Nathan Snyder 0:00
service to. So I want to I want to start a new lab. I want to provide a service to stimulus. Can I can I do that?
Chad Owen 0:14
It sounds like you're pitching.
Nathan Snyder 0:18
Right? Right. Yeah, I want I want stimulus to higher higher noun and outcome for its intellectual property. Its education and for its its network. So I want you to take this moment. Sure.
Chad Owen 0:39
Yeah. I mean, they're also asking for your coaching as well. Sure. And and implicit, that's implicit. Yeah,
Nathan Snyder 0:45
that's part of the educational model. So like, here's the opportunity that I want to tee up for, for stimulus. And, like, here's how I want to realize one of the value propositions that now now come is making to its agency partners. So because, because now that outcome is so focused on serving agency partners, instead of clients directly, I, I can become this, or noun and outcome and me on behalf of none and outcome can become a bit of a middleman, between clients and consultancies. And in this case, that's the role that noun and outcome is playing here. And then I'm, I'm willing to, and I'm interested in introducing this potential client opportunity to stimulus and you because of our, because you've been trained in similar methodologies, or, or the methodologies of noun and outcome alongside of me for months. And so I feel confident that you're going to be able to deliver the service that I think the client that I have in mind needs. And in turn, I just hope that you see the value in my coaching the education, that educational opportunities that are not an outcome can produce for you. And the reason why you would want to continue to participate in building and now now comes intellectual property so that you can get licensed in the future as a non an outcome. agency partner. So
Chad Owen 2:35
yeah, you don't have to convince me in any of that. I mean, I I'm very curious about the kind of brass tacks brass tech machinations, but I know that's still in progress. So like, you know, I just know that that's, that's there, you know? Sure. will be a for for purpose, enterprise. And there. There's, yeah, yeah. me Yeah, I see it as mutual exchange.
Nathan Snyder 3:04
Mm hmm. Great. I mean, yeah, I mean, I am, I am working to formalize that, but I just, I just want to articulate like, what the what the value is, what the value proposition is, what the unique value proposition is.
Unknown Speaker 3:20
And,
Nathan Snyder 3:21
you know, state that formalize it as best I can, right now, because of how, you know, mutual. This, this really is. So, let me let me get into the details of the client opportunity now. So I want to introduce you to Casey at DCG. And Casey has from the little that I know, has asked me to help her. Think about building a backstage team to support her operational work across the wholly owned subsidiaries that make up the DCG family of companies.
Chad Owen 4:29
A team that she's been given resources and authority to create herself or this is more of an implicit her implicit understanding of her wish as she sees it.
Nathan Snyder 4:45
I mean, it's, um, it is it is part of how her role explicitly is reforming to accommodate the new business. Businesses that DCG is either started or has acquired in the last 12 months.
Chad Owen 5:08
And she demarcated, like, like by becoming the CXO.
Nathan Snyder 5:14
She's she, she wants to, that's a part of her professional agenda. She, at some point, wants to become the CXO part of her, adding her implicitly adding new operational projects to her plate that are going to be supported by an outside consulting team, she is able to gain more implicit accountability over work areas that then in the near future, can be reshaped into her role into her next role for her next.
Unknown Speaker 6:07
You know, her next
Chad Owen 6:12
we're calling essentially doing the job before she gets it.
Nathan Snyder 6:17
Yes, exactly transition to it, because in ways that that role doesn't exist. So
Unknown Speaker 6:22
they need the way those companies operate often.
Nathan Snyder 6:26
Yeah. So, um, right. So that's, that's the course, that that that Casey hopes to go on, in order to, you know, make this make this career move in getting promoted to the, to the level of CXO from the VP of platform development. So her role today is focused on platform, which does encompass there, they're CCGs wholly owned subsidiaries, but has been historically predominantly focused on the you know, that the the debt equity exchange that they have made with over 100, hundred and 50, I think, external, independent startup businesses in the blockchain and crypto space. So she's been historically responsible for overseeing the variety of stakeholder relationships that are necessary both internally inside of DC G's own management environment and also externally in terms of like, banking partners, and strategic business partnerships, that that exists outside of the DCG ecosystem, but the cheese connected to so that the platform itself generates a reason for why the startups externally want to take cash from DCG in exchange for equity in their businesses, because they not only bring this cash, but but through the platform, and Casey's work, she's able to create a super ordinate value for that equity debt, cash exchange in their portfolio,
Unknown Speaker 8:37
so synergistic.
Nathan Snyder 8:40
Yeah. And so as, as that has succeeded in the in the overall space, the blockchain, crypto space has matured slightly, DC G's strategy is has changed directions, there's been less of a focused on kind of seeding investments into the space externally into startups. And I'm a move towards growing startups inside of the portfolio or acquiring them to become wholly owned subsidiaries. So DCG is making a move to consolidate the overall space within its own holding company strategy
Unknown Speaker 9:26
structure.
Nathan Snyder 9:30
And so Casey's role is not
Chad Owen 9:32
going away. They helped create the market and now they want to go and pick the best specimens and incorporate them.
Nathan Snyder 9:38
Yeah, that's exactly right. Yeah. So so that's working extraordinarily well for them. And they've recently acquired this. This company named luno, who is a major exchange in the international markets
Unknown Speaker 9:56
who
Nathan Snyder 10:00
Yeah, it's so. So DCG is sort of asking how to, and that's a 400 person organization. So they've never bought an organization that was that size before, and also have this much strategic importance in the sense that buying an exchange puts them puts DCG in a direct competition with many of the investments that they have made into startups historically, because a lot of those investments have gone into exchanges, or technologies that support exchanges, which hope to be acquired by them in the future. So DCG from a strategic and competitive standpoint, is repositioned itself as a result of this luno acquisition in ways that it is not even clear yet how it has repositioned itself strategically, in terms of the response that the market will will make. So the result of that for Casey is a new opportunity for her to move many of her platform tactics that she's created with community and and, and business development, externally to do so internally, now between the variety of wholly owned subsidiaries that can pose the DCG family of companies. So her platform has moved from x being primarily externally focused to primarily internally focused. And that means a whole new set of explicit and implicit roles that she's going to be playing to, to operate in this, this qualitatively new business of DCG, after the luno acquisition.
So the KC needs help to make this reversal from being externally oriented with her VP, a platform role to being internally oriented. And she, um, she's not able to hire a team, internally to support her. Like she was able to hire a team to support her externally. So she was able to hire someone to work under her in her VP of platform, platform role Her name's Sam, she's not going to be able to do the same thing internally to support her this time around or not, not yet, at least. So the idea is to build KC, a multi disciplinary consulting team to maximize her time spent to develop this internal platform like she did, externally, with through their venture arm now with their wholly owned subsidiaries. Mm hmm. So the, the idea would be that stimulus would become that the stimulus team would become that consulting partner that allows Casey to extend her accountabilities and responsibilities that are occurring as a result of her reformulating her role, which eventually then helps her get promoted into the CFO role. So that she would be overseeing both the internal and external platform as it were.
Chad Owen 14:18
What what I mean, I know, I'm not talking to Casey directly. So these are just assumptions or inferences on your part. But like, what do you what do you think are the main components or kind of resources that would need to be on that stimulus team in order to support Casey?
Nathan Snyder 14:41
Yes, so I think it's a someone who has like, a very like a visual orientation and can do like front end You know, WordPress, equivalent design, UX design, UI UX design, so someone who can is sort of versatile across the domain of digital visual representations that include like, information architectures, in decks in, in writing, but also can extend to doing website development. And yeah, and, and designing graphics, or managing managing people who have, you know, expertise, more more discrete expertise, but you know, has enough domain knowledge to to bridge both of those, those worlds of visual communication and user experience design.
Unknown Speaker 16:02
Yes, that's what's a very visual visual designer.
Nathan Snyder 16:06
Yeah, so that's one, that's one role. Another role is someone who is a, like, you know, has, you know, five or seven years of experience in project management that both has happened in sort of like a waterfall environment, so that they can do the kind of Gantt charts but also is seasoned in terms of like the nuvo product project, Product Management and project man, sorry, I'm just a project management, I won't talk about project management. So they can do Gantt charts from from a, you know, project management standpoint. And they have done you know, they've, they've worked in, in probably like, in the, in the blockchain Bitcoin space as a project manager. So, they'll have enough experience with like, both conventional finance, project management and kind of product product development, so that they've managed both, they've managed projects, which are have a product, digital nature to them, as well as conventional finance projects. And they can do so they're versatile, both in the waterfall world, and they're versatile in the agile and Scrum world. Okay, the third, the third role is like a business analyst. This is someone who can take raw data, and they're probably like an associate business analysts. So they, you know, have had enough cycles inside of a finance based organization of going from raw data, and raw data and business strategy to composing, you know, decks of information and excel models to help with the financial dimension of forecasting and planning. So that they would be skilled, as, you know, they'll be they'll be skilled in the math and the finance and the accounting necessary to be able to translate that into, you know, narratives and business cases. Yeah.
Chad Owen 18:51
And the analysis. Yeah.
Nathan Snyder 18:53
And do that do the analysis. So that would be the third role. And then, and then I'm assuming sort of someone who can do the client, the client interfacing, you know, because of course, they those three roles, or people would not, they would not be facing, they're probably not account facing, and if they are there, it's in it's in a, an organized meeting by led by whoever the account manager is. So which I would imagine you, I would like you to be that account manager. Or that's what Casey's expecting that I've communicated. So, so those, those would be three like, contractors, I think that stimulus would ideally hold on retainer, and then that retainer would be covered by the retainer that stimulus was able to Create with DCG. And so Casey, Casey would ask for a budget, specifically a consulting budget for, you know that that stimulus retainer. And so you would on behalf of stimulus represent those people to KC, and then probably, at some point, the CEO and COO, and CFO to vet, you know, to that stimulus. But I think at first that would just, we'd have to do, you'd have to do a few cycles to just to, you know, get your feet wet.
Unknown Speaker 20:46
Sure, yeah.
Chad Owen 20:51
I think what I'm most curious about is
how you see, how do you see this as a developmental opportunity for noun an outcome to help stimulus meet this opportunity?
While I'm confident that I could say thanks for the connection, Nate, like, I'll follow up with Casey and get more details. And then whenever you know, you're cut out of the picture. For a number of reasons, I don't want to do that. But like the most being, like, I think it only has like a 20% likelihood of being successful. So I guess what I'm saying is, I see a lot of, if
Nathan Snyder 21:39
I'm cut out, if I'm cut out. Yeah.
Chad Owen 21:42
So So yeah. So what I'm saying is like, I want to co prosecute this opportunity with you in, in a way that's
like, I guess what I'm most interested in is an outcome from which a noun an outcome of which I'm a participant in, you know, will become a partial owner in just by the nature of the participation, like, I would like noun an outcome to have a process to better develop the agency's, regardless of whether stimulus like wins that opportunity with DCG. I see that as an outcome of never an outcome having successfully developed stimulus.
Nathan Snyder 22:34
Getting the DCG contract.
Chad Owen 22:36
Yeah. Ah, yes. So,
Nathan Snyder 22:39
so, yes. So that's great.
Chad Owen 22:42
Thank you not gonna be like my full attention. But like, I think a lot of I'm willing to pretend want to participate in in that part of the process, because I think it will lead to a better likelihood of the of the
Nathan Snyder 22:55
outcome. I mean, yeah. And I think the way that, you know, you you're doing that right now, by in some ways, you're stepping into a coach role with me. And I think that you, you, you coaching me on how to develop now now comes service to stimulus, not only develops that service for stimulus and other agency partners, but also gives you a
gives you a platform give gives you a set of experiences to stand on as you're developing stimulus, the business of stimulus going forward. So, I heard you in the coach role, asking me how not an outcome was going to develop stimulus in a way that was going to result in increasing the likelihood of the DCG de DCG contract closing So you said it was sort of like a 20% close the likelihood was by cutting me and now now come out, and just taking a referral, the likelihood of it closing was 20%. So we want to close that divide between 20 and 100%. Right. So we have an 80% you know, margin that we need to
Unknown Speaker 24:36
Yeah, or or even more
Chad Owen 24:38
20% was a generous
Nathan Snyder 24:40
Yeah. Okay. So, um, so how, how, what, how and what? How will noun an outcome develop a service offering to develop stimulus to increase the likelihood to close the DCG. Deal? Well, I think so and you're, you're prompting me as a coach to do that. That's right. I'm, I'm in the client, I'm in the client role. And so the ways that you're interacting with me as a coach, mirror the ways that you might act with Casey as a consultant,
Unknown Speaker 25:30
Mm hmm.
Nathan Snyder 25:32
So, and then the ways that I'm asking for your help, in developing noun an outcome service offering to serve as stimulus mirrors the ways that you're going to be asking the team that you can prize to deliver on the DCG work to help you develop stimulus. So I think those are the parallels. Um, those are the parallels that we're working with, from a from a sort of a business development standpoint. So.
And you were asking, you're asking specifically, like, how is this developmental in nature? I think as well, meaning how is the How is the ways that we're going to develop not an outcome to develop stimulus to develop DCG developmental and in nature? So it seems to be like the underlying relationship between stimulus and now now come is that we work on this developmental go ahead? Well,
Chad Owen 26:48
yeah, it's a hope. Right, we have to make it happen.
Nathan Snyder 26:56
I just so what, so what roles so now that, you know, you've coached me to delineate the the parallels relationally, between the these various kind of stakeholders, and in stimulus is business in and not an outcome? Where, where, where do you want to go? Quick, do you want to go next? Or where should I go next? If you want to, if you want me to be in the client role?
Unknown Speaker 27:32
Yeah, I mean, it sounds like,
Chad Owen 27:38
Well, given your current understanding of what stimulus isn't, does, this is a new team dynamic? And this is a new service offering.
Unknown Speaker 27:50
Okay, so.
Chad Owen 27:56
Yeah, so I guess the question is, how would you begin with a client agency, when they're faced with forming a new team and that team providing a relatively new service for their clients?
Or where might you have, you know, where might you point stimuluses attention at first?
Cuz we did like a little bit of enacting here, but I never actually interpreted your context of the potential engagement.
Unknown Speaker 29:12
That's true.
Nathan Snyder 29:13
Yeah. Do you want to do that?
Chad Owen 29:17
What No, No, I'm not. I'm stepping back into stimulus the client and asking you to coach me, what should I do?
Nathan Snyder 29:27
Okay, so you're switching from being? My coach, would you're asking a great question. And I was thinking about how I would.
I was asked you were asking me about how I would specifically help stimulus work with developing a new service to Service this client. And then you went to saying, Well, you know, you know, if I switch and I take your position, Nate, if you're thinking about that you're not thinking about, you know, being in the role of of client to me, or yeah client to me, like because I'm, you're in my coat, you're my coach right now I'm not your coach, I'm a client to you. So you're, you're sort of saying, Well, one of the things that I could imagine you're doing right now, Nate, as a coach to me is asking me to reinterpret the opportunity of DCG. Is that right? Mm hmm. Okay.
So how, how would you? How would you reinterpret the opportunity at DCG? In a way that develops? So in a way that you're asking me to turn around the question on you, you're asking because you asked me that question, essentially. And then you're saying, well, maybe it would serve me better to answer it myself. So you're, you began to coach yourself now through this enactment? Yeah. Okay. Great. Now I see what's going on. took me a long,
Chad Owen 31:22
it's Well, yeah, but it's kind of happenstance. This like fluidity of role? I am trying to be better at calling it out. But in my mind, I'm, I'm switching back and forth, kind of faster than like, what's showing appear on the screen?
Unknown Speaker 31:38
Right. Right.
Chad Owen 31:41
Yeah. But like, I don't know, I guess maybe I'm experiencing it or or describing it to myself is like, that's what inter developmental like dynamics, that's that, is it? Sure.
Nathan Snyder 31:54
Sure. And we can increase the discipline and diligence by which we hold roles, or we can turn it even down further, and not use roles at all, and just deal with, you know, the level of dialogue and as it's as it's occurring.
Chad Owen 32:15
To go back to the question that I asked you in by asking us really asking myself,
it seems to me like there's
Yeah, it sounds to me, like there's a role that exists inside of the DCG organization, but not, but it's not fully defined or clear or even like leadership's not fully aware of what that role is, and what those responsibilities are. And sounds like Casey has the best idea or picture of what that is. And if that role is going to come into existence, it's going to be by her own doing. And so therefore, you know, because it's because it's a an integral component, or an important component of her professional agenda. To realize herself in that kind of position.
Given the organizational dynamics and resources she has available, it's easier and more efficient for her to work with an external team to accomplish that, as opposed to an internal team. And I'm guessing that's just because of like, budget and the way that they hire and or work with consultants that just makes that easier. You know, increasing the headcount, even if it's like part time, you know, by threes, like probably a big deal for DCG, whereas hiring a consultancy is not as much of a big deal
Unknown Speaker 34:11
for them.
Chad Owen 34:17
What's unclear to me is kind of how Casey's doubling down on her unique ability and really focusing on her strengths by delegating this work to consultancy so that's maybe one place where I could start in conversations with her. To better understand how she sees herself applying herself more fully. In what she's freeing herself up to to do. I think the functions of the three roles you've described are pretty clear.
Having someone with a business analyst experience in financial modeling and, and financial analysis work with, with some with some strategy and recommendations thrown in someone with project management experience that's worked in the crypto or blockchain world that's comfortable working and in, in totally digital and somewhat esoteric product environments. And someone with strong UX, and in visual design experience that can, they can both do kind of, you know, information, presentation design, as well as, you know, coding up a website, or, or getting content onto a website.
Just based on those roles and descriptions, it sounds like what Casey really wants to focus on is leadership activities, strategy, and strategic decision making activities. And just like really doubling down on that network that she's created and built, of which he or she, she's like, the Maven or the hub of
Unknown Speaker 36:45
that's, that's what I got. Cool.
Nathan Snyder 36:55
So
Chad Owen 37:02
the other thing that's a little unclear to me that I would just like to explore is that what's what's the working relationship and dynamic? I know, you said that there's the account manage the account? Well, I left that out of that description. And yeah, I'm curious how both Casey and the end DCG more broadly, kind of conceives of, or works with and relates to the stimulus team. But that's, that's just something that I would inquire more about.
Nathan Snyder 37:43
I think, um, there's a relationship between what you said you you left out and and a slight, a slightly different angle that I saw a possibility for you to take on the opportunity with Casey to be that is you. You saw this team is helping Casey. Advance strategically. And in terms of her in terms of her leadership influence inside of DCG.
Unknown Speaker 38:30
I think.
Nathan Snyder 38:32
I think that's also true. I think that's true. The other side of that, I think, is what is required to fulfill on the to uniquely fulfill the CXO role. And I do think strategy, and leadership is is definitely a part of that picture. I'm just wondering, what else is a part of that picture? I think, and this is some research that I think, you know, you might want to do with Casey, and as part of your value add, and, you know, so so the, what comes to my mind when I think about the CXO role is experience. And it's, it's like, it's the experience of, of
it's, it's not the it's not the, it's not the how, or here, let's talk about the games. It's not, it's not as much focused on the mechanics, it's more focused on the relationship between the aesthetics and the dynamics, whereas the operational role is more focused on the mechanics and the dynamics with the aesthetics being the the least Important. Yeah, so I think I think Casey's very focused on the aesthetics and the interplay interplay between the aesthetics, and the mechanics, which is the dynamics. So that's what she wants to grow into as her CXO role. So the, the, in terms of your ask about, like, what stimulus can uniquely offer to her through the account management role, I think is participating in a team environment, in an upwardly divided team environment that's comprised of these parts, but the sum is greater than those parts of the team that you're able to curate. So in some ways, it's the team that you're able to lead internally, because of being in the account manager role with DCG gives Casey, a North Star of facilitating a multidisciplinary team. so that she can use what she learns as being in ways she could even be a lead at that team and times that time. So in other words, because you're in the account management role, you can elect her to lead that team externally. And you become, you take on the role of being her employee in ways in that team. so that she can experience and learn to facilitate and lead strategically inside of a team that foreshadows what her future leadership looks like. So that she can then cultivate that type of team dynamic in the experience aspect of her of her role in the future. So in other words, like you and I are trading roles with one another here, I think the opportunity is for you to trade roles with Casey because of the internal external dynamic, with the with between her being internal at DCG, and you being external to DCG, but having an internal dynamic with inside of stimulus gives her and by herberg, coming into stimulus, and in participating in a leadership way internally gives her an experience through stimulus externally to go practice, the type of experience that she wants to cultivate inside of her, you know, operational execution of her work is the CXO internally at DCG in the future.
Chad Owen 42:51
And what I just heard is the beginnings of a service offering of nano an outcome towards agencies like stimulus in that in in, and I think this is a is a competency and capability of yours. Yeah, specifically. Yep. Yep. I mean, you have a lot of experience, right? And like, in worker platform and MVC, like, you know, trying to create these teams, yeah. In a way they were like, are they were kind of artificial, or like, forced somewhat, right? There's an there's an interesting mutuality, it's almost like your fates are intertwined. It like specifically like between stimulus and DCG, in a way that like they weren't at work or in MVC, right? Yeah. Which is why this is like maybe a little bit different. But like, the stakes in the configurations, different, there's that internal external, but there's also I think, higher stakes in there for like, he would just get more real participation, I guess. Also, because I think it's a huge group that
Unknown Speaker 44:09
there's a lot of
Chad Owen 44:13
like, I think every agency dreams of having clients participating with them in that way. So like, if you can help develop that capacity or capability in in agencies like that could fundamentally change how agencies interact with their clients. And they think that's like just a win, win, win, win
Nathan Snyder 44:34
all around. That's super cool, man. Because it has a lot to do with also the positioning of the relationship, which is why I don't want to work directly with clients. You know, like, I'm, I just, I want to help, like, frame the opportunity with Casey so that
Chad Owen 44:52
that's what I'm doing. I'm like, pushing you out.
Nathan Snyder 44:54
Yeah, right. No, that's awesome. It's awesome. No, thank you for bringing my attention. To that, yeah, man.
Yeah, you're well, you're pushing me even further away from both you and Casey in some ways to say like, how, how am I doing what I'm doing? Like, how did I gain these experiences, I mean, I pulled, I mean, I created worker platform because directly like because I wanted it to become the new benchmark that VSC was setting its entire work. It's it the relationship between the capability and the capability architecture and the and the organizational structure, capability architecture and organizational structure, I was trying to model a new interface between, you know, who people are developmentally and how they work and what they work on, and how they're doing what they should be doing. And, and, and for whom and what they can do. So, I was recomposing the, a total organizational environment that lives on the outside of the SEC, so that we could use that as a, as a benchmark for what should for the changes that need to be happening on the inside of the organization. Um, and yet the pilots that we ran, the incentives weren't aligned between? Well, for me, they weren't aligned. And for the people, that participants that we had, they weren't aligned, because for for them, they were going to find out that they were being overpaid. And they were underperforming. And for me, the incentive was diminished, because I was building a whole new business, and didn't have any long term value. And I was using, I was expanding my, you know, both my negative capital and my capital capital, in a way that was wasteful, because it didn't give me any long term stake in the game. And I was, I was just, you know, building someone else's, someone else's business for a paycheck. And that's that really, especially because of Casey's job, changed my entire financial composition. So I don't I think the incentives in this case inversely are super aligned. Casey, you know, as an employee of DCG, is on this accelerated growth curve, she's getting paid really well. And she can get paid even more well, by by taking on a new role, it's there is there's a new level of management that gets created here. So it's upwardly divided already. By by providing a service to stimulus noun an outcome gets product or get service development done. And, and by having you work on the service development of not an outcome, inversely, you get experience and education in how to go then deliver a service uniquely in and develop a service and stimulus so that you can offer it to DCG. And so by DCG paying stimulus for what you're able to deliver in terms of an outcome for Casey's needs, you're able to then pay for a noun, an outcome, a noun, an outcome for the education and licensing that you're getting from our participation with one another. And by by paying for that service, you're able to benefit from that service, through creating it, but also through receiving its benefit from my experiences in the past, to contribute to further developing your business in stimulus. So yeah, like, that's the kind of reciprocal win win win that we're creating here. And you win, you win in two ways you win short and long term with inside of
Chad Owen 49:38
a split between, right, it's like yeah, like there's labor into that an outcome. There's cash into them and outcome but then there's also cash into my pocket.
Nathan Snyder 49:47
Right. And you're taking the lion's share of the DC d d DCG. contract, insulating the potential conflict of interest between In case you and I, if I were to try to deliver that service directly, and in ways I'm teaching Casey how to receive the benefit from from stimulus because of my implicit relationship with her because I'm not in a consulting relationship with her directly.
Chad Owen 50:21
Well in and still you providing the value? Yeah. Through stereos.
Nathan Snyder 50:27
Yeah, that's right. That's right. Yeah. Well, I'm really feel like I'm providing value to you. And, and you are in, you're going to navali come up with your own way of doing doing something similar with Casey. But yeah, like, there's a lot of symmetries that we can find here. How did how did my response go for you? Did you? Did that succeed? Did you push me in the direction that you saw was possible?
Chad Owen 51:00
Yeah, I think you expand it and elaborated it even beyond where I thought you might go.
I think I think we should, we should call it here pretty soon. But I
yeah, I think we explored a little bit about what the opportunity is, as presented from DCG. And then some of the opportunities of that that affords both noun an outcome and stimulus, I think even maybe more so that the opportunities it provides not an outcome. Because that's where I was directing the focus of the conversation. And
because this has been kind of, you know, some DCG or not an outcome focused labs. I think the next time Well, yeah, to two other labs that I would like to do is I'd love to like, just experiment with a couple of like prototype components or mechanics from none and outcomes SPG but then I would also like to have you inhabit, like your role and now an outcome to help stimulus develop either the beginnings of the team or the beginnings of the process to get to the team or the service offering that you know, it could be discussed and or pitched to DCG when the time's right. So I guess those are kind of two forks and we can pick up either of those whenever
Nathan Snyder 52:55
Yeah, I mean, I think we should pick it up tomorrow morning. And, and go from there. Let me look at my so I think