Water Tech Breakthroughs with Nili Persits, Founder & CEO @ Dottir Labs

Hey, today on the show we have Nie Pettitz. Nilly is the founder of Daughter Labs, D O T I R Labs. They are based in Boston and Nie along with her team are revolutionizing the application of a traditional technology that formerly before their patented breakthrough was inaccessible for most people on the planet. I'll keep the name

of the technology a secret to build the suspense. Uh but it was a very interesting conversation. Millie has great energy. Uh really cool to walk through uh her perspective as a founder and she has great things to say. As always, thank you to our partners Craz Friends for production and clean tech growth lab for making this happen. With

that, I give you Nie. Hello, welcome to another episode of the grove. Thank you to our partners mentioned just before this, but without them it would not be possible to interview awesome people doing awesome things like Millie. Welcome.

Hi. Thank you. It's great to be here. What is happening? Before we get started, want to recognize you uh for your scarf and earbud combination. It brings a lot of color and life to this screen. Very inspiring. Thanks. I like color. I feel like everyone wears dark blue, gray, and black.

And so I rebel. I rebel. Good. That's what I tried to do. That's what I tried to do with the denim today, but it's still uh it's still blue. But uh yeah, so we have outside of that. I mean, it takes I think it says a lot about a person's uh personality and

ambition. It takes particular personality ambition to do what you are doing. So before we get any deeper, if you could uh give a brief introduction of yourself and what you're building. Sure. So hi, I'm Neilie and I'm the founder and CEO of Daughter Labs. And we are building a novel sensor platform for

water monitoring to make sure that our water sources, our precious water sources stay clean and intact, but still helping the industries that need it to be able to use it reliably and sustainably. So, uh, things that I've spoken about, uh, on prior episodes is that water is a particular, uh, favorite of mine and has

been for a long time. So, when you agreed to do this podcast, I said I was very excited. So, um, how long has has daughter been around? That's a complicated question. Um, officially since 2023. Congrats. uh when it kind of got incorporated but effectively 2024 because I started it when I was still doing my PhD at MIT.

Okay. Developing this technology and so while the idea has been around for a long time effectively I think mid2024 is when it kind of really started full-time. Got it. Being a thing. Cool. Cool. Cool. So, so then to to give a little bit of perspective to who Nelly was when you decided to uh start the

company. Could you give just like a brief timeline overview of how you you know you mentioned being at MIT? I see there there was a a doctorate degree there. So, you know, um you know, ju yeah, just a brief overview of of how you got to where you are.

Okay. It's going to be quick and kind of weird. Uh so it's very nontraditional. So I uh used to work in the defense industry for a long time. I actually worked in the defense industry for close to 15 years and then decided to do a PhD. At that point I was much older than

the traditional PhD. And I also had two very young children. So they were one and four. and I decided to quit my job and pursue a PhD in something I was totally passionate about which is the intersection of biology and engineering which has always been what I wanted to do and so kind of having I would say

maybe a midlife crisis I was like I will do something different with my life from now on and so I did I applied to grad schools and I was wildly ambitious and applied to MIT and they accepted meow and so I moved my family everyone uh my two young kids, my my husband and myself

all across the ocean and started a PhD and it went well and I never thought I'd be an entrepreneur but when an opportunity presents itself you either grab on and go for a ride or you plan a skip and I'm not uh the person to skip it.

Okay, so two uh very amazing first of all and then two questions uh that I have is was there anything Uh well you you partially meant you partially answered one of them so I'll ask this one. Was there anything about your experience in the defense industry that inform or your PhD that inform how

you navigate daughter labs? Yeah absolutely. So I think what the defense industry has taught me is how to build things ruggedly right like you have to build things to endure. You have to think about redundancies. You have to think about oh actually there's no one going to be around to support this thing. you have to make it good. And so

like the fundamentals of building technology that's meant to last, that is going to be reliable definitely came from there. And I was privileged to work with the most exceptional team of engineers, people who've had decades of experience, which you just learn to value because they have so much experience and memory and they teach you

so well. That's amazing. That helps me build properly. Not always slowly but reliably, which is really important in these industries. Too many people have been burned by promises that no one actually acted on. And I don't ever want to do that. I want to build something that people can trust. So that's the

first thing. So question about Yeah, the question about the reliability. So when you say um because I think it's such an important point and uh I do believe Todd is doing it. So when you say uh building reliably and not slowly but building reliably how is it that you are you know what does that

mean? Is it a certain level of Q&A? Do you have systems like you know how do you how do you actually implement that principle? It actually starts with not overpromising, which is hard because when you're an entrepreneur, you always have to have that vision in mind of what things will look like when you're done

building them, but a you're never done building. And so, you have to be optimistic, but also can't make wild promises. And so, the first thing is say this is what I'm confident this can do and take a little bit of a margin, but not, you know, promise the moon when you you can get next door. Basically, that's

the first thing. But then the second thing is not always go for the cheapest option. Honestly, you think about components. You might want to upgrade the things you're using just so they last longer that they actually deliver. And that is a really hard trade-off because you're building and things are expensive, especially hard tech. Toughte

is it's wildly expensive. But the bottom line is this has to endure and if it breaks, people will never use it. So building properly so people use it, trust it. Building that trust is pivotal to this industry and I feel like so many people have been burned and so I'm really trying hard to not do that.

Yeah. I mean I I I think like like you said I mean doing hard tech I mean that that that happens very frequently. I'm involved with a company where um we use gas regulators and the I mean for years, you know, we've been dealing with different types of manufacturers, different styles. I mean, I never knew I

never ever thought I'd know this much about gas regulators. Um but it but it's amazing because some of them come and they have different quirks and then you know there's gas leaks for a particular reason and it and it negatively impacts the client's experience with that. And so is there any you know there's there's

all there's a bunch of things that you can do reactively when you buy the thing you build the thing and then it goes wrong and then you fix it and you iterate. Is there anything that you've learned that you try to do proactively other than not just uh uh you know get the the more expensive option?

Yeah. Trust your customers when they tell you what they need. uh when you talk to people sometimes and this happens with entrepreneurs honestly especially technical entrepreneurs with fancy PhDs they think they know better. We don't. We actually need to listen to our customers and really understand their pain points and why what they

currently have isn't working for them and really address those points and not gloss over them and say, "Ah, we'll figure it out later." Because that's not going to work. You're not going to get them to trust you. you're not going to get them to try your your new cool thing. And it's like it has to be a more

symbiotic I would say relationship than sometimes it's tended to be right now or so it feels. Oh, gotcha. And then I had cut you off and so what was the second thing that you were going to mention that you had learned from Oh, I was how was I how did the PhD inform me on on how I built labs?

Gotcha. uh which kind of huh more on a personal level is like you can you can experiment like trust yourselves trust your gut go wild take this wild leap of faith is something that I definitely learned during my PhD um I never thought I'd be able to learn all the things that I did and try all

these new things but now I'm so much more confident in trying new things and bringing new ideas and honestly being less shy about introducing them and asking questions and having a little bit more of a voice. So, so then so then right so then when you had gotten to the because you uh

answered that a little bit which is that at the end of the PhD there was an opportunity that presented itself to pursue this and you had never uh not only had you never ran a company before but you said you'd never imagined that you would. So what so what was the mentality around uh recognizing this

opportunity and saying this is what I want to do versus uh you know joining or working for a similar cause in a company that exists already. So I I think the opportunity presented itself and I really believe in this technology. So important thing is that out of my lab, my previous lab where I

did my PhD at MIT, there had already been a few successful uh spinouts. And so my my PI, my professor uh has this whole thing about supporting those businesses. And he wants his students to have the opportunity to lead it to the next step, not just keep it in academia.

And so he came to me and said, "Look, I think this could be a really big deal, but you're the only person who could lead it at this point. would you be interested? And so he kind of threw the ball in my court, which I appreciated because definitely you shouldn't be pushed into this. It's hard.

But I thought about it and I realized I really believe in this. I think I can have a huge impact. And so my my life has already been filled with things that I didn't expect would happen. This is the next big challenge. And I would admit at first I was like, "Huh, let's give it a go.

Let's play around with it." I wasn't convinced. And the more I did it, the more I got convinced and kind of it was hard to break free of that afterwards. Well, then let's get right into it, which is uh what are we talking about when with this opportunity was the technology? What can you and and and and

just to follow the timeline, can you describe it from uh when when your professor approached you and said, you know, I think this is an opportunity and why it was an opportunity then. Okay. So what we develop is a type of sensor called a ramen spectroscopy sensor. And this technology has actually been around for a long long time. Ramen

scattering which is the physical phenomenon which all of this is based was discovered back in 19 I think 28 and won the Nobel Prize in 1930. So we've known about it for a while. It's really cool. I'm going to avoid nerding out about it completely.

You can do it. We're here for it. It's like a purely optical sensing mechanism that helps detects chemicals. You just shine a laser on something. There's this really awesome phenomenon that detects the vibration of a molecular structure and every molecule has very distinct frequencies and so we detect those and we can identify specific molecules which

basically means we don't have to touch it. We can just kind of probe things remotely and discover exactly what chemicals are in it which is wild. Um, obviously this has been used uh in pharmaceutical production, semiconductor devices, anywhere where you needed to characterize something, especially if you didn't want to touch it, you didn't

want to disturb it, ramen spectroscopy was the tool for you. But it was wildly expensive. And I'm talking about $100,000 for a single sensor. And it it's like really sensitive. It's huge. It's about the size of a fridge. Um, it requires really sensitive detectors.

It's really hard to manage. the data that comes out of it is fairly complex and so basically no one could afford it. What we developed is a different way of doing ramen spectroscopy. So we found a completely different engineering path to doing the exact type measurement with a sensor that's roughly the size of a cell

phone instead of a fridge. Oh wow. And at like a fraction of the cost and same performance, right? So like we're not degrading anything. And so this is amazing. It enables to take this technology that been stuck in labs for decades and bring it out into the real world where people could actually afford

using it and it helps them understand manufacturing environmental impact of of everything and so that was such a huge impact that was a potential now that I had to I had to grab it and do it. What had had this re So is it accurate to say that the research that you were working

on during your PhD was specifically to take this technology and make it more accessible by make by transforming the mainly the size of it in order to increase size and cost. Yeah. The size, the cost, the scalability. Our entire technology is built around taking these sensors and integrating them into standard optical fiber infrastructure. So basically

everywhere you would have fast internet, you can integrate these sensors and have immediately dozens of sensors around you that can detect multiple chemicals. Okay. So yeah, a lot of things. What was uh how long had this particular project been going on? Uh quite a while. Um, so it originally started funded by the FDA in order to

promote more detecting chemicals in pharmaceutical production. Novel pharmaceuticals are really complicated. They require real time monitoring of chemicals as you're producing the therapeutics. So we started there. It took about four years. The project took about four years. By the end of it though, it was going fairly well. We started branching out into water monitoring of of

fertilizer and water of pollutants and water because it just became feasible. Yeah. Okay. Question. What was then that immediate focus on water or a or was it like a widespread you were like here are all these industries we think this could work or was it water at the beginning?

No, I mean the specific technology works really well in water because the it's been known because the laser wavelength we use don't get absorbed by the water. So we can detect things in water without the water getting in the way. And Earth is abundantly full of water, especially life forms, right? So when you think even about

pharmaceuticals, cells grow in this like slew media that's mostly water, okay? Plants, everything is full of water. And so it's a great technology and so it immediately opens up possibilities. We did have a really open search at first. We were like, okay, pharmaceutical is an amazing thing and we can help manufacture, but that's

really hard and takes a really long time. What can we do now? Where can we have an impact now? What can we do that has never been possible before? And that really caused us to look at environmental issues that aren't being addressed properly. Uh, I had read a book about the salmon industry at that

point and learned a little bit more about aquaculture and how it changed from natural fisheries, how people are managing the process. And I became aware of a lot of issues with water quality and animal welfare that really bothered me. And so for me naturally, that was a really big point of of interest. And so I think personally I

kind of wanted to lead it in that direction as well which is important. I guess can't really build a startup and fight every day if you don't really believe in what you're doing. Yeah. Well, good. Well, thank you. We have all these pieces aligned. So, you've been walking through this. This is masterful. And so, we have um what

what were the first days of you full-time? Uh or was it even a transition to you saying just okay I graduated I got the doctorate now I'm full-time here or was it a gradual transition you know like what were the first couple months like I don't know how to do things gradually I always start something before I finish

the previous thing it's a problem I I acknowledge it so I started something called the activate fellowship back in 2023 I don't know if you've ever heard about it um it's an amazing US-based program for any hard techch uh entrepreneurs, I urge you to look at it. It's a nonprofit organization that takes spinouts out of

academia most of the time that all have to do with hard tech, a lot of sustainability, energy, and climate, and gives them a two-year fellowship so they can pursue entrepreneurship, uh really kind of doing that leap between academia and entrepreneurship, which is not trivial.

So, while I was still doing the PhD, I got this activate fellowship, which was amazing. It was first funding for me to be able to pursue this idea and start exploring and understanding what do I even need in order to take a technical idea and turn it into a product. And so I was doing that while I was doing my

PhD and then I was trying to graduate. I already started doing full-time uh which was ridiculous. You can't try to graduate from your PhD and do a company full-time. You just don't sleep which I didn't. So I don't think there was a clear cut off. There was a week where I was like,

I don't have to write my thesis anymore and I was happy. But I mostly collapsed, right? I mostly collapsed that first week of like pure exhaustion. Sure. But I already had so many irons in the fire that it was easy. I already had my emails. I already had like customers and investors. So I was already kind of in

the getting a pretty pretty significant momentum. So you had so you had already had uh investors and customers at that point. Potential customers. Well, right. Potential customers. Sure. So how did that outreach happened? Had you just had you been doing that gradually? Was that from your network?

Was that from the fellowship? At first I didn't have anything right. The whole concept of customer discovery was new to me. Sure. I started reaching out to people I knew and to people from the activate network and just started outreach cold, you know, cold emails, LinkedIns, started attending a lot of events and

reaching out to people I met through those events like really slow slow at first, which is every person you talk to who introduces you to more people. Nothing fancy, just a lot of leg work, a lot of phone calls, a lot of Zoom calls. Uh, that's it. and it turned into quite a lot of a network

at the end. Awesome. Okay. So, so then so then we're off uh running. You say you're done with your thesis. You don't need to and this is about let's see we said uh about a year and a half ago. You said April April May 2020.

Okay. So, so then so then from here we have a certain level of funding from the fellowship which is awesome. That's a great program. I appreciate you shouting that out. We have interest from uh prospective clients. You're reaching out to your network um and and we have interest from potential investors. So could you walk through uh the last uh

let's just say 12 months. So um what how has the company changed? What have you learned about the market about the potential application things like this? So the last year has been crazy. Uh nice. So in the last year right I got a new lab. I started in Greentown Labs, got a new lab, got all new equipment uh thanks

to my uh both fellowship, non-dilutive funding, and a lot of dilutive funding from my investors. Sure. Uh brought a full-time person and and added to the team. So, we are now three full-time employees and two additional interns. And so, there's a lot of people around me now, not just me. So, at first it was

very lonely and then it quickly ramped up. So now I don't get to touch the technical stuff anymore, which is sad, but it's also Yeah, it's hard. It's hard to let go of it, but eventually I have better things and more important things to do right now.

Um, but it's hard to hand my baby off and say, "Take care of it for me." Um, but it's great. And so we we have a space, we have equipment. We're preparing for our first uh pilot in a real agriculture farm right now, which is huge. so much we've done an accelerator that help us branch

out to more collaborations uh within the blue economy. Gotcha. So, so then so then so then let's talk about that because I'm interested again in in the development of uh your understanding of of of the market and also your understanding of of your product within it. So then I have two questions. First one is how has

uh because so let me just ask how has your product changed over the last 12 months and that could be either technical improvements that you've made specific to the actual product or just a different way of understanding what the actual application is.

That's really important. So I think over the past year we've done close to 130 customer interviews with people who are specifically in the water monitoring realm and that really informed our whole new design of both the technical aspect but also our business aspect. First understanding the customer needs what exactly they need also their unit

economics the price point really changed the way we designed. So we re we redesigned the tool to be more affordable to be slightly more rugged. It was rugged to begin with, but when you put things in water, they break. So, changing it to be more uh a product that is meant to be deployed than a lab setup

definitely is what's happened. That's mostly informed on customer conversations. And then along with that, we really understood how the industry is shaping up to create business models that are sustainable for both the farmers and the equipment manufacturers. uh building up these facilities is really expensive. And so understanding how those things are funded, what are

they're expecting as a return of investment and how we can plug into that industry really informed our business model. Meaning we provide hardware but mostly as a tool to to get us into the software game which is providing models, real-time analytics which is crucial.

That's really what's missing and that's really kind of all happened over the last year. Gotcha. So at what point oh man so many questions uh at what point was software then because we've only talked about the the hard tech hardware side of this which is obviously really important but at what point was software had it always

had it been from the start uh one of the things you focused on or did it develop in the last 12 months or so? It was always there as a core because as I mentioned the data you get from the sensor technology is not straightforward. you have to do quite a lot of signal um analysis in order to

get valuable data from it. That's something I already developed in my PhD. So I have the core kind of analytics algorithms there. Got it. But to take that data and integrate it into what your customer actually needs is a huge part that we only started addressing recently. Gotcha.

And so again, customer discoveries, what do you need? How do you want it presented to you? How can we integrate with sensors you already have to make your life easier? Right? The whole point is to not create headaches for our customers, but to help them run more efficiently. If we add another tablet or

another tool that they're never going to be able to use, we're we're missing on on this huge opportunity. So really building that whole layer that interacts and integrates with what they already have or what they really need to have is our where our focus shift.

Cool. And then just to drive home the point, so those 130 interviews or uh around that you you booked those through cold outreach, your personal network and the network of the of the fellowship. Were there any other tactics that you used?

Uh yeah, so uh we did do an accelerator called Blue Swell and they they really specialize in the blue economy. they're already really really connected with Rhode Island, Massachusetts, uh, areas that have like the east coast coastline and and farming and aquaculture and actually reaching to those people specifically farm managers, people who

are in this field, even professors teaching aquaculture helped us really branched out to having those meaningful conversations with people who had the real insights from the field. Uh now it's slightly I I'm now doing part I participate in conferences that has to do with aquaculture and water monitoring. It became easier. I got invited. I I signed

up for everything. Started really doing a lot of leg work. It's it's a lot of work but it's the most important work that I've been doing. So then so then two uh I I guess I would say two questions before my last two favorite questions that I love to ask everybody. And the first one is

reflecting on the last 12 months or so. I mean, you can use last two years, last three years, anything you'd like. But, you know, but and in in the lifespan of growing daughter Labs, is there any reflecting on it, is there any advice that you'd give yourself 12 months ago, is there any advice you'd give somebody

else in a similar position when they see the opportunity to spit out of a lab or um some type of scientific revelation environment um in in how to be successful? I don't know. Uh things have changed so much in the US in the past year. I'm sure a lot of the people listening would

would kind of understand that. I would have given a different advice 6 months ago because at first everyone said apply to federal grants that is not really certain right now. So I think that the tips I would have given myself six months ago are no longer uh relevant.

But what I can say you have to be really flexible. You have to be on your toes constantly. put a lot of irons in the fire. So even if you think something won't happen immediately, start planting the seeds and especially if spinning out of academia, use as many of the academic resources you can, tools, access,

people. They usually have such amazing networks of alumni and people who are in your corner and will help you without asking for anything in return. Leverage as much as that as you possibly can and start building early. when you're still in your PhD or your grad school or even your undergrad, reach out to people.

People want to support students. They want to support visionaries and it's much easier to do when you actually are just starting up and starting early is the key to success. So is I I've been doing um a series on recognizing women leaders in climate tech and clean tech and I'm curious.

It's a similar question, you know, the the advice that you would give um uh yourself as far as how to be successful, but can you answer can you speak on your experience being a woman in this field uh being a woman founder um you know any any types of way to to navigate that?

It's not easy um for sure. I think uh you know entrepreneurs in general face all these challenges and then I think being women in entrepreneurship especially in hard tech is even more rare and requires uh a thick skin I would say. Um you have to gloss over a lot of the things that

people say or do. You just have to keep going. And so I think having a really strong belief in yourself and having a really close support network is crucial because you're going to go home every day and you're going to deal with a lot of failures and you're going to deal with a lot of nos and you just have to

keep going. And the way to do that is believe in yourself, but also have the people around you, the friends and family that will pick you up because you will be down often. And it's really important to have something you can rely on that you you just have in your core that will help you get over the really

hard days. There there's there's been there's been a theme in a couple of the episodes around um I mean just in general finding mentorship, but also specifically with women, finding women. uh mentorship. Is there anything that you have experienced as far as uh mentorship goes, like acquiring a mentor, what it means to

sustain a mentor relationship? So, I actually got mentors through a lot of programs dedicated to women. The mentors aren't necessarily female because that's really hard, especially in heart. There just aren't many. But when I did have access to good mentors uh who seemed um sympathetic and understanding of the unique situation I was in, I grabbed

hold to onto them. And so if you find someone good, uh you have to initiate, you have to maintain that relationship. U so I think that's something I learned definitely in the last couple of years where I can't rely on other people to maintain relationships. The really important ones are the ones that I have to initiate and

also maintain. And that's that's been amazing because now you know I have this support network that I don't need to put that much effort into but it's there. Uh it takes a lot of effort at first though. So having more win women mentors is crucial. I think just the visibility really helps.

It's hard. So if female mentors uh you know I wish there were more but uh I'm happy to get anyone who wants to ask for advice or anything just reach out to me. I'm always always looking forward to to give back especially to women entrepreneurs.

Wonderful. Well, so it's hard but keep going and reach out to Millie. Yeah, exactly. Good. Good. Well, so so so uh two of my favorite questions to ask and my first one is at the moment what would you describe as the biggest hurdle that you're facing uh at the moment and how is it also an opportunity?

Okay, biggest hurdle. Um, I think kind of alluded to this earlier, the grant situation in the US is currently a little undetermined. Uh, there's this great there used to be this great program called SBI, STCTR. These are small business uh grants from uh the federal government and right now that program has been halted. A lot of small

businesses, a lot of startups rely on it. We actually were awarded uh Noah SBI phase one and that's like an initial grant and it never we never got it because of government shutdown. So uh this has been like a huge issue where the funding we were relying on for the next year has ceased to exist and

that put us in a pretty difficult situation. Having said that as an opportunity we're bootstrapping, we're learning how to do things with less. we're learning to reach out to other sources that we kind of didn't think we would be able to do before.

Sure. And so it kind of made us kind of re-evaluate and being even more flexible than we thought uh we would be. But I think we're learning so much out of it and also learning to be fearless to just ask for help as much as we possibly can.

And we're constantly pleasantly surprised by how much enthusiasm and support is in this community. And we're getting so much help that honestly I wouldn't say it's amazing, but it it's a growth opportunity and we're again taking it with both hands and running with it.

Yeah. Talk about taking your own advice. I mean, you spoke about probably 10 minutes ago being flexible, thinking on your toes and you you just talked about an application of that. It's it's a learning like it's a daily learning lesson. We're just like, "Oh, you thought this was going to work out wrong. high plan B, C, D, E, and F. Uh,

so constantly shifting, constantly being agile, having a lot of options, planning ahead. I think this is something actually I've seen a lot of female entrepreneurs doing, women entrepreneurs, having way more contingencies, just constantly like maybe overthinking but in a good way of what if this doesn't go where we can can can we jump to what other sources are

available? How can we deal with what we have? Yeah, it's it's early stage startups are always like this and to right now is is a good u trial uh timing for that I guess. Well, with all of the work left to be done, I'm curious. What inspires you?

Um, what inspires me? Good question. Um, I I'm really passionate about not just going through life and going through the motions, but but doing something that I really care about. And I can't say it's a daily thing. I don't think I have daily inspiration, but once in a while I will hear about this

terrible thing happening with oceans. I will hear about all the pollution and all the waste and on things like specifically for the industry that we're tackling which is aquaculture. There's mass mortality events where literally an entire farm dies in a single day because there's no toxicity alarm.

Wow. And we provide that toxicity alarm. So when I hear that, I know we can solve it. And that keeps me going cuz without us, I don't know if anyone's going to be addressing this in the near future. I don't know if they'll have the right solution. I know I do.

And I know I have it now. And so just keep going and and grabing on to the small things that cause you joy is the way to move forward. Yes. Keep going. Keep going. Keep going. Keep going. That's it.

That's right. Title of the episode. Just keep going. Keep swimming. That's right. Uh well, if anyone else was inspired to uh stay connected to follow along, what's the best way to do that? Reach out to me on LinkedIn. I'm I'm always always happy to support and uh yeah, I'd love to. If anyone wants to

reach out, please do. I'm I'm really really passionate and make time to support entrepreneurs and will always give a few minutes uh if I can help in any way. Gotcha. Well, Nelly, thank you for what you're doing. I'm excited to keep in touch. I'm excited to see where you go and uh exciting about this pilot. I'm

excited to hear about that. Uh thank you for your time today and look forward to Thank you so much for having me. You got it.