Startup Corps Episode 7: Amir Emacha from MicroHub

[00:00:00] This podcast is brought to you by Boger Cammetry.

[00:00:22] Back as I can remember, I have wanted to be an entrepreneur.

[00:00:27] Now, I am here to guide you through the intricate paths of building your business, embracing emerging technologies and navigating the startup world.

[00:00:38] I am Saul Tarazona and this is Startup Corps, your go-to podcast for entrepreneurial insights and tech-driven success.

[00:00:47] Hello everyone, welcome to the podcast Startup Corps.

[00:00:53] We have an amazing, amazing entrepreneur here from Miami, Amir Emacha. Please introduce yourself.

[00:01:02] Hi Saul, how are you? Thank you first for having me today. I'm Amir Emacha, co-founder and CEO of MicroHub,

[00:01:10] a package management facility for apartment communities and condos.

[00:01:15] And also, Miami 305 guy, trying to make a little bit the things different here in Miami.

[00:01:28] Fantastic. So we met at an event recently where they actually cover a few things about you on the TV, on Telemundo channel.

[00:01:36] Did you saw that or? Yeah, yeah, yeah. Actually, one person of the team showed me, they just drive a video from that.

[00:01:47] Very, very nice to share also with our Latino community, a little bit of what we are doing today here in Miami.

[00:01:57] Amir, so you're originally from Venezuela, is that right? Yes, that is correct.

[00:02:02] What brought you to Miami?

[00:02:06] Well, everybody knows the political situation there and, you know, Miami always have been that bridge between USA and Latin America.

[00:02:16] So I moved here when I was 17 years old and basically now Miami, it's like Miami home, you know.

[00:02:30] Of course, of course. So what makes you start the first company that you ever started? What was the name? What was about?

[00:02:38] Well, I'm coming from a family that always have been close to entrepreneurial mindset and like my father, my grandfather, I always on the on the venture of how how make great, great business.

[00:03:00] So my first company was a very basic B2B business on wholesale phones to between USA and Latin America.

[00:03:13] Actually, I was 18 years old when I when I opened that business.

[00:03:18] The name of the business was B-Mart. B-Mart was the company.

[00:03:23] And then I converted the company into a brand because I ended up creating a phone.

[00:03:29] I remember the 20 I was 20, 21 years old.

[00:03:35] I went to China to create that first.

[00:03:40] The cheapest phone for Latin America was a future phone.

[00:03:43] We ended up selling hundreds of thousands of units to Latin America, to different islands, to Argentina, actually Venezuela.

[00:03:53] Well, a lot of countries there because was with huge numbers for elder people and very cheap, very cheap phone.

[00:04:05] So it was a great experience.

[00:04:07] So it was a great experience.

[00:04:07] A unique product.

[00:04:08] Fantastic, fantastic idea.

[00:04:10] This was your company?

[00:04:12] You were the CEO and founder?

[00:04:14] Yeah, yeah, yeah.

[00:04:15] Well, back in that moment, I didn't call it CEO.

[00:04:17] It was more like the owner and manager of the company.

[00:04:23] But yes, it was.

[00:04:25] Yeah.

[00:04:25] I started just like selling different brands like Samsung and Apple CPA to Latin America.

[00:04:32] Then it's keep adding like other brands like LG, Motorola and other like different brands.

[00:04:43] And back in that moment, I ended up making my own brand, having the customers there.

[00:04:49] Fantastic.

[00:04:50] I mean, let's shift gears into micro hub.

[00:04:53] Tell us a little bit more about what it is, how you started, what makes you start working in these?

[00:05:00] What was the problem you realized?

[00:05:03] Well, after after Beamer, I am selling the company back in 2016.

[00:05:08] And I opened like a tech startup studio in 2016 that I started developing startup for third party companies.

[00:05:19] So help them on the GTM, help them on the product development, help them on how to build actually a brand and a technology company more devoted to software as a service back in that moment.

[00:05:34] But in 2020, I'll get back to hardware creating Earth Robotics, which is a fully autonomous level five robot that automate a food delivery inside residential buildings like community apartments and condos.

[00:05:53] So let me tell you the story about how we how we pivot actually coming from Earth Robotics, building the whole technology, passing through different challenges on the design, on the software.

[00:06:10] So we're a lot of a lot of machine learning and AI involved in our robot because it's a level five, a lot of prediction software built in in house.

[00:06:19] Tell us a little bit for the for the listeners.

[00:06:22] What is what means a level five robotics?

[00:06:26] Yeah, so on robots, you have five levels of autonomy.

[00:06:31] So that means that a level two robot, autonomous robot have a person that is controlling that robot.

[00:06:39] It's not fully autonomous.

[00:06:40] They could they could they could they can do some tasks in autonomous way, but mostly it's a person controlling that robot.

[00:06:49] A level five autonomous robot.

[00:06:52] It's a fully autonomous robot.

[00:06:54] That means that he takes his own decision.

[00:06:57] He made all the new he's always mapping the area.

[00:07:01] So so basically he's he kind of have the fully a level of autonomy to take decisions over what is the task that he has to do.

[00:07:13] In this case, we developed that robot to make deliveries inside a building.

[00:07:19] So from there to to how we get to my group in 2023, I was visiting buildings that potentially they want the robots to be implemented, but they have a bigger problem inside their facility, which is the package room.

[00:07:38] And one day I was visiting buildings in Midtown Miami, and it was so funny because that I met with three different managers that day and the three managers from different buildings with different stories, different demographics of each building have the same problem.

[00:07:56] Their package room, it's a disaster.

[00:07:59] So they asked me, can you help us with that?

[00:08:03] And, you know, coming from, uh, from the world of trying to solve problems, I'll bring that issue to the office and I talked with the team.

[00:08:14] Uh, you know, the idea was why we don't open a huge package room in the middle of the city that received all the packages there.

[00:08:24] And then we delivered those packages with a, with a, a bike like electric bike.

[00:08:30] So we start thinking about it and asking the, the, the, the customer, asking the manager, asking the property managers, asking the buildings, Hey, do you want me to take out your package room from your building?

[00:08:43] And they like that could, that if you do that, that is the best that you can do for my building.

[00:08:50] So we make an important decision.

[00:08:53] Uh, that was November of 2023 to basically pivot from earth robotics to micro hub.

[00:09:00] And we devote the whole resources to, to build micro hub.

[00:09:06] Uh, back this January, we, we, we raised a pre seat from an angel that helped us build micro hub on where we are today, which is already doing deliveries for a couple of buildings and onboarding new other on the area.

[00:09:25] So that's how I end making micro hub.

[00:09:31] That's fantastic.

[00:09:32] So let me, let me ask you a question.

[00:09:34] So you said that the packages are going to arrive to a central place, somewhere in Miami.

[00:09:38] And from there, I assuming a robot will go through the streets, go to the building and go all the way to the door of the people, the, the, the, the legitimate owner of the package, the final person.

[00:09:54] Is that, is that the route?

[00:09:55] Is that the, the roadmap or no?

[00:09:58] No, no.

[00:09:58] So the robots right now are in pause.

[00:10:01] Actually, we are planning to reintroduce the robots in 2027 with a different, with a different, uh, uh, uh, strategy of introduction.

[00:10:14] The technology is available.

[00:10:15] Actually, we are always, uh, on research and development, uh, making that technology better and being always on the top of, of, of, of the, of the, of the market in terms of last mile delivery on robots.

[00:10:30] But the robots are in pause right now, how micro hub exactly works is we are that package management facility located outside of the building.

[00:10:40] When we onboard a building, they start using micro hub address, their residence with their unique code that we assigned to them.

[00:10:49] So when that happened, when they purchase online, they use micro hub address with the unique code.

[00:10:55] The moment we receive a package here at the micro hub, we scan it.

[00:10:59] When that happened, they receive a notification.

[00:11:02] Hey, your package is at the micro hub.

[00:11:04] And then they have three different options.

[00:11:06] The first option is to say, deliver it to me at 2 PM for the first time in history.

[00:11:12] Now they can schedule what time they want their package, which is super important.

[00:11:17] How we make the delivery.

[00:11:18] We have a e-cargo bike, which is like electric bike with pedals, but with a little cargo on the back.

[00:11:26] And that cargo bikes goes from the micro hub directly to the resident doorstep and deliver it to the hands, just like delivering a pizza.

[00:11:34] Yeah.

[00:11:35] So that is the delivery mode.

[00:11:37] Another mode they can choose is pick up.

[00:11:39] Pickups is 24 seven.

[00:11:41] They can come to the micro hub and pick up the package, or if they are in vacation or something like that, they can say, leave it there.

[00:11:48] We can hold the package up to 60 days.

[00:11:50] So right now the business model on the micro hub focus is enhance the resident lifestyle with packages because it's a disaster, you know, and having the DNA of technology, having the DNA of robotics and automation, AI prediction.

[00:12:08] We going to be growing the technology to our residents today for them.

[00:12:14] It's easy.

[00:12:15] It's just one app where they can schedule what they want to do with the app, with the package.

[00:12:21] So Amir, this is working right now.

[00:12:23] You already have clients and income.

[00:12:25] Yes, correct.

[00:12:26] We have a couple of customers here in Midtown Miami, and we are onboarding more.

[00:12:33] We have an onboarding plan with buildings that we start onboarding 20% of the building, then we go to 50% until we have the 100% of the units.

[00:12:44] So right now we are in that phase.

[00:12:48] And hopefully next year we can be handling, we want to reach up to 10,000 apartment communities here, units.

[00:12:58] Fantastic.

[00:12:58] So who pays your services, the building manager or the users, the doors, let's call them?

[00:13:05] Well, we charge per door.

[00:13:08] It goes between $20 to $35 per unit, depending on the demography of the building.

[00:13:15] Per month or per year?

[00:13:17] Per month.

[00:13:18] And it goes directly through B2B.

[00:13:23] So property management pay, the building board president pay, or if it's a community rental, the owner of the building pay.

[00:13:33] Okay.

[00:13:34] Okay.

[00:13:35] Okay.

[00:13:36] Okay.

[00:13:36] I see.

[00:13:36] So let me go back a little bit on the how you raise the pre-seat because remember this podcast is for entrepreneurs to learn about entrepreneurship, how to be successful.

[00:13:47] And I always look for successful entrepreneurs like you, Amir, on what lessons learned that you share with them.

[00:13:55] So if you can think of something now or the other thing that I would like to ask you is how was the challenge to find this angel investor for pre-seat?

[00:14:07] Yeah.

[00:14:08] You know, the business model has to be easy.

[00:14:12] You have to focus on three simple goals.

[00:14:15] You have to tell your investor, hey, I have this plan and this is my goal.

[00:14:19] It's like forecast your expectations.

[00:14:22] Make your expectations real.

[00:14:24] Sometimes we want, as an entrepreneur, we want to do like a hundred things in one year and that is impossible.

[00:14:29] And don't think that if you are telling your investors that you are going to do a hundred things in one year that going to make them more excited about your startup.

[00:14:43] Less is better.

[00:14:44] If you are doing less things, but you are focused and it's realistic that you have the capacity to do that, go for that because investors like that.

[00:14:53] So my, my, my, my experience is how we pivot change the story of the company completely like very, very fast.

[00:15:04] You know, like we changed in November and in January we raised the money that was like impressive for, for, for us.

[00:15:12] And, and with, with the robotics, it was very capital intensive, you know, hardware involved, manufacturing, processing involved.

[00:15:22] So, uh, high end, uh, engineering, uh, software developers involved, mechanical engineers involved.

[00:15:30] So very capital intensive.

[00:15:33] So the scope of investors are smaller.

[00:15:37] So with micro hub, uh, it's different.

[00:15:40] We set up, we set, uh, like our goals.

[00:15:43] They were super realistic.

[00:15:45] Actually, we, we didn't, we don't have this year.

[00:15:48] So, um, we, I don't want to tell if it's very, very, very simple.

[00:15:49] So, we're a, I would love to think that the manager is not finished this year and we already accomplished all the goals that we promised to our angel investor.

[00:15:55] Uh, and, and that is what I, I recommend, like always focusing no more than five important goals.

[00:16:05] Per year.

[00:16:05] Very good.

[00:16:06] The core goal and some goals that that will be something realistic.

[00:16:11] Got it. So on the, you mentioned something important about what the difference is about a hardware company and a software company alone. So since the 90s, all what we got is, okay, the website boom.com and then the app market boom as well.

[00:16:29] So investors are easier to get for software as a service, which you are, right? But when you mix up robotics, you need to buy hardware things, electric motors, pools, levers, wheels, brakes, transmission devices, radio communications, internet, etc.

[00:16:52] So I find that very challenging to find people that invest in hardware. Do you feel the same?

[00:17:01] Yeah, yeah. Actually the market is right now, the robotics is here, it's happening. Companies have, we need us, companies, we need to be very close to robots and what is going on there.

[00:17:20] From my perspective, investors right now, they, like the last two years, investors, they went to a lot of fintech and a lot of companies promising like 100x in those areas.

[00:17:39] And they are right now, they are looking for established business revenue, like very, you know, like conservative business model, but with a huge long-term and unique value proposition.

[00:17:56] And micro hub, that's why also micro hub, it's a kind of attractive because I was, I was hearing Jeff Bezos actually in a video a few days ago talking about the problems.

[00:18:12] If you, if you have a problem today and you ask yourself that the same problem is going to be happening in 10 years, in 5 years, in 15 years, and you are solving that problem.

[00:18:24] And you don't see that this problem is going to change like e-commerce is not going to change.

[00:18:30] It's here at least for the next 20 or 40 years, you are in a right spot.

[00:18:37] Now you have to develop technologies that start automating that.

[00:18:41] But to be in a fully robotic ecosystem, we need to start creating markets.

[00:18:47] So there is right now investors that actually they are buying regular business models, regular, that they are not automate and they are automating that business model.

[00:18:58] But already our businesses that are generating revenue and profits and they have a recurring ROI.

[00:19:06] So, so basically the robotics era, it's coming that way, you know.

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[00:19:44] So let's talk about a little bit AI, artificial intelligence.

[00:19:49] So you mentioned you use artificial intelligence in some part.

[00:19:52] So when was that?

[00:19:54] How did you use it?

[00:19:55] And how do you see the future on AI applications for your company and in the future in general?

[00:20:01] Look, one of the most difficult part of doing the last mile delivery logistic is how to predict demographies in our areas and how to understand how they move.

[00:20:18] So it's incredible.

[00:20:19] It's incredible.

[00:20:19] But in our area, we have in this one mile.

[00:20:23] Oh, I didn't mention that.

[00:20:25] But micro hubs always deliver one mile radio, no more than that.

[00:20:30] So we are always delivering with the scope of time that we promise.

[00:20:36] So in this one mile radio, we have 60,000 units.

[00:20:41] But that represents around 120, 140 buildings and more or less.

[00:20:51] Each building has different demography.

[00:20:53] They are completely different.

[00:20:56] It's incredible.

[00:20:57] They are different worlds.

[00:20:58] So in our case, we are always on the research and development to understand those buildings and also understand the flow inside the warehouse, like the inventory management system, how we receive the package, how we scan the package, how we measure the package.

[00:21:16] And the communication between the owners, the owners, and the end user.

[00:21:25] What is that communication?

[00:21:27] How it is?

[00:21:28] Because the resident today is always being notified about what's going on with your package, you know?

[00:21:37] So our efforts are there.

[00:21:40] The application is there.

[00:21:41] It's a real application.

[00:21:43] And AI is helping us to understand.

[00:21:47] So the customer behavior.

[00:21:48] So that's what you're talking about.

[00:21:50] How understand what is the customer behavior?

[00:21:52] What are the do's and don'ts?

[00:21:55] What do they like?

[00:21:55] What do they like to do?

[00:21:57] Okay, that's very important to do some analytics on that.

[00:22:00] So talking about analytics and data, all this data is actually driven by your team or do you buy these data packages so you analyze them?

[00:22:09] How does it work?

[00:22:11] No, no.

[00:22:11] It's all in-house.

[00:22:14] In-house.

[00:22:15] All in-house, yes.

[00:22:15] What do you think is your team?

[00:22:17] Right now we are 11 people working on operations on microhub.

[00:22:24] We have six people.

[00:22:27] Okay.

[00:22:27] Like operations are like the e-riders and the iners.

[00:22:36] Right.

[00:22:37] So previously to this experience, I was looking at your profile.

[00:22:40] You were a COO and you're now a CEO.

[00:22:44] What is the difference between those two positions?

[00:22:47] What will you advise to entrepreneurs on teach them, telling them what the big difference is, what the mentality, how it changes?

[00:22:57] You know, the COO is like the back end of the house.

[00:23:04] You are organizing the team and basically organizing every single piece of the company for your CEO.

[00:23:13] And being able to be there working alongside my brother and actually my co-founder and my best friend and everything for me in business.

[00:23:28] My partner since, I don't know, 15 years ago.

[00:23:33] So it's being able to help him on the operational aspect.

[00:23:39] And coming from that and now be a CEO, which is understanding your company insights and how to develop.

[00:23:51] Because we are a startup.

[00:23:52] Like we don't have that bureaucracy or committees that we have like departments.

[00:23:58] You know, like we divide responsibilities into our team.

[00:24:02] And as a startup, sometimes like I'm a CEO, if I saw a floor that is not clean, I'm going and I clean my floor because I care about my company.

[00:24:11] And it's not just to be like a CEO and just tell what to do.

[00:24:20] But being a CEO and understanding the chief corporation officer task, you can have a better scope of how you can manage the culture of your company, the way how your company is running.

[00:24:34] Plus, share that vision with the end user, with your customer, with the user at the end of the day, which is the most valuable thing that a company can have, you know.

[00:24:48] So I think that experience was perfect to be today where I'm at.

[00:24:54] What do you think are the top three things that make you successful as an entrepreneur?

[00:25:06] The top three, it's family first.

[00:25:12] Have a good team.

[00:25:15] If you don't have a good team, there is no way to do anything.

[00:25:21] And be a very financial responsible.

[00:25:25] Oh, very important.

[00:25:27] Especially with investors' money, right?

[00:25:30] Yeah.

[00:25:31] Well, especially with your time.

[00:25:34] Because investors' money is important, but also your time is an investment.

[00:25:39] Because we work for time, remember that.

[00:25:43] And it's responsible with, like, when I talk financially, it's everything.

[00:25:49] You know, it's be aware of what's going on around.

[00:25:53] And, yes, like, I always, like, and this is something that is happening, like, every, like, the investors, they are, like, VC war, you know.

[00:26:06] They raise their money from an LPs, and there is, like, an instructor there.

[00:26:13] But the major investors are the funders, because they are at the company.

[00:26:20] They think at nights about what's going on.

[00:26:23] They don't sleep.

[00:26:24] They give 100 hours a week on companies.

[00:26:28] And that is time.

[00:26:31] And at the end of the day, everybody's working for more time in life and to build things.

[00:26:36] So be responsible with that.

[00:26:39] It's important.

[00:26:41] Actually, sometimes funders, they forget to rest.

[00:26:44] And I love to have one or two days, at least.

[00:26:51] I'm trying, right now I'm trying to have, I'm having just one, but I try sometimes to have two.

[00:26:58] But we have to rest.

[00:26:59] It's not because then you cannot accomplish your goals.

[00:27:04] And that's, I recommend always to rest.

[00:27:06] Like, it's part of the business, you know.

[00:27:10] So you mentioned 100 hours a week.

[00:27:12] So in the U.S., we have a standard 40 hours a week, which is what everybody gets paid from the 8 to 5 job.

[00:27:20] So entrepreneurs put blood, sweat, and tears on way more than 100 hours a week.

[00:27:25] Because who says we have what?

[00:27:29] Sometimes you don't even know what day it is today.

[00:27:31] You have got to check in the calendar because you've been working straight for, I don't know, a month or so.

[00:27:37] Family is missing you.

[00:27:39] You miss events.

[00:27:39] But you are here for a greater thing to solve a bigger problem that at some point is going to, you're going to be buyout.

[00:27:49] You're going to merge.

[00:27:49] So that's what we expect as entrepreneurs.

[00:27:53] Is that right?

[00:27:54] Do you agree with that?

[00:27:55] Yeah, yeah, man.

[00:27:57] It's a, it's a, it's a, it's a wolf, a solitary wolf lifestyle, you know.

[00:28:07] And, you know, wolf, they have their, like, their partners.

[00:28:10] So when you build out, like, a four or five guys team, like we have here in, in, in microhub, like, we have a great VP of business.

[00:28:18] We have a great chief product officer.

[00:28:22] We have a great CTO.

[00:28:24] Like, when you have that, like, another solitary wolf under their, their responsibilities, it feels good.

[00:28:34] Like, you know, you have that, that, that team that is always, it's the only way to, to, to make it through, you know, like, it's hard, but it is like that.

[00:28:47] The grinding, the grinding together feels better, right?

[00:28:52] Somebody to talk with somebody to share your frustrations.

[00:28:55] So how frustrating is, was the process for you to raise capital?

[00:29:01] How, what was, how was your interaction with investors?

[00:29:05] How did you find them?

[00:29:06] How did you find that experience?

[00:29:11] Well, it's, it's, it's an experience that you have to have a lot of resilience and, and think that is, it's, it's, it's not easy.

[00:29:23] Because you are, you're selling an idea when, when it's an idea, you know, like you don't have anything that is real yet.

[00:29:32] And whatever you have real, then they ask for more things.

[00:29:38] And, and, and that part of the, the back and forth with an investor and due diligence.

[00:29:44] Like, I can tell you that this is a real story.

[00:29:50] Once I received a, a VC firm from, from Central Florida.

[00:29:57] I don't want to say the name.

[00:29:58] Guy shake the hand.

[00:30:00] Big, big check, everything.

[00:30:03] Two, three months due diligence.

[00:30:05] Everything was perfect.

[00:30:07] He, and actually he came just to close the, the deal.

[00:30:10] And then we bring him out to the airport and then he just got us like for another three months.

[00:30:19] And we ended like, Hey, no, thank you.

[00:30:20] It's okay.

[00:30:21] But you know, that type of weird things that you say, what is going on here?

[00:30:27] You know, like.

[00:30:28] Is it me?

[00:30:30] You start questioning.

[00:30:31] Did we did something wrong?

[00:30:34] Exactly.

[00:30:34] We are not playing.

[00:30:35] Like we are here Monday to Monday working like crazy to build out this company and you like it.

[00:30:41] You talk to me like for four months.

[00:30:42] So it's like dating with someone.

[00:30:45] And actually the, one of my first mentor from 500 startup, the first time that I heard that was like 10 years ago.

[00:30:53] And she, and she mentioned to me, Anita Rojas, she's like, Hey, hey, talk to investors.

[00:31:00] It's like dating.

[00:31:02] It's like dating with someone for four months.

[00:31:04] And then that person disappear.

[00:31:06] And I was like, what's going on?

[00:31:08] You know, it's happening.

[00:31:09] So, so, so I took that from her and investor is like dating, man.

[00:31:15] It's, it, it's that at the end of the day.

[00:31:17] And, and they are not, and we have that like as a funder, they don't know more about your company than you, but they know about financial strategies.

[00:31:30] They know how to scale your business.

[00:31:33] So you have to ask those things to those investors.

[00:31:37] Like, Hey, how are you going to help me to grow together?

[00:31:40] You can show the vision.

[00:31:41] You can show the mission of the company, but they can invest and also bring some of their knowledge with them.

[00:31:47] So it's kind of understanding the investor.

[00:31:51] And there are investors that they are really like the other day I talked with one investor about maybe a future round that we are maybe going to do.

[00:32:01] Well, not maybe we are going to do.

[00:32:03] And, and it was an incredible conversation.

[00:32:08] I really like it because that person, she really understand the company.

[00:32:13] She really, with few minutes of advising was like, Hey, do this, do that.

[00:32:19] And when you have, when you are aligned also with your vision and what you're thinking, you're like, okay, we are at the same page.

[00:32:25] This is the right investor for me.

[00:32:27] But it's part of the business, you know, it's part of the sport.

[00:32:31] You have to talk with investors.

[00:32:32] You are selling your product.

[00:32:33] They're going to be your partner.

[00:32:35] It's important to have that good relation.

[00:32:38] That would be a marriage.

[00:32:39] When they put the money and they come forward, having a seat or as advisors, they're always have to have a relationship.

[00:32:47] It's very hard.

[00:32:48] The relationship, the human part.

[00:32:50] So we have a few minutes left.

[00:32:52] So just tell us very shortly, what is this 500 Startups?

[00:32:57] 500 Startups was an accelerator program that I was part of it like 10 years ago.

[00:33:05] And it was weird when, when I sold the company, I started this studio of, of startups.

[00:33:11] And man, in Miami, we don't have anything, anything about that community.

[00:33:17] Actually, in that year, we were like just a few startups from Miami doing technology and trying to make things different.

[00:33:29] Now it's completely different.

[00:33:31] Everybody wants to make something and build something.

[00:33:34] But yeah, I was part of that.

[00:33:36] And I learned a lot through, through, through them in terms of how is this a venture world and how to understand the processes of the, of the series round, how to present a business model, build a deck, you know, like the early entrepreneur.

[00:33:56] Accelerator part.

[00:33:58] Yeah.

[00:33:59] Yeah.

[00:34:00] Yeah.

[00:34:01] Yeah.

[00:34:01] Yeah.

[00:34:01] Like, like foundations, you know, and, and.

[00:34:04] And what's a great day.

[00:34:06] And now I'm, I'm a great, actually, Anita is also, she, she worked with me on micro hub with some, when I have some things like I call her like, Hey, I have that idea.

[00:34:18] What do you think?

[00:34:18] So, you know.

[00:34:20] All right.

[00:34:21] It's good to have people around.

[00:34:24] Definitely.

[00:34:24] Definitely.

[00:34:25] The thing is very important.

[00:34:26] So Amir, any last comments, anything that you would like to share?

[00:34:29] What are you looking for, for your company?

[00:34:31] Anything?

[00:34:31] Anything.

[00:34:33] If you have a package problem in your building, call me.

[00:34:37] You still fundraising?

[00:34:40] Well, we are not in a fundraising right now.

[00:34:42] We are going to be early.

[00:34:46] And, and we are going to like talk with the investors that are already, I can, they are, they, they see micro hubs super attractive.

[00:34:57] So potentially we can do that run easy and fast.

[00:35:03] Amir, where will people can find you?

[00:35:07] I use a lot of LinkedIn.

[00:35:08] That's the, the, the main.

[00:35:11] Amir, I match on LinkedIn.

[00:35:13] It's the best way to, to reach out.

[00:35:15] And your website, please.

[00:35:18] It's www.microhub.com.

[00:35:22] Very good.

[00:35:23] Fantastic.

[00:35:23] Amir, thank you so much for sharing so much with us.

[00:35:26] Entrepreneurs will be very grateful to learn so much from people like you.

[00:35:30] Thank you.

[00:35:30] No, man.

[00:35:31] Thank you.

[00:35:32] Thank you, Saul.

[00:35:34] All right.

[00:35:35] So be in touch.

[00:35:36] I'm going to talk to you later.

[00:35:37] Thank you.

[00:35:37] Bye-bye.