How We Hatched: Emilie Schario, Co-Founder & CEO of Turbine

Welcome to another enlightening episode of "How We Hatched." In this edition, our host, Tim Winkler, sits down with Emilie Schario, the CEO and Co-Founder of Turbine, for an engaging discussion on her remarkable startup journey.

They Discuss:

• Emilie’s career journey, from entering the startup world in a technical role to climbing the leadership ladder and eventually founding Turbine.
• The role of college and alternative paths like boot camps in preparing for success in the tech startup realm.
• Her transformative experience with Venture for America and its impact on her career path.
• The inspiration behind her decision to start her own business.
• The invaluable lessons she learned while working at startups and her passion for the dynamic startup environment.
• The exciting problems that Turbine is addressing and their promising future direction.

About today’s guest: Emilie is CEO & Co-Founder at Turbine, financial software for companies that manage physical inventories. She also writes a semi-regular Substack on the intersection of work, life, and working parenthood. She was previously Data-Strategist-in-Residence at Amplify Partners, Director of Data at Netlify, and in multiple roles at GitLab.

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Welcome to The Pair Program from hatchpad, the podcast that gives you

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a front row seat to candid conversations

with tech leaders from the startup world.

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I'm your host, Tim Winkler,

the creator of hatchpad.

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And I'm your other host, Mike Gruen.

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Join us each episode as we bring

together two guests to dissect topics

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at the intersection of technology,

startups, and career growth.

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Emily, thanks for joining

us on The Pair Program.

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Uh, this is a, another bonus episode of a

mini series that we call how we hatched.

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Uh, and so today we've got Emily

Schario, uh, she's spending time with

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us and was the founder and visionary

behind Turbine, um, a startup that's

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bridging the gap in supply chain

visibility for consumer brands.

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She's also a military spouse, uh, and

a parent of two toddlers and a dog.

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Um, all while juggling this task of

building an early stage startup, which.

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I just can't wait to, to dig into on

how you find balance in your life.

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Um, but, uh, Emily, I'm excited

to have you with us today.

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Thank you for joining us on the podcast.

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Thanks for having me.

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Cool.

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Cool.

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All right, let's jump in.

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Um, you know, I always like to start

every one of these episodes with like

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a real thought provoking question.

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So.

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What did Emily Schario have

for breakfast this morning?

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Emilie Schario: So I start every

day with two cups of coffee.

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Uh, I usually have two cups

of coffee, um, before 7 a.

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m.

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and then no more coffee

for the rest of the day.

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Tim Winkler: Wow.

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Cream and sugar?

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What do you, what, oat milk?

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What

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Emilie Schario: do you No sugar.

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Um Usually black, sometimes special treat

of condensed milk, but only if I'm at

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home, if I go out and I'm having a cup

of coffee, it's black, like myself, I was

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Tim Winkler: gonna say, you really learn

a lot about somebody's coffee order.

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It's like, oh,

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Emilie Schario: nice.

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A lot of people out there drink

creamer with a splash of coffee.

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And that is my judgmental

take on, on morning

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Tim Winkler: coffee.

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I've always had, um, this will be really

embarrassing, uh, for everybody that's

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listening, but I've always had like some,

you know, some issues with dairy and, um,

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it doesn't do the best with my stomach.

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And so I felt like it was, my wife's like

a dietician and she's like, why don't

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you just try like oat milk for just once?

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And I was like, yeah, that sounds

like it's going to be terrible.

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And I love it.

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I think it actually adds a

pretty interesting flavor to it.

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Emilie Schario: I did not drink coffee

at all until after I had my first kid.

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Yeah.

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I, I like to say I grew up

inside of a Dunkin Donuts.

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My mom started working at Dunkin

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at Dunkin Donuts till this day.

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So growing up, I, I learned

everything inside of a Dunkin Donuts,

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how to do, how to make change.

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I learned from working the cash

registers with my mom, um, how

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to show up to work on time.

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I learned as a 14 year old.

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Uh, when I was working my, um, weekly

shifts, you know, I really learned

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a lot inside that Dunkin Donuts.

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And one thing that I would see is you'd

have these regular people who came

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every day, two or three times a day,

spending 20, 30 on coffee every day.

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And that puts such a sour

taste in my mouth of like, Wow.

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This is a real drug that people need.

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Um, you know, you'd see people, people

love to joke, like, don't talk to

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me before my morning cup of coffee,

but I have seen what people are like

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before their morning cup of coffee.

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Uh, and so I took that

experience to really be adamant.

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I wasn't going to do coffee.

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I wasn't going to do caffeine.

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I don't drink soda.

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Did the whole college experience

with like maybe the occasional

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Red Bull, but not really.

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Um, And it wasn't until I had

my first kid where I was like,

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I just am not making it anymore.

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And so started drinking, uh,

my husband is an avid coffee

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drinker, enjoys it, loves it.

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Probably his blood is half coffee.

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And, uh, I did not start drinking

coffee until after I had my first kid.

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And now I find joy in the

ritual of just starting my day.

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With two cups of coffee before my kids

are awake before anyone needs anything

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from me, it's like my chance to take a

couple moments to start the day, right?

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Tim Winkler: Yeah, I've got

so many questions right now.

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Like the torture of growing up and a

Dunkin Donuts and never drinking coffee.

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Um, your mom, I mean, it's just

constantly surrounded by, it just seems

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like now knowing how much you like,

love coffee, I guess you're right.

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It's kind of like the routine of

it, but I'd love to have your mom on

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this podcast and just kind of hear

the the Dunkin Donuts story as well.

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That's impressive.

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Yeah, seriously.

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And don't get me wrong.

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Like I had Dunkin Donuts

flagged in my notes.

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I saw I appreciate that.

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It's still on your LinkedIn profile.

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And I was like, I'm totally

gonna bring up Dunkin Donuts

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and see how that experience was.

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So thank you for checking that

box off of my, my notes here.

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Um, cool.

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Well, let's, um Let's get

into the thick of it, right?

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Um, I always like to roll back the clock

a little bit and, uh, hear a little bit

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more about you and, and, and your journey

and where you, where you grew up and what

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kind of led you down this path and attack.

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Well, obviously.

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Get into turbine and the

problems that you're solving.

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But, uh, let's start from the roots.

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What, you know, where'd you grow up

and, and, uh, tell us a little bit about

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Emilie Schario: that story.

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So, I am originally from New Jersey,

and we were talking about this earlier

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have slowly migrated further south.

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So, currently live in Columbus, Georgia.

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I've been running away from

the snow for the past 25 years.

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Originally from New Jersey, uh, grew

up in Newark, went to high school

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in Elizabeth for folks who are

familiar and took what I would call

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a very conventional or safe path.

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I saw myself and still, in a lot of ways,

do as pretty risk averse, pretty, uh,

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high achieving, um, ambitious person.

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Um, and so very focused on

school, very focused on sports.

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Um.

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Was, you know, that 3 sport

varsity athlete who did all the

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AP classes in high school, uh, was

lucky enough to go to college for

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basically free and went to Princeton.

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That really opened a lot of doors for me.

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Um, I was the 1st person in my family

to go and graduate from college and.

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Really, that transformed a lot of

opportunities went on to take a post

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grad fellowship called venture for

America venture for America takes recent

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college grads and puts them in startups.

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So, I moved to Baltimore where

I worked for an amazing company

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called all of you for a, a.

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An incredible founder by the name

of just Gartner and, um, the chief

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product officer, Jason Becker, and

it was such an incredible learning

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experience, really fell in love with

startups, really learn to code and

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become more technical in that role.

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Um, and then have taken on a

couple of other roles since.

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Moving across verticals, but primarily

thinking about how companies use data.

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So it was the 1st day to hire at smile

direct club, the straight teeth company.

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I was the 1st data analyst at get lab

had a bunch of roles there in the time.

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I was there and then, um, went on

to be director of data at Netlify.

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Before eventually taking the

path that led me to turbine.

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So, um, it's interesting because

if you had asked me at any point in

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the previous 20 years, like, do you

see yourself starting a company?

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I wouldn't have said yes.

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I think, like, when you grow up.

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Uh, in the environment I was in, so

financial precarity and Children of

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immigrants, you're looking for the

safest route all the time, right?

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Like, what, what is the most secure bet

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here

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Tim Winkler: stable, right?

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What's the

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Emilie Schario: stability and.

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Entrepreneurship doesn't

fit that criteria.

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Yeah.

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And so, um, with I, I've always been

focused 1st and foremost on, like,

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driving business impact and doing

the thing that needs to be done.

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Um, and so it's, it's

interesting how that despite.

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My background and, and being a little

bit more risk averse, how I still ended

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up in this kind of entrepreneurial

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Tim Winkler: place.

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Yeah, it's an interesting, uh, journey.

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And I always, you know, I talked to

a lot of entrepreneurs and one of

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the questions I usually will, will

open with or, or, or, you know, pry

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into is, you know, where your parents

entrepreneurs, you know, is that something

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that's just kind of deep root in the

DNA, which is oftentimes a journey.

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I think for you, you know, it's,

you're, you're kind of a product of

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your experiences and I, and I, I, I

was studying your background, you know,

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you're straight out the off the break.

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That venture for America, I think is

what an awesome experience, right?

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Because it kind of immediately

kind of gave you some exposure

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into the startup ecosystem.

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Which most folks, you know, they

are either, they either stumble

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into it or, you know, they.

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I don't know if it's always just

like, I'm going to join a startup.

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Like, that's my thing.

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I think you just, everybody's got a

different, unique pathway into how

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they get fall into the startup world.

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Um, so venture for America, I thought

was like, you know, highlighted with,

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you know, a big, a big yellow pin

here of like, okay, this is starting

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to add up paired with, you know, your

experience in smaller companies, seeing

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them kind of grow that, that excitement.

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And then, um.

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Amplify partners, which

we'll talk about as well.

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Um, you know, leading you to, you

know, your, your own, uh, uh, business.

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But I do have a quick question.

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So what did you study, um, at Princeton?

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American

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Emilie Schario: politics,

which is totally unrelated.

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So my, I, I graduated college

for those who aren't looking

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that I graduated college in 2015.

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And as an American politics major, my

like sketched out plan was that I was

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going to pick the right presidential

campaign, ride that to the white house and

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work in the white house for eight years.

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Then go do whatever DC people do.

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That was like the, the tentative plan.

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Um, but you know, the thing about

work and professional ambitions

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is that, um, they can't exist in a

vacuum from our personal lifestyles.

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And so, um, I was lucky enough to

meet my now husband back in college.

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So we started dating seriously.

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Um, junior year of college, and I wanted

to figure out how to make my professional

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ambitions happen while also having, um,

this relationship that I really valued

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and saw a future with, but didn't know

what that would look like and wasn't

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willing to give up my professional

ambitions to make that happen.

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And so part of the reroute into

Venture for America was that, um.

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I didn't want to go be a cog

in someone's big machine.

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Um, so I didn't want to

go work for a big company.

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I wanted a job that was going to

give me a remote flexibility or

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like a path to that in the future.

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This is 2015 where nobody hires

recent college grads to work remotely.

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This isn't, you know, post

COVID totally different world.

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Um, and so venture for America

gave me the opportunity to both

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be impactful and have a path to.

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Flexible, remote future,

um, in all of you.

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And so the way to connect the dots

between what I studied in school and

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my professional career is that, um,

within that politics major, I was

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very focused on quantitative analysis.

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So I focused on.

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Um, political methodologies,

which some other schools

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would call political science.

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So, thinking of it as a true social

science, how do you run experiments?

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How do you change behaviors?

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How do you quantify impact?

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Um, and so learned how to build some

statistical forecasting and analysis

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in undergrad that I then went on

to use in my professional work.

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Um, so the skills are there.

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It's just, instead of applying it

to political domains, I'm applying

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it to conversion rates and, um, the

others, the other domains that I

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interact with on a regular basis.

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Tim Winkler: Which I think is, you

know, becoming more and more common.

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Um, you know, folks don't just, you know,

it's not just computer science or math.

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It's, it's, you know, it's

especially with AI, right?

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Like you're seeing, um, how AI is

impacting and so many different.

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Verticals.

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And so, you know, this is actually a, an

episode we ran not too long ago, which is,

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you know, going a depth of breath right

within, within, you know, the, your tech,

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um, experience, especially for, you know,

in, in school, like how much do you have

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to, do you really be like the algorithmic,

you know, guru versus, you know, having

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enough of a skill set, if it's in

healthcare, it's in politics, whatever it

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is, and then pairing that with, um, Data,

uh, product, you know, uh, engineering.

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Emilie Schario: I think part of

what we're seeing right now is

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this, um, society wide question

around what is the role of college?

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What is the role of higher

education in general?

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Like is college a different kind

of technical training school

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where we're giving you these

very specific hard skills around.

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That are that you're going to use in

your next job, or is college some sort

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of different academic pursuit that

you're going to spend time reading the

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great canon and classic literature.

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Like, I had a mentor in college who,

um, where I, I did my undergrad,

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you had a language requirement.

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I think you had to take,

like, 2 years of language.

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And, uh, he took that opportunity to take.

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Greek and Latin.

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I remember turning him like, Charlie, why?

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And he said to me, when

else am I going to?

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Right?

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Like he looked at school as this

academic pursuit opportunity.

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That's incredible.

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But that's really different from people

who see it as like, this is the box that

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I need to check in order to get the job.

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Yeah.

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Yeah, I actually think we would

probably be much better served as a

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society if we stopped thinking of,

um, college as a prerequisite to most

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jobs, like some of the best engineers,

data engineers, software engineers,

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data analysts that I've ever hired.

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Never went to school, uh, or

never went to college, right?

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Like, I don't, I don't know the

right answer, but I think that's

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part of the open conversation right

now is like, what is the role of

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college in preparing people for work?

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Or do we actually need something else?

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Is there a boot camp or a

technical training or something

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else that prepares those skills?

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I don't know.

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And I'm, I'm no expert, but I think

that's an open question that we're going

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to see really change in the next decade.

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Tim Winkler: Yeah.

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And I, you know, a couple of things

on that note too, is like one, I think

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bootcamps are fantastic and I think

they're becoming more and more popular.

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Um, you know, for folks that just

kind of went through school, like

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most did and they're like, well,

shit, what am I doing in this?

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Yeah, this degree.

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I don't, you know, and getting into

tech right and using a boot camp.

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But the other piece of that conversation

is the ridiculousness that is student

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debt and the cost of education.

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Because oftentimes to what that does

is put this burden and this anxiety on

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students that graduate and they say.

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Well, I have to make X amount, right?

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So then they're pursuing something

just for the money to pay off.

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You know, how am I going to

pay off these student debts?

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I mean, med medical school too.

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I mean, that's ridiculous.

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Like we, we obviously need

more of that talent yet.

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It costs an arm and a

leg to pursue that path.

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And so.

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You know, it's just a, it's an

interesting, uh, area at large, but all,

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all into, I would say that, you know,

from a tech perspective, I do enjoy

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seeing that it's no longer, it's just

not like computer science is the way,

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um, because that can be a deterrent.

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And a lot of folks, you know, aren't going

to get into tech if that's all there is.

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Um, we're seeing a much more diverse

like pathway to get into technology.

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I think roles of like product management

are, are ones that are really opening

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up the, the doors for folks as well.

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And data, right.

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Data being so.

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Every so everywhere right now.

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Um, you know, it can be applied

in so many different ways.

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Um, which is a good segue for you too.

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So, you know, you, you, you kind of

gave a little bit of context into how,

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you know, your pol, your political

cop PoliSci, um, uh, studies kind

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of led you down this path into data.

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So you, you, you jump into all of you.

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Um.

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And then, uh, through that you

made, you know, you made the

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connections with Venture for America.

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How did you find out

about Venture for America?

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How did you, who told you about them?

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Oh,

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Emilie Schario: you know what?

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I worked.

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I'm smiling because I haven't thought

about this in a while, and I should

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probably send her a note, but Emily

saying, uh, is someone I worked

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with in the dining hall on campus.

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She was in the year above me

and she did venture for America.

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Oh, cool.

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And she posted something

about it on LinkedIn.

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And I actually think, yeah,

she like posted applications

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are due tomorrow or something.

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And I was like, well, I don't have a job.

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So this seems like a good thing to

apply to you know, mostly on a whim.

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And now I'm thinking about it.

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I should probably reach out to her

and tell her how much that mattered.

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But yeah, Emily sang posted about it on

LinkedIn and I knew her because I worked

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with her in the dining hall in college.

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Tim Winkler: Wow.

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Yeah, that's fantastic.

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It's funny how those little Those

little paths can, can create

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so, so much, uh, in your life.

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Um, so, so that was,

uh, a good experience.

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And then obviously you, you, you begin

getting some really, really interesting

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experience in the corporate space, working

with some really heavy hitting, you know,

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names, uh, within the world of tech, um,

talk to us a little bit about some of

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those, some of those, uh, experiences and.

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How they really kind of strengthen your

exposure to the world of data and and how

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it kind of groomed you into, um, your,

you know, your expertise at this point.

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Emilie Schario: Yeah, so 1 thing I

really appreciated about my time at view,

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um, was just how impactful I could be.

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You know, I didn't think this at

the time, but now I can look back

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and see that I was a young, dumb

22 year old with no experience.

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I didn't know anything, but I still

had to say, like, when I said things,

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people listened in part because I

was employee number nine, right?

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Still a single digit person

in this organization where it

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made such a huge difference.

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Every voice mattered.

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Um, yeah.

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Until this day, like, I still

consider the folks who hired me.

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They're people.

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I send my regular turbine

updates to because I feel

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like they're part of my team.

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And I think what I've really come

to appreciate as I, like, look back

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over the different roles that I've

had is that I have always enjoyed

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being in places where I could feel

like I was making a difference.

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And, um, like, I mentioned,

I worked at GitLab.

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So I joined get lab as employee

number 282 at that point.

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It was the biggest organization

where I had ever worked.

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Um, and I remember being

worried, like, oh, it's 282 big.

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Is this is this company a

place that I'm going to thrive?

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Um, in the two and a half years

that I was there, we grew all

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the way to over 1, 200 people.

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Um, GitLab was the largest

all remote company in the

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world prior to the pandemic.

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And so the GitLab that I joined

and the GitLab that I left were

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completely different GitLabs.

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Like, we added a thousand

people in two and a half years.

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Wow.

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That is insane.

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But the moment that I was like, okay, I,

I think I'm ready to move on now was, um,

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I was working as interim chief of staff

to the CEO working on a pricing project.

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And, you know, related to some

pricing changes we were exploring,

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we're going to have to send an

email out sitting on this meeting.

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I'm laughing because it's sad to me, but

I know that this is how companies operate.

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Um, I'm sitting on this meeting

about sending this email.

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It's myself.

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It's, um.

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Someone who wrote the copy for the email.

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It's someone who's responsible

to pull the list for the email.

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It's someone who's responsible

for putting it into the system.

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It's someone who's responsible

for signing off for it.

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There's like eight people in this meeting.

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It's a serious email.

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About sending one email.

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And I remember getting off this meeting

and just saying like, okay, I'm done here.

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Tim Winkler: This is not

what I The email audit team.

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Emilie Schario: Yeah, and, you know,

there are very large companies out there

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where people get to drive incredible

impact and make a difference and wonderful

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technologies coming out of there.

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And, and there is a time and place.

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But I think 1 thing that I've really

come to appreciate about myself is

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that I don't want to work in a place

where the feedback loops are that long.

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Sure.

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Where.

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You know, you're making a plan

that you're not going to see

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the results of for 2 or 3 years.

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Like, I love when we get feedback

from a customer in the morning.

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And by the afternoon, we have

shipped a change to the app or,

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you know, something like that.

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Those are phenomenal experiences,

and I don't think we, um, I don't

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think we get the opportunity.

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To do that in a lot of things.

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So I think part of, for me, the appeal

of startups has been this opportunity

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to really feel that I could drive change

in the business in different roles

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and see the results of that change,

not just in a theoretical on paper.

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Here's how numbers should shift.

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But, uh, an actual, here's

what we did to the business.

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I mean, that's part of why

I enjoy experimentation.

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Um, is that experimentation is we're

going to make this change and let's see

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what happens over the next 60, 90, 180

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Tim Winkler: days.

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Sure.

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Yeah.

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Yeah.

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You wonder if that.

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Reaction would have been the same

had you not had that exposure at all

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of you in those early days, right?

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Where it's like you, you got to see

what it was like firsthand and then to

422

take that step in that other direction.

423

Don't get me wrong, right?

424

Because I did something similar in my

career where it's like, you know, went,

425

went in a big, a big organization,

got pulled into a small organization,

426

saw how quickly things were moving.

427

It's almost like, you You can, you know,

when you have first hand interactions

428

with founders and the C, the C suite,

it's like this, this level of power.

429

It's like, wow, I can truly, truly see

how this business is running and then

430

go to start my own thing, fail in that,

come back, work for a large organization.

431

And I was just scratching at

the walls to get out of there.

432

It's like, I can't be in here.

433

And it's like, if you don't get that

experience or that visibility, Yeah.

434

You know, you never kind of know

what it's like on the other side.

435

It's something that's immediately

go into the big corporate, you

436

know, big bigger companies and

there's nothing wrong with it.

437

But I will say too, it's like.

438

That was also a strategic play.

439

Um, just because, you know, there is

a level of like, Hey, like, you know,

440

you're building your resume to, to have

that on your, your profile opens doors

441

and gives you really like experience,

uh, that led you down to your next path.

442

Right?

443

So it's like.

444

And, and, and it sounds like this

next role too, was like, this was

445

like kind of more of like in a

leadership role, like you were a

446

director, um, is it Netlify, right?

447

So what, what was, uh, what

was your, your, your big kind

448

of takeaways from that, that

449

Emilie Schario: experience?

450

It's funny as you're talking,

because, um, the thought that

451

popped into my head was like.

452

Some people, their drug

of choice is caffeine.

453

Mine is driving business impact.

454

Apparently,

455

Tim Winkler: Hey, that's

a healthy drug though.

456

Emilie Schario: Absolutely.

457

Um, yeah.

458

So when I joined Netlify, I joined,

um, to lead the data organization.

459

So the company had made a couple

of decisions around how they

460

wanted to invest in data, how.

461

Data was actually going to feed into

the product that we were selling to

462

customers, not just like a true analytics

purpose, but things like our billing

463

process that we build customers on our.

464

Analytics product, like, how

the data team was going to play

465

very closely with all of that.

466

Um, so it was a really

compelling opportunity.

467

I joined, um, got to, uh, the,

the team had just done almost a

468

completely, a complete turnover.

469

So there was very little prior experience,

came in with relatively clean slate, hired

470

a bunch of people, and really, I think,

changed the way a lot of people in the

471

company had used or interacted with data.

472

It was a really incredible, Yeah.

473

Opportunity to change people's

minds and drive impact.

474

We brought in experimentation

and a culture around that.

475

Um, we brought, we added a company

added value to the company,

476

not only in typical analytics.

477

What are our revenues, what

are the levers, but also just a

478

better understanding of what are

the parts of the business that

479

can be adjusted to drive change.

480

Like, I think, um, something that

I'll be saw asylum talks about a lot.

481

That's 1 of my favorite frameworks

around a business is that, like,

482

when it comes to a company.

483

Almost always the number 1

metric is revenue, right?

484

There's or really profitability,

especially in the current

485

macro climate, right?

486

For profitability, there's

2 levers you can pull.

487

You can increase revenue.

488

You can improve efficiency.

489

And then, if you keep thinking about

it that way, you can decompose it

490

for new or for increasing revenue.

491

You can bring on new revenue.

492

You can expand existing revenue and

you can continue to break it down

493

and break it down and break it down.

494

And what that metric tree approach

does is it helps you understand

495

how an organization, how a team

in a company can drive an impact.

496

Right?

497

So if the, um, if you're rolling out an

experiment around, let's say, conversion

498

rates or around product activation, um.

499

You're basically trying to say,

we think this experiment is going

500

to drive this lever, which should

hopefully add to that revenue number.

501

Right?

502

But you can draw those dots.

503

And, um, too many people,

I think, especially.

504

As orgs become bigger, if you're

not intentional about it, people

505

become so separated from the

final goal and I see it a lot.

506

Actually, um, in my work now is

that I think a lot of people,

507

whether or not they want to admit

it, like, kind of poo poo sales.

508

People think like sales is slimy.

509

It gets this like used

car salesman reputation.

510

But the thing about sales, if

you're doing it correctly, it's all

511

about like, how do I create as much

value as possible for my customer?

512

And there's a lot of ways you can do

that, but just kind of being really

513

clear on what you're trying to move.

514

Mm-Hmm.

515

, like what does value mean for you

or what you're trying to, how you're

516

trying to drive business impact.

517

Whether that's through sales, whether

that's through a new initiative,

518

whether that's through an experiment

completely depends on the context,

519

but just like, what is the problem

we're trying to solve here?

520

Being really clear on that

unlocks a lot for you.

521

I think Netlify was the first time

that I was in a leadership role where

522

I didn't have, um, I was responsible

for advocating that message.

523

There wasn't, I wasn't

an executive to be clear.

524

I reported it into an executive, but

I was in this leadership role where

525

I had my department, I had my team,

I had, you know, dozen, 8 percent of

526

the company headcount reported into

me and being able to say, These, these

527

are the folks in here is how we make

a difference to the company and being

528

responsible for sharing that message.

529

Um, really changed how I thought

about communicating value in

530

addition to just delivering value.

531

Tim Winkler: Yeah, it's a really

fascinating way of explaining it too,

532

cause it's like, it's almost like the

light bulb goes off and it's like,

533

Oh my gosh, I see the value here.

534

It's like, now here, let me arm you

sales team with how to go out and

535

communicate this and really, and

that's the difference between a good

536

salesperson and a bad salesperson.

537

It's like the people that get it

and they're like, Oh yeah, I see it.

538

Like they can, they can talk with passion

and they can go on the front lines.

539

That's why I think one of the most

impactful roles or like Sales engineers

540

like solutions architects, the folks that

have the tech know how and can really talk

541

to the pain points of a customer like that

is one of the most valuable skill sets.

542

And, um, because sometimes there is that

lost that you lose that in translation

543

of the technical teams communicating

with the sales teams and like, you

544

know, making sure that they get it.

545

Um, but that's really interesting.

546

Uh, the way that you explain that.

547

And I just think that your mind

is just like, it's constantly,

548

it's like, uh, really fascinating

what's going on in there.

549

I was even doing some digging on

your, on, on, on your, uh, blogs

550

and, um, your swim class checklist.

551

And, and just, just the, the, the fact

of like, you know, yeah, obviously it's

552

like, you know, automation, like, how

can I make this more efficient here?

553

Um, these are obviously all like

little cogs that build up, you know,

554

how you're becoming an entrepreneur

and you wanting to build something

555

that can help solve these problems.

556

Um, but before we jump to turbine,

uh, I I'm really, uh, really intrigued

557

with the Amplify partners experience

because what you are doing at Netlify,

558

um, you know, for your customers.

559

It sounds to me like Amplify is like, can

you just do this for our portfolio too?

560

You know, like really help our

portfolio thrive as if each one

561

of those were your customer.

562

I just really think that that role

and, and, um, expand on it for

563

me, but was such a, uh, a really

interesting experience for you.

564

What was it like for you?

565

Emilie Schario: Yeah,

I, um, you nailed it.

566

That is exactly what I did

is the way to think about it.

567

Um, it was, we've got a bunch of companies

that need this kind of expertise,

568

but they don't need it full time.

569

And does it make sense to

bring this into the build team?

570

Um, so you can work with multiple

companies across the portfolio.

571

I think you see this a lot in, uh,

Go to market and recruiting, like,

572

oftentimes VC firms will have, um, a

go to market resource, uh, that they

573

can share across their portfolio.

574

Usually some sort of sales coaching

or sales leaders who can be available,

575

um, or recruiting is another 1 where

they'll have a team that supports that.

576

I think I'm grateful to amplify for

running this experiment around data

577

with me, where I got to be that

central resource for their portfolio.

578

So I worked with companies across

the portfolio on, you know, what

579

is the right business metric?

580

What are the right levers?

581

What, you know, all these things

that I did at Netlify, basically,

582

um, working with them to understand

their businesses and where it

583

made sense and where it didn't.

584

I think, um, 1 of the things that I saw

working across many companies in the

585

portfolio was just how companies are

more similar than they are different.

586

Like, there's a reason we talk

about B2B business models as

587

separate from B2C business models.

588

That's because B2B business models.

589

Relatively have a, a similar flow and

the metrics you care about in those

590

businesses are relatively the same, right?

591

And there are these patterns in those

businesses that we can lean into.

592

Um, and so I worked and there's a

couple of blog posts on the Amplify

593

blog around this still, um, that, like,

if you're a B2B SaaS company who is

594

focused on this kind of go to market

motion, like, here are the metrics you

595

need to report in your board meeting.

596

Um, and thinking about, like, you

know, maybe every 1 of those does

597

not apply to your specific business,

but I hate staring at a blank screen.

598

You know, that experience of like, I

need to put a presentation together or

599

I need to write a blog post or whatever.

600

And you're staring at this blank

screen and you're like, uh,

601

I don't know where to start.

602

My goal, I'm, I don't

have all the answers.

603

I'm not in your business

every day in the way you are.

604

You're the expert here, but my goal

was to solve the blank screen problem

605

and give you a starting place.

606

Um, and I'm really glad I got to do that

and I really enjoyed the experience.

607

And I learned a ton from

the founders I worked with.

608

Like, it wasn't like I came in early,

609

Tim Winkler: early stage startups, right.

610

Just to paint the picture here.

611

Like, are these like, see,

612

Emilie Schario: yeah.

613

So many, I worked with founders

that were in the seed stage.

614

I worked at founders that were post B.

615

So kind of a wide gamut based

on where the needs were in the

616

company, in the port across the

portfolio at that point in time.

617

I want to say without like, looking

it up, I probably worked with 10

618

companies across their portfolio

over the course of the year.

619

So really, like, the size

of the engagement depended

620

on what the business needed.

621

Sometimes it was like, here's Let's hop

on a call and just talk through this

622

problem for an hour and other times

it was, um, you know, um, uh, longer,

623

many months of let's work together.

624

So it really depended on the

business and where they needed

625

what problems they had where what

internal structures they had already.

626

Tim Winkler: I see.

627

Yeah, um, something that I thought was

interesting just doing some research

628

was that, you know, you're you coming

on kind of helped influence their

629

investment hypothesis in a, in a way.

630

Um, because I don't, you

know, I, I think it's.

631

It's something that, you know, within

venture, um, everybody's got a different

632

hypothesis and, um, you know, one of

the things that we always kind of like

633

come to market or, or, or come to try to

be advocates for as a, as a recruiting

634

slash kind of like community branding,

marketing, you know, services, firm,

635

wherever we partner is like, you know,

whatever we can do to add value beyond

636

the check that's being presented.

637

Um, talent, right?

638

Obviously is a, is a huge one, but

every, you know, one of the things that

639

it sounds like they really saw value

in with bringing you on is how to,

640

uh, more intentionally kind of study.

641

Um, how startups within the

portfolio use data to make

642

like these strategic decisions.

643

And, and that's something that I

haven't really seen a ton of, or I

644

haven't seen like, you know, too many

VCs kind of like vocalize, like, Hey,

645

this is what, what makes us unique.

646

Um, and so I do, um, I

do applaud, uh, Amplify.

647

I think that's a really strategic hire.

648

Uh, it sounds like a really cool exposure.

649

Emilie Schario: I'll say 1 thing about

the team there and Sarah in particular,

650

uh, who's the GP Sarah cat and Sarah's

the GP that I worked with the closest.

651

1 of the things about, um,

their current team is that a

652

lot of them have worked before.

653

Like, when you look at VCs, a lot

of times they'll be bankers who move

654

into PE and then maybe into venture.

655

Um.

656

And I think one of the great things

about that particular team is just

657

the, the experience and how, um,

how they have all worked before.

658

Sarah was director of data at Mattermark.

659

She worked at Palantir.

660

Like, she had those really

formative experiences in

661

the data space and that you.

662

I think she knew.

663

And in fact, I still go to her

like, Hey, Sarah, like how, how

664

should I think about this problem?

665

And she gets to pull on her, um, I don't

know, decade of venture where she's been

666

seeing across multiple companies and coach

me, um, through our, our own struggles.

667

So, um, I think it's, it's just a

lot of stars aligned and their team

668

is really incredible and phenomenal.

669

And I'm glad to have them

as our lead investor at

670

Tim Winkler: turbine.

671

Yeah, that's great.

672

And yeah, like to add to your point, I

mean, there's just a level of credibility

673

that comes with somebody who's sat

in the seat of that skill set where

674

I'm going to buy a lot more into your

advice and, and, and, you know, your,

675

your mentorship here versus, you know,

you came from finance and that's what

676

you do and that's, you know, so it's

a, it's a really cool, um, strategy.

677

Um, sounds like a really

interesting, Yeah.

678

Experience for you.

679

And then so when, when was it, you know,

when, when did the, uh, that itch kind of

680

hit you and you're like, you know what,

you know, it's time to do my own thing.

681

Um, talk me through that process.

682

Emilie Schario: So, in parallel to

all the professional on goings that

683

we're talking about, I also decided

to go to grad school full time.

684

So, um, in 2020, the

world is shutting down.

685

I find out I'm pregnant.

686

With my first kid and I looked

at my schedule and I said,

687

life is never going to be.

688

less hectic than it is right now.

689

If I want to go to grad

school, this is my chance.

690

Uh, so applied to grad school

started in October, went to, uh, I

691

was getting an MBA from UNC Chapel

Hill, Kenan Flagler Business School.

692

Um, and I did that full time

while working full time.

693

Tim Winkler: Wow.

694

You psycho.

695

Emilie Schario: Well, a little

bit, um, but you know, you

696

alluded briefly to this blog post.

697

That's one of my most popular online

called the swim class checklist.

698

And the general thesis of that blog post,

um, for anyone who hasn't read it, is

699

that like there are all these skills that

we apply at work kind of unthinkingly.

700

Building a checklist as you're running

through a process so that someone else

701

can do it more easily next time as

a prime example, but we don't apply

702

those same skills to our home life.

703

So the example that I use in the blog

post is, uh, taking my kids to swim class.

704

We do this special kind of

swim called infant swim rescue.

705

It's, um, the way classes work,

it's 10 minutes a day for five

706

days a week for three to six weeks,

depending on the cohort you're in.

707

And then it's not again

for, like, 3 or 4 months.

708

And so that means it's very

intense and then none at all.

709

And, um, whether it's because you

share that responsibility across

710

multiple adults, or if it's because

you don't want to have to reinvent

711

the wheel 3 months later, when you're

starting up the class again, my.

712

What I did for my family, uh, was

create that checklist and make it

713

really easy the next time we go on.

714

So I lean into a lot of these

opportunities because I think that if we

715

bring those same skills that we use to

run an efficient workplace to the home, we

716

can reduce the overall kind of emotional

labor that takes is required in operating

717

a household, especially a household with

two professionally driven adults who don't

718

want to spend all their time on home.

719

Coordinating doctors and dentists

appointments or or figuring out

720

what to pack for swim class.

721

Um, so when I, part of what I had to

do in that time window of working full

722

time, having a small baby, I had my

son, um, four months into starting the

723

program and, um, working full time, going

to school full time and having a baby.

724

I had to figure out what all

of those efficiencies in where,

725

where the opportunity for those.

726

In my life

727

Tim Winkler: where and

everything was remote.

728

Is that right?

729

Where are you working remote?

730

You're pursuing the NBA remotely.

731

Emilie Schario: Exactly.

732

Um, and that a huge part of that

was just like the timing and the

733

state of the world at the time.

734

Um,

735

Tim Winkler: and you had had some,

some experience working remote,

736

which I think is another piece of, of

really important credibility to that.

737

Yeah,

738

Emilie Schario: I had five years

of full time remote experience,

739

so working remote was not the norm

at that point, and I didn't have

740

any new small Children at home.

741

We had my son December 2020, and he

742

So, um, we were really lucky

here, uh, that daycares were

743

open, um, from that window.

744

You know, then soon after vaccines

started coming around, I was there when

745

the Civic Center did the drive thru,

like, when it opened, got the shot.

746

Like, you know, we were very enthusiastic

about those sorts of Um, reopening

747

opportunities, but 1 of the things

that was a result of that time period

748

was that everything was remote.

749

And so I wasn't losing time to commute.

750

Um, it was, we were also

lucky that my husband was in a

751

particularly flexible time in his

career that I missed those days.

752

Uh, and so, um, all these things

happened at the same time.

753

And it was actually in business school

that I started having this inkling

754

that there was a specific opportunity

around supply chain, specifically

755

this problem called three way match.

756

So if you think about, like, a,

a shoe manufacturer, they cut

757

purchase orders to their suppliers.

758

They receive shoes in their

warehouse, and then they have to

759

pay the invoice to their supplier.

760

Um, this problem 3 way match is

about reconciling the purchase order,

761

the receipt and the invoice, making

sure that what you ordered is what

762

you get is what you pay for it.

763

So I'm in business school.

764

I get this, um, reading assignment.

765

That's like, uh, an article on how.

766

Blockchain is the only solution to the

three way match problem, and I'm a bit

767

of a, like, anti blockchain y person.

768

Blockchain's just a distributed database.

769

I consider myself a database person.

770

So, um, I was like, no, this is a

solution in search of a problem.

771

I'm going to build a prototype using

the database tools that we have.

772

Um, and I did.

773

And I was like, see, you

don't need blockchain.

774

You can solve this with a regular

database, like this silly.

775

Um, and so started

spending more time with it.

776

Did what all good founders or founders

or people are considering opportunities

777

do, which is that I went through every

person in my network who could have an

778

intelligent conversation on this topic.

779

Like, have you seen it?

780

What have you seen?

781

How does this problem solve itself?

782

Like, you know, the whole 9 yards.

783

And, um, then I finished

784

Um, Pregnant with my second kid at

this point and decided like, cool.

785

I suddenly have more free time.

786

Um, I had my son.

787

I I'm thinking about it

still working full time.

788

I had my son in September.

789

Was planning on, um, taking some time

off just, you know, maternity leave

790

and stuff and said, cool, I'm going to

use my maternity leave to make this.

791

To figure out if there's something

here, and so I did exactly that.

792

I left amplify started working on

793

Um, and then we ended up raising a

794

launched the product in spring 2023.

795

And now we're working to drive

business impact for folks in, uh.

796

Across multiple verticals, and it's great.

797

And, you know, I started obsessed

with this 3 way match problem.

798

What we found is like,

that's a piece of the puzzle.

799

That's not, that's not the whole puzzle.

800

We actually help brands understand

their supply chain costs and

801

what that translates to and

landed costs for their units.

802

Um, we help them understand their

profitability on a per order level.

803

So lots of things that we help companies

do and like 3 way match was my.

804

Hook for spending more time, but the

problem and the product has evolved as

805

we've gotten feedback over time from

customers from users from mentors.

806

Um, and yeah, it's been a really

interesting journey, but basically,

807

I had to wait for things to free up.

808

In order to take the

plunge and now here we are.

809

Tim Winkler: Yeah, what a, what an

interesting, uh, timing of everything,

810

you know, it's just like, um, that MBA

kind of like wrapping up, you know, the,

811

um, going on maternity leave, you know,

uh, providing the opportunity for you to

812

spend a little time on this project, this.

813

Your, your other baby, your,

your, your, your business baby.

814

And, and, uh, obviously your, your baby

baby, but, um, what a, what a neat, um,

815

uh, timing for all that to kind of come

together and, you know, you, you know.

816

Again, like doing my research on you,

you, you're, you're ranking, you're

817

ranking, uh, quite high, uh, from an SEO

perspective on operational workflows,

818

data, um, you know, through a match,

you know, these things that you.

819

Seem to be very passionate about and

again, I think, but not losing sight

820

of these other experiences to your

journey about adding value, right?

821

Like, how can I find this thing

here to, you know, ensure that

822

you're not spending X here?

823

Or like, where can I find the

value for you and your business?

824

These are all the things that kind of come

back to the root cause of what you're,

825

what you're doing and why you're doing it.

826

So I think that's all

827

Emilie Schario: really neat.

828

You know, One thing that comes up,

um, kind of pretty often, I'll, I'll

829

actually share a, uh, anonymous, but

specific example is that, um, we were

830

meeting with this Atlanta based brand,

um, incredible team, wonderful product,

831

and they came to us with, like, a very

specific problem around forecasting.

832

They, they didn't have all the other

problems that we help with that are.

833

Those things were fine for now.

834

They'll have them as they

grow and that's fine.

835

But today they're just focused on this

very specific forecasting problem.

836

And I said, like, let's just schedule an

hour long working session and I'll help

837

you with your forecast and we can do this

together and work through it and you'll

838

come out of it with a better forecast.

839

And I don't have anything

to sell you because.

840

I'm not here to just take

money for you for the sake of

841

growing our revenue number.

842

Like I, you're not going

to use our solution.

843

I don't want your money.

844

And right.

845

And so I think so much of my job at

this stage, um, especially on those

846

early conversations that we have

with brands is like, do you have a

847

problem that I can help you solve?

848

And then is turbine actually going

to make a difference to your brand?

849

Because if the answer is no, Then I

want to help you, but like, I'm not

850

going to sell you a turbine if we

can't actually drive impact for you.

851

Tim Winkler: Yeah.

852

I love that perspective.

853

And I, you know, I

think it's just a really

854

top class kind of like approach to sales.

855

Like, you know, I there's nothing

worse than the sales person.

856

That's just really trying to, you know,

sell you something that you don't need.

857

Yeah.

858

You can smell it.

859

Right.

860

And so like, you know, I, I have a

similar approach in terms of sales words.

861

Look, I don't even want to

sell you something right now.

862

I just want to like, see where I can

see what your pain point is, see if

863

I can, where, where we can add value.

864

And then there's something beyond,

you know, where I can add value now.

865

We can have that conversation at

a later time, but I don't want to,

866

I'm not going to just spoon feed

you like, Hey, this is what we do.

867

This is what you're

going to need, you know?

868

So yeah, I think that's a,

uh, a really, um, intentional

869

and thoughtful approach to it.

870

So just a couple of quick hits on

turbine then, um, you know, what, um,

871

you're a remote company, but you know,

where, where are you headquartered?

872

Um, what kind of head

count are you at right now?

873

Emilie Schario: Yeah.

874

So all remote company, the team is myself

and three software engineers full time.

875

We have a team member in San Antonio, a

team member in Charlotte, North Carolina,

876

and a team member in Nairobi, Kenya.

877

I'm lucky enough to have former colleagues

who from Netlify who joined me to do

878

this turbine thing, which is great.

879

That's great.

880

Um, and I'm based in Columbus,

Georgia, two or three days a week.

881

I work out of the startup Columbus office.

882

So if anyone's passing

through, let me know.

883

I'm happy.

884

Tim Winkler: Cool.

885

Nice, nice shout out Columbus, Georgia.

886

Um, and then you did mention, uh,

you know, one of your investors, and

887

we were actually introduced through,

uh, Revolutions Rise of the Rest.

888

Yeah.

889

So are they also part of

the, uh, investment team?

890

Emilie Schario: Yes.

891

Um, James at Revolutions Rise of

the Rest, um, is my, or James is my

892

investor over there, and they're great.

893

And I'm so grateful to have them as

a sounding board, as a connector, um,

894

and I love their place based mandate.

895

Like, as someone here in, Uh, in Columbus,

I think there's so much opportunity and so

896

many great things going on here and really

excited, um, to have them on my team.

897

Tim Winkler: Yeah, I love their I love

their strategy that innovation can

898

happen outside of just the coast coastal

states, uh, coastal cities there.

899

So.

900

Um, uh, that's great.

901

And then, um, I, I would just kind of

ask, you know, in terms of your all's

902

anticipated growth, you know, what

are some things that I guess you're

903

really looking forward to, or excited

904

Emilie Schario: Yeah, you know, Turbine,

um, by nature of how we solve problems

905

for our customers is a very wide product.

906

We do a lot of things and the scale

that I like to use when I talk about

907

it is like there's minimum product.

908

There's a workable product and then

there's a lovable product and, um,

909

we've spent time bringing like our

order to cash reconciliation and our

910

procurement process into lovable stages.

911

But, um, some things are still minimum

and I look forward to, like, our

912

revenue recognition functionality.

913

I would absolutely considered minimum.

914

And so really thinking about how we

can level that up and make that an

915

even better experience for our existing

users and our yet to come users.

916

That's something I'm really

looking forward to in the new year.

917

Tim Winkler: Yeah, we're

excited to track it.

918

And, um, obviously love, uh,

loved hearing your story.

919

Um, I've got a lot more questions,

but I'm trying to keep this within

920

a, within a reasonable timeframe.

921

And I do want to, uh, jump into

our, our final segment here as well,

922

which is the five second scramble.

923

And, uh, this is just kind of like a

rapid fire Q and a, um, try to, try to

924

keep the answers within five seconds.

925

If not, you know, we won't air

horn out or anything like that.

926

A little mix of some business, a

little mix of some fun personal stuff,

927

and uh, you ready to jump into it?

928

Let's do it.

929

Okay, cool.

930

Um.

931

So this might be take you back to some

of your VC pitches, uh, explain turbine

932

to me as if I were a five year old

933

Emilie Schario: in five seconds.

934

Wow.

935

That is like the hardest question

you could ever come up with.

936

Okay.

937

We'll give you 10.

938

Turbine is an operating platform for your.

939

Brands multichannel workflows and now

I just have all these questions in my

940

head around if a five year old could

ever understand what multichannel is,

941

you know, what kids these days when

they hold phones up to their ears, they.

942

Don't do this.

943

And for the, for the audio

portion of this, they don't like

944

put their pinky and thumbs out.

945

They put their hands flat and

they hold it to their ears.

946

Uh, and I think about that a lot because

kids have a totally under different

947

understanding of technology than we

948

Tim Winkler: do.

949

Yeah, I mean, you know,

Bluey can explain it to them.

950

I'm

951

Emilie Schario: sure.

952

You know what?

953

I'm looking forward to the day where

Bluey makes an episode about Turbine.

954

Tim Winkler: Bluey just pitch

it, pit doing VC pitches.

955

Yeah.

956

Um, Awesome.

957

What is the, your favorite part

about your culture at Turbine?

958

Emilie Schario: We have three values,

uh, ROI, results, ownership, iteration.

959

And I think, uh, the thing

that I'm most proud of is how

960

everyone works through that.

961

Everyone shows.

962

Ownership in their work, everyone knows

that we're iterating on delivering value

963

and the end result is that everyone

produces results, really high performance.

964

Tim Winkler: That gives ROI a whole

nother meaning for me as an entrepreneur.

965

Um, what type of technologist

would you say thrives at Turbine?

966

Emilie Schario: Someone who's not afraid

of rolling their sleeves up and doing.

967

The work, you know, sometimes what we're

doing is solving a weird edge case for a

968

customer with a cool technology problem.

969

Sometimes what we're doing is going

through a bad CSV download and finding all

970

the rogue quotes in the middle of text.

971

Uh, and so every day can be

different, but it's got to be

972

someone who cares more about the

business impact than the technology.

973

Tim Winkler: Um, as a, an entrepreneur,

um, a mother spouse, you know,

974

in your free time, what do you

do to kind of relax or unwind?

975

Emilie Schario: Uh, I love weightlifting.

976

Um, so if I had to put it into three,

one, I love Olympic weightlifting.

977

It brings me so much joy.

978

I'm lucky enough to have

the space in my time to.

979

To do it to, um, I really enjoy

reading currently reading, um,

980

Greg Blustein's book on the recent

Georgia elections called flipped.

981

And it's so much fun.

982

And reading is like watching

a movie in your head.

983

And then three is just really hanging out

with my family and they bring me so much

984

joy, and I'm so grateful to have them.

985

Tim Winkler: Awesome.

986

Not in that order.

987

Yeah, we can edit that to

be the family preferred.

988

Uh, what is a charity or corporate

philanthropy that is near and dear to you?

989

Emilie Schario: So, uh, St.

990

Walburga Monastery in Elizabeth, New

Jersey, um, I went to a high school that's

991

since closed called Benedictine Academy.

992

It was the sister school to St.

993

Benedict's Prep, a well known all

boys school in Newark, New Jersey.

994

And I went to BA on a full scholarship,

which is incredible because I could not

995

have gone to BA, um, if it wasn't for

that, my family was not in a position

996

where we could afford private school.

997

Um, and so St.

998

Walburg Monastery, I often think

about how that scholarship changed

999

the whole trajectory of my life.

00:57:36,449 --> 00:57:37,220

Tim Winkler: Good shout out.

00:57:39,190 --> 00:57:44,410

Can you briefly describe your

morning routine to me briefly?

00:57:45,669 --> 00:57:48,010

Emilie Schario: Wake up

when my kids are howling.

00:57:48,449 --> 00:57:54,185

Uh, If, if I get to wake up before them,

enjoy my two cups of coffee, maybe read

00:57:54,185 --> 00:57:56,505

a couple of pages until they wake up.

00:57:56,835 --> 00:57:59,454

And then I do the morning

shift solo in my household.

00:57:59,454 --> 00:58:04,714

So I get my kids ready, uh, load them,

feed them breakfast, load them into the

00:58:04,714 --> 00:58:12,155

car, get them to daycare, come home, uh,

and work, or if it's a gym day, um, I

00:58:12,155 --> 00:58:14,105

might go right to the gym after daycare.

00:58:14,105 --> 00:58:16,705

Every day is different because

toddlers are in charge.

00:58:17,625 --> 00:58:17,935

Yeah,

00:58:18,625 --> 00:58:19,195

Tim Winkler: well said.

00:58:20,675 --> 00:58:25,065

If you could live abroad for one

season out of the year, where

00:58:25,065 --> 00:58:27,225

would you live and what season?

00:58:29,235 --> 00:58:33,655

Emilie Schario: Is pasta season

in Italy an appropriate answer?

00:58:33,754 --> 00:58:36,484

Tim Winkler: Yeah, it's like

rainy season or pasta season.

00:58:36,485 --> 00:58:38,074

I think it's pasta season.

00:58:38,155 --> 00:58:39,084

Pasta season.

00:58:39,654 --> 00:58:41,745

So, pasta season in Italy.

00:58:42,465 --> 00:58:44,215

That needs to be on a brochure somewhere.

00:58:44,545 --> 00:58:48,725

Um, what is the worst fashion

trend that you've ever followed?

00:58:51,315 --> 00:58:54,544

Emilie Schario: Bootleg jeans

and it's back now and that

00:58:54,544 --> 00:58:55,865

makes it that much worse.

00:58:57,035 --> 00:58:58,705

Tim Winkler: That's what

fashion trends do though.

00:58:58,714 --> 00:59:01,584

They go out of style and

they come back in style.

00:59:04,045 --> 00:59:07,935

What's something that you love

to do, but you're really bad at

00:59:10,545 --> 00:59:11,095

Emilie Schario: a lot?

00:59:12,835 --> 00:59:17,504

Needlepoint, so I make one ornament

per year for my family It's like

00:59:17,504 --> 00:59:22,465

our my Christmas thing is like a one

needlepoint ornament and I am mediocre

00:59:22,504 --> 00:59:27,555

to pour at it But I make one ornament

a year and that's all that matters I

00:59:27,555 --> 00:59:30,235

Tim Winkler: can't wait for

this Etsy shop to open up.

00:59:31,295 --> 00:59:31,745

Emilie Schario: Oh my God.

00:59:31,745 --> 00:59:32,815

They take so long.

00:59:32,815 --> 00:59:35,385

There's a reason I only make one a year.

00:59:36,395 --> 00:59:39,125

Tim Winkler: The supply chain on

the back orders would be horrendous.

00:59:40,044 --> 00:59:45,985

Um, what was your dream job as a kid

aside from a barista at Duncan Dennis?

00:59:46,755 --> 00:59:48,515

Emilie Schario: A president

of the United States.

00:59:48,785 --> 00:59:49,305

Tim Winkler: Cool.

00:59:49,535 --> 00:59:51,255

That's the first time I've

ever heard that answer.

00:59:51,255 --> 00:59:52,465

That's, that's, that's great.

00:59:53,590 --> 00:59:57,450

And in closing, favorite Disney character?

01:00:07,140 --> 01:00:07,650

Emilie Schario: I don't know.

01:00:07,670 --> 01:00:09,610

Probably the whole Inside Out crew.

01:00:09,630 --> 01:00:10,570

They're pretty great.

01:00:11,030 --> 01:00:11,420

Tim Winkler: Yeah.

01:00:12,040 --> 01:00:12,330

Yeah.

01:00:12,640 --> 01:00:14,200

That's the first time

I've heard that as well.

01:00:14,200 --> 01:00:16,600

So that's, that's a good answer as well.

01:00:17,510 --> 01:00:19,320

That is a wrap.

01:00:19,600 --> 01:00:23,972

So I just wanted to thank you

for spending time with us.

01:00:23,972 --> 01:00:29,329

I'm excited for the future of what

you all are building at Turbine.

01:00:29,630 --> 01:00:31,540

You are an awesome entrepreneur.

01:00:31,700 --> 01:00:33,210

Um, a good human.

01:00:33,580 --> 01:00:36,810

I'm, I'm confident you are going

to continue to have success.

01:00:36,810 --> 01:00:40,700

So, I'll be rooting you all on from

the sidelines and I want to thank you

01:00:40,700 --> 01:00:42,040

for hanging out with us on, on the

01:00:42,040 --> 01:00:42,360

Emilie Schario: pod.

01:00:43,000 --> 01:00:48,030

Yeah, thanks for having me and, uh, look

forward to, uh, sharing what I know.

01:00:48,080 --> 01:00:49,329

So, much appreciated.

01:00:49,999 --> 01:00:50,319

Cool.