocate for the patient, then it's leaving this massive. Hole in, in the evolution of healthcare.

Omri Shafran: I'll give you two examples, that, that, we're doing, right now with Woodland, hospital. Imagine that the way it works today, let's say there is an operation. The doctor said the nurse sitting on a chair, imagine the surgeon as the. All his tools and he said, okay, I see Sean right now. Oh, he has a tumor and apologized. It's just, I take you as an example. He has a tumor at one inch on the one o'clock and the nurse is doing other stuff and she said, oh, he has a three inch, or the three o'clock I. Because she's confused. For some reason, we connected with mental health because we're working with Olo, Microsoft Olo Virtual Reality. So the system traces in real time. Where is the tumor in real time? What is the size? The system is already alerting you that Sean might have a KG problem. We are working on prevention. Program in order to give Sean a much better health, much better treatment in the future.

Sean Weisbrot: I don't want to bog down our conversation, in my point of view of focusing on the patient advocate. I just wanted to throw it out there. Because maybe it's something you wanna think about or maybe there's someone listening who wants to think about it and pursue it and, and if I don't see anything being done in the next few years, maybe I'll throw my hat in the ring and I'll focus on something like that. Because even last year, I'm sure you saw patients who were going in for surgery to amputate the right leg, but then the left leg was amputated because of some mess up in the notes. You know, things that shouldn't. Be happening or happening, and there are, you know, you can't recover from that. You can't undo those kinds of damages. So while I am in favor of using technology, I think technology should be used to minimize. Risk first, correct. So that the patient doesn't walk out with the wrong leg removed, or the patient doesn't die because they gave them too much of a pain medication because they miscalculated the height to weight ratio 'cause the patient lied. About their weight or whatever, or they lied about their drug use. Maybe they were, they had a higher tolerance or a lower tolerance or whatever. So I think that when looking at how to improve healthcare and developing a meta health system, I believe artificial intelligence will be a really important tool for managing the data and making decisions and removing humans from the loop in some way. The chances of mistakes being made are re, you know, removed. Just like how people are talking about self-driving cars. We know that cars can drive better than humans in some ways, but there's still these kinds of existential questions about, well, can we trust them, you know, to, to not crash and kill a bunch of people. So, yeah, I think healthcare is on its way in that regard, but probably a bit further behind. So do you have any ideas for medicine? And healthcare and tech in general can think about those things and or do you know of anything that's being done now?

Omri Shafran: Mental health. What we do is put the patient at risk with the highest priority possible. we see ourselves, to help the patient. I. Before everybody else. So before the doctor, before the hospital, before making money, the patient is the most important actually, to protect his privacy as well as really to give him the right treatment. And as you mentioned before, not to cut in the wrong leg or not to cut in the wrong side of, of the kidney. We're doing all the kos, all the actions that are needed in order to reach to this point, where we can, actually. Make an amazing system that really, really solves this major problem that you just mentioned.

Sean Weisbrot: What do you think about the use of blockchain in establishing unique identities for patients? So that they can have a history of all of their medical procedures, doctor's visits, medications, things that have changed, you know, just like a ledger of their medical history so that I. Instead of having to, every time they go to a new doctor or a new hospital or whatever, you know, right now you have to call the main, you know, your primary care doctor, and then they have to fax it to the hospital with all of the details. It's just very slow. And, you know, you have HIPAA laws, so you have to sign another paper saying that you can share this information with this person or that person. What do you think of this kind of blockchain based system?

Omri Shafran: I love it. And, this is actually phase three. Mental health as you know, that the war is going through, telemedicine and, part of the telemedicine is, obviously that whenever Sean's sitting in his home, he can communicate with his doctor, a new doctor, and can, uh. Setting like with a millisecond all his medical data. And, when he goes to hospital, he just touches his Apple watch and all his medical data is being transferred on a blockchain, on a blockchain technology into the hospital. And of course all the security, and privacy. A procedure being implemented

Sean Weisbrot: And in, in a further future, maybe the medical records will exist as an implanted chip in your hand and using NFC technology and you just waive your hand or RFID and you just waive your hand over the machine and you can automatically check into the hospital. And then when it's time to pay the bills, you can wave your hand again and it'll automatically pay the bill.

Omri Shafran: Great idea.

Sean Weisbrot: Some people are thinking about that, particularly being able to. Make payments with this kind of implanted chip. I think embedding your medical history into the same chip along with your payment system would be easy and, and a space saver. 'cause I don't know about you, but personally I don't like the idea of things being implanted in me, but I think there's other people that are okay with it.

Omri Shafran: Yeah, I'm sure there are.

Sean Weisbrot: You talked about technology. You've been developing these dispensers for gowns, shoes, you know, shoes. Sleeves, as well as gloves. What gave you the idea for that? And where is it now in terms of its development? The main

Omri Shafran: The thing that we developed from scratch was the automated glove dispenser. Pretty much we got a call from a hospital that asked us if we have a solution for ized gloves as well as, there is a major problem. So think about Google Nest, the way that Google entered your home slash Amazon, they provided a nest, or they provided the camera, or they provided Alexa. And through this they create you a smart home. They care about the data. They don't care about Alexa. Actually, they're losing money on Alexa. They're losing money on the Nest. They care about the data because that's what's important. Because after you have the lock and after you have the camera and after you have the Alexa, then you have the light bulb and so on, and the thermostat. So all your home becomes a smart home. And they gather the data, which is the gold of the 21st century. So we want to penetrate into the hospital in one of their, the point that I think they suffered the most, the second, most consumable. Item in the surgery room is gloves. If we can save the hospital 40% on the glove, if we can create traceability for the glove. So you can see the history of each glove. And if you have a broken glove, which happens from time to time and a doctor, been content with HIV or, or any other disease, you can trace it back and see what's going on and where it's coming from, as well as, the liver. A ster glove. I think once you have all these three key points, hospitals are so excited to get this device. The way we make money is the same as HP or Espresso, giving you the coffee machine for a cost and just making money on the coffee. Or HP giving you the printer even in a loss and just making money on the ink. And for mental health, it gives us the penetration to implement mental health in the same hospital because of the platform. The glove dispenser is working. That's metals. So the procurement manager, when he wants to control all his, I ni, automated glove dispenser to the hospital, he looks into it through mental health. Pretty much. I think the glove is something that hospitals really have a problem to control, especially after the pandemic. They don't go anywhere. Actually, the consumption has been. Four or five times more. Everything came from a need to be hospitalized, gloves and, to, to control the waste.

Sean Weisbrot: I think it's a good model. I know my parents have a Hewlett Packard printer and I remember. A long time ago, you would be able to just buy the ink on your own from Office Depot officeMax, one of these companies. And now HP will just mail it to you like on auto repeat. So you pay them a certain amount per month and they make sure that you're always topped up with ink and they even now start charging you. Based on the number of pages you print per month and you can pay for a package and, and, the, the amount of ink that they give you is based on the number of pages you say you wanna print. It's crazy, but my parents paid, let's say $300 for this printer, but they're paying like $80 a month for paper ink. It's insane. Absolutely insane. The way that these companies have figured out how to create their own walled gardens. But if you're able to do that, I mean, it makes more sense because you are trying to make those gloves and sell those gloves. So if you also have the machine that dispenses those gloves, it makes sense that you locked them into buying your gloves.

Omri Shafran: But, but again, I don't care about the gloves. I care about the data. 'cause this data, it starts from the glove.

Sean Weisbrot: Right. But if you could sell them the gloves, you're gonna try.

Omri Shafran: Of course that's what I'm doing.

Sean Weisbrot: Yeah. It makes, you know, it, it's just an extra revenue stream. What do you actually do with that data?

Omri Shafran: Imagine that I have the data, both for the hospital and for the patient. If I know the consumption of hospitals, I can be connected to their ERP system and provide a much better forecast for 2023 and 2024 for their consumption of gloves. So they can make a much better procurement and they can save money as well as, they can put more money in the patient and, in the diagnostic and treatment equipment and, buying gloves sometimes that they don't need to. And it's a glove and it's gowns and it's shoe cover, head cover. All these items, we connected to all these items also for prevention. So imagine that you have dedicated extremes, you have two rooms, one with sick people, one with healthy people. In the same hospital, you find out that the people that are sick, both of them, all of them eat chicken soup and the people that are healthy eat chicken soup. However, the air quality in the room is not good enough, and the nurse didn't put gloves on when she treated them. As well as the temperature. So we take all this surrounding data and we implement it into the vitals for the patients, people that are hospitalized for a month, two months in the hospital. So it's important that's, I give you one, one example of a key factor that we were checking out

Sean Weisbrot: for that to work, you would have to have your own machines that monitor their vital signs to be able to connect into that data. Because I don't think about the machines that exist today. Do that, or if they do, they're in their own walled garden. Am I right?

Omri Shafran: Correct. We are working right now with an Israeli company that does air purification. It's called Aura Smart Purifier. So they already have tens of thousands of units nationwide. We connected to them, we connected them to Apple Watch. We are working now with an annual to connect it to their temperature system. We're connecting to the RFID or the elevators. So you're right, it's hundreds of data points, and it's a very challenging company that is not Apple or Google to do so. But, we keep doing it and we're pushing to connect more and more and more companies into our system, until the big boys will start joining us as G Phillips and MRI, CT X-ray. Will join us. So for example, because we know that X-ray, it's very challenging, right? Because GE one jump and say, ah, okay, this is the meta, it's a nice call. Let's, let's integrate to you. So we are going through, there is an Israeli company that does AI for X-ray. So it's much easier for us to integrate with Zebra. They do AI for X-ray. Then to integrate with GE or Phillips.

Sean Weisbrot: Right. Of course it's easier to connect with startups that have their APIs open and ready. Now, I know you're based in America and from our conversations it seems like you're proud to be in America and to be given the opportunities to do these kinds of things. In the US, one of the countries that I'm very familiar with, that. Would probably love what you're doing in China. Have you thought about trying to do something like this with a Chinese joint venture? Because if you try to do it on your own, you'll fail. there's no way you'll be able to do it as a holy foreign enterprise. But I think with a JV you might be able to do that.

Omri Shafran: I will be 46 in May and I feel like I lived like a 900 year old man in this age. I understand what I'm not good at. And what I'm good at, I think it's more important to understand what you're not good at. And I think, together being in 12,000 hospitals, I'm not good at, and I think having a joint venture, like with Honeywell, that we take their platform of having their thermostats, their lighting, their AC on 12,480 hospitals, will be much better. The direction that we're going through either Honeywell or Medline or Cardinal. This is kind of the joint venture that we want to do. I think American companies are much more open to this, and, and obviously they will give a huge preference to American companies, but again, I'm not against any Chinese or any other joint venture.

Sean Weisbrot: I think it's wise to keep your options open. And I can definitely see having spent the last 10 months in America that American companies are, and I think a lot of countries are doing this now. It might be because of the pandemic, it might be because of what's going on in Ukraine. It could be multiple factors, but I feel like. Countries are focusing more locally now than before where we spent the last few decades globalizing. I feel like globalization is receding in a way, and it's not that it's a bad thing because I, I do believe that the US had a lot to offer the world, and as it became wealthier, it kind of shed the most important parts of its economy and, exported it to other countries. So I, even though Biden is quite a. An old man in the way he thinks about the world and he harkens back to an old school world where, you know, America was this powerhouse, manufacturer. I do believe that bringing manufacturing back to America in a high tech sense, could be a really interesting thing. So I, I. Don't think you're wrong in looking at, you know, having a company in America, hiring Americans. It might be more expensive, but you can serve the American economy quite well, I think. How have you found the experience so far with building in America, building manufacturing, you know, hiring? I believe you hire veterans and, and people who are disabled, if I'm not wrong. So how have you found your experience in general? Because you, you know, you're, you are a foreigner, right? You may have spent a long time in America, but you're not. From America. So, you may be perceived differently from others, but America is meant to be this country of immigrants. So how do you feel as an Israeli in America, building an American company, hiring Americans, trying to serve the American society?

Omri Shafran: Most of our employees are Afghan refugees, refugees, uh. Disabled Veteran, veteran. Second chance. We are very, very open. me and Dimitri are a third generation Holocaust survivor. So for us it's very important to have welcomed all these refugees. And we know a little bit about what happened in their country, but, as living in Israel for almost 30 years. I can tell you that I've seen it, I've done it, and, and it sometimes it's very challenging. We have a very sweet spot for these people. I think I, I, I, I won't say USA because the US is a very large country. I. It's a continent. But if I say Texas, I love it. I just love it. It's amazing the people here, the government, the way they welcome business. It's so easy to do business here. all the agencies, everybody really has the attitude that you will succeed. Unlike other countries, it's the best country in the world, no doubt. Texas, again, I apologize from the other states, but this is the, I think, one of the most, favorite states, states ever. So, it's very easy to do, business and, and to, to support everybody and everything's so efficient.

Sean Weisbrot: So I think because of the pandemic and because of how expensive California has become, a lot of startups have moved from that area to the Houston, Dallas, and Austin area. And I've been to Austin myself about, I think it was 2017. I was there for about a week and I thought it was a beautiful place. I went in, uh. In the fall time, closer to winter, and I, I thought it was a very beautiful city and had a great experience. So I can only imagine what it would be like to live there long term. and I do know quite a few people who would love to live in Texas. So if you're looking for a place to settle in and start a company, Texas could be a good place. And I'm just talking to the audience here, I think it could be a good place for people. And I had actually thought multiple or several years ago that if I had ever come. To actually live in America again, I would probably consider Austin, as the first place I'd wanna live. And this was before I think a lot of the startups started moving there. So is there anything that we didn't touch upon that you'd like to mention?

Omri Shafran: No, I really enjoyed the conversation. definitely very smart. interview. You asked a very smart question and you have great ideas as well. I think it's one of the first interviews in my life that I've been educated and, uh. New ideas and it's really refreshing.