That's fair

... and the motor.

Um, which, you know, I, I, I, having tangentially and from far known about her, I did not expect her to be this outrageous personality certainly.

But, like, it's very-- it's striking how sort of soft-spoken in a way she can be, um, but also just how smart she is and how sharp and thoughtful she is.

I mean, it's-- there's, there's r- And the thing is, like, w- and you guys know this, like, you talk to athletes, you can get them to a point where they're sharp and thoughtful by poking and prodding and asking this, asking that.

That's like her default setting.

Like, you ask a question, she gives you a very thoughtful, well-thought-out answer.

[laughs]

So for the listeners who may not have followed that story as closely, can you walk us through just, like, what the guiding principle in Golden State's blueprint was?

I think it was doing everything right from the start a- and, and going above and beyond in every aspect.

Um, and especially drilling down into, like, the player experience.

There are some advantages when the owners of the Golden State Warriors are also the owners of the Golden State Valkyries.

Um, there's a track record of success and a blueprint that works over there, and I don't really think that they veered away from the, the Warriors', the, the generalities of the Warriors' blueprint in terms of hiring, the kind of people they hire in the front office, the kind of aggressiveness they take in marketing, the aggressiveness they have in expectations to win right away.

Um, and there are obvious advantages.

You know, the, the Valkyries started with a practice facility that used to belong to the Golden State Warriors.

Right.

How do you look at it?

Yes, it's all of that.

It's Elon Musk's joyride, you know what I mean? I love the guy, what a great entrepreneur, but still overvalued.

And unpacking what the company does, good luck with that, you know what I mean? But here's the thing, guys.

Look at this.

I will say, I have to back off my thing from a couple of months ago.

Uh, as you guys know, the price has been battered.

At what point do you see some of that as becoming increasingly a liability? I'm thinking of Meta, I'm thinking of others that are trying to expand their definitions.

So before a million dollars, what does a shop look like from an IT perspective? And then where's the next sort of, what do you call it, pivot point where they have to change their infrastructure again or really tighten it up?

I would say when you get around 5 million, you need to be making some, you need to be in a different place.

Normally what is happening there when that, when a shop is around 5 million, they're making business decisions on the type of products they want to use.

And those products usually drive the technology for the firm, whether you're using cannabis vision, whether you're using, you know, KCD, whether you're using mosaic, whether you're using micro vellum, it doesn't matter.

They've all kind of got like, This is what you need to have in place.

And so understanding what their demands are.

So unfortunately, what happens with an owner is in that evolution, the software provider, like, here's our list of things that you need.

Okay.