What has this new era enabled founders to do, uh, that they weren't previously able to do before? And what, like what changes are you seeing when people apply your concepts from the book, um, in today's day? Like, what would you maybe change in the book?

I think it just really accelerates, um, them from insight to kind of action.

So, um, I don't think that at least the current state-of-the-art models, um Do, um, they're, they're not really any substitute for kind of like the synthesis and analysis that, um, will come from having rich interaction with a, with a, a customer counterparty.

But, um, they can help with that, right? Like in, like help kind of form hypotheses around like, you know, these are the types of organizations that, um, would, like would get even more value out of your, out of your solution.

Example of this is, uh, my, my friend Boris Jabes and I did a, uh, ICP sharpening, uh, uh, workshop at YC's Startup School.

And, um, you know, that's the sort of thing where if you, if you think about like ICP definition or, or kind of sharpening, you-- o-one of the things that, uh, you know, is really helpful from a go-to-market standpoint is to be talking to people who have like, you know, extreme white hot, um, frustration and pain with whatever the problem is that you, that you solve.

And so then the question is like, okay, well, if we have lots of these types of organizations that could get value, what are the ones that are gonna be like, um, as my friend Rob Snyder likes to say, "Would be crazy for them not to buy," right? Not like, "Ah, they could buy, they could get utility." It's like, no, no, no, you'd be nuts not to, not, not to buy this solution.

Their name.