much last evening

And singing left me sore My eyes don't feel like looking It's a quarter after four My head holds my head up And the table feels too hard a memory cat is sleeping in the yard yesterday was a tough one tomorrow more the same there's nothing you can do about it So listen to the rain Sometimes it gets so lonesome But we're really not alone Weary things in a heartbeat Wherever, do your own I come to you You sing to me We're in love with all these weary things These weary things These weary things Today was a tough one Tomorrow more the same There's nothing you can do about it So listen to the rain Sometimes it gets so lonesome But we're really not alone Weary things in a heartbeat Wherever do we roam I come to you You sing to me We're in love with all these weary things These weary things These weary things These weary things, these weary things We're in love with all these weary things One of these days you're gonna look into the mirror You're gonna see if you've become who you wanted to be You're gonna look into the mirror Recognize the fact that You may have become who you wanted to be I understand what Van Gogh understood I can see why he took off his ear And I understand why William Blake went mad I learn more about this every year Richard Manuel reached the end of his rope The rope that he used to hold up his pants And I met my muse at the end of a bar A matchbook with a number to call picked up the phone and the number that was scrawled.

It led me from Brooklyn here to you.

I can't understand what it's like.

By millions of adoring fans But one thing I know Is what it's like to be booed By sixteen or seventeen undergrads Why Wright went to jail And what D.H.'s books got banned I understand When I feel like a song I can paint the blues all day And when I feel like drawing I sing the night We all gotta walk along with that stone in our shoe.

I got a wife and I got a kid.

I got muscles that you never would believe.

alone.

From watching those, what advice for what works and doesn't work and what's critical to success? But start with your founding journey and any advice to founders that comes out of that.

Yeah, sure.

So, you know, we started this company not to – you know, not for the exit, we started the company so that we could feed our families.

And one thing led to the next, we pivoted and all of a sudden kind of, we were living the entrepreneur's dream in that we started a company that became a hot product.

And from an energy standpoint, which you had asked about, you would be shocked as to how much one person or two people could get done in a day when you are building a business for yourself.

And so a piece of advice that I have for a bunch of, because I see it all over the place with earlier stage food and beverage companies, is that they tend to overhire early on.

And I would argue that with one or two people that have the proper incentives in place, you can get a lot done.

Is it the drive of the founder? Is it finding private market fit? What's the most important thing you see in all the things you've invested in that gives you indications of potential success versus not?

From watching those, what advice for what works and doesn't work and what's critical to success, but, but start with your founding journey and any advice to founders that comes out of that.

Yeah, sure.

So, you know, I, you know, we started this company not to, y- you know, ha- not for the exit.

We started (laughs) the company so that we could feed our families, and one thing led to the next, we pivoted, and all of a sudden, kind of we were living the entrepreneur's dream in that we started a company that became a hot product.

And, um, and from an energy standpoint, which you had asked about, you would be shocked as to how much one person or two people can get done in a day when you are building a business for yourself.

And so, a piece of advice that I have for a bunch of, for, uh, because I see it all over the place with earlier stage food and beverage companies, is that they tend to overhire early on, and, um, I would argue that with one or two people that have the proper incentives in place, uh, you can get a lot done.

So, you don't need to have a head of marketing and a head of operations and a head of, uh, procurement and this, that, and the other thing.

Is it the driver, the founder, or is it finding private market, mar- market fit? What's the most important thing you see in all the things you've invested in that gives you indications of potential success versus not?

From watching those, what advice for what works and doesn't work and what's critical to success? But start with your founding journey and any advice to founders that comes out of that.

Yeah, sure.

So, you know, we started this company not to – you know, not for the exit, we started the company so that we could feed our families.

And one thing led to the next, we pivoted and all of a sudden kind of, we were living the entrepreneur's dream in that we started a company that became a hot product.

And from an energy standpoint, which you had asked about, you would be shocked as to how much one person or two people could get done in a day when you were building a business for yourself.

And so a piece of advice that I have for a bunch of, because I see it all over the place with earlier stage food and beverage companies, is that they tend to overhire early on.

And I would argue that with one or two people that have the proper incentives in place, you can get a lot done.

Is it the drive of the founder? Is it finding private market fit? What's the most important thing you see in all the things you've invested in that gives you indications of potential success versus not?

From watching those, what advice for what works and doesn't work and what's critical to success? But, but start with your founding journey and any advice to founders that comes out of that.

Yeah, sure.

So, you know, I, you know, we started this company not to, you know, ha- not for the exit.

We started the company so that we could feed our families.

And one thing led to the next, we pivoted, and all of a sudden kind of we were living the entrepreneur's dream in that we started a company that became a hot product.

And, um, and from an energy standpoint, which you had asked about, you would be shocked as to how much one person or two people can get done in a day when you are building a business for yourself.

And so a piece of advice that I have for a bunch of, for, uh, because I see it all over the place with earlier stage food and beverage companies, is that they tend to overhire early on.

Is it the driver, the founder, or is it finding private market, m- market fit? W- what's the most important thing you see in all the things you've invested in that gives you indications of potential success versus not?