Adam Torres and Hamet Watt discuss investing in the longevity sector.
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Listen to Longevity Leadership Conference coverage. In this episode, Adam Torres interviews Hamet Watt, Founder of Share Ventures, explore investing at the Longevity Leadership Conference.
About Share Ventures
Share Ventures create new business concepts, enable traction, provide seed funding, and drive acceleration through strategic partnerships with top influencers, corporations, and investors. They are building multiple ventures and the infrastructure to repeatedly discover, ideate, experiment, build, and scale them.
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Full Unedited Transcript
So today we got Hamay Hamay Watt. Yes, I’m saying it correctly. Yes, you are. All right, so let’s get into it. So Hamay Watt is the founder of Share Ventures. He’s it’s a venture studio and firm backed by Google and Amazon. At Share Ventures, Hamay invests and invents companies that drive human performance forward with expertise in innovation, neuroscience, wellness and design.
He has co founded and successfully exited three venture backed companies. Consistently rethinking how industries operate. His work includes transforming advertising with Next Media and redefining the movie going experience with MoviePass. His investing career began as partner at the New Africa Opportunity Fund, the first U.
S. backed venture fund in post apartheid South Africa. He also served as an entrepreneur in residence at True Ventures. An advisor at BCG and board partner at Upfront Ventures. Tamei, welcome. Thank you for having me. Alright, so I want to start a little bit earlier in your career. How did you get into investing and just business in general?
Like, where did that begin for you? I’ve always been an entrepreneurial person. I started, you know, the lawn care business in junior high. You had the lawn care? This was before it was common to start business in college. I got a little bit more. Seniority in a lot of people here. But by the way, who is here today?
Just so I know who I’m talking to. Like, what’s the crowd? How many entrepreneurs? Entrepreneurs executives. How many investors? Okay. Any corporate types? Like Verizon types? Only one? Okay. Yeah. Title sponsor. Shout out Verizon. Every time we can on camera. Cool. Yeah, I mean, I got my started. I got my start just as an entrepreneur.
And love the company building process. Eventually wanted to figure out how to help other entrepreneurs do cool things. Yeah. What was that transition point? Like, for you going from entrepreneur to then investor. Like, when was that? It’s never happened. It hasn’t happened yet. Never? Yeah. Well, it’s, I, I have transitioned, but then I’m not.
So, our lab is a venture studio. So, we’re starting companies, so I still get to scratch that entrepreneurial itch. But we do have capital to invest in companies that others start. So, the only thing I like better than starting a company is helping someone else do one. So I, I have not successfully made that transition and I think I never will.
There are some folks that are great investors, it’s a different mindset. You gotta be a little bit more pessimistic. And there are some folks that are much better entrepreneurs. You have to have a little bit of an optimistic bias or you never start a company. So I float back and forth and I’ve gotten comfortable with that over the years.
When I was at Upfront, I was also working on MoviePass and lots of other companies, so. I want to say a little bit earlier in your career, so. So, New Africa Opportunity Fund, what was that like to be part of really that historic moment? Yeah, my father is from Senegal, West Africa, so I grew up going back and forth through the continent.
And so I had an opportunity to join a group of very young folks, most of them just coming out of Harvard Business School. I was not even in business school. And we had an opportunity to go with a hundred million dollars, a bag of money, and go spread it around early stage companies, mostly technology companies.
It was crazy. This is the late 90s. In companies in Sub Saharan Africa. So it was great because I could go to my father’s homeland and I could get more connected with that world. And I still, and I thought then, there’s tremendous upside in Sub Saharan Africa for, for new companies. Did, did, after that experience, did it give you what, did that change your perspective?
Did it add to it? Like, just as an investor, as a business person, like, how’d you come out of the other side of that? I think it reaffirmed my Being an adrenaline junkie, right? You know, it’s like you’re like hard things are like big problems are like really Sort of gnarly non traditional situations, which was Sub Saharan Africa to some extent now and certainly at that time But we had some good fortune.
I think it was one of those things where Everyone told us we were crazy for investing in companies in Sub Saharan Africa And we invested ended up investing in the largest wireless operator. It became a unicorn so sometimes it’s just about building confidence. I think all of this, our career is just about building confidence.
We kind of know what to do, but we’re scared when we’re young. We’re like, oh shit, I’m not sure this is right or wrong. But when you do go through enough, and you have enough wins, you start to build confidence, you start to listen to your gut a little bit more aggressively, and sometimes it works. So, fast forward a bit to what you’re doing today.
I want to start off kind of basic. Venture Studio, the model. Explain what that is, please. Yeah, Venture Studio is the term of art, I think, that has taken hold, but I don’t love it as a term, especially living in L. A., because when I say I’m in a Venture Studio, they say, oh, you’re doing another movie studio, which is not what we’re doing.
I like calling it a lab or a foundry, but essentially what it is, is an organization set out to build companies. They don’t all have to be technology companies. Ours is focused on technology in an area we call human performance. But it is especially in this day and age, leveraging all the tools that we have from AI to just being able to work distributed in a very efficient way.
I think it’s the best model for producing returns for my investors. So when I was an investor that up front, it was hard for me because I would, I would get focused on a problem. I said, Oh, I want to solve this problem. And I would start going out looking for entrepreneurs and teams that are doing it.
And I’m like, Jesus, by the time I thread this needle of finding a team, a valuation, a product that I really love, that I can get behind, that I can get in, shit, I might be able to build something close to that. And so, that kept on happening as an as an investor and I felt much more compelled by the opportunity to build.
And so in our model, we start off with a problem, a very distinct problem that we’re excited about. Take an example. Oral health is a company we started. We noticed that 47 percent of the U. S. population has periodontal disease, 47%. That’s not acceptable, right? And periodontal disease is connected to all sorts of issues.
Neurodegenerative diseases like Alzheimer’s, heart disease, gut disease. There’s so many connections from oral health to overall health. Yet the innovation in the oral health space hasn’t been robust. The toothbrush still pretty much looks like the toothbrush we used in the 1500s. We have a slide that shows, like, evolution, and we show a toothbrush in the 1500s.
Guess what it looks like? A damn toothbrush. No change. It wibbles around a little bit, but it’s not a whole lot of innovation. So we decided to focus on that problem as an example, and we go deep with scientists. We call everybody we can at academia that will talk to us that’s done something of note. And then we run a number of experiments until we feel like we have something and we build a team and a board and a cap table around it.
And we double down with our funds. So that’s a typical model for us. A lot of studios use different approaches and methodologies. We call ourselves a tech enabled venture studio. So we have a couple of people that are full time on technology and data. Primarily around a lot of large language models.
To help us automate the innovation workflow. So that’s a big part of what we’re focused on. Can we prove that we can automate a lot of the steps from going to zero to one to build great companies? In terms of the ideas that you choose to move forward with, as you mentioned, there’s a lot of different models out there for venture studios.
How do you go about looking for the ideas that you accept outside ideas from other founders or would be entrepreneurs? Like, like, how does all that mix work? One of my mentors is a neuroscientist. He said the number one most biggest predictor of success is cognitive flexibility. So we don’t have a whole lot of hard, hard rules.
We’re very flexible. Most of what we do do is internally generated ideas from problems that we have discovered through research. That’s our primary go to, but there’s no rule that says if someone walks in and says, Hey, I have an idea, but I haven’t done shit to do it, I want a co founder. We would do that with someone.
What we try not to do is conflate the idea of being an adventure studio. and a venture, and a venture firm, right? We do invest as well. So when someone walks in and they have a company, we’re probably going to treat them just like we would if they were a company, right? We’re not going to try to say, let’s start something together.
And so that can be a little tricky because we don’t want people thinking that, you know, we’re always just trying to shove people into a venture studio, even if they already have a company. We’ll look at it just like any other investor and participate. And for not necessarily just share ventures, but just because you’re in the space.
And you know, not only the individuals here, but the ones at home, pros and cons, again, speaking generally of going towards a venture studio or going another route in terms of getting investment and making an idea, you know, realize. High level, like, could you maybe juxtapose that a little bit? Yeah, that’s a great question, because I think it’s some people say, Oh, Venture Studios, when I first was raising, everyone said, Oh, Venture Studios don’t work.
Venture Studios don’t work. That’s like saying startups don’t work. Most of them don’t, that’s absolutely right. But it depends on what you’re putting into it. It depends on who’s involved. It depends on a whole lot. And so, I think the same thing applies when someone says, Hey, is our Venture, is partnering with Venture Studios good?
I don’t know. Is partnering with this gentleman over here good? I don’t know. Maybe he’s good, maybe he’s not. No, he’s good. He’s good. Okay. We partner with him. Yeah. Even though he’s on his phone. I don’t like that. I’m just kidding. I’m just kidding. So, yeah, I think it depends. It depends on the entrepreneur.
It depends on the the studio. It depends on the connection. It depends on the expertise. I think I’m glad you asked that question, though, because a lot of people do generalize. And I think that’s dangerous, just like in anything else. Some people say, oh, I don’t take venture capital. I’m like, what does that mean?
You know, it’s like, does every single venture capitalist exactly the same? That means you don’t like the stereotype of what has happened to people that have taken venture capital from bad people. There’s a lot of stories on the other side of that. And for some of the things that are my understanding of it, we’ve had quite a like, that’s why I noticed that trend of venture studios.
Now the word is getting thrown around. I have interviewed many more individuals from venture studios and every model seems to be a little bit slightly different than what they’re looking for and otherwise, which is good in my opinion. I think some parts of the industry are still figuring themselves out.
Start it, whoever started it but I think it’s it’s an interesting model because some of the things that I feel entrepreneurs are doing over and over again is kind of like duplicating efforts, especially in the beginning stages of things. Who can identify with that? Who can identify with that?
Anyone made the same mistakes? I identify with it, sure I agree with that. No one’s made a mistake, that’s cool, that’s cool. I’m the only one. No, I make mistakes all the time and I feel like, God. Damn, I’ve got to learn from these. It could be operational, it could be so many different. Could you speak in that way?
No, it’s just like, it’s part of what made me say, I’ve got to build a studio, I’ve got to build a lab, I’ve got to codify some of this stuff so I don’t keep repeating the same stuff. Like, damn. And so it’s also a beautiful use case for AI, right? We start to look at those workflows and those processes and we figure out what we can automate and we figure out what we can make sure we ask ourselves every time so we don’t make the same mistake.
It’s okay making mistakes. It’s not okay making them multiple times. But we all do it. And so I think it, whether it’s hiring, whether it’s the sequencing, whether it’s the strategy you’re using for fundraising, whether it’s the strategy you’re using and the process you’re going through to do customer discovery, we’ve looked at all of those processes.
We’ve looked at the ones that have worked for us. We’ve looked at the ones that haven’t worked for us. We try to codify the ones that work. And so I think what also that helps us do is Open up the aperture a bit for who we can bring into innovation companies, which is part of our goal. We did a study with Stanford.
We actually ended up hiring the Stanford researcher that did it. But we did a study on risk and the cultural perceptions that we all have on risk. I find it fascinating that we all think of risk differently. But one of the things that came out of the study that I thought was really interesting is there’s a disproportionate percentage of people.
that are coming from high net worth families that are doing innovation companies. And there are a lot of reasons for that, but one of them is they get more swings. They get more opportunity to be in the basement for years trying to figure out something. Like, or they can drop out of college without getting harpooned like I would have gotten if I dropped out of college.
Or they can you know, the other cohort that I thought was interesting is actors. tend to come from higher net worth families. Families, because they can audition, they don’t have to worry about doing it, they can take more risk. And so as we think about that, and we think about democratizing who can be part of this innovation ecosystem, who has good ideas, who has good execution capability, who has good resilience, we need to think about opening that aperture, and so codifying some of these processes, so they don’t have to learn the same lessons that I learned or you learned in your previous businesses.
we think we can open up. The aperture for who can be involved in innovation companies. And it seems like, just taking it one layer deeper, and correct me if I’m off on this, like the cost, so the cost of some of the systems that are built in otherwise, whether it’s training the AI, or even just at the basic levels, human resources, other things like that that you already have maybe in place.
Like, can you talk about that? Like, have you noticed the cost or anything like that? Is it different? Yeah, the cost is going, you mean, the cost in terms of running a business, the whole thing. Yeah, I mean, this is like the most fun I’ve ever had in my career. I’m sure others feel the same way. It’s just extraordinary what is possible.
I’m sure folks have talked or heard about Sam Altman talking about the ten person unicorn and even the one person unicorn. And he believes it’s going to happen in our time. So we’re, we’re pretty intent on being one or two, having one or two of those that look like that. it’s extraordinary what I think is, is possible, and I think people are fundamentally even underestimating what is possible in terms of what can be built with some of these tools.
So, I don’t want to sound like I’m just promoting the Venture Studio model, but it, it just feels, I feel so grateful that even before, in my first deck, when I didn’t raise, hadn’t raised any money into our first vehicle. I had a AI model on our team slide. And my mentor, who is this wonderful woman, who’s probably the most prolific fund to fund investor she’s invested in all these major funds.
She’s like, I may take that off a little bit. Stop being gimmicky, like, take it off. So I took it off, but like, it was in my mind even before these models were, were as prolific as they are now. And also the relationship side of things. So like it’s, it would seem as though you have, you know, successes through things and then you’re going to, you’re going to continue to build on that.
Maybe it’s easier to raise money, other things like that, like that, that carries over, right? Especially as a venture studio gains a reputation. You mean going from doing what I was going to do in the studio? Yeah, I mean, I think thankfully everyone I worked with over the past 15 years invested in our first vehicle.
So I was an EIR at True Ventures, which invested in Fitbit, first money in Peloton and all these wonderful companies. Those founders invested up front, whereas the large was at the time the largest venture firm here in L. A. They actually anchored the vehicle. And so I’m blessed that a lot of it came from these relationships and people understanding that we work really hard to try to be successful.
Let’s talk a little bit about the long job it takes. So what, any trends, any things you’re noticing there, any things that you’re looking at, ideas that you can share that, you know, and give us some insight. Yeah, so, I guess I should say, all we do is focus on human technologies. So, most of that, that incorporates the human performance space, that incorporates longevity, the future of work, it’s sort of a broadly defined version of human technologies, but longevity being a very big part of that.
When I was at Upfront, I found myself only liking deals in this category. Like I was just, even companies that I’m sure were great business, I wasn’t passionate. I wasn’t getting excited about spending the next 7 to 9 years with those teams, right, which is what it takes. And so I was going to a lot of smaller niche biohacker conferences and stuff.
A friend of mine, Nicole Bradford, had one called TransTech, which was This is kind of before it’s time, but all the biohackers would show up. All the neuroscientists, all the Navy SEALs that were hacking on the body, everyone would come to this. And they were all science projects. But they were incredible.
And I was like, okay, this is aligning because most of these technologies are not yet investable, but with the right product and with the right company building capacity, there’s going to be a lot of great deals that will come from this. When I was at Upfront, I tried to invest in Aura. I brought the team from Finland.
And at the time they had a, I took my, I’m married by the way, but I’m charging my Aura ring. It had a It had a bump on it. So it looked like one of those lollipop type deals. And my partner’s like, Come on, man, this is ridiculous. You know, like, come on. No one cares about sleep. No dudes are gonna wear rings.
But it’s targeting dudes. Like, they had very good reasons why not do it. This is the one that I love it. And I was like, it’s gonna get smaller trust. So I couldn’t do it. I couldn’t. I couldn’t get my partners excited about it. And probably for good reason at that time. But I just felt like, gosh, these are the categories I want to spend time in.
These are the types of founders that I want to work with. These are the kind of products I want to build. And so when I look at the problems to be solved, whether it’s the oral health problem, as I spoke to, or any of the other ones, loneliness, relationships. We’re looking at we’re, we’re going deep into behavior change.
I think you mentioned that in your, in your talk. We’re doing a lot of tests around behavior change. I take the optimistic case for ai. Thank God there are people worried about AI taking around, taking over the world. There are plenty of people doing that regulation, all that stuff. I don’t, I could, I shouldn’t say I could care, lie I very much care about it, but I spend zero time on that.
I would give, I would support people that are doing that, but I spend my time on the optimistic case. Every kid having a tutor. Everyone having a coach. Everyone having health care. Precision health care. Being able to solve and solve for diseases that would have taken 18 years now can be addressed in 18 months.
Targeting things like weight loss. Targeting things like neurodegenerative disease. But we’re less likely to be focused on biotech. We will do, we will do some biotech. We’ll do some devices. We’ll do some equipment. That’s not really where I have a lot of expertise, so I’ll probably end up following people on that.
Where we’ll lead are things in the area of behavior change, health, and wellness. Alright, so this is my last question, then I’ll open up to the audience for some questions too, so just throwing that out there. I know primarily you mentioned that you’re, you’re, you know, building the companies internally in terms of like ideas and, and deal flow.
Like that’s internal, but for the founders that you do choose to work with, what do you look for in a founder? Yeah, and we, so we have, you know roughly half that comes from our own incubations where we’ll build those teams. And then we do invest in external companies as well out of our fund, right? And we’re looking for a number of things.
We’re looking for a kind of a we have, we call it like the yin and yang. It kind of reflects our own value system. Super ambition coupled with humility, right? And those two things have to go hand in hand. Surprisingly, it’s harder to find than you would think. There’s some people that just are really good at painting an incredible story and vision and they’re really bold.
But then when it comes to the pragmatism, like, oh my god, they’re going to be, they’re not going to be able to go from step one to step two to step three. And so those lack, like we like the combination of those two things. We love grit and resilience. Obviously that’s almost cliche now, but it just matters so much because we’ve seen that, that chart that shows like the entrepreneurial psychology over time, like this.
It’s the troth of this agreement. So like it’s, it’s real and sometimes it happens fast and if you get people that lose their shit in one of those troths then you’re done. So you just have to have people that are really aligned with that vision and really believe in it deeply. And I think humility is one of those things that is almost a horizontal, just cuts across everything because the minute people start to make, Declarations and it’s like the things are changing.
Things are changing so fast now that if you don’t have enough of that flexibility, you’ll get hit and that rigidity, it’s like they said, it’s like getting in a car accident, you’re supposed to get loose. If you get too tight, you’ll, you’ll get hurt. Kind of the same thing, I think, in terms of this entrepreneurial landscape.
What else? I think a general self awareness, I think, is also one of those things that we really look at so that they know what they can do well and what they can’t do well. So they can think thoughtfully around how they need to build out the team. Alright, let’s open up for a couple questions.
What is one of the ventures you’re building now, right now, that you’re most excited about? Well you know the oral, I mentioned the oral health one because we did announce that. We just announced it’s called FENO, if you go to F E N O dot co, you’ll see it. It’s a reimagining, reimagination of the toothbrush and the whole oral health stack.
So, it kind of is a good example of the pattern that we follow, which is problem, deep research, partnered with, you know deep experts. Bring on a, we brought on a great co founder, who’s my co founder now in Pheno who’s a oral surgeon. We built a great team around him of hardware and software folks, and machine learning folks.
We we decided that we were going to do hardware very carefully, because hardware is hard. That my, my part of my process with, with Pheno, I reached out to our network. I invested in a company called Ring, which is also another local L. A. company. And I called the founder and CEO of Ring, who was at that time running Computer Vision at Amazon, because we sold it to Amazon for a billion dollars.
So it was a big success for L. A. And I said, dude, I’m thinking about doing a hardware company. He said, stop. Do not. You know how hard this shit was. And then I was like, but we’re going after oral health. He said, okay. And then I showed him some of their renderings, and I showed him how we’re attacking with Oath.
And this is incredible. Do it. And actually he introduced us to Amazon. That’s it. They ended up investing in our fund, catalyzed by that. But But yeah, so, you know, we, we, the way we, we got comfortable with hardware was one, getting some good validation from others that have been through the hard road.
Two we built some software that allows us to iterate significantly faster in the hardware development process by simulating what we’re building in a model. So you don’t have to do as we did like a hundred thousand iterations on this device in the model so that we could get something out faster.
And there’s a big services component to it. So that’s, that’s an example. We have, you know, all the other categories I mentioned. We have either an experiment going or a live company in it right now. We ended up for, for, you know, and for many of the other companies, we have a great. So, when we do a raise for a company that we’ve started, of course we’re participating in that raise, but we love the idea that we can bring in some very deep tech investors and some very culture forward investors.
So we bring on celebrities, we bring on people that understand brand, and we get people that really understand deep tech and the fact that we’re building a computer vision first, you know, toothbrush took that. But this, this device also has a scanner, so we’re looking at your teeth, gums. It’s your oral tissue to understand what’s happening every time you brush.
We’ve got a, on the roadmap, a salivary biosensor that’s going to be, this thing will fry some eggs probably before it’s all said and done. On a personal, to the audience, what do you do as far as your own health, supplements, training, hypotheric, cold plunges, maybe describe what you look like you’re in shape, I’m just curious.
Since you say you’re in the space of longevity and biohacking, so what have you been doing for your own personal biohacking? Yeah. . Yeah. It’s, it’s another reason why I like focusing on this space. ’cause I, I, I really could not be a hypocrite. Right? And I think one of the challenge challenges in any entrepreneurial journey is staying balanced, staying in shape, staying healthy.
I think when I was 27, I was working investment banking and this African American entrepreneur who I really admired was in his mid thirties and he just dropped dead. He got off of a heart attack and I was working on my like 18th hour, you know, behind a bottle or something and I was like, shit, I need to.
Check this. ’cause what’s the point? If you’re, if you’re done that, that’s so for me, I’m you know, I, I stay active. I, I’m, you know, measured out. I’ve got all my labs pescatarian, but I’m, so, I’m off of all dairy, all, all meat. Except for, except for fish and supplement. I got about 45 supplements that I’m taking.
Lots of nootropics lots of amino acids. Just your general stuff as well. I regularly get my labs done. I think that’s an important part. S blood, say again? Saliva, blood really just blood right now. We’re working on saliva but I haven’t, I, that’s not part of my regular regime vp. But you know, like I think I get, I get my sunlight.
I, I get my, I probably do sauna two days a week. I’m trying to get that up. And I’m doing cold. I, I usually was doing cold in my, my house. I have a pool and it was cold, but it’s not cold enough now. So, now I’m just doing the cold shower stuff. I don’t have a cold punch at the house yet. Massage, therapy, acupuncture, any of that?
I do do massage periodically. I’m recovering from a, a, a knee injury. So I do the Normatec stuff for circulation. I have all the different massage devices that I use as well. No, nope, no topicals. Creatine I love. That’s not, you know, I think that’s my favorite supplement these days. Sir? I just had some, it was delicious.
Is that yours? Okay, cool. I’d love to learn more about it. All right, we have time for about one more. Thank you for sharing your story. Can you walk us through a little more about how do you, at what point do you, in the Venture Studio model, decide, okay, this idea doesn’t work, like how much money and time do you put into something?
Yeah. And what’s your decision making process to know, okay, great experiment, cost us X, and now we didn’t get the results we wanted, so we’re Yeah, we have a Yeah, it’s a great question, and we’ve actually been playing around with the language we use, because I think one of the things I always felt like, especially, you know, most of these things by definition will not work, right?
Most of these experiments won’t work. But how do you keep a team motivated and engaged, and like, oh, this failed. Like, so, we’re trying to use language like recycling. So we recycle we call it sustainable innovation. So we recycle a lot of the components that we build no matter what and that gives the people that have been working on it A sense of, okay, you’re not wasting time, right?
There’s always something that’s of value. And we have, you know, we have a, we have a framework that helps us understand our methodology and the signal that we need in order to progress something. If we don’t get to that place, we’ll do one of a few things. We’ll either stop altogether and recycle the parts and think about how those could be relevant to other businesses that we’re working on.
We will put it in a pause mode, because sometimes it’s timing. And not make, you know, making sure we haven’t found the right key, but we can’t, we can’t say it’s a, like, there’s nothing there. And then sometimes, sometimes we you know, and we haven’t done this yet, but there are going to be times where we might just sell.
Right? We might just feel like, okay, there’s someone else here that feels like they could take it further. Maybe we can offload it. We haven’t done that, but that’s part of what we theoretically could do. Do you have a follow up that you kind of use as a baseline, like okay, we’ll put it into a 50k into this, get it as far as we can and see at that point?
Yes, we have stage gates and our stage gates are, so explore, where we don’t even have a name, we don’t have an idea, we just say we’re going after it. We’re looking at mental health, or oral health, right, because there’s problems there, we’re excited about. The next one is generate, where we’re generating lots of ideas.
The next one is validate, where we’re spending lots of time in the market trying to actually validate various pieces, including whether or not we can build a team, by the way, which is one of the things that we initially underestimated. You might have great signal and everything, but it’s like, oh god, the hire of six computer vision engineers is going to be about nine months, and it’s going to cost a lot.
So that’s a bad signal. So we, we learned that, in some cases, the hard way. In terms of the dollar amount, it has varied, but in each stage gate, we have a Rough thought around how much we should spend and we look at the entire allocation, right? So if I spend a percentage of my time on one of the ventures, which I do and all, then that whatever percentage of my salary is part of that.
So we’re, we’re making sure we have a very holistic view on what we’re investing quantitatively for each one. Anything you can share in terms of like, what’s a number that you have that you spend on that? I would say roughly to get to a place to where we can have either something that’s a self, self sustaining or attractive to say a seed stage investor.
It’s roughly 750, 000, maybe even a million dollars. And we’re talking about getting to a proper seed wrap. Okay. That’s getting pre seeded. Yeah, in some ways it’s pre seeded, yeah. Alright, Hamei, thank you for coming. Thank you for giving up for us. Nice
