Episode 832 | Going Full-time, When to Pivot, Building With Young Kids, and More Listener Questions (Rob Solo)

Rob Walling (00:00): Welcome back to another episode of Startups for the Rest of Us. I’m your host, Rob Walling, and in this episode, I’m going to do a lightning round of listener questions. In fact, I’m going to take as many of the written listener questions, the text questions that we receive and crank through them with probably shorter than usual answers. The challenge is we get a lot of questions here at the show and it’s great. It makes for great content. It allows you as a listener to hear other voices and to hear what folks are working on. And frankly, they may ask questions that you’ve never thought of. And that can help make us all just a little bit smarter and get there a little bit faster. But I tend to put audio and video questions to the top of the stack. Every now and again, I fudge that rule. 

(00:48): But as a result, our text questions pile up. And I have some questions here from 2024, from two years ago. So I apologize to those folks, but I kind of wanted to crank through a bunch of the backlog. There’s an awesome range of questions from reducing risk with my startup to go full-time, when to register as a business, design audits, how to calculate TAM for a step one business, how to know when to pivot, all kinds of things we’re going to get into. But before I dive into that, I’m doing a live Q&A and AMA on May 20th, and it’s only available for MicroConf Connect members. MicroConf Connect is our online community for founders just like you. Folks who are bootstrapping or mostly bootstrapping and building incredible SaaS companies. MicroConf Connect is highly curated and it is one of the higher signal-to-noise forums or online communities that you can be part of in the space. microconfconnect.com. 

(01:51): If you want to check it out. And again, I’m doing a live Q&A/AMA where you get to ask questions and hear me answer them, only for members of Connect on May 20th. Sign up before then to get access. 

(02:15): Let me dive into my first question. This one’s about reducing risk with my startup to go full-time. It’s actually a Reddit thread, and we’ll of course link that up in the show notes. A user was sharing their salary information as they went from an intern making $15 an hour in 2017 to a tech company product strategist in 2025 at 28 years old, making $440,000 a year. Now, caveat this: they probably have to live in the Bay Area or in a very expensive place in order to make that. So I’m guessing they do not live in a low cost-of-living city. And one response to this thread said, “Congrats, man. I have a question for you. I earn $400,000 via my base salary. I work at a Fortune 50 company. I have a side hustle that is the one-man army of me and freelancers, of course. 

(03:08): The salary I pull for the business is good. My thing is, how do I get over that hurdle to go all in on the business? It’s not that the salary I draw from it is bad. It’s the unknown future factor. W2 is safe. I’m well known within my space, so jumping to another company isn’t hard for me, but that fear of the company fizzling out in a few years gets me. I’ve had successful businesses that ran into scaling issues before and those fizzled out. This one I think has longevity, but no way I can scale it to where it needs to be without cutting the W2. So what do I need to just do it?” Now, I actually think this person thought that the original poster was a founder and they’re not. And so there’s a bunch of people in the thread that are like, you mistakenly asked this question and there’s no good answer to it, which is one of the reasons I wanted to address it on the show. 

(03:53): Building a business when you have a really high salary and taking the jump is very hard. This is why it’s easier to basically take this leap when you’re younger, because when you’re in your teens, 20s, even early 30s sometimes, I guess this 28-year-old is making almost half a million dollars, but you get the idea. The younger you are, usually your earning potential is lower. And the further on you get in your career, the harder it gets. So one thing to note is if you’re listening to this and you’re still early in your career, now is probably the best time to start a business if you want to do this eventually. The other thing is that these high salaries are like golden handcuffs. And the only piece of advice I can imagine for someone making $400,000 a year as a W2 employee who wants to take the leap is to save a bunch of that money. 

(04:41): If you are spending 390,000 of that and only saving 10K a year, then yeah, it’s a huge risk. But if you’re making 400K and you can stock away 200 grand a year, then in a couple years you have two full years of living expenses. You already have a business that’s doing something. You said the salary you pull for the business is good. So you should actually be able to save more than 200K. The biggest problem I’ve seen with folks making this much money is lifestyle inflation. They or they and their spouse just live it up and that’s great, unless you want to leave to start your business. That’s when it’s a problem. So having the discipline and the optionality of stocking a bunch of money away in the bank is a big way to maintain your optionality. 

(05:26): You have a business. If you get to the point where it’s not scaling and it fizzles out, you go back and get that W2 job again. You said you’re well known in the industry and it would be easy for you to switch companies. Obviously that goes down a little bit over the years. If you get 10 years into the business and you try to go back, yeah, there’s probably going to be a little bit of a challenge in getting the old job back at that rate. But it feels to me like you have to make that decision of when is it worth it. I remember I was making between $250,000 and $300,000 a year as a consultant. I was a micro-agency where I was doing a lot of the work, but I was outsourcing to freelancers and making a big cut on those folks. 

(06:08): This is the 2007-2008 timeframe. And I quit all of it when I had about just under $100,000 in product income. I was able to do that for a couple reasons. Number one, we did not let our lifestyle inflate to consume all of the business revenue that I was generating. Number two, I saved a lot of that business revenue. And as I was growing the products on the side and had the consulting business running too, I was stocking away as much of my product income as well. And so we had enough of a cushion because I am risk averse. I never bet anything that would have meant we lost the house, never did credit card debt. I was always pretty disciplined. I say I’m risk averse, but I’ve obviously taken risks in my life starting companies and angel investing and buying crypto in 2016. 

(07:01): I’ve talked about this a little bit on the show in the past, but what I did do was be pretty disciplined about it. And if you don’t want to be disciplined, then you will reduce your optionality. If you want to live it up and spend that 400K, that sounds like a lot, but you’re in the Bay Area and you kind of do have to spend it if you buy a house. This is one reason I don’t live in the Bay Area. I was born in the Bay Area and I will likely never live there again because of this. Making adjustments to your lifestyle and not consuming everything that you make is a big way to maintain your optionality. I said lightning round and then I gave a long answer to this one. I’m going to try to be a little faster when I answer these other ones. 

(07:43): Next question from February of 2024. James L. says, “Hey Rob, I can’t promote your YouTube and books anymore than I do. Love your content. Myself and my co-founders are bootstrapping a property app and wanted to know when is it a good idea to officially start the process of being identified as a business? As we are looking to first validate our idea using a landing page, I want to know what the next steps would be after we get our first five to 10 customers.” The answer is it depends. It’s kind of about risk tolerance, because if you set up an LLC it reduces your liability. But as loose guidance, you don’t need one when you have a landing page. You don’t really even need one when you have some revenue. In a perfect world you would. Personally, I would use Stripe Atlas and set up, what do they have, LLCs or C Corps. 

(08:33): If you really want an S Corp, you can talk to a lawyer, but Stripe Atlas gives you clean docs and it’s pretty inexpensive. I would consider doing that once I was convinced it had some legs. Is it making $500 or $1,000 a month? That’s a decent business. I will admit, I bet I was doing $100,000 a year before I switched away from a sole proprietorship. And a sole proprietorship, for those who don’t know in the US, just goes on something called a Schedule C on your taxes. So you don’t have a business entity. Now it meant all the liability was on me. It wasn’t an external entity that could be sued if something went sideways, but I didn’t want to deal with all the accounting and potentially payroll depending on the way you set it up. So I would say if you really want to do it clean, you do it when the first dollar comes in. 

(09:22): Very few people do that. Most people just leave it on somebody’s Schedule C and put it into maybe a separate bank account and track it. But I think you can do this a little later than you think. If you’re doing $5,000 a month, yeah, I would definitely have an entity set up by then because the business starts to convince you that it has traction. One thing to be careful of is once you set up an LLC or a Corp, you do then have some bookkeeping and accounting and additional tax filing. So there is some additional ongoing cost once you set that up, as well as annual fees to your state. It’s just a little more admin paperwork and headaches. So that’s one reason why I would prefer not to set one up until I felt like the business has legs, or you can include it under an umbrella corp. 

(10:14): I had a consulting LLC and I would throw my products under there until they were making enough revenue that I spun them out on their own. Next question is from Matt. And Matt says, “First off, I absolutely love your book, The SaaS Playbook. I’m in the early stages of founding a SaaS product to give financial advisors access to pre-built charts with the ability to build decks, create reports, and record videos over slide decks they make.” Generally it’s to help them better communicate crucial investing ideas with their clients, visually. Every chart tells a story and answers a common client question. “My question is on pricing. At first, I thought seat-based pricing made the most sense with an enterprise tier, but after reading your chapter on pricing in your book, I’m now conflicted. Users will sort of see the same thing when logging in, except the colors, logos, and disclaimers on each chart will be different. 

(11:06): But if five advisors who are all associated with the same firm log in and have the same branding on their charts, they will see the same thing. I’m trying to effectively price this service and would love your advice. For context, I’m 24 and have limited experience in the startup world. I quit my traditional Wall Street job earlier this year and now I’m working on this.” Sorry for the delay, Matt, but I do have thoughts on this. Number one, with AI, seat-based pricing is getting kind of a bad rap because people are saying agents are going to take all that over. So we’ll put that to the side for now. If you can do seat-based pricing, if people see something different, generally I would use seat-based pricing. 

(11:45): In this instance, I would think about whether there’s any type of feature I could build, such as messaging or putting the advisor’s name on the decks. Maybe have a conversation with ChatGPT or Claude and explain this exact issue and say, “What are 10 ideas for features that are commonly used to justify seat-based pricing?” And then you want to build one that is actually useful. You don’t want to just build a feature that no one’s going to use, but that is probably the number one thing I would think about. The other option is to not use seat-based pricing and instead base it on the number of decks created or reports created. Pick a different value metric. I don’t know enough about this business to help you with that exactly, but you would want to pick something where when they get more value from your product, they pay more. 

(12:37): Thanks for that question, Matt. I hope it was helpful. Next set of questions. These three come from Neil Magnuson. And I think Derrick and I answered this one before, but I’m going to weigh in again just in case we haven’t. At how much MRR should you have a design audited from a professional designer? I don’t think it’s about MRR. I think it’s if your design is causing issues or confusion, or people are telling you it’s crappy and you think it’s dragging the brand down, then I would consider having, I don’t know that I’d do an audit, just having a designer redesign the thing. I mean, maybe if it’s close they can make tweaks, but usually you just redesign it. And if you’re doing $20 a month and people are complaining, would I have a designer redesign it? These days, would I have Claude maybe redesign it or something? 

(13:27): That’s probably more of what I would do. But I don’t think there’s any MRR mark. It’s more about whether it’s causing you headaches and losing you business. Because you can do it at $10K MRR, $50K MRR, $100K MRR and get that audit or redesign done. I will caution you: I see a lot of makers and designers who build a product and then just redesign it over and over. “I’m going to redesign the landing page again. I’m going to redesign the homepage again.” Instead of actually doing marketing and doing the hard thing, they just want to keep redesigning. So be careful of that. 

Keith Shields (14:12): Thanks, Rob. We’re hearing from a lot of founders right now who are avoiding parts of their codebase because something might break. And honestly, that’s the sign that your product isn’t ready to scale yet. AI development leaves behind hidden security issues, fragile architecture, and features way more tangled than you’d expect. That’s not a knock on AI, it’s just reality. So we built the engineering intensive. In just two weeks, our senior engineers do a deep audit of your code, stress test your infrastructure, uncover vulnerabilities, and hand you a prioritized roadmap to get scale-ready. We get full clarity on your product’s health back with a money-back guarantee. So if you want to keep your AI tooling but add professional oversight from senior software experts, book your engineering intensive at designli.co/for-the-rest-of-us. That’s D-E-S-I-G-N-L-I.co/for-the-rest-of-us. 

Rob Walling (15:04): Second question from Neil. What’s the best way to calculate the total addressable market for a step one business in the Shopify app store? I don’t know of a tool that allows you to do this. It would be a guess. Frankly, I would try to look at non-step one businesses. So are there any businesses doing this thing for non-Shopify apps? If it’s a shipping or label printing service, can you look at how big they are and just take a guess? I think all of this is going to be a guess. And to be honest, do you care what the TAM is for a step one business? A step one business in the stair-step approach, what do you want it to be? $5K a month? That’s a pretty good step one business. $10K a month is awesome. I don’t know that I care about the TAM. 

(15:46): Obviously if the TAM is $1,000, that’s too small, but it feels like anything you’re going to build is going to have plenty. TAM is not going to be the limiting factor. It’s going to be total reachable market, the market you can actually get in front of. And more than that, it’s just going to be: can you rank for this term in the Shopify app store? Can you try to get to number one for the search terms? That’s a much bigger question than the total addressable market. Trying to figure out how much the existing apps that are doing it are making, or trying to guess how much it will make if you launch into a gap in the market, for that second question I would just build the thing. Use AI, crank it out, build it, see what you can rank for, see what the traffic’s like. 

(16:29): Back in the old days of SEO, maybe 2009 to 2012, I would buy exact match domain names. I’d put up a single landing page with a bunch of content that I would either create or hire someone to create, just to see where it could rank. I would frequently rank on the first page. These were for longer-tail keywords, obviously not amazing head terms, but I would just try to get an idea of what the volume actually was. For a step one business, I might consider doing the same thing today because the code doesn’t take that long with AI, and I think it’s a good learning experience. Now, please don’t quote me and say, “Rob said you no longer have to validate anything.” 

(17:15): That’s not what I’m saying. I talk about the 20/200 framework. The 20 is the very quick keyword research. I would still do that here. To try to estimate how many people in the Shopify app store are searching for something, couldn’t you look at any keyword tool? The Google Ads keyword tool, any search tool you can get anywhere, and just kind of guess: Shopify has how much of the market? That’s a question to ask Claude or ChatGPT, and then get a ballpark number of how many searches you think are there, and are there other competitors? I would do a couple hours of research before I built a step one business. I don’t know that I would do the full 20 hours of landing pages and customer conversations, though customer conversations I could actually see doing, to validate whether this solves a real pain point. 

(17:59): Going on to Reddit or other online forums and having conversations so that you do in fact get five to 10 people that are interested in this before you build it, because just because the building is simple and easy doesn’t mean you should skip validation. Now, 200 hours for a step one business, 200 hours with AI actually sounds like a bit too long. I feel like you could potentially build a step one Shopify app in less time than that. That doesn’t mean I would jump straight to building. The third and final question from Neil is, how can you know if your step one business could break free of its marketplace and be standalone? I’m not sure you can. Ways I would think about it are a couple things. If you’re going to build a Shopify app, I would look around at what other platforms are out there. 

(18:47): There’s WooCommerce, there’s Magento, there’s BigCommerce. It’s interesting. I’ve heard from a lot of people that Shopify is a dominant player and has the vast majority of the dollars being spent, and that’s probably true. But the idea I would be asking myself about is twofold. Number one, if I build an app for Shopify, can I build it for the other three or four major platforms and how far do I think that could extend my growth or my top-line cap? The other question is: if I build a Shopify app that does something, are there other custom-made shopping carts on the internet that would really want this functionality that I could somehow integrate with? 

(19:43): The problem there is integrating with truly custom-built carts is going to be custom work for each one. So unless you’re charging a lot, or there is some type of standardized way to hook into all of them, such as it hits an email inbox or sends an SMS, that part is much harder. Beyond that, I don’t think you can really know from the start. Until you get something live and get people using it and see how fast it grows and see where it plateaus, it’s going to be really hard to answer all these questions. There’s just not publicly available data on this topic. Next question is from X/Twitter from June of 2024. 

(20:28): I did a call for questions on the podcast. Igor Beneck asks, “How do you know if it’s time to pivot? If it is, how do you know how to pivot? Are there general strategies that can be applied to such situations?” Kind of. How do you know if it’s time to pivot? When what you’re doing is not working for long enough that it’s just not working, and that’s it. It’s when you’re out of ideas or out of motivation on the current product. Now, knowing what or how to pivot: you go with your founder gut, there’s market pull, there’s guesswork. I don’t think there are generalizable strategies. It’s always going to be muddy. If you have 50 customers that are not really paying or are churning and you ask them what you should do differently, they’ll tell you 47 different things. 

(21:16): And as the founder, you have to make the hard decision with incomplete information to figure out what and how to pivot. I did a talk about the big Drip pivot we did. We’ll link it up in the show notes, but you can search Google for it. The title is “I Grew This SaaS by 13% Every Month for 13 Months.” It’s the inside story of the early stages of building Drip and how we plateaued. We did not have product-market fit, churn was super high. I talked about all the feedback and input we were getting and how messy it was, and there were two or three steps I used to make that decision at the time. One was my founder gut, and another was getting advice from people I trusted and then sitting with it and just trying to decide whether we should pivot into marketing automation. 

(22:08): I have a really tough time generalizing any of that. The early stages of any product you’re building are the fuzziest by far. It’s really hard to know when and what and how to fix things unless you’re getting some type of input and you’re taking some type of leap of faith. Next question is from Michael. His question is about episode 720. That episode was titled How to Prioritize Your Focus in Both Your Startup and Personal Life. In it, Craig Hewitt and I talked about having kids and trying to build a startup when you have young kids. Michael says, “I lit up at the quote. If you have four kids under eight, that’s me.” One, three, five, and seven. And then Craig said, “You’re screwed.” It is very challenging. I’ve definitely had to learn to prioritize ruthlessly and delegate things I could do better myself. That’s the key. 

(23:03): Somehow I’m making significant progress despite all the craziness. You said it gets better as the kids get older. Does this mean I’m going to be unstoppable in a few years? The answer is: I think so. If you are able to make progress, I’m assuming you’re working nights and weekends. Whatever you’re doing with four kids, yeah, I would say you are going to have a superpower of being able to prioritize and delegate ruthlessly. And most people don’t have to learn that. Look, if I was single and 24 years old with infinity time, let’s say I do have a day job but I work 40 hours a week and then I have another 40 hours, you can stay up late and do all the things you can do when you’re young. You don’t learn how to prioritize and delegate. You have been forced to. So I would actually take that as a good sign. 

(23:57): Back to Michael’s email. Any tips for making it through this time of life and for best leveraging the additional bandwidth as it becomes available? I would say you’re pretty good at leveraging your bandwidth and you will probably know exactly what that next priority is. If you have 20 things you should be doing and you’re working on the top two, it’s the third one that gets the attention once you have the additional bandwidth. It sounds like you’re doing a really good job on this so far. Tips for making it through this time of life: enjoy it as much as you can. That’s the tip. There’s no silver bullet. You don’t have as much time as you need to grow as fast as you want. But for me, it’s about getting to the point of having enough revenue that I can quit the day job as soon as possible, because that is the biggest recapture of your time. 

(24:43): A caveat to that: if you can make a couple grand a month, two, three, or $4,000 a month, and you can step your full-time work down to 32 hours or 24 hours, you’re only working three or four days a week. This is what I did at my development job. My boss really liked me and I said, “Hey, I only want to work four days a week because I have this other thing that’s doing enough revenue that I don’t need the money anymore.” You buy out your time. That’s the whole point of the stair-step method. So my tip is: don’t bite off something huge that you have to work for years to get out there. You want to get something to revenue that can help you buy out even if it’s one or two days a week of your time. 

(25:21): And if you can buy it all out, great. That is the point where you have the maximum hours to dedicate to what you’re working on. Thanks for that question, Michael. I hope it’s helpful. And my last question of the day in this lightning round is from Nim. This one’s from 2025. Nim says, “Hi Rob, longtime listener and fan. Thanks so much for your work and your wisdom. I use Start Small, Stay Small as a reference.” For those who don’t know, that is my first book. startsmall.com if you want to pick up a copy. Nim has two questions. The first is: the common advice when starting out is to talk to 10 people who match your ICP. However, I found that unless you have a deep network in a vertical, it’s extremely difficult to talk to that many ICPs outside of conferences. 

(26:03): Number one, this is why I say build your network, not your audience. If you have an audience, you’ll probably get people to talk to you too, so either a network or an audience would work, but I think it’s easier and quicker to build a network and it’s a lot less work than building an audience. Back to Nim’s email. “While as a software developer I have the advantage that I can build whatever I want, I don’t have the experience or network from another vertical that I would have had if I’d worked in a different field, for example home inspection or senior care. For entrepreneurs entering a market cold, do you recommend flipping the book a bit and starting by building something small?” Maybe. Senior care is a great example. I interviewed the co-founder of Senior Place on this podcast. 

(26:44): They didn’t have a network in senior care and they made cold calls, and that was it. And people talked to them. So there are spaces where you can cold call. Cold email is a little harder, but you don’t necessarily need a network. You’re doing it the way a lot of people start out. When you first start out, you don’t have any network, audience, or customers. As you build products and assets, you get to be known a little bit. I don’t think most people should build an audience, but you do build a reputation and can become known, at least on the internet. Maybe it’s not in a particular vertical, but just by launching stuff you can make a name for yourself. I don’t know if that will do what you want here, because for senior care or home inspection, doing stuff on the internet is less relevant unless you’re doing it in a Facebook group. That could be interesting. 

(27:31): A Facebook group or a Reddit group, where you start without a product yet and you’re just hanging out. If you think you want to go after this vertical, you start posting and kind of become a helpful name in the group. That is one way to build a network. But the other thing I’ll say is when Jason Cohen did this to validate WP Engine, he contacted a bunch of WordPress agencies and consultants and freelancers and said, “I will pay you for an hour of your time. I want to talk to you about hosting. I have an idea.” My memory is that he got 40 yeses before he built it. I’m trying to remember if at one point he said that no one actually asked for the consulting fee, maybe, maybe not. 

(28:13): It doesn’t really matter. He was willing to pay them their typical consulting rate for that hour. And when we were building Drip and I wanted to talk to some ex-salespeople and marketing people from some competitors of ours, I similarly contacted them via LinkedIn and said, “I’d love to talk to you, I’ll pay you whatever your consulting rate is.” In that one, I only talked to about five people, but none of them charged me anything. They wanted to meet me and hear about the company we were building and potentially expand their network. So there are different ways to do this, and sometimes throwing money at it is what works, or at least being willing to throw money at it can work. And Nim’s second question is: your advice is to not throw everything at the wall and see what sticks. 

(29:03): That is, not to build 52 startups in 52 weeks like a Twitter SaaSpreneur, but instead to actually follow a method. My question: what counts as working on something? Seems to me that if you’re at the early stage where you’ve just identified a market and a pain point, it makes sense to validate three to five ideas at once if you can do so cheaply, and pick one to actually invest 100% in if you manage to get some paying users for it. Is that wrong? I don’t think that’s a bad idea. Coming back to the 20/200 framework again: for the 20, I used to have 10 ideas that I would sketch out, research, and try to get a general idea of how much demand there is. How competitive is it? 

(29:43): There are not going to be any amazing high-demand niches with no competition. That doesn’t exist anymore, but just to get a top-line idea of demand and think, “Can I play the angles?” I would do that for 10 ideas at once over a weekend. Then to build out landing pages or have conversations with potential customers, I could see doing that with multiple ideas. Sure. That’s the 20 hours, roughly. The third part where you’re doing 200, this is where you’re building these products. That’s where it gets a little tougher. Do you want to build and launch three to five products? I think I would probably be whittling down at that point. Even if you have five landing pages and you’ve tried to have conversations in five niches or with five ICPs, it feels like you’re going to have more traction on one or two of them. 

(30:37): And these days with AI, if you’re building a step one business or a pretty simple MVP, maybe it makes sense to build two of them. I could be convinced. What I don’t want to do is give you permission as a builder or maker to spend a ton of time on this step without being more certain. But I definitely understand the desire to get more validation by actually building something and getting it in people’s hands. I would almost say: let’s say you started with five landing pages and talked to a bunch of ICPs and that gets down to maybe two or three you’re kind of iffy about. What if you then tried to pre-sell them or tried to get pre-commitments on those two or three? 

(31:21): And whether they write you a check you don’t cash, or you do cash it, or there’s a Stripe link and they pay for the first three or six months, I think that’s what Jason, the co-founder of Senior Place, did when he made those cold calls. He got checks that they cashed and said, “Pay for the first three to six months and we’ll cash it. Once you have it, you’re prepaid.” Pre-payments are still not 100% validation. Nothing is 100% until customers are paying you and not churning and you have a full product. But I do find it an interesting thought experiment to whittle it down using each of these steps. Each of them is a hurdle and it’s a marketing/sales funnel. 

(32:05): And you’re trying to get signal in a super muddy, messy, cloudy time with this product. This is when you have the least confidence that you’re doing anything right. You don’t know if your ICP is right. You don’t know if your copy is correct. You don’t know if you’re selling it well. You probably aren’t. You don’t know if your pricing’s right. It probably isn’t. You don’t know if you built anything anybody wants. This is the hardest, or at least the cloudiest, part for sure. It is the least certain part where you have the most variables that aren’t working. And that’s all validation is trying to do: take a few of those and get you just a little more certainty before you go off and build a full product. So thanks to everyone who sent a question in. 

(32:51): As always, we can use more video and text questions. I think I only have five audio or video questions right now. If you send one of those in, the odds of you getting answered in the next couple episodes are pretty high. With text questions, there are still a couple dozen, but I’m going to continue to work through those. If you want to ask a question, you can email questions@startupsfortherestofus.com or even easier, go to startupsfortherestofus.com and click Ask a Question in the top nav. I recently recorded a brand new video of me asking for your listener questions, so you can go there and see that instead of the old one where I think I had a Beatles baseball hat on, no facial hair, and I think no glasses. It barely looks like me, but that was from several years ago. 

(33:33): You click Ask a Question, you can record video or audio on your phone or laptop, or you can enter a text question. As always, I love getting questions from listeners. I would never have thought to cover the range of topics we covered in today’s episode, and I really appreciate everyone who sends in their question. I’ll continue to answer them and try to answer them as quickly as possible. So thank you for listening this week and every week. This is Rob Walling signing off from episode 832.