Welcome back. You are listening to the 20 minute BC with me Harry Stabbings and you can see all things behind the scenes on Instagram and eight stabbings 1996 with two B's but to the shows Day. And this is what I've wanted to do since I started 20 V c, but maybe wasn't sure about get the chance. I'm truly honored to be joined State by the incredible mark. Cuban Mark is a serial entrepreneur, investor and owner of the Dallas Mavericks. His career began with his family of My Crew Solutions, a company he went on to sell to CompuServe in 1990. Then in 1995 Marco founded broadcast dot com streaming audio over the Internet in just four short years broadcast dot com than audio. Nat was sold to Yahoo for $5.6 billion. Following the acquisition in 2000 Mark acquired the Dallas Mavericks, where since his taking over they've competed in the N B A finals for the first time in franchise history in 2006. On becoming N B. A world champions in 2011. They are currently listed as one of Forbes is most valuable franchises in sports. And if that wasn't enough,

Mark is also one of a B. C's shocks on the hit show Shark Tank. I'd also wants a huge thank you to Kim a cluster for providing some fantastic questions suggestions today. But before we move into the show's day, I want to take a moment to mention Hello Sign. A great example of a company that found success in building a product focused on user experience. Hello Sign is an effortless E signature solution used by millions to securely send on request legally violet digital signatures and agreements. They raised a total of $16 million in funding and recently got acquired by Dropbox for an impressive $230 million. Check out hello sign dot com Fort slashed to zero V C To join the thousands of companies and founders who value fast, secure and simple e signatures and also ever unknowns. That building great mobile products is really hard, and it takes time with heads Been product, def. And Q A team's nanny is that behavior and performance of any mobile at Browning on any device and any network anywhere in the world has been began in April 2015 when Founders money she Umbrian both had painful firsthand experiences as lead engineers, building mobile products at Amazon's Anger and Google. And so,

starting from a blank page, they both creates the platform to give mobile teams developers que engineers and product managers the ability to experience the mobile Apple site the way users do, running on any device in any network, anywhere in the world and within a year had spent and set a new standard for mobile and toe and testing performance monitoring in user experience. And on a six with more than 100 of the top 200 global Mobile APs relying on the platform joined the best in mobile today at head spin dot io. That's head spin dot io, but that's quite enough for me. So now I'm very honored to welcome Mark Cuban. You have now arrived at your destination Market is such a pleasure to have you on the show I started four years ago, 2500 episodes ago. But this is what I wanted to ever since the start. So thank you so much for joining me. Stay

Mark. My pleasure. Thank you for having me

on in order to I would love to start Stay with a little news. If it is it don't know. Quick Summary. How did you make your way into the world attack? And what was that starting point for you,

Mark? Oh, my goodness. My starting point in Tech was I got a job working for a software company in Dallas selling PC software where I didn't really know anything about the software. It all but the guy just needed somebody desperately and he goes, Well, what do you do if you have a problem you don't have an answer to? I'm like, I'll read the manual and I'll figure it out and you go higher. And that got me into the PC software business. And from there I started teaching myself Lotus 123 macros and at debates to programming than basic programming and then a little steep programming. And it just went from there to local area networks. And then I got fired. And then I started my own company called Micro Solutions, which I mean, I was all in on tech at that point. And then I sold my car Solutions to H and R block. And then, a couple years after that, we started the streaming industry with a company called Ideo Net that turned into broadcast dot

com. I mean at such an incredible career. And if we have a big a couple of elements that I'd love to kick off, stay with you, mentioned at the stony of my crew solutions. And you've said before, they said, I just listened to four hours of your pride. Pour cost. You always wanted to be rich from a young age. I guess my question to you is with that in mind, how do you think about your relationship to money today? And how has that

changed over time? More Oh, dramatically different. I mean, I went from being broke, living six guys in a three bedroom apartment, literally like I would go buy a beer somewhere, and then he like as many fried mushrooms or whatever bar food out was allowed to eat and gaining £30 to after we sold broadcast dot com and we're able to convert that to cash. Then all of a sudden it was like, OK, what is it like to really be wealthy? And now I've gotten to the point where it's like, You know what? I've got all the money on D. It's not about my next dollar. It's about what can I do with it? And how can I help my family? And what else can I do in the world?

Can I ask you a question of a bit of advice? I started with nothing todo I have more than I ever thought I would at my age, for sure. But I always thought, When I have acts, I'll be happy. Whatever I get X, I'm not happy. Is that something that you felt? And how do you feel about this kind of attachment of happiness to milestones and maybe milestones to the financial?

Yeah, I never looked at it like I'd be happy because I was having fun when I was broke. I've always tried to be positive, and I'm not kind of a stress oriented person, but I always looked at it when I had X amount of money that I could stop working, and I did so when I saw my first company, Micro Solution, I bought a lifetime path in American Airlines and literally just traveled and partied like a rock star and I lived like a student mean I wasn't ever really about stop. It wasn't like, OK, I got to go buy this stuff or that stuff. And then I went back and we started audio that I kind of put it all on the line because I was in my money to start that company. And from there it was like, Ok, now I gotta cry, because if this doesn't work, I'm back to having nothing.

And so that took off, We went public. That did really well, then we sold off its they That was great. Then I bought the Mavericks and we were losing money because I cared more about winning than they keep money. And so they're my relationships of money was okay. I can't blow it too badly. But as long as I'm to stupid that I will be okay and then I made some money up some other things. Then it got the point was like, Okay, now this age, it's not about money anymore at all. But it was never like when I get the this amount, then everything will be OK. It was more like Okay, when I get to the point that I don't have to stress about the Bills,

then I'll be OK. And if I could ever just not have toe work, that's all that really mattered to me. So then I could have patrol of my time. And to me, time was the most valuable ass that I was trying to get an angle on as

best I could, he said. There about kind of putting it all on the line when you went by around T. With that in mind, how do you evaluate your relationship to risk and fair today? I

hate risk. You know, I'm going terrified of risk. But I always tried to be prepared. You know, when I was in college at Indiana University, the basketball coach, there was a guy named Bobby Knight and he said, Everybody's got the will to win but it's only those with the will to prepare that do with and that was always me. It's just like okay at the beginning and I had nothing to lose. So if I just busted my ass, then I could get where I needed to go, because if I failed, what was I gonna do? I'm still on the floor, right? And you know,

I'm still broke, and I still got a car that barely gets from point A to point B. So why not start? And then after I sold micro solutions and I was having some fun, it was like, Okay, I'm just gonna live like a student. But from there, I wasn't opposed to rift if I really did my homework

and that's the

same now, as long as I do my homework and I understand what I'm getting into, It reduces the fear factor, if you will. And I'm not so

opposed to risk. You mentioned audio in that down. We kind of taking a pit stop through your incredible career. But when you unpack that there's a couple of really interesting things that's, you know, streaming market was by no means what it is today. A lot of

companies, literally. When we started arguing that it wasn't like there was a streaming market, it was it was no, but not one single company doing what we were doing. And that was the exciting part, because everything we did was the very first time it was done. Then we call the Internet broadcasting, so we broadcasted, Choose me a wedding or broadcasting a bowling match or broadcasting a rugby match or broadcast soccer or baseball or bath Books were always the first, and that's what always made it exciting and allowed us to push forward because there wasn't again like, Okay, here's the competition and they're doing this and let's get in there. Could we could do better. It was like, Okay, I remember literally we had I don't even know how many employees but saying from the mall,

like Look, this could change everything if we do this right, This is a $5 billion company. If we do it wrong, people won't remember us, and we'll still be friends. But this is the most unique opportunity, What for AB and obviously three me turned into even more than we

expected. It totally did. But my question cheese, and they said that it just wasn't a marketing tool, and people kind of scratch their head and thought, you're a little bit crazy if you translate that to investing today in your mind set. How do you think about that balance of pursuing the honey man's vision for Sape streaming as you had versus the realism when something's not working and you should maybe listen toe May says. How do you think about that when to quit and to pursue

vision? I mean you when you run out of money or you run out of time because I've had bad companies to and at best in a bad companies and had the guide people. And most people think if I only had more money, if I only had more money, that's rarely. Rarely the problem or not, he had more brains or more of a differentiation to the sign. If it's that time, you just have to be brutally honest with yourself and ask yourself, What is it that's keeping this from happening? You know you don't have enough customers. It's not just because you don't have enough money because the best products kind of sell themselves are easy for you to sell. And so if you can't find a way to sell it, it ain't gonna be sold, and it's not about raising more money, and it's not about even the economy, especially now.

We're gonna come out of this pandemic and everything is going to seem crazy. Everybody is going to seem crazy and that's the best thing that ever happened. Entrepreneurs right now and going forward over whatever period of time it takes for us to get to the other side, it will be the best time in the history of mankind. Toe ever start a business because there are no rules. Everything is open for negotiation. Everything is open for discussion. Everything's open for your vision to really be put into play. Now, the next question people typically ask, Well, how do I raise money? You don't again. The greatest companies rarely have had to raise money. Sure, Elon Musk has raised a lot of money,

and I give him a ton of credit. But you look at the greatest entrepreneurs and go down the list. You know, Warren Buffett, whoever They didn't raise any money at all. Most cases, because sweat equity is always going to be what you need. One anything else. And if you're able to come up with an approach, you're able to come up with an idea. Now's the time to do it. Now is the time. Not that has to take Go for particular. If you've lost your job or you find yourself being furloughed What better time everybody's at home. And the minute when everybody walks out the door, everybody's gonna be looking for something new.

Can I ask One question that I'm constantly asking now is even seem like this period and being all coming to an end. Do you think we'll see this insanely fast round poppers? Everyone is suddenly out of isolation, and consumer exuberance and excitement is something that has never been before the freedom that they suddenly have. Would you think that is a much more prolonged economic downturn that we have to work

our way out? Although the multiple years so two different questions there, when people come out, if they see something new and something different, something exciting, then they're gonna glom onto that. There's gonna be some amazing world class companies created that just changed again. That's one thing, but that doesn't necessarily change the macro economics, and I don't think we're gonna have a V shape where all of a sudden everything's back to normal. I don't even think we're gonna have a Nike swoosh shape where we go down lower than I'm back up over a little lower slope. I think it's going to be a struggle for a while because the trends that were happening before that negatively impacted businesses is going to be accelerated. You know, retail retail was already struggling and and it's back against the wall because of digital sales. You know, the Amazons and Walmarts, etcetera.

That trend just got dramatically accelerated. You had telemedicine changing health care. You have technology, digital technology in particular. Were doing a zoom interview. What used to take place in a meeting. Now everybody's doing. I mean, we're having virtual happy hours and not that that's gonna replace traditional happy hours, but where before people might have been, as it in a reticent toe do digital meetings. Now it's like, OK, we've all been doing this and we have a better sense of place when we have a digital meeting. And so they're gonna feel more comfortable than you have artificial intelligence where companies have been using AI to replace not necessarily people, but processes and not rehiring.

People were moving people to different jobs and yes, in some cases, replacing them. And we're gonna see a push towards robotic. We're recognizing now that it's a national security risk when there's certain products that we can't make here. But we can't compete with overseas manufacturers by simply just saying, Okay, let's make them here in Iron people to do it the same way they do for the same way we used to back in the day because Americans still don't want to pay more for made in America. So the only way to solve that is through robotics and AI, and the only way to be able to solve that through a biotics. Today I is investing in it, not just privately through major corporations, which is happening some, but also the government's going to have to invest in it because America is not the leader and robotics were not top three. And so all these things are going to change it some men or another, and that's gonna lead to displacement and disruption, and that's gonna lead to challenges and opportunities. But we're gonna have to do things a little differently when we come

out of it. I guess can have one option either love to jump on the eat. It was buying the maps. Obviously I had about how it came about sitting in the audience and thinking that you could do it. But I guess my question to you is I heard you also say that you probably paid 100 million too much for it. How do you think about your in price sensitivity? More when investing

today. I'm price sensitive because when it's a big thing that I'm going to run like the Mavericks. And it was a passion play unless price sensitive. So I'm buying something for me, which doesn't happen a lot. I'm not super price sensitive. Like I bought my house side out seen. It was like, OK, it looks like a cool house in the pictures. I'll take it. But when it comes to investing now, I look at it. One of my leverage points. What's my upside? Because I think a lot of people when they have best and a lot of this a shark tank made Sally when they invest, they fail to realize,

like if you give somebody $100,000 for 10% of the company, which makes it a relatively small company that companies gotta make a $1,000,000 in cash flow in order to distribute 10% of that to give me my $100,000 back That's the way I always look at it. I look at a company. I want to make money off the cash flow from it, not to have to make money from an exit from it, because in exits I can't control cash flow and profitability. I can work with the entrepreneur and have some level of control. And so my best investments really are the ones that return cash to me. Even though some have been big in terms of ecstasy, I've tried not to price based off of a potential exit. And so I'm not the type that says OK, I'll put 50,000 year 25,000 there, 10,000 there because I want to have a good resume That looks good cause I have a bunch of winners ignoring the fact that I've got 10 times as many losers when I'm best, I try to get at least a material amount of the company unless it's some crazy reason you'll never seen the FFT get one or 2% because the company can't get big enough for me to get a material enough return toe have an impact, my network just to be brilliant.

I totally get you can, I trust Is that not limit upside maximization? There were anything but if you folks small cash generative businesses are ones that can fund the investment through cash flow, and then you look it's a strike, which even one or 2% would now be west 3.6 billion. How do you think about

done? Does it weigh those? Look, when they happen, they happen. So if I see something that I think just as an incredible opportunity, So if I said you know what while why didn't I think of that? Usually what ends up happening is you start up only 25 10% of the company, and then you get deluded because it grows bigger and bigger and bigger, and they try to raise stay with the growth. So I don't mind when that happens, right? Cause I have the option of continuing to invest and retain my ownership or being deluded for whatever reason. So when you get a company that's just a huge grand Slam like that and that's great, it's still going to keep on growing. But typically it started off really small, the type of investments I won't do or don't do is ones where companies by sales. So if this is gonna be a company that has to raise 500 million to do 100 million in sales because they want to own market share and then they get an exit because they own such big market share or have a widely distributed customer base that no, you're not gonna see me invest in that at all. So there's just issues there that don't sit

well with me. I totally understand that. I guess it's just a different psyche and mindset to a lot of investments in Silicon Valley. I've interviewed 2500 I spoke to one of your found is actually Kim a Cluster before, and she suggested else this one, which is, What do you think is wrong with Silicon Valley investors, and how do you think about

them today? I think they're like old Hollywood. So when you hear stories about all the Hollywood and everybody wants to be on actor and even though they're working as the job as a waiter there trying to get discover, and that's the way Silicon Valley work. So no matter who you hire, they think It's just a way station for them to do their own thing right to the road start, and they always air going to think that I've got a better opportunity. So that's one thing in terms of culture with your employees, and that's always been a challenge for me. I've always wanted people invited to my vision or the vision of whatever entrepreneur of testing and was a hole in. Not I'm here until I could do something better where I'm here until there's another start up that I think is better or I'm here until you prove to me that I'm going to get a great return. And so that's one thing. And the second thing because you have so many veces out there and there's so much wealth from investing and really scattershot investing, you know, let's raise to $35 billion fund or even a $200,000,500 million fund and they have to throw money of things because you don't hit something, then you don't get another fun. I think that's a great attraction for smart people in some respects,

but it also leads to a lot of bad habits that a lot of culture in terms of companies that I just don't agree with. I think if you take some of the companies Twitter, almost any of them uber in particular lift and you move those to Kansas City, Dallas, Pittsburgh, Buffalo, New York there would have been so much more successful so much more quickly

and had access

to the same challenge levels by importing them, obviously, But still, I just think it enters them because they're about looking good before being a good company or being a great company.

Can I ask you away one? Do you agree It's fake it till you may kiss?

No. Hell no. You gotta be up. Especially not now. There's times when everybody's gonna fake it till you make it right. So they could you make it can be OK if you're programmer. And there's something that you know you need to get done and you've read something about it and you know you can figure it out. That's not bacon to you. Make it. That's a OK. We'll bust my ass and make it work. Figure to you. Make it is trying to pretend you're an experienced entrepreneur and that because you worked for eight months as an engineer at ABC company. Now you can put together a business plan, and you know exactly what you're doing To me. None of that stuff works. You've got to be authentic, and you've got to be self aware. Now that doesn't mean you can't be a risk taker. And you can't commit toe learning and taking on challenges that you're not comfortable with. But every single fake it till you make it entrepreneur who pulled me as

it's inching. Speaking of the instruments, TV watch with that, I spoke to you about six or seven actually, before this and that commonality between them. They said. Mark is the most unbelievable person to learn from when it comes to sales. And so I'm in treat. You also mentioned your love of sales earlier in your mind. What does the founders that you work within the EEC got most wrong when it comes to sales and that you urged him

to reconsider? They don't think it's important. They think that comes with any good product, and I tell them all sales cures all. There's never been a company in the history of companies has ever succeeded without sales and you can't make money and sales. And if you're in that rut where you have to keep on raising money at some point you're gonna have to deliver on sales. And I tell him all that CEO doesn't believe in their product enough to sell it. And nobody else

is either totally agree and wet season. In terms of the pricing argument, many messes say, hey, prices higher as possible. Others say price loan drive for Lima can utilize on pricing from a base level.

You price from the perspective of your customer with the value proposition period in a story. If I'm a customer of it and I think I'm getting a great value at a dollar than you ask the question, will they feel like they're getting a great value of $2 or $10 or $15? And there's lots of times I'll ask an entrepreneur, particularly. They offer a service, a unique service. Okay, how much do you think you should charge for this? $10,000? No charge, 30 or $50,000 Because you need to start learning, they may say no. This time it's easy to reduce your price but you need to learn exactly what the value proposition is for this service. I invested because I think even you're underselling yourself and it's worth mawr, and that happens more often than not, because when it's your baby and you had any resistance,

then you tend to be afraid of rejection. And to me, you just gotta always go for it. Like my first company, Micro Solutions. I had one deal with a company called Phillips that still in existence today, and they were coming out with a computer and they needed someone to write this software for you. Talking about bacon to you make it. I'm like, OK, I know how to get it done. I just don't have enough people and I do this. It's going to really just eat up all my time, and I'm not gonna have time for some of my other customers, and that's gonna create a set of challenges. And so I was going to price it at $30,000 a month. I think it was, and instead I priced it at $60,000 a month and they said yes, and that was the inflection point for that company. It just blew up

from there. Final question for you diamonds. A quick fire. But he said that about it meant that you couldn't do other customers as your prioritizing this. How do you think about prioritization? Stay. And I guess what drives your decision making around where you choose to spend time versus what you may be delegates.

So first you have to know the vision for your organization. And second, you have to know the goals of pretty much the people who particular small, the people that work for you and you have to figure out how to align them. And once you have people aligned on your vision, then it's a question of picking up the people and increasing your bench strength because you've got to develop, manage that you can trust. Once you have managers than you could trust. Then you can accelerate things because then you're confident in delegation. And I've been both managers at various points in time in my career, and it's a whole lot easier to spend a little bit more time toe, make the people around me stronger. That's part one and part two. You've gotta learn toe hire people who aren't like you and to hire slow and fire faster when you make a mistake, writable. And so once you have those things in place, then you can start delegating and pushing the ball forward yourself.

And so once I felt confident that I had great people around me that look, I've never been a detailed guy. So I've always tried to fire our partner with somebody very anal and very details oriented, because then I could be ready firing knowing that they were going to keep me in line and keep me within the baselines and make sure all the I's are dotted and tees or crossed and that allow me to push things and push things harder. Now that led to disagreements and some knock down drag out battles with some of them. But that was OK. That was all part of the process. But, yeah, you've got to be able to do those things in order so that you can delegate because you're never going to accelerate. Well, that's going. You're never going to accelerate unless you delegate.

I love that. I mean, that's a new book on the way. Tell me that I'm were struggling when this is released, but also for the quick fire. But I wish I go with you have a set of strengths, and you have a set of weaknesses. Do you double down on your strengths and become truly wild costs? What, do you actually have to spend time on the weaknesses? Because, actually, the things that can

kill you depends on what you do, right. I mean, depends the type of company you're in and what your job is or what your circumstance. If you're working for somebody, you gotta figure out your weaknesses and get it done in the number one guy nine give to people. Can you reduce the stress to your boss or Boston? If you're an entrepreneur, whatever you're good at, then just work really, really hard to be great at it. A No one quits anything. They're great at B. That's where you find your differentiation and create your opportunity toe. Make a lot of money because once you're great at something, you can't live yourself. A lot of people I'm great at this and reality they stuck once. You're undeniably great. People are paying you for that greatness. That's when you can just go into the stratosphere. And that's when incredible fortunes

were made. Yeah, that's good to hear. For sure. I want to move into my favorite, which is the quick firearm law. So I say short statement, and then you hit me with your immediate thoughts. Are you

ready to dive in? Yes,

sir. Okay, it's even in quarantine. I'm not reading as much like should be. What's your favorite book, Amoy.

First I'm reading two books rebooting AI because everybody looks at a eyes complete, positive, rebooting. Just maybe recheck my old card right and take a second look to make sure my premises on AI straight and then another one called healthy Buildings. I think the guys Joe Allen, is his name, and it's just saying when we try to go back to work, if we're going into offices or retail, whatever, owners and CEOs and entrepreneurs are going to have to be a lot more cognizant of the air quality and all the pollution factors in the health of their buildings and employees. Obviously, you're gonna be a lot more concerned about the health of the buildings that they're working it, and so I'm trying to get a leg up learn as much as I can't there

on appearance monkey have achieved all that one could ever want to achieve. What motivates you today?

I'm competitive. I just love the way I want to prove that I could still kick your ass.

You OK? Very much obsessively monitored the competition and maniacally kind of focus on them and beating them or even and strolling

here less. Yeah, care less what other people are doing. It's just like Okay, I'm just looking for battles where I think I could just change the game and it's what I can do. I really don't care what other people do.

How did having kids impact your approach

to business when they were first born and did change a lot initially because they were Mama's kids that my 1st 2 were girls and it was an adjustment. But as they've gotten older and turned into real, people changed everything. Now I'm so fortunate I could spend as much time with them. It will let me. It's cool about understand where they want them with me, that how much time I want to stand with that. But it

changed everything. That's very funny. Tell me how would you approach the reopening of society in this Covad world?

Gradually, I think we have to learn there's so much that we're not learning or that we don't know. I don't want to diminish it. But it's almost like technology. In the early days of the PC, where every day there was a new product or a new service and something different came out and you had to be incredibly agile and learning because you were learning something new every day that impacted your business. And again, it's not a great analogy, but it's somewhat similar here would cove it because every day we're learning something new about the disease. The scientists are, and they're conveying that to us. And as a business person, as a country is a world, we've got to keep on investigating. Obviously, in vaccines and therapies and his business. People be incredibly agile because we've never been through this before and we can't just look back in history and say,

well, this what happened in 1917 and 18 that gives us some guidelines, But you know, this is a unique set of circumstances, so I think the number one trade is agility. The number one a trade is paying attention and learning, consuming information so we can try to make good judgments and then go from there. I think any dogmatic solutions. I'm a capitalist. I'm a libertarian. I'm a socialist. Those are all out the window, and we've just got approaches with

fresh eyes. What's the single biggest challenge of your world? Stay milk

right now with the pandemic after taking care of my family and making sure that their say, trying to figure out a way that I can help other people reclaim their lives or move forward and just try to have as much of a eyes of impact as I can without being arrogant about it, meaning again, being self aware, knowing when I know what I don't know and recognizing that there's a lot of people you know a lot more than I do about all this stuff. But the places where I can help businesses, particularly small business to medium sized business, to try to have an impact.

Their question that I wasn't sure whether to us, but I hope it's OK. I hear you met Travis and Hubert Seed, what with the takeaways from that and maybe not doing that. And how did that impact your mentality when you think

back to it? I met Travis through red swoosh. I actually funded that. And so I kept him alive when he was about to die with its previous company, and to his credit, he busted his ass and got it sold, and we made money off of it. So I knew he was a good entrepreneur. I also knew that he was the type that you put a wall in front of them. Travis would run through it, even if you wanted to keep that Walt Bill, you know? And so I was a little hesitant initially that Travis would just be the bull in China shop when it came with dealing with municipalities and texi cap commissions and the life and that that would create problems for him. And so I negotiated on valuation. I do. It was a great idea. I just don't realize how big it would be going back to some of your earlier question.

You asked me, and so I said, Here's what I would do. And he never came back to me, which pissed me off. But it did come back to me in the future for advice all the time, but never considered. Offer me any expertise. So on one hand, those qualities for Travis are what built uber, on the other hand, those 12 qualities for Travis or what got him kicked out

of uber. Yeah, absolutely. I didn't know about red streaks, so that's very interesting here. And then take me Final One. When you think what kind of most recent investments, What's the mysteries investment the ive made and why did you get so excited and say Yes, Mark, There's a

couple in the robotic space I've done like five of them. I'd have to go look at their exact names, but one. Does analytics on Robotics toe understand how well they're operated? Another does for food processing, because I think the food supply chain is going to become a bigger and bigger issue that tracks temperature and reduces spoilage. Another high robotics out of Kansas City. They do welding robots so that companies in scale and reduce the cost of manufacturing and complement their existing welders. There's a bunch of them in that space, but if you go to mark Cuban dot com, they're

all there, Mark. As I said, I've done 2600. I've wanted to see this one for five years. They thank you so much for making it happen, and I really appreciate

it. That was a great interview. Thanks for having me. I really enjoyed it.

I have to say it really is episodes like that which make me feel so lucky to be able to see the show. I want to say a huge thank you to mark for giving up the time state to be on the show. And if you'd like to see more from us, you can on instagram it. Eight stabbings 1996 with TBS. We would love to see that. But before we leave you today, I want to take a moment to mention hello. Sign A great example of a company that found success in building a product focused on user experience. Hello. Sign is an effortless E signature solution used by millions to securely send on request legally violet digital signatures and agreements. They raised a total of $16 million in funding and recently got acquired by Dropbox for an impressive $230 million. Check out hello sign dot com Fort slashed to zero V C To join the thousands of companies and founders who value fast, secure and simple e signatures and also ever unknowns. That building great mobile products is really hard. And it takes time with heads Been product. Dev and Q A team's nanny is that behavior and performance of any mobile at Browning on any device and any network anywhere in the world has been began in April 2015 when Founders Money she Umbrian both had painful firsthand experiences as lead engineers,

building mobile products at Amazon's anger and Google. And so, starting from a blank page, they both creates the platform to give mobile teams developers que engineers and product managers the ability to experience the mobile Apple site the way users do running on any device in any network anywhere in the world and within a year had spent and set a new standard for mobile and toe and testing performance monitoring in user experience and on a six with more than 100 of the top 200 global mobile APS relying on the platform joined the best in mobile today at head spin dot io. That's head spin dot io As always, I so appreciate all your support. Nikon waits, Bringing a fantastic episode on Friday with Founders Friday.