$10M CEO: How to Get Ahead while Others Get Replaced | Daniel Priestley — Silicon Valley Girl Podcast

Daniel Priestley: AI over the next five years will probably massively decimate wages and that is because there are always these jobs that are repetitive, functional, annoying, frustrating jobs that we can actually replace.

Marina Mogilko: Hello everyone. I have an amazing guest today, Daniel Priestley. I've been trying to get this podcast for a while. Finally, finally, we're here in London. I just had a co-founder of HuggingFace on my podcast and he told me that the only way to survive in this AI game is to become an entrepreneur in the next five years or otherwise it's just going to be you know impossible to make a living. Do you agree with this and what's your perspective?

Daniel Priestley: This technology is going to totally change the way that we all live and work. And it's it's one of these big general purpose technologies that pulls us from the old ways into the new ways. Now if we go back 250 years, people were pulled from the land into the city, right? So they were working in agricultural farming conditions and there was this kind of like magnet, this pull that brought people into the cities and they had to learn these new ways of working, this new style of urbanization, industrialization, and essentially, you know, it was like a completely new way of living and working. And if you had have gone back and spoken to people and said, "Look, in the future, we're going to live in these high-rise buildings and we're going to have this like infrastructure all around us, and you know, some of the jobs are going to be these jobs where we like drag numbers from this spreadsheet to that spreadsheet." They just wouldn't have been able to comprehend, but they would have felt the pull from the land into the city. Now, what's happening at the moment is that everyone feels this pull to be more entrepreneurial. It's like something is pulling me that I have to have a plural career. I've got to be doing a podcast. I've got to be speaking. I've got to be doing a startup. I've got to join a board. I've got to read the latest entrepreneur books. And it's like, hey, wait a second. When I grew up, everyone said you just have to have a normal career and work for one company.

Marina Mogilko: But we're feeling the pull towards entrepreneurship.

Daniel Priestley: So, the thing about AI especially is that it does a lot of automation. It does a lot of the kind of functional work and that frees us up to be plural to be working on all sorts of different things and knowing that everything's kind of moving directionally correct. And it is that that actually is meaning that the people who are doing the best, the people who are feeling like they're in line with the times that we're in are kind of more comfortable with entrepreneurship. They're more comfortable with these plural careers. So, there's definitely that pull.

Marina Mogilko: What are the top skills that you need to learn right now? You have this book for kids. What do we need to learn or people who are not entrepreneurs yet to become one?

Daniel Priestley: So, I'll give you a strange answer and I start with classical economics. So, in classical economics, they describe four moats and moat number one is land. Being a land owner, right, which was a really good idea thousands of years ago.

Marina Mogilko: Still is though.

Daniel Priestley: No, it's not a bad way to park money, but being a land owner was a very big moat in the agricultural age. Then the next moat was labor and capital. So those two moats were the industrial age and it was about having money and having talent, having lots of people and having lots of money. The new moat is this entrepreneurial way of working. So we call the four moats land, labor, capital, enterprise. So the fourth moat that we're moving into is the enterprise moat. So enterprise moat means that you know how to spot opportunities, assemble teams and commercialize opportunities at speed. So there are essentially people who are comfortable and know how to go through that cycle really quickly. And essentially the skills that are the most relevant skills right now are these kind of soft skills, these entrepreneurial skills, things like pitching, things like visioning, things like ideation, rapid testing, conducting fast cheap experiments to figure out what works, understanding multiple disciplines so that you can understand context and then bring stuff together. So these kind of weird skills that we don't really even have great names for, those are very relevant skills.

If I was to also boil down like four things that I think are really useful at the moment. One is crafting experiences. So creating an experience for people. One would be building communities, making you know the right people come together, personal branding and communities around that. One would be building culture. So a really high velocity culture where you can pull together teams and have a culture of innovation around a team. And aligning teams. So those are some of the skills that are kind of like becoming the most high value skills.

Marina Mogilko: How do you teach your kids that? Are you teaching them that?

Daniel Priestley: Yeah, of course. My kids go to coding camp, not because I think coding itself is going to be a really important thing, but the coding thinking is a really important thing. They also do media classes like editing and scripting and coming up with ideas. They also do woodwork. A lot of the holiday clubs are more important than school these days because the school is teaching stuff that you can regurgitate from a large language model. But, you know, my son just recently built a deck chair where they started with wooden beams and different things and different materials and they had to figure out how to build a deck chair and he experienced hands-on coming up with a vision, coming up with a plan, executing on it and completing it using tools and all of those sorts of things. And he also got a new context like value creation in a very different way.

So the two most important things that I think of is giving my kids experience of what I would call loops and groups. Loops are value creation loops where you start with an idea and create something and end up with a new result. And a loop could be a lemonade stand out the front of the house which we often do. Right? So it's an idea, we craft it, we create it, we come up with our way of doing it, and then we launch it and it's finished. So that is a completed value creation loop. And a group is the ability to put together a group who can work on a project. So the two things that I want my kids to know is loops and groups.

Marina Mogilko: That's such a powerful idea, loops and groups, because that's really what entrepreneurship comes down to, right? Creating something from scratch, bringing people together, and building things that actually work. Here's the problem I see all the time. It's not creativity that stops people. It's the chaos. You start with one tool for your website, another for emails, one more for payments. I just had a group call with my team and we decided to launch a digital product for my LinkedIn strategy. And we're like, oh, there's this tool that's really nice. I'm like, no, no, no, no. Let's just stick to our email provider. It's just too hard to manage all the tools. If you can have all-in-one, then have all-in-one because before you know it, you're managing five platforms instead of your actual business. That's why I love HighLevel. It's an all-in-one platform that helps you run your business from day one without the tech overwhelm. With HighLevel, you can build websites and funnels with drag and drop. You can automate emails, SMS, and Instagram DMs. You can manage clients with a built-in CRM. You can schedule calls, take payments, and even host your own courses and keep all of your messages in one shared inbox. And the coolest part, you also get your AI team. There is voice AI that answers calls, conversation AI that replies across platforms, reviews AI that follows up for five-star reviews, and content AI that writes posts and emails, and a workflow assistant that keeps everything running. It starts at $97 a month. No contracts, no complicated setup. And if you use my link below, you'll get a 30-day trial instead of the usual 14 days. So, if you've been thinking about finally launching or simplifying your business, this is a really good place to start.

Do you think in this environment it's easier to make money as a beginner or do you think we're going to struggle with these people who just graduated and can't find a job?

Daniel Priestley: It's both. It's the easiest and the worst time. So the reason I say that is there's more money than ever before. There's more opportunities than ever before. You can reach global markets faster than ever before. You can collaborate with people faster than ever before. You can find problems that need solving. We have huge problems. Every industry needs to be reinvented right now. There's like there's so much to be done and there's so much money to get it done. So in theory, it should be the easiest time. The reason it's not the easiest time is because our schooling system is rooted in the industrial age and it's built around getting people ready for factories and offices that no longer exist really. So the reason that so many people are struggling is because they went through this arduous training day after day after day for 12 15 years preparing them for an industrialized economy and when they get out there all of these skills make them very functional. But now we have automation and outsourcing.

Marina Mogilko: Yeah. And it's like great we trained you as a large language model that's not as good as the current version.

Daniel Priestley: Yeah. You know, so if you're a lawyer, you trained up to be a legal large language model and you better be damn good because the basic LLMs are at the 80th percentile now. So unless you're in the top 20% of lawyers, you know, we're teaching people to do functional work that can be automated or outsourced way faster, way cheaper, way easier. Especially in the west because in the west we're also in competition with low-cost labor countries. There are accounting firms in India that are dedicated to British businesses. Like they only work with British businesses. There are call centers in South Africa that only work with companies in more high-cost countries.

Marina Mogilko: Yeah.

Daniel Priestley: So, you know, whatever it is that you're doing here in the west, you are not only in competition with the technology, you're also in competition with someone who's armed with the same technology in a country where you can live pretty large on half the price.

Marina Mogilko: Yeah. Where do you see the biggest opportunities lie for these people? Maybe the markets that you feel like have these problems like you come and you just make money?

Daniel Priestley: Look, every industry is going through massive transformation. And in the next 5 years, we're going to see every single industry wanting to upskill around AI. They're going to want to disrupt themselves or be disrupted. They're going to want to add new elements to their business. Every business is going to want to try and build community. They're going to want to become more of a media business. They're going to want to use AI in their hiring process and in their operational process. They're going to want to put more AI into their marketing efforts. The opportunities really are everywhere. Like you couldn't ask for a time like this. This is a time of massive transformation. But the issue is that we need to be able to see what is the game that's being played. And the game is that we're ending the industrial age and beginning the digital age. And if you do things the old way, you suffer. And if you do things the new way, you succeed.

Marina Mogilko: You're an investor and a founder in multiple businesses. Can you name some of the things that you've recently changed with AI and what was the result like something practical?

Daniel Priestley: Yeah, so in 2002 I owned four agencies that were agency model businesses. We take on a project, we do it all for you. You know, typical client might have been paying tens of thousands to have a team of people doing stuff. And over since 2022 to today, over the last few years, every single one of my agencies, we've spun out an AI startup. So, we've taken the intellectual property, we've taken our process, we've taken our workflow, we've taken the ways that we like do speed to value, the stories that helped us to win clients, and we've basically automated that into platforms.

So, I'll give you an example. One of the companies I owned was a book publishing company called Rethink Press, and it's a great company. It's basically a hybrid publisher. It basically project manages you through the writing process and then publishes a book. And they're very hands-on. But we spun out of that an AI platform called BookMagic.ai. It's an AI that asks you questions to get your book ideas, then helps you to structure that into chapters and then tells you what would be the hottest topics to write about in each chapter. It doesn't write the book for you, but it gets you writing the book and it gets you the system, right? Giving you a system. Now that's based on 15 years worth of experience of taking authors through that process and now we're using that in AI.

There was a business that I owned, an IT services company called Soek, and we used to do a lot of marketing projects like building marketing assets. One of the most effective marketing assets that we ever built was an online quiz or an online scorecard and we used to build these for different companies. We built a DJ scorecard and we built test your DJ skills and we built a personal branding scorecard and all this sort of stuff. And they would cost about 15 to 25,000 to basically do the landing page, do the quiz questions, do the copywriting, set it all up, code it, host it, come up with the quiz scoring logic. And then that was just a regular project that we love to sell because we knew it was so effective. So then we spun out this company called ScoreApp and ScoreApp essentially uses all of that blueprint to build those on autopilot using AI and now for next to nothing you can have your own scorecard campaign with a landing page with quiz questions with scoring logic with AI generated content.

Marina Mogilko: Fascinating.

Daniel Priestley: Yeah. And that business is now got 8 and a half thousand customers around the world. It's product-led like growth. It's like super affordable. It's scaling at a compound growth rate of 4% month-on-month growth.

Marina Mogilko: Wow.

Daniel Priestley: Yeah, and it's been largely bootstrapped. So, it's a wildly successful, valuable company with hardly any shareholders.

Marina Mogilko: What happened to people who were in those companies?

Daniel Priestley: There's still higher value work to do.

Marina Mogilko: Hmm. So, they're still in the companies.

Daniel Priestley: They're still in the companies. I sold Soek. I sold that to a New York company, you know, public listed company, and they ended up going with the higher level clients. And there's still work to be done. Like everything's elevating. But what we discovered is that there's this ability to pull the scalable element out and address a market that was never even being addressed.

Marina Mogilko: So it's not like you're replacing people. It's more of you're elevating them.

Daniel Priestley: There's definitely an element of replacing people. And that is because there are always these jobs that are repetitive, functional, annoying, frustrating jobs that we can actually replace. There are some people who say, "I don't want to elevate up." And unfortunately, there's not much I can do if you don't want to elevate. If you don't want to play at the higher game, I'm moving fast. So, you've got to either elevate towards that or find something else.

Marina Mogilko: Yeah. Must be hard to have these conversations with people like, "Hey, we're replacing this process with AI." So, you either control AI or you don't.

Daniel Priestley: Yeah. No, I don't find that hard. I feel like adult-to-adult conversations are easy. And I only work with people who are grown-ups. So, you know, I love to be really honest with people and because of that honesty, most people that I've ever encountered, they just want to play a bigger game and they're excited. They understand the full context that this is an exciting time and they want to go on this ride to elevate up.

Marina Mogilko: So, of all of the automations that you've done, can you name like your top three favorite tools to automate things in your business?

Daniel Priestley: Well, I mean API calls to ChatGPT or OpenAI. So, do you use Zapier or something like that?

Marina Mogilko: So, if like there's a bit of a dirty word to Oh, a lot of people think that having an AI wrapper is a bad thing that you actually kind of.

Daniel Priestley: Yeah, I was like that. When I was interviewing Reid Hoffman, I was like, what's the next billion dollar opportunity? He's like, I'm building this assistant. I'm like, isn't it a GPT wrapper? He's like, yeah, but it's a billion dollar opportunity.

Marina Mogilko: I really think GPT wrappers are a really great opportunity.

Daniel Priestley: And let's explain for people what a GPT wrapper is. Basically, you prompt GPT with your own prompts. The assumption is that there is value in knowing more than the customer about a particular thing and you collect a bit of their data. You mix it with your amazing prompts that you've put a lot of thought into. You then put that into a new UX that's better than a chat UX. And between those three things of capturing data, prompting a set of much better prompts and also thinking about the UX more deeply, you're now creating something that is a specialized tool that's very valuable. And a good analogy would be that you know hundred and something years ago they created electricity and the electricity was this awesome powerful thing but then people came up with applications for electricity and they said oh we can channel this electricity and make a toaster. We can use this electricity to boil water and we call it a kettle. Oh what if we do this electricity into light bulbs. So they channeled the electricity into these specialized applications and then those businesses became amazing standalone businesses. Now imagine someone came up and said, "Oh, that's just an electricity wrapper, right? You're just wrapping electricity." You know, it's like, "Yeah, I am harnessing electricity, but we're harnessing it in a very particular way in a user experience that's perfect for boiling water and perfect for toasting toast."

Marina Mogilko: So LLMs are the new electricity. They do this amazing language generation or image generation or multimedia generation and then it's up to us as entrepreneurs to say can we improve upon that through UX through better prompting and through better ways of capturing user data and if we can do those three things and then wrap that up together we can create these amazing businesses.

Daniel Priestley: Some of these businesses look like they might end up doing four or five million a year and they might have 50% margins and you might make two and a half million a year with a very automated little SaaS, AI-enabled SaaS. You know, there's hundred like Reed Hoffman probably wouldn't even recognize these types of opportunities. There's just thousands of little opportunities where you could create a 5 million a year ARR business.

Marina Mogilko: Does anything come to mind right away?

Daniel Priestley: Well, I'm doing several of them. Right. So, I'm creating one called AwardsApp and this is an application that helps companies to win awards. So, what we do is we get them to talk about who they are and what they do and what they do well. We then search a massive database of awards that are out there. There's like 3,000 major credible awards ceremonies. Each one has like 80 different categories you can enter. So, you know, there's literally tens of thousands. You'd have to become a PhD in awards to understand even the beginning of it. But AI is very good at matchmaking what you do to the awards and the categories that would be relevant for you.

Then what we do is we spin up a fictitious AI generated panel of experts who are going to be the judging panel based on real life judging panels and we then get you to put forward version one of your application. We then AI generate it so it's better, run it past the panel, bring it back with feedback, AI generate a better result, and then you submit it to different award ceremonies. And by the time it then gets submitted, everything's ready for the perfect award, the perfect application, all AI built.

Marina Mogilko: Do you submit it automatically?

Daniel Priestley: Yeah, you can submit. Well, sometimes no, sometimes you have to go to the website and submit it through their website. Yeah. But you're ready to do all that. Every year 9 million people submit for an award. We know that if we capture just 9,000 companies, which is like one in thousands of the businesses that are out there, and we have a very affordable plan of like $40 a month that allows you to have an ongoing continuity of awards that you've won and ongoing updates of all the things that you could submit. We know that that becomes close to a hundred million dollar business. It's mostly automated automations. Yeah.

Marina Mogilko: Let's go back to the question about your favorite automations in business. Like what are the tools that you like using?

Daniel Priestley: I'll be really brutally honest with you. I mostly use the basic tools like ChatGPT and all of that and I'm very familiar with things like Notion and Replit. But I have a team of people around me who are better at using those tools than I am. And what I spend my time doing is trying to think up what might be possible and to I, my number one tool is a pen and paper. Right? I know this is crazy. A whiteboard and some Sharpies. So like a lot of people feel intimidated that they have to become like a total business geek or a total tech geek in order to be successful as an entrepreneur. The truth is for me is that I'm just nowhere near the best person to actually get hands-on with tools and like build agentic workflows and all of that sort of stuff. I can figure it out, but there are people who are faster and better at it than I am.

What I'm really good at is like if you think about the difference between the conductor and the orchestra and the people who play the instruments, the conductor knows the sound that they're trying to get to and they know what they're trying to bring together as an overall orchestral experience and they know what they're trying to bring to the audience, but they don't play any instruments. So, I'm kind of that guy, right? I'm not good at playing any of the instruments. I'm no better at playing the instruments than most people. So, I'm not clever at playing them.

Marina Mogilko: But you just hire people.

Daniel Priestley: I just bring people on the team. Yeah. And we play together about doing it. But what I spend my time doing is thinking about what would markets want and what would customers want and where are we in the value creation cycle of this business and what would be the opportunity if we could do this? And I'm trying to stay very much big picture 30,000 feet and bring in people who can help me turn that into a really good product.

Marina Mogilko: Can you walk me through the process of generating those ideas? Is there a ritual or you just, you know, go on a hike and think that?

Daniel Priestley: Um, yeah. So my issue is I have too many ideas and I need to slow down with ideas.

Marina Mogilko: I think it's a perfect time for people who have many ideas. I feel like it's the perfect time for people who used to buy a lot of domains for their ideas finally they can put them to work because they can Zapier code whatever.

Daniel Priestley: Exactly. So there is a bit of a cycle and the first step in the cycle is called founder opportunity fit and founder opportunity fit is basically finding ideas that you're a good fit with. So a lot of this is about soul-searching and the number one strategy is pause, reflect and document. So go for a walk with a pen and a paper. Don't listen to music. Don't take your phone if you possibly can. Your job is to go for a half an hour walk and reflect upon this question. So you want to reflect on the question, when was the last time I did something special for a certain type of person? We got a remarkable result and I could explain how we did it step by step.

Right? So you're looking to reflect on this question so that you can write down, you know, what did we do that was special? Who did we do that for? What was the outcome? What was the result? Why was it valuable? And what were the steps that we took to get there? And it should be largely based upon something you lived through that you were hands-on with. And then you're thinking about, I wonder if I could scale that out to more people. But you're trying to find something that you enjoyed working on because then it's going to naturally have a good founder opportunity fit.

So take Simon Sinek, the start with why guy. He was a consultant between New York and London and he used to fly back and forth between New York and London. And he was delivering culture workshops about like startup culture and high performance culture. And he recognized that he loved working with companies that had a really strong reason to exist, a mission, a purpose. And he just summarized that as companies that know how to start with why. And he said, "Oh, you know, I work with companies that start with why or want to start with why and they have a strong purpose at the core." And he created this idea called start with why. And because he had been working with these, he was able to draw some diagrams about how you go about starting with why. And then he on the plane he started writing his book. And he captured his intellectual property.

Now because he lived through several experiences of starting with why and he lived through those experiences of working with those types of companies, it came very naturally for him to create a company called Start with Why and to have a start with why business. So he had strong founder opportunity fit because it was rooted in his story.

Marina Mogilko: Now as a result of that we know whether he's already doing it or not but we know he will end up with a start with why AI tool and a start with why you know, he'll have all of that stuff and of course it will be absolutely unique to him and everyone will want to go to him for it and it's all about he has intellectual property that is rooted in his own story. He didn't go out there searching for some sort of like market analysis that he had nothing to do within his history. He was looking for founder or whether he knew it or not, he found something that was founder opportunity fit.

So that's one of the things. Yeah. But what about people who are just starting out because I remember an Instagram story where they were in Silicon Valley. I think they were working with the founder of Twitter and they're like we want to build something and they started looking for different opportunities in different markets. Do you think it's a good approach in these days or if you don't have domain expertise, it's going to be really hard to compete especially because people have AI?

Daniel Priestley: I think we're going to go through high velocity economy where things pop in and out of existence really fast. And there's no downside to having a go. And even if you succeed or fail, you're going to move forward just simply because you've had the experience. You'll learn something out of it. It's often the case that the very successful entrepreneurs, you know, hit a home run on their third or fourth thing. It can be a very positive thing to bomb out on an idea because often we pick the wrong thing to begin with, but it's very powerful to go through an experience of starting something, having a little bit of success, having a little bit of failure, learning along the way, and then going, "Oh, we've now got to start again, but we get to start again with the new learnings."

Yeah. So, it's not necessarily a bad thing. There's a few things I always recommend if people don't feel ready. So, I recommend what I call a 776 apprenticeship. So, a 776 apprenticeship is that you find a business that does seven figures of revenue but has six figures of profit and you get to spend at least six months shoulder-to-shoulder with the founder of that business. So, you're having direct report relationship with the founder. Now the reason is that if you're really early stage, if especially if you work in corporate, if you work in corporate, you work for a company that does seven billion of revenue, right? Like forget about like seven figures of revenue, you know, you have no idea.

Marina Mogilko: Yeah. You can't work with a founder.

Daniel Priestley: And you're in a completely made-up bubble. You've got a big brand and you've got a database and you've got like all these assets and all this stuff that you work with. You're in La La Land as far as like you have no idea what startup is going to feel like. So if you can go and work with someone who's just that one or two steps ahead and they've already achieved seven figures of revenue, six figures of profit and you can do six months working direct report for the entrepreneur. If you can clock that up, you're going to then have an experience of what entrepreneurship feels like and you're going to have that like just that much more hands-on, oh, this is what it's like to make a sale. This is what it's like to go and try and pitch something without a brand. All of those kind of things start to connect. So that would be number one.

Number two is deliberately do some side hustles that are open and shut within 90 days. So, open and shut side hustles might be I'm going to promote a workshop and it's going to be $300 and there's going to be 30 people there and I'm going to organize it and deliver it and everything's going to go open and shut in 90 days and we're going to have that.

Marina Mogilko: Yeah. And it's like there's no pressure of continuity like I have to do this for you.

Daniel Priestley: Exactly. It's just a complete start finish thing. You might say, "All right, I'm going to be an AI consultant to some small businesses, and I'm going to do that for 90 days and see whether I can do that." It's not going to be a business. It's just something I'm doing, it's a project for 90 days. I'm just testing it out to see how that works. Or I might, you know, see if I can sell a hundred items of clothing in the next 90 days. But the commitment is it finishes at 90 days. So you're able to start, have a go, finish all in 90 days. If you make a grand, if you make two grand, fantastic. But it's about the learning of going through a value creation cycle.

Marina Mogilko: Yeah. And this mental thing when you start a business, you're like, "Oh, it's my baby. It's going to define me for the next 10 years."

Daniel Priestley: Well, this is like the one night stands.

Marina Mogilko: Yeah. But by doing the 90 days, you're like, it takes this pressure off you.

Daniel Priestley: This is entrepreneur dating. Yeah, exactly. I love that.

Marina Mogilko: What about personal brand? Do you think it's going to matter in the next five years, especially for people who are just starting out with all the AI content, with how hard it is becoming to break through the noise?

Daniel Priestley: Personal brand is going to matter even more, a lot more, because personal brands get 20 times the cut through as business brands when you're trying to get attention. But it's going to be nearly impossible to build a personal brand. So, what's going to happen is creators like yourself, you're going to get your hands on these AI tools that allow you to be five times, 10 times more prolific. You're going to have 10 times more content out there. You're going to take this podcast and it's going to be so many pieces of content within 30 minutes. AI will have sliced it and diced it and mixed it and remixed it and edited it and it'll all just happen and then you will be everywhere on all platforms all at once.

And because you've put the groundwork in to kind of like do that, it'll be so hard for someone to compete with you because you already have algorithmic acceptance. There are already people out there who will watch your stuff because it's you and they trust you and all of that sort of stuff.

Imagine a scenario where there's an airport and there are planes that are on the ground and there are planes that are already up in the air and the fog comes rolling in and the air traffic control says if you're already on the ground it's too foggy you can't take off but if you're up in the air you can keep flying. That's what's going to happen to personal brands. So new personal brands are going to be harder and harder to get through the fog. Existing personal brands will be already up in the air.

Now, most new businesses are going to want to leverage a personal brand. So, someone like you, every month you're going to get three, four, five inquiries where someone says, "I'll give you 15% of my company if you will just represent this in the market. If we can say that you're on the board, if we can make some ads for us, if you can be involved, we'll give you a big chunk of equity just to lend the personal brand because it's too hard for us to build it ourselves."

I think there's probably two to three years where you've still got time to build a personal brand. I think one of the greatest assets anyone can build right now is a dedicated following of 2 to 20,000 people who know who you are. They get you. Doesn't have to be millions, but if there are people who are truly connected to you, that is an asset that's going to be worth an enormous amount of money over the next five years.