3x founder Neha Sampat on building and scaling impactful teams + how to survive a shark attack

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Neha shares her personal journey from building and leading Built.io to a successful acquisition by Software AG, to recently becoming the face of Times Square when she was featured for National Women's Day as a top female executive, to her current role as the CEO and founder of Contentstack.

Episode Outline

[01:39] How Neha’s face was on the Times Square

[04:46] Many talent people in community colleges

[07:10] How Neha embark on the path of leadership

[10:04] The most important part of selling

[15:34] On helping companies to grow

[17:35] Setting up the best practices and tools

[21:22] How to create inbound interest by word of mouth

[24:12] What sailing taught her about startups

[26:58] Thoughts on a bootstrapped company for the first 10 years

[29:01] On being a proponent of females in tech

Neha’s Inspirations:

Linnea Roberts from GingerBread Capital

Cindy Padnos from Illuminate Ventures

Contact Neha




Elias Rubel (00:30):

Neha Sampat, welcome to the show. Super excited to haveyou on. And really to dig into this amazing career of yours. Thank you. I'm soexcited to be here and to have this conversation.

Elias Rubel (00:43):

Fantastic. So I'd like to start there. What was it likehaving your face? I mean, I normally you when I think of, of someone that I'mchatting with, I imagine their LinkedIn profile, but for you it's, it's unique.I'm imagining your face 40 feet tall in times square was what, what was that?

Neha Sampat (01:02):

You know, it was I didn't, it all happened really fast.And, you know, we're in the middle of this interesting time with the COBIToutbreak and, you know, so it wasn't really thinking about it. And then someoneposted it and, and then all of a sudden I got all these likes and I'm like,what is the, what are people talking about? And I went and looked at and I waslike, Oh, that's my face. It's big. It's, it was pretty cool. It was actually areally great compilation of a lot of women who have accomplished a lot ofreally great things. So I felt super privileged to be included among them. Andit's a part of our effort as a member of pledge 1%, which is really aboutorganizations giving back and being socially responsible as corporations. Andso I was proud to be a part of the movement and that the face on time squarewas just a byproduct of that. Amazing.

Elias Rubel (01:54):

I've, I've heard you know inside sources friends of yoursperhaps have told me that you do some pretty spectacular things to lead acompany responsibly. And I assume that that is tied into that pledgeorganization. I'd love to hear more about that. And the way in which you runyour business that is socially responsible.

Neha Sampat (02:17):

Sure. I mean, I, when it comes down to is a successfulbusiness is really about its people and if your people are cared for and theyfeel like they have the opportunity to do the best work of their career andthat they're able to contribute to their communities and show that care, itreally just results in a, in an environment that people like to work in andthat I feel privileged to work in. And so that's what I've kind of, it's just avalue that I've had in, in my leadership role and it's kind of permeatedthroughout all the companies that I've run. So it's something that I'm superproud of when it comes back to is, is that, you know, you feel like you're notjust building a software product but actually contributing to the world byemploying people, by doing work in the communities where the employees live andengaging with places where maybe there's under utilized or untapped talent andcultivating that talent. And these are all things that kind of make us who weare at content stack and that the other companies that I've run in the past.

Neha Sampat (03:17):

So how, how have you gone out of your way to find thoseopportunities to bring people in who might not otherwise? I've heard that ifyou have an office in a particular location that I think ties right into thisand I'd love to learn more about that.

Neha Sampat (03:32):

Sure. Yeah. I mean, I can give you one example with ouroffice in India. So we work in a part of India that's not really known fortechnology companies. And at first that kind of felt like we were settingourselves up maybe at a disadvantage, but what it's turned out to be over the12 years of investing in that community and building relationships with thelocal community colleges and universities, it's really become a part of us andwe're part of that community. And it's really this whole notion of giving back,but also being able to be a part of something is very real there. And you know,we actually, our office is set up on the top floor of a local community collegeand we spend time with the students in that college, giving them access to thereal world of technology, new technologies as they're being developed, real projectsthat they can engage in free education, access to our engineers where they canlearn about new technologies that they don't necessarily get in theircurriculum because the curriculum is a little bit outdated.

Neha Sampat (04:39):

And so we, we've spent a lot of time doing that. And whatwe find is that there's a lot of talent in these community colleges, notnecessarily like the big Ivy league schools or the big name schools, but theseplaces where there's just people that are eager to learn and eager for accessto information and when they get it, they do amazing things with it. And sothat's been really special for us and we find that, you know, kind of have thiswhole like underdog mentality where we've always looked for, looked for talent,looked for opportunities where other people might not be looking.

Elias Rubel (05:14):

Well it sounds like it's working. I mean you Contentstackright now just to, for all of our listeners out there you just raised a monsterseries, a 31 million I believe and I mean Chase Holiday and Cisco shell,Walmart like the list goes on. You have such an impressive customer list forthe stage of company. So clearly you're attracting both talent on the, on thepersonnel side and also on, on the client roster side. I'd love to hear, youknow, before we dive into to your current success is like to take a step backand you, you started off in marketing and communications.

Neha Sampat (05:52):

Yes, I did. My my first job out of college was doingrelations for the healthcare industry actually in Denver, Colorado. And so itwas, I was a PR person at the beginning of all this. And what I found, youknow, pretty fast after I graduated from university is that I was getting alittle bored in healthcare and everybody was talking about Silicon Valley. Andat that time it was still dotcom days. So, you know, I didn't really know it,any of it meant I just wanted to be somewhere more fast paced and exciting. Andso I moved to San Francisco a little over 20 years ago to start my career intech in PR. And that's where, that's where it kicked off and I, that's where Ifound my love for products and the idea of bringing innovation to life andeventually became more of a product person.

Elias Rubel (06:46):

So how did you make that transition? I mean there's apretty big jump from PR to product to leadership. I'm curious about thatjourney.

Neha Sampat (06:56):

Yeah. So leadership was sort of always the only thing thatI felt like comfortable in. And just to give you an example, like I didn't knowwhat I wanted to study. I didn't know what I wanted to do, but I went to theuniversity of Denver because they had a minor in leadership and it was that thepioneer leadership program. So I that was sort of, you know, I was like, I wantto be a leader. I don't know what that means or where or how, but that'ssomething I've always pursued. And and then I, when I moved to Silicon Valleyand I worked in for a PR firm for a little while, within a year, I felt like Icould do that myself. I could start my own PR firm and I could run it. And so Iwent straight from being a account manager, PR person to a year later owning myown technology PR firm and soliciting new clients. And we were working with thelikes of Acer and Sony and others very early in my, in my career and in mytwenties. And I felt like I could do it. I had a lot of compassion for, fortechnology and for products. And that's sort of how I transitioned from, youknow, the entrepreneurship side in me. And then the love for products kind ofcoming together to start running product companies.

Elias Rubel (08:10):

Wow. So it sounds like you've always had this knack forfor attracting these really high caliber customers. I'd love to dig into, youknow, coming back now to built on IO and content stack. How have there been specifickind of tactics or strategies or, or even just methods that you learned inthose early days or, or maybe they've always been part of you just in, ininherently that have led to your continued success and ability to bring inthese these amazing customers or, you know, how have you gone about that?

Neha Sampat (08:45):

You know, it's, it's really starts with just likeauthentically caring about the problem or the challenge that the customer isfacing. And for me that started off, I would say, if you think about my earlycareer was in PR, which really makes you a consultant. And so you're spendingtime with these product people or even CEOs, helping them to tell their storybetter or helping them to figure out how to demonstrate value to the peoplethat they're selling to. And so I think that was kind of inherent in the way Ithought about things. And then my first company actually prior to build.io wasa company called raw engineering, which was a services company. And we wereessentially helping brands and organizations figure out how to modernize theirtechnology stacks. And this was, you know, early days of, of cloud computing ofpeople bringing mobile devices to work at figuring out how to develop apps formobile and eventually SAS applications and how all those things work together.

Neha Sampat (09:45):

And so while we were doing that, we weren't consultants,we were helping organizations figure out what workloads to build in the cloud,how to build them, what tools to use and how to successfully bring them tomarket. And in doing that, you have this sort of consultative selling approachand it's very authentic and you know, you build trust. And so that's, I thinkthe most important part of selling is, is actually caring and then building thetrust with your, with your prospect or your customer or your partner and thenhelping them to be successful. And when you find that they're successful inturn, they're going to come back to you and buy more from you and remain loyaland the account grows. And so I, it's a kind of a hard thing to teach. It'smore of an inherent thing that having spun actually both built IO and contentstack out of it services company. It's sort of in our DNA. We have a veryconsultative approach to selling. And as a smaller company, being able to sellto very large brands, that really helps because they know that we know whatwe're talking about and that we care and that we're going to help them besuccessful and, and that, and that shows in our sales process.

Elias Rubel (10:55):

So that's really interesting. I'd love to zoom in a bit onyou said both of the companies that you've, you've started and one of them hasalready been acquired, we're spin-outs from a services business. Why, why is itthat like, is that your kind of secret to success? Is, is starting withservices finding a real specific problem and then spinning off a product tosolve it? Or can you kind of give them, give the listeners some sort of insightinto how that's worked for you?

Neha Sampat (11:22):

Yeah, I wouldn't say it's, it's a secret to success. Idon't know if I would even recommend that as, as a, as the go about doingthings. It for us, it was really a, we started off wanting to build a product,but we S we started in a services capacity because that's where we were able toget our first, you know, dollars. And so we became really good at buildingmobile applications and implementing content management systems and integratingSAS applications. And in doing that, we uncovered the secrets of the productsthat the market really needed. And so it was sort of, you know, we, weessentially had a profitable business on the services side. We were able toreinvest that profit into R and D to build really cool SAS products. And weessentially did that without any outside funding and got it to a point where wewere able to do the spin out and then really look for investment and, and startto build out the go to market aspects of things. So it was sort of like anincubator, you know, working through the services organization. And then whenwe knew that product market fit was there or there was an opportunity toconsider M and a, we did the spin out.

Elias Rubel (12:36):

So you keep saying we and I word on the street. Is thatone of your secrets is you have an amazing team that you keep bringing with youfor each of these adventures. Is that a, is that true? And if so, tell us aboutthat.

Neha Sampat (12:53):

The, the team is, is really the most important part of anyorganization. I really strongly believe that my cofounder is our CTO. We'veknown each other for a very long time. In fact, we're married, so there'ssomething that not everybody knows. And then one of our other very earlyjoinees was one of my best friends and he's been with us through the spinoutsand through the beginning of content stack and the beginning of built IO. Andwe've kind of grown the team from there together. And essentially, if you lookat even our engineering talent that's been with me from Ryan engineering tobuilt IO to content stack, I've got several people that have been with us forover 10 years. And so, yes, the secret is keeping people engaged, giving themopportunities to do the best work of their career, caring about them andletting them care about you and then ensuring that you're surrounding yourselfwith people that are really smart and that make you smarter. And we w we workreally well together. I'm super lucky to have such a great team. It's growingas we continue to grow the businesses, but I feel extremely fortunate for whatI've been able to learn from the team that I've built so far.

Elias Rubel (14:14):

It's, it's so unique because, you know, time and timeagain, teams or even just people working together. It can be, unfortunately, itcan be kind of transactional. People stay in a role for two, three, four yearsmax seemingly nowadays. And then onto the next adventure. Why do you think itis that you and your team have been able, aside from, of course, your husbandand you know, you guys are he's, he's married to you in, in multiple senses ofthe word, but for the rest of the team, like why do you think that it's workedso well for so long?

Neha Sampat (14:49):

There's trust, and again, it comes back to the word trustand care in those are, those are things that you build over time, but onceyou've built them, they last, and we, we've all learned so much together. Wekind of finish each other's sentences. But also we're all, we're all growing inthe areas that we're really strong and that's kind of helping the companiesgrow over time and that, that trust is really hard to break, right? You bringeverybody together and you, you're on this mission together and you're alignedand you have each other's backs and that when you find that you, you doeverything and you fight to keep it. So I don't know. I don't know how else toput it. It's really just, you know, when you have the right people, doeverything you can to keep them together and, and continue to nurture the teamand make sure that when you're adding new people to that very precious tribe,that they are also, you know, have the same values and, and care and thatyou'll build that same trust.

Elias Rubel (15:55):

I think that's a really great actionable advice for, forpeople out there who are listening and trying to figure out how, how they'regoing to build their team and really get the cohesion they need to get to thatnext level. So being that the show's about kind of these B2B patterns andplaybooks and things that you've learned in your past and continue to bringback. I'd love to just ask you, when you see your team spin up on a newproject, on a new company, in this case content stack, are there certainmotions that you see them or even, you know, you said you can finish eachother's sentences. Are there certain motions that you just anticipate and knowthat they're going to put into play because it's worked time and time again forthem. And could you give us a sense for a couple of those of those earlymotions that as a team you, you all put into play to see those early successeslike you've seen?

Neha Sampat (16:43):

Sure. I mean I think a lot of it depends on on function.So if we just, if we kind of go around the different functions of theorganization, if there's a people team or someone running, you're going to yourHR group or your people group, that person's probably going to focus in on, youknow, what are the core values and what's our mission? What's the vision andhow do we codify that and get everyone aligned around it? And so that's it.That's sort of a leadership exercise that starts at the top, involves a lot ofother people in an organization and eventually turns into something thateveryone can, can hold on to and follow and should live well beyond the startof an organization. So that's, I think that's the people side. Probably one ofthe first things that we typically would do. And then on the marketing andsales side, it's a lot of tooling that you set up, kind of all the bestpractices, all the tools that you need to be able to bring your product tomarket, to be able to manage and track and nurture customers, to be able tomarket appropriately personalization to the prospects that you're trying toreach out to the customer success side.

Neha Sampat (17:55):

Very similarly. A lot of tools, a lot of you know,customer journey mapping. What are the, what are the sort of steps that you gothrough when you onboard a new customer? How do you keep them happy? How do youensure retention? So a lot of it is is tools and processes and training aroundall of that. So as you grow your team, there's, there's sort of a known way togo about doing the things that you do from a sales or marketing or customer successstandpoint. And then on the product side, a lot of it is about building theright teams. We tend to operate in technology pods, so we have groups,engineering groups that will focus on a specific area of technology thatthey're experts in and they'll build out a roadmap for each of those differenttechnology areas. And then those all come together into the core product.

Neha Sampat (18:46):

And so there's a lot of planning that goes into what doesthe product look like today? What's it, what will it look like a year from now,five years from now? What are the integration points that we have to thinkabout? And so a lot of roadmapping and product vision and product planning,those are sort of like all the different functional areas that when you'resetting things up, you start to think about it. Depending on what stage youare, you know, will probably dictate how deep you go. And, and then it's kindof often running, you know, if you have, if you've already got a product thenit's really more about go to market. If you're ideating on a product, it's moreabout what is the product we're going to build? Who is it for? Understandingthe market figuring out a lot of that. So it, I guess it depends when we spendout content stack, we already had a product, we had product market fit, wealready have customers. It was really more about building up the sales team,the sales motions, the playbook around sales and making sure that we had allthe tools in place. So as we grow the team, they're set up to be successful.

Elias Rubel (19:47):

So I mean you've done a fantastic job of landing all ofthose logos with really minimal marketing spend. From what I've understand, I'dlove to hear more about how have you accomplished that without going deep on ahuge advertising budget or really aggressive marketing program. And how do youbelieve that is going to change over time or does it need to change over time?

Neha Sampat (20:16):

Yeah, so we were pretty scrappy because our first realfundraise was almost two years into spinning out the company. And so we, weessentially had to do a lot with very little, and I, I give my small but mightyteam all the credit for that. But the reality is you eventually do have tospend to be able to compete in, in the market. And especially in the contentmanagement space is, is not new. It's been around for, you know, since the web.So 25 plus years and and so you do have to, you do have to spend on marketingtoo. And advertising and, and you know, Google Edwards and all that good stuffeventually. But we were able to get pretty far based on essentially just ourcredibility I think was a big part of it. We, because we were a part of aservices organization and we had the ability to have our product seated withsome of our already trusting customers.

Neha Sampat (21:19):

That helped us to kind of do the foundation building ofour customer base and to set up you know, the ability to be able to talk aboutsome of those customers. So that would lead to word of mouth, which would leadto additional customers. And you know, really it was about inbound interest injust word of mouth spreading that we have the best product in the market andthat that goes a long way when you have really large brands willing to talkabout it. And so we spent a lot of time on, on customer success and, andco-marketing with customers and finding the right partners to go to market withso that we could extend the reach of a very small team. That's probably, thoseare probably some of the early ways that we were able to get some goodtraction. And then, you know, post funding, the game has changed and it's now alot more about building a lot of content, educating the market on this spaceand having just a wider and broader reach to the audience we're trying toaddress.

Elias Rubel (22:20):

So you've had so many successes in your career, butsometimes I think the most interesting stories and the stories that lead toreal growth both for, you know, the, the, the person themself and the audiencethat's listening to this podcast are in the stories about failure andstumblings. So I'm curious, are there any fantastic failure stories orstumblings that you've had in your career? Where the stakes felt pretty high orwhere you made a big bet and it didn't pan out at all? Any of those to share?

Neha Sampat (22:52):

So let me, let me tell you a story and then I'll come backto that. So I, about a year ago thought that I wanted to learn how to sail. Andso I signed up first and sailing classes and it was, it was me and a gift to my25 year old nephew. He just turned 25, so we were going to go out on the SanFrancisco Bay and learn to sail for a weekend. And so we get in the boat and weset off and there's, it's, it's me and three 25 year old guys, really strong,young fit and, and so it was the five of us and we, you know, we literally setsail and we're in the middle of the Bay and you know, the Bay's really cold andpolluted. There's sharks, so you don't really want to find yourself off theboat and in the water, but you know, multiple times it had happened to be apretty rough weekend and probably not the best place to learn how to sail.

Neha Sampat (23:56):

I actually fell out of the boat and the boat capsized andI'm holding onto it. I'm looking at these three 25 year old guys asking them tosave my life. And then, you know, I got back on the boat and I was soaked and Ilost my shoes and my hat and my sunglasses, but I was alive. So that was good.And then 20 minutes later I fell in again and it happened like four times. Butevery time we kind of straightened out the boat, I managed to get back in theboat and I'm alive to talk about it. And I didn't get eaten by a shark andhyperthermia or any of that. That's kind of what running a startup is like.It's, it's constantly fighting and there's really, really great moments whenyou catch wind and you're sailing and things are great and everything.

Neha Sampat (24:51):

You feel so lucky and you feel so proud and then literallywithin a few minutes everything could change. The wind change changes,everything falls apart. But it's really, for me, the journey is about gettingback in the boat and having the resilience to do that and then having thecourage to get back out there and do it again and do it again. And so that's along answer to your original question. But yes, there's, there are failuresprobably almost every day because if you're not failing it means you're nottrying hard enough or fighting hard enough or challenging yourself orchallenging the business. And sometimes those failures are bigger than othersand they cost the company a lot more. But it's really about like getting past themand learning from them and figuring out how to get back on the boat.

Elias Rubel (25:44):

Wow. I love that story. And I also want to edit in thejaws soundtrack. You know, like the dun dun, dun, dun dun, what you tell yourstory. We're going to add some drama. So while that's really good, do you haveany specific examples of, of times that were really hard for you personally?

Neha Sampat (26:06):

Yeah, I mean, I think being a bootstrapped company for thefirst 10 years, probably the hardest thing is cash management and cash flow.And if anybody, if you, if you know anybody that I work with though, they callme the money Badger because I'm constantly watching. We BioWare sales team arecalled the honey badgers. So and so I, you know I think I had to be that waybecause we were, you know, we started off with literally nothing. The first fewmonths of the was me paying for things out of my paycheck from my, my previousjob. And so I was supporting my cofounder and the first few hires our first fewengineers out of my paycheck. And so it was like, you know, everything wasbuilt literally from the ground up with every penny that we had. And so I S socashflow is a, is was probably the, the hardest thing to manage and it was init when it gets to the point where you feel like, okay, am I going to be ableto make payroll?

Neha Sampat (27:12):

Even if I cut off my pay and my husband's pay, can westill make it? That's when you feel like, you know, there's a lot at stake Ithink. But again, it comes back to like, that makes you such a strong andresilient entrepreneur because if you figure out how to get through the toughtimes, you can, you can get creative, you can get scrappy, you can pickyourself up and keep going. And so I think that's probably one of the hardestareas. And there's not really a failure story in there outside of, there weremultiple times when I had to stop paying myself and and that's when, you know,it's the stakes are high. Beyond that. Yeah. Yeah. I mean there's a lot of luckin that too, right? It's like vigilance, lack resilience. But but yes, I think,I think watching your cashflow, knowing it really well and being able to, toshift gears or change the way you think about things or manage or preserve cashin tough times, that's, that's not easy to do it. And you have to make a lot oftough decisions when you do that, but it makes you a lot stronger when, whenthe going gets tough.

Elias Rubel (28:26):

Sure. And I mean now more than ever, just given what'shappening in the world, that's such an important message for everyone to keeptop of mind and remember that, you know, it only lasts for a little while andyou can break through to the other side and it doesn't have to be forever. SoI, I'd love to flip that around and ask, you know, what, you've had so manyhigh points in your career and continue to have so many high points. What'sbeen the most meaningful of them all to you so far?

Neha Sampat (28:54):

So I think like every day like is, is a little bitdifferent. And you know, I, I'm, I joke with my leadership team that that wasthe smallest large deal will ever close every time we close a new really largedeal. And, and so it, it kind of, I mean, I think it's the milestones and, youknow, some of those are like actually being able to spin out the companies wasa really big one that, you know, that making the decision to do thatrestructure, knowing the right timing to do it and then actually being able tofund it and go through while we were bootstrapped was a pretty big deal. Wewent from one company to three all on January 1st of 2018 and and we, we, youknow, we did that all without funding and you know, within a year, selling oneof those companies was another really big milestone.

Neha Sampat (29:47):

And it gave us the opportunity to give that product athome where it could grow and prosper. And it gave us the opportunity to focuson the other product, which is content stack that we felt had, you know, veryexciting opportunity and great product market fit. And then I think the, the,the fundraising was a big one, you know, being able to close a series a,especially a significant one, I think that it was one of the largest, if notthe largest enterprise SAS series A's led by a female founders. So that was apretty exciting milestone and moment for me. And now it's really just aboutlike the partnerships and the customers and being able to see some of thesereally amazing brands that I've admired and known almost my entire life usingour product to do, to bring their digital experiences to life. It's still cooland it's just, it feels so good to see that and, and to see how they're takingour product and doing things even more innovative than we had originallyimagined they would be able to do. So those are the fun things. Those are themilestones that, that we celebrate.

Elias Rubel (30:57):

You're living the life. All right. I, as we wrap this up,I love to give you an opportunity to share with the listeners. One of myfavorite questions to ask is, you know, all of us at some point in our careerhave colleagues or mentors or peers who inspire us to be our best and who weeither learn from or just enjoy working around. Are there any folks who come tomind who you think are, are just exceptional? Obviously they're, they're plentyand too many to name, but that you'd love to kind of give a shout out to thatare doing just an amazing job in whatever they're working on today.

Neha Sampat (31:36):

I would say it because I'm such a proponent of, of femalesin tech and you know, women in entrepreneurship in general and just women inleadership in general. I would do an important shout out to the, the few womenthat have helped support me and raised me up over the last few years and I'llstart with springboard is an organization springboard enterprises. It's acombination of like a mentorship circle and an almost like an accelerator thathelps companies in healthcare and tech and retail that have female founders tokind of get to the next level. And they were super critical in, in my journey.They actually had an important role in helping me to make the decision to dothe restructure and spin out. And I couldn't, I couldn't thank them enough andI'm now a mentor as a part of the springboard family. So that's a, that's a bigone. And if there's any female founders listening, I encourage you to checkthem out. And then our first investors, Cindy Pat knows from aluminate venturesand Linnea Roberts from gingerbread capital, both exceptional women that haveinvested in a lot of really successful companies. And and for theirencouragement very early on when we're just trying to get, you know, off theground with content stack. They were amazing and supportive and, and continueto be so today. So those are, those are the few that stand out to me.

Elias Rubel (33:07):

Amazing. Thank you for sharing those. Very last question. Thisis a fun one. And, and one that we can all enjoy together. I heard that you area level two some and I'm curious and I'm sure all of our listeners would loveto know what is the, like the one bottle of wine right now that you're reallydigging, if you had to pick one that we should all be drinking while welistened to this.

Neha Sampat (33:30):

So I've been on an Italian wine kick for about six monthsand and because of the current crisis I have this like fear. It's, it's real,but I won't be able to get Italian wine anymore. And so I've been, whenever Ihave the opportunity, I'm shamelessly hoarding the Italian wine from the localtotal line store. And the ones that I love when I can afford to are Barillasand Brunello di Montalcino. But there's some that you can get that like non-gayNebbiolo is like in the 20 to $25 range that has similar characteristics,really, really delicious and a little bit more available. So that's where Iwould go.

Elias Rubel (34:20):

Beautiful. Love it. Well, thank you for that. Neha thankyou for taking the time to be on the show, sharing your story. It's reallyinspiring. And, and the recommendations and shout outs as well. So reallyappreciate it. And for all of those listening, check out content stack.com andthank you for tuning in.