Francesco Wiedemann is Co-Founder of Kyte, a door-to-door, app-based car rental delivery company that ambitiously intends to become the largest fleet operator on the planet with 10 million trips per month by 2030. 

Join Jim and Francesco as they how Francesco went from winning entrepreneurial pitch contests at Harvard and MIT to co-creating a rental car startup that has raised $300 million to date. 

3 Key Takeaways

• Identifying Market Gaps: Francesco and his co-founders realized there was a gap in the mobility market for travel longer than an Uber ride but shorter than requiring a long-term car lease. This led them to create Kyte, a service that fills this gap. For entrepreneurs, the lesson is clear: look for areas where existing solutions are lacking or incomplete and aim to fill that void with a better offering.
• Finding the Right Pricing Strategy:   Francesco discussed how they initially underestimated the complexity of pricing in their market. Over time, they invested in developing a pricing engine to optimize their offerings. Pricing is often an overlooked aspect of business strategy, but it's crucial for competitiveness and profitability. Entrepreneurs should continuously evaluate and reevaluate their pricing strategy to meet market demands and operational costs.
• Help Investors See Your Vision: Kyte secured a credit line from Goldman Sachs despite being a small operation at the time. This was possible because they could convey the potential of their business model and its scalability to investors. Entrepreneurs should focus not just on what their company is now, but also on what it could become, especially when pitching to investors or financial partners.

Use Kyte’s promotion code for $20 off 

On Ktye’s website or in the Kyte app, at checkout use “THEDIRT20” promo code to get a $20 discount on your purchase. 

Resources

Learn about how Kyte delivers cars on demand, for any trip longer than a rideshare: https://kyte.com/  

Francesco Wiedemann on LinkedIn: https://www.linkedin.com/in/francescowiedemann/ 

Stratechery by Ben Thompson is the podcast Francesco recommends to The Dirt listeners: https://stratechery.com/ 

About Our Guest 

Francesco Wiedemann graduated with an M.Sc. in Industrial Engineering from Technische Universität München and Massachusetts Institute of Technology. Before starting Kyte, he worked as a Product Manager for BMW Mobility Services, where he launched mobility services combining carsharing and ride hailing in the US and China. In 2019, Francesco co-founded Kyte, where he leads the company’s product vision and product strategy. 

Fun fact: Years ago, Francesco broke the Guinness World Records for the longest mountain bike wheelie in one hour. 

About The Dirt Podcast 

The Dirt is about getting real with businesses about the true state of their companies and going clear down to the dirt in solving their core needs as a business. Dive deep with your host Jim Barnish as we uncover The Dirt with some of the world's leading brands.

If you love what you are getting out of our show please subscribe.

For more information on how we dig into the dirt check out our other episodes here: https://www.orchid.black/podcast

About Our Company

Orchid Black is a new kind of growth services firm. We partner with tech-forward companies to build smarter, better, game-changing businesses. 

Website: https://www.orchid.black 

LinkedIn: https://www.linkedin.com/company/orchidblack/ 

YouTube: https://www.youtube.com/@OrchidBlack 

All contents of this show are rights of Orchid Black©️ and are not to be used unless authorized by written consent.

The Dirt episode 85 Unedited, Raw Transcript, with guest Francesco Wiedemann co-founder of Kyte

Francesco Wiedemann 0:02

For us at Kyte, we have a clear vision to become the biggest operator of our fleets long term. And so that means, for us, it's really about like, growing our fleet of cars and by that giving more and more people access to, to cars when they need them. And ultimately, our vision is to unlock the freedom to go places. We do that in a small scale today like your life in 13 cities across the US, but in the future of your your skate.

Jim Barnish 0:41

Welcome to another episode of The Dirt where we dive deep into the trials and tribulations of growing tech forward businesses. I'm your host, Jim barnish, and today's episode is brought to you by orchid black, the growth strategy firm that helps founders maximize the value of their business. Our guest today is Francesco Wiedemann, one of the founders of Kyte, the mobility platform that delivers rental cars to your doorstep. We're gonna have some fun today hearing about the origin story of Kyte, the company's vision for the future and the impact that evolving your strategy can have when done right before we dive in, I'd like to give a shout out to all our listeners, if you find value in this episode, or any, please share it with someone that could use what we discuss to help their business, your support is what allows us to continue providing value across the community. Now without further ado, let's hand it over to Francesco to introduce himself. Welcome to the dirt.

Francesco Wiedemann 1:43

Well, thanks, Jim, for having me. Happy to be here.

Jim Barnish 1:46

Happy to have you here. So let's let's let's, uh, let's do a little rewind here for a second, back to your foray into this world that we call entrepreneurial entrepreneurship. How, talk to me a little bit about how that experience or your experience in general shaped your path towards in into entrepreneurship?

Francesco Wiedemann 2:11

Yeah, it's a it's a good question goes way back, I think into my childhood and youth where I loved to sell emanates by the street. And I think like, is really like, started to take some some more like form and shape. And during my undergrads were like, Yeah, I was always like, driven by like this, the spirit of, or the idea of entrepreneurship being a vehicle to, you know, like, change the world, that sounds maybe a little bit ambitious, but you know, like, make some some impact in the world and to, like, make it a little bit better every day. And, and so I tried different kind of approaches to get there and have my form of impact. And then like, Yeah, mostly unsuccessful during during undergrads. So the first little venture for recruiting and realized, oh, no, like, recruiting is not really like the space, I feel like I should spend, or I want to spend the next like five or 10 years of my life. And so after that, like, during my time at MIT, I, I attended like a bunch of these, like, entrepreneurial, like startup pitch contests, two, together with my co founder at the time, and we were lucky to actually win a few of them across MIT and Harvard. And so it was a good like, I think I kind of next evolution here of like, learning how to pitch an idea. But also there, like realized, like, after going through that whole process, that it doesn't stop, like, stop with the pitch, right? Like, it really only starts there. And you have to find a real problem that you can solve for people in the world in order to make an impact. And so yeah, I think that's kind of like long story short, let let us let me to cofound case, where I'm very happy and glad that we finally found a problem to solve and we can actually help people to get to get to places right, they help people to go places. Yeah, so

Jim Barnish 4:37

these pitch competitions that you won, were these with Kyte which we'll get to what Kyte is in a second. Hold on. I know you're I know, everyone's kind of at the edge of their seat trying to figure out what is Kyte if they haven't already been a user, of course, but But was this for chi or was this for the recruiting business? What what what was this pitch competition?

Francesco Wiedemann 4:56

This was even a third, third kind of M When you I like that my master's in logistics. And so it was like a logistics company for a refrigerated transport in developing countries. And yeah, so that was a, that was the idea.

Jim Barnish 5:18

So you did you had this venture into recruiting, it was a good idea, but realize that you didn't really love it, you have this venture and illicit logistics business, it was a great idea, but maybe not what the world was craving for. And so kind of the mixture of those experiences led you into starting chi, which the world is craving, and is craving quite a bit I'll say, I mean, this, this shared mobility and, and the way that you guys are, are changing, just changing the nature of what renting a car is, and I won't spoil the news. I'll let you speak to it. But you know, so So what is what is Chi? How did you end up there? And in what are you guys doing to change the world?

Francesco Wiedemann 6:02

Yeah, good. Good question. And thanks for all the kind words, I still, I think, for us, it's still day one, but you can talk more about that, if it's so like, like rewinding, like, what is it like four and a half years back now. But both my co founders and I were really looking at the mobility space, like we knew already, that we all were super passionate about the mobility space at the time. And if we, if you remember, like, back in the day is this, these were the hype days of Micromobility, like, nine, bird like all these scooter companies were like, super hyped. Uber was big already, right. And so we like realize that, like the inner city transport landscape was basically figured out. And what wasn't figured out was everything longer than an Uber ride, right. So people like living in a city, like fewer and fewer of them have cars to own cars. And so they are using Ubers to get around town. But then if you need to get out of town, that's where you still need a car. And that's where there are and there are some solutions already in place, you can get a traditional like rental car with with any of the established players. There's like peer to peer. But there's car ownership as a third alternative, always right. But each of them comes with their, like very unique downsides of, I don't know, like, I don't even want to ask you, but I kind of do is like, like, if you think about your, your last, like couple of car rental experiences, like was there any experience that like was subpar and wasn't great? If you ask that like to most people, they have at least like one experience. That wasn't that great, right? And so

Jim Barnish 7:57

I've got I've got dozens. There's a reason I haven't even rented a car and probably 15 years old. To drive so I'm probably not the best. I'm probably not the best judgment here. But but because I'm not a big driver anyways. But yes, miserable times, renting a car for business travel, personal travel across the board, Uber saved my life. Maybe Maybe Kyte will now save my life.

Francesco Wiedemann 8:24

Yes, definitely. So yeah, I think Yeah, so like, if you think about it, right, like, there was this landscape, and they kind of had all their downsides, either being not customer centric, traditional car companies, like not being consistent in the experience, if you think of like peer to peer car sharing options out there. And orange is like super inflexible and flexible. If you think about car ownership, and like three year plus leasing models, and so like the demand must be something there, where we can actually create a solution to give people access to a car for any trip longer than a ride share. And, like do that on demand by delivering a car to people's store and when anyone right and, and then when they they're done, they can kind of like magically disappear again. And so with that idea in mind, kind of like think of it as a virtual garage that you have in your pocket. And with the with the Kyte app, right? Like you can always pull out the car of your virtual garage when you need one and make it go back in there. That's that's kind of the initial idea. And today the the core of what we do as case.

Jim Barnish 9:42

So we jumped into your path into entrepreneurship, but what we didn't really talk about is your, your role at BMW, which kind of you know, I'm not going to speak for you but kind of led to a lot of this influence of mobility in In in your world and knowledge, knowledge transfer in terms of understanding the landscape and things. So, you know, how did your role at BMW influence your decision to start kayak? Because I know there's a lot of other folks out there, they're in a big company environment, right? They're like, Ah, this isn't for me, but But you know, I need something that's going to jolt me into starting my own business. What was it for you that was that jolt?

It's a good question. So I think, I'm not sure if I'm a good example here. Because already, like going into BMW a knew this was not going to be my like retirement. Kind of job, right. And so it was more like I saw and I deliberately took that decision to go and join this huge company. And after graduating, graduating, in order to learn how a company can work at scale, and so I think that that, like it would fully fulfilled its job quite well, there. Were I saw, like, the good things of like, a big company working at scale having massive impact, right, just because of its size. But then also, of course, like things that didn't work on a bunch of different levels, from a company structure and efficiency, but but then also, like, digging deeper into this, like car sharing model. On the on the content side, I think in terms of like doing the jump then, right, like, at some point, I decided that I would go for it. And funnily enough, we, at the time, like, we were already, like, the three of us, we were already discussing an idea, which wasn't quite. And I was so sure, this would be the the idea, you know, to go with that was okay, now I'm ready to quit. It turns out after quitting, like three months later, you're like, Okay, no, this wasn't it. Let's, let's do something else. In the same space, though, but like, it was definitely not that, that trigger.

So when, when you when you look at BMW, and all these other bigger manufacturer manufacturers, autonomous cars, autonomous, you know, General General is a key word has been has been a topic of a lot of conversations. And and I'm just curious, like, how do you see Kyte fitting into a world with autonomous cars?

Yes. I think we actually like to ask ourselves that question very early on. And, you know, autonomous cars have been around for a long time at this point, actually, right. Like, at least we've talked about them for a long time. And after billions and billions of dollars investment into the technology, we're still at a kind of small scale level, and only slowly starting to see like the cruisers hit the ground and way most hit the ground with with their first like real, like real people and real cars without a driver. So I think just like looking backwards, we have seen that this timeline has taken much longer than initially anticipated. And think it can, like still grow exponentially, right. And so there might be kind of a take off coming in ahead of us. But we don't expect it to be like every car driving fully, autonomously, tomorrow. And instead, there will likely be a kind of transition phase, where you can have things like tele operated cars, which are like cars that drive without a driver in the car, but they have a driver of remotely sitting somewhere and steering a car, right, like kind of remote control driving the car and something like that is like easier to significantly easier to actually do technologically. And at the same time, like it's kind of forms this, this transitory step on the way to full autonomy. So we're seeing a couple of like startups doing that. And I think like once that has formed, or reached a little bit more of like, a scale that that works with multiple car models and stuff. And that will be a good time for Kai to also start exploring that further. We're, you know, like, if you think about it from a user perspective, today, we are already augmenting an autonomous car play In a way, so as a user, you don't have a car, you hail a car to come to you. Today, we do this with a driver in the future, we do this without a driver and maybe a remote driver first. And unlike you sit in the car, yes, you still have to drive yourself today. In a like transitory worlds with, like, with tell operations, you might still do that as well. And later on, you won't do that anymore. And you just sit in there. And then we reverse the whole game at the end of the trip where we make the car disappear again. Right? And you don't? Yeah, it doesn't really matter if it's a driver, or if the car drives itself.

Yeah, it does. Yeah, it does. I'm curious. Now, now that we're talking about, you know, long term vision and path and roadmap and, you know, things that, that align with kind of the future version of guide, and the future version of the industry. What, what do you see in in five years, in 10 years in whatever, whatever pick, pick, pick your, your cadence that's most appropriate. But in, in what, how many? How many years? Does the world change in what does Kyte look like, at that point in time?

Yeah, it's a, it's a good question. I think it's always hard to predict the future, right. And there's definitely a different version of the of the possible futures out there. If you think in kind of statistical terms. They like for us, okay, and we have a clear vision to become the biggest operator of of leads, long term. And so that means, for us, it's really about like, growing our fleet of cars, and by that giving more and more people access to, to cars when they need them. And ultimately, our vision is to unlock the freedom to go places, right? We do that in a small scale today, like we're live in 13 cities across the US, but in the future, we will use that if people need that in one city, in the US, like, other people need that in another city, in Europe and everywhere else in the world. So I do think like that, like just like scaling this up is one like trajectory. And then I think, like, already today, we are like back to this autonomous car question, right? Like we are owning and building relationships with our customers. So we kind of own the customer relationship, like from a company standpoint, and we will grow that right, like the technology might might change, we might swap current cars with autonomous cars, we might like automate more, the auto maintenance of the fleet, right, we will have back parkings parking lots that are fully autonomous at some point. So all this will happen in the back, back end. But I think like for the customer perspective, from a customer's perspective, like things will stay actually pretty similar. So

let's let's talk about that from from a customer perspective, because it's as simple as you make everything sound you guys experience some astronomical growth over the last five years and and part of that is due to you know, just really great idea in the market that was great timing and all of that stars aligning type stuff obviously plays a role but it's been pretty hard work to at the same time, right? Um, so you know, one thing I know we've talked about before is kind of the the evolution of Kytes pricing strategy and and how that's played a role in your growth. So can you walk us through the evolution of Kytes pricing strategy and what made you evaluate and reevaluate the way that you were priced to the market?

Yeah, sure. So I think pricing is one area over which we which we initially underestimated in in that market, right of people needing access to a car. This is a very like fluctuating pricing you have dynamic pricing with with most of the other players, while the car sharing typically is more stable, and all the traditional rental car players are really dynamic in the way they price and so yeah, I think in the beginning, I He kind of manually check prices on other websites and then like, adjusted our pricing accordingly. But over time, we realized like how important it is and invested more and more into that and growing our own, like really like pricing engine and intelligence, which starts to pay off really on the only now, I would say, and so that yeah, that's definitely one thing that that wasn't easy. I think another another thing that, that we that we haven't talked about, I think in the past combos, but was around our, like supply model. So if you think about, like how we started out, we we kind of didn't have anything, right, like we had a little bit of venture funding. But even even though that, like we had, like some angel money, and we wanted to get some cars to to our customers, but we didn't have cars. So I think that's where we, you know, like, started out with like, a super like acid lights supply model. And then like, kind of pivoted that into a, into a model where we now are actually having buying cars, and we have a credit line with Goldman Sachs in order to do

so it was initially you were partnered with with fleet companies, right, since you didn't hold your own inventory, and then, you know, raised some money partner with some pretty heavy hitters. And and I'm just curious, you know, what, in that, in that experience, shift, you know, what, what challenges were you facing when you are partnering with fleet companies that made it unsustainable, and was part of the reason for the shift?

For us, it was mostly the realization that this wouldn't be a scalable path towards a multibillion dollar company. So it did work at a small scale. And like there are partners out there that can supply a couple 100 cars, maybe even like 1000 cars, but it doesn't scale infinitely. And so that's where we're when we realized that we said, Okay, we need something more scalable, right, like, finally, we want to go public, we want to build a massive company here. And and so the only truly scalable path that we figured out is he's actually owning these cars.

And what was the you know, once you've had that realization, was the path forward super easy. And you went out your door? One day you met Mr. Goldman, he'd introduce you to Mr. Sachs. And then all of a sudden, you had, you know, hundreds of millions of dollars in your bank account, or was it a little bit more complex than that?

It definitely the latter. I would still love to meet Mr. Copeland and use this.

That'd be great. So what did how did all that transpire?

Yeah, no, it's, yeah, it definitely wasn't easy, right? And I think it's, it's a good example of, like, doing things at a startup that were you play against the odds of being successful. You know, at the time, like, we were still tiny in terms of numbers. So of cars on the road, even with our few partners of bookings, customers everything and so, like my co founder Ludovic did a really really good job here in it, yeah. giving, giving potential investors on the on the acid financing side, like an idea of what this could become, if they were to join the journey with us and so like, really, I think like, yeah, at the time if you look at the business, it wasn't interesting at all for heavy hitters like open but they understood that if they get in now get their kind of foot in the door then they can actually see something grow here really nicely and like be part of the journey from the get go. So that's what's what got them excited. And yeah, and was a great beginning of

their investing in the vision of on domain cars, right, obviously, is part of what you're saying. And I think like that's, that's something that I think a lot of people get Lawson as they're talking to, and in looking at financing partners as they get lost in the creation of a deck, and they lose the idea of dialogue, and they, they get lost in the idea of, of, of needing capital to finance their path forward, when really it's about investing in a vision, and it's, you know, these these concepts will will, they may sound trivial and easy for us to talk about now that you know, that the time has passed. It really is the simplification of the complex that makes these conversations quite a bit easier. And I imagine that there was a few, a few lessons along the way of fundraising, and anything that stand out that that you can share on to our listeners.

Yeah, I think, generally speaking, you're totally right. That, like, division is super important. But also conveying a message that boils down a complex business like ours, to something that people can understand within minutes. If they're not, you know, in the car financing business or in the in the Operations Business. So I think that that is like a very, very key point here. I think another point is, and this changes a little bit over the course of the company growing, but people like still invest a lot in the people, right? So in the beginning, it's the founders a little bit later. It's the it's a team. And so I think that is also like, highly underestimated. At least in the early days. We only like I think, recently realized that now like with the last year, our series B, like people really started to NDC started to like, double click into the numbers much faster, much deeper. And so I feel like it's it's a shift over the course of a startup where you start with the people, and then you grow into like people plus numbers. And then eventually, like the I don't know, like, you'll see that it will be more and more and more and more.

So you guys are live in how many cities in the US now? And how many cities outside of the US? Okay, I was thinking you. I was thinking you were in one or two cities outside of the US as well. From scratch that from the writer. Yeah. All right. So what you're not in Tampa yet? I wish you were what what cities in the US? Can people be on a lookout for for Caiden?

Yeah, so for us, we are like our focus. So. So again, you're like for us the focus is really to, like, deliver the best experiences in cities that that have, like some criterias. And that fit for our model the best. And so like one of these things is car ownership, for example, I think so. Like how many people do own a car, what's the density of the inner city, which makes it more attractive for delivery. So there's a bunch of like factors that go into into a decision to launch a new city. But like generally speaking, for us, the focus currently is not necessarily to expand like beyond the US. There's so many I can cities in the US that are attractive and fall into our into our rooster that yeah, that we can tackle and so you will see more cities to come. I can't say like the exact number. The exact names, unfortunately. But you'll see some more cities come

No problem. I'll keep my keep my eyes open. And ears peeled for any new announcements. But as of right now you guys are in San Francisco, Los Angeles, New York City, Brooklyn, Jersey City, Miami, Atlanta, Boston, Chicago, Denver, Fort Lauderdale, Philly, Portland, Seattle and DC right. All right. And and you're right around the corner, Miami and Fort Lauderdale. So, you know, next one is going to be in Tampa. I'm counting on it. Or maybe at least within the next few. Yeah, maybe maybe. Not big and probably Tampa is probably not big enough to hold you guys yet. But um, but we're working on it. Alright, so I want to talk a little bit about where you guys are headed next and some of the decisions that you've made around growth. And, and, and I just I just want to basically leave it open ended in terms of not necessarily city wise, but where you guys are excellent at listen to your customers, you know, it's impacted a lot of your growth initiatives, you've shifted pricing, you've shifted supply store, you've done so many things in the name of the customer, you know what other changes are coming for?

For us, it's, it's a couple of things, right, but the main company priority right now is really focused on driving more towards profitability, you know, in the current market environment, that is just something that makes sense. It's generally actually something that makes sense to build a company that is profitable. And I think it's especially doesn't make sense these days. And, and also at the current stage of our company, where we are like hitting some, some forms of profitability already. But like the, like turning the company fully profitable will be the next really big milestone. And I think we can, we can achieve that by by two things, right? Like one is getting getting more efficient and in the thing that we're doing, and two is getting more scale, and just to have some more like economies of scale, and doing both of these things, while keeping the customer front and center. So you know, eventually the customer is the one like driving invented revenue for the company, right? So without recurring customers, you don't have a business. And so that is why that is really front and center. Excellent.

Yeah, no good, good things good things ahead, profitability. counter to what maybe traditional tech would say, is certainly a focus across the industry these days. And I want to close things off, because you've, you've given a lot to our listeners already. But I want to close things off with our founder, five, five quick, quick, quick hit questions about you and your growth. And you may lean into profitability on the first question, because the first question is the top metric or KPI that you are relentlessly focused on.

So I will choose one that is only tangentially correlated with with profitability, it is on time rate. So if you think about it, like our customers order a car to have it delivered to them at a certain point in time, and it has to fulfill some criteria, it should be the right car should be clean, it should be well maintained. But it also has to be there at the right point in time when they actually want to start a trip. And why that sounds simple. from a customer perspective, delivering 1000s and 1000s of cars at the same time in parallel that can lead to like some high peaks and demand for what we call surfers, like our 1099 contractors that are delivering the cars and also like from our operations internally. And so the whole clockwork has to really work together in order to deliver this car on time. So on time rate is the one thing that that we are highly highly focused on as a company we're tracking it every week looking at it at a company level. And yeah, continuously driving up accents.

Alright, second, second second question for you here. Top tip for growth stage founders like yourself

I think we talked about this, this kind of fundraising focus from your focus on people and then extroverts shifting more towards numbers. I think that is, that is one thing that that I've realized, and I think it's, it's good to be aware of that shift happening and being proactive about it. I think another thing in that same realm is speaking of talent, right is to to keep the bar for talent really, really high. So for like what we've realized is as the company grows, it is important to keep that bar really high if you you know like get get a little bit of slack in there that kind of is it at some point becomes unstoppable and so like for us like we really put in some measures here to have fun I buy annual performance reviews and things like that, where we really make sure that we keep the bar.

I'll make sure to keep that in mind when I get my job application out to you guys. All right, favorite book or podcast that's helped you to grow as a founder.

I love No, I hate reading books. I love listening to books. So that's just because I'm a really bad reader or slow reader. I think though. So I think in terms of like, podcasts, because you asked about podcasts, one podcast that I really want to or like to recommend is statuary from Ben Thompson. He is here, he's just talking about a daily update on what's going on in the tech world. And that is just a great source for me to like, keep tabs of have a highly condensed version of, of very, like focus new.

Awesome, awesome. All right, next one piece of advice that counters traditional wisdom, so something that counters what those in the world tech world might say is traditional wisdom.

Yeah, I don't remember who said it, but I think it was one of our advisors very early on, which is when you think you need to go fast, go slow. And that has helped us definitely, in the past of being very high said being very conscious about taking some decisions, right, and not hurrying through, you know, sometimes it's especially in the early days, things feel like you have to, like have to have that decision yesterday and it's already too late. And for many decisions, that's that's fine. Right. Like to take decisions fast and, and iterate, you know, thinking about like the revolving door one way door concept of Jeff Bezos. And like, it's it's fine if it's a revolving door. But if you're if you know, it's it's a one way door, then like better go slow. Better. Think about it one more time.

Do you remember the context by which your advisor brought it up to you?

I fortunately, I don't know. But it became like, like, it became a recurring theme that actually like we as founders were talking about when we were having discussions about taking decisions early on. And so like this is yeah, that's something that just kept coming up. So

yeah, no, it's good to get good advice. Hi, what, what is going to be the title of your auto biography? I think

I'm still far away from from writing now. Maybe? Maybe in the future, hear me? Know, someday I will write mine without asking. You could already be Yeah, it could already be. Probably it's happening. Yeah.

You bet. So what, let's just just just just throw it out there. What do you think the title would be?

Yes. I think for me, it would be getting better every day. And so why is that a case? I think there's a lot of that kind of movement into into my just very short history in life so far, and I really enjoy working on on things like solving hard problems, and by that growing, personally, but also I think it's it is important to think about, like how you can make the world better every day and even if it's just like a tiny bit. So yeah, I think that will be the title that that makes sense. And coincidentally, is also one of the values at our company, and we're which really resonates with me. And so yeah,

well, Francesco, thank you for giving so much to our listeners today. I always allow for a little bit of self promotion at the end here. How can those help you out? Help the team out on your path towards changing the world?

Yeah, if you want The of the Kyte series, please give us a try. And actually, I think you can, at this point, yeah, you can go on the website or download the app Kyte.com K y t.com. And enter a promo code at checkout, which is the dirt 20 All caps for, for the dirt, and you get $20 off. If you excellent. Give it a try. I'll send that

over after and we'll throw that in the show notes too. Awesome. Awesome. Awesome. Francesca you rock man. Closing us off. What's the best way for listeners to get in touch with you? Is it is it via email, LinkedIn, you know, just go to the website, what's you know, what's the best route to get in touch?

Sure, yeah. Feel free to throw in email. It's francesco@Kytes.com. And you'll probably see that in the show notes how you spell my name. But yeah, that's That's

all right, man. This has been a pleasure. Thanks for joining us on the dirt drop in your knowledge and till next time, my friend.

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