I just think it's a more efficient process that builds companies faster and just how fast our company has grown over the last nine months is proof that that this process is perfect for a company that trying to grow in a emerging industry.

It's very important to make sure that while you're traveling a very lonely island road in your business endeavors to remain connected with a community of people who who get it, who understand you, and continue to support you despite all the adversities that you might face. That's something I really found with the Build team. They're they're just rockstar supporters; it's fuel for the tank to keep you going to realize there's other people who know that this is worth trying.

What I was introduced to in the RIPKIT process made a lot of sense. It's clear goals, it makes it very easy to actually visualize what's meant to happen over the next two, three months and I think it helps having that process down on paper in a tractable, measurable way. What the RIPKIT does is actually give you clear guidance on what the important things are, things you can't ignore because your percentages don't go up. For me, it really helps discipline me in the parts of the business that I don't like to do, but which are just as important as things I like to do.

The main reason that I went with the Build program is because of the support. In building Whoolias, I knew that it would be impossible for for any team that I could assemble to keep the ball rolling and keep the ball progressing, and with BuildImpossible the support was already included in the infrastructure. It just comes down to being able to augment as well as bring in support resources to be able to have multiple minds and people to actually cross-reference ideas, strategy, and start to bulletproof, whether it's product roadmap or product strategy, or go to market strategy.