So talk a little bit more about like, what was it that lit the fire that made you

create BuilderComs? Yeah, absolutely.

And I think one of the things is to the word impact.

I think I hang, I've been in software now for five, six years.

And I think it's just overused in the software world.

Because everybody speaks like, oh, the impact when really, I know, like, just be honest with me, like, most people build software in order to scale it and sell it for hundreds of millions, if not billions of dollars, like, The impact secondary to what they're actually trying to create.

And what I have found is like, you have to have that because the grind is so hard.

Do you find as you go along that there are additional things that, oh, hey, maybe we need to bring in more knowledge around this, or maybe there's somebody else who's got some experience that could help us with this? How does that continue to evolve?

is you've got to get work, and then you've got to do the work, and you've got to get paid for the work, right? I mean, so which one of those are you finding to be people having the biggest headache and the biggest struggle? I

think a lot of times it depends where people are at in that business cycle because I think it's something that's constantly revolving for most business owners.

is that one month it's leads, one month it's operations, another month it's getting paid.

And it's because we don't ever try to figure out how to permanently solve these problems.

Like I said, we look at a lot of things as a symptom, and then we try to fix that symptom, but we never fix the root cause of the problem.

And that's why it's so cyclic, where you see the same problems coming up Every quarter is a repetition of a problem that you saw two quarters ago.

And it was because we never actually dove down in and fixed that core problem.

I mean, and so how do you find that drive when all these crazy things are happening around you?

And so it's a little tricky to, to, um, get super detailed in terms of the numbers, but like at a high level, how are you thinking about potential valuation for, for the spinoff and for remain co and how does it compare to the current current share price?

yeah so i think it might help uh you know your listeners just kind of at least get my thoughts on like why i think they took the pursued the spin-off you know if you start backwards um you know the valuation that you need even uh has never been so low for comcast at least since i've checked and even in 2008 um and you know they comcast likely realized when uh during the bidding war for Warner Brothers, when Netflix, you know, made an offer, pretty high offer, I think like 3 billion.

And then, you know, Paramount Sky topped that, like over 100 billion, you know, they realized, and they were also participating in the bidding war.

And they try to use, I think, NBC as currency to issue stock to make an acquisition.

They realized they were sort of limited there.

And I think they realized, hey, this business is getting a really high multiple.

Meanwhile, Comcast has never traded so low.

higher multiple, but

Have you ever considered yourself an underdog? Did you start out, you know, not being handed everything? Do you consider yourself an underdog, Ron?

Yeah, I would say I am the...

I don't know if the exact definition, but that's... that's where we all come from is like, I feel like what I was handed was a great understanding of chasing your dreams and not settling for what anybody says you can be.

But I wasn't handed a pile of money to go do it.

I was just handed this, this mindset around it.

And yeah, That's what most people have is a either.

They have this mindset that you can't mess with.

That's a whole nother realm, right?