Month: September 2021

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#unfiltered #58 The Shortcomings of Resumes

resume, computer, laptop

The goal of any professional in today’s economy is to never have to submit another resume ever again.

I swear this isn’t an original line, yet I can’t recall the person nor the setting in which I was told. Nevertheless, whether this was a lucid moment or not, it has been firmly etched into my pre-frontal cortex for years.

Building in public and growing under public scrutiny – be it on Twitter or a blog or another form of social media – is one of the best ways to build rapport and credibility. It’s a photograph. An imprint. Still, and in many ways, permanent. A record that you and others can revisit and reasonably objectify your personal growth. Those data points tell a story. Either you connect those dots personally, or often times, someone else connects them for you.

“We are all the unreliable narrators of each other’s stories.”

If you’ve been following my blog over the past few months, that line will carry a familiar scent. My favorite and the first line I heard from the best film I watched this year, In and Of Itself. When my buddy DJ recommended it to me, he told me only two things:

  1. It’s about identity.
  2. And, “we are all the unreliable narrators of each other’s stories.”

It’d be a travesty if I spoiled the plot now. The best way to watch it is, like most unforgettable experiences, going in blind. No summary, no trailer. If my word means anything, it’d be my answer to the question: What is the one movie you’d recommend someone who just time travelled 50 years from the past to catch up with the way people in 2021 think?

But I digress.

Street cred is built up not by what you say about yourself, but by what other people say about you. That street cred will benefit you much more than a sheet of paper that summarizes your entire career into a single pager with 12-point font. I wrote a blogpost recently on how a pitch deck fails to summarize the motivations, the story, the wins and the losses behind building a business. So, you should always be fundraising. Always be selling. Always be pitching. And as you build champions around you, they’ll tell your story – by referring you to investors, share your product on social media, and sell you for you to their friends. Analogously, a resume for a job seeker echoes the same shortcomings a pitch deck has for a founder. Job-seeking sucks. Just like how fundraising sucks.

If only life were simple

Every person has a story. If not multiple stories. We are each a product of more than one storyline. A narrative in hindsight, when we willingly choose to ignore 99% of the other facts.

One of my favorite internet writers, Max Nussenbaum, recently wrote something quite profound. “We tell ourselves stories in order to live, but our lives aren’t actually stories. If they were, they’d be poorly written ones: just a bunch of stuff that happens, with no coherent structure or consistent thematic underlines.”

There’d be far fewer cases of self-doubt and depression, if life was as straightforward as a movie script. But it’s not. And neither should it be. It’s messy. But that’s great. Because we can connect the dots however we want.

There are many ways to tell a story. And the best stories are told by others.

And yes, the goal of any professional in today’s economy is to never have to submit another resume ever again. Frankly, after a certain threshold of rapport, you won’t need to.

Photo by Glenn Carstens-Peters on Unsplash

#unfiltered is a series where I share my raw thoughts and unfiltered commentary about anything and everything. It’s not designed to go down smoothly like the best cup of cappuccino you’ve ever had (although here‘s where I found mine), more like the lonely coffee bean still struggling to find its identity (which also may one day find its way into a more thesis-driven blogpost). Who knows? The possibilities are endless.

Stay up to date with the weekly cup of cognitive adventures inside venture capital and startups, as well as cataloging the history of tomorrow through the bookmarks of yesterday!

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Where Does The Team Slide Go In A Pitch Deck?

soccer, team

There’s a comical number of debates around where the team slide goes in a pitch deck. In fact, this blogpost may end being more of a meme than have any substantive value. Nevertheless, here’s to hoping that by the end of this essay, there’s some semblance of a call-to-action for you. The “too-long-don’t read” answer for the order of your team slide is… it depends.

Why “why you” is important

First, let’s start from the “facts”.

  1. The earlier your company is, the more your team matters to an investor. The more mature your company is, the less it matters.
  2. If your investor doesn’t understand your answer to the “why you” question, you’re not winning any gold medals, much less a check.

I tweeted two days ago:

Investors have, effectively, three questions they want answered in the intro meeting.

  1. Why now?
  2. Why this?
  3. And, why you?

“Why now” tells an investor why they should look into the space. “Why this” tells an investor why they should look at the solution. But if we’re being completely honest, if an investor is a specialist and not a generalist, and even if they were the latter, you’re not the first person who’s brought up the exact same “why now” and “why this”. Even if you answer the first two questions perfectly, there’s still no reason as to why you should be the one to take this product to market. Investors, if they were more blunt, would just thank you for your market research.

On the other hand, if you can answer the “why you” question, you give them a reason to have a second conversation with you. And the whole goal of the intro meeting is to have the second meeting. Not to get the check. Don’t skip steps. As a footnote, your mileage will vary with angel investors and micro funds. For them, speed is their competitive advantage, not their check size nor possibly their network or resources. While they will try to be helpful, they’re not a platform – yet. If you answer the “why you”, in the worst case scenario, your investors won’t regret backing the startup. You just weren’t lucky. But they’d probably be willing to back you again if you started another business.

The reason why so many VCs regress back to metrics and traction is because you’ve failed to answer the “why you” question.

So, where does your team slide go?

Based on the above “facts”, the younger your startup is, the earlier you should put the team slide. To give investors context as to who you are. This matters a bit more for partnership meetings, as well as if this is a (relatively) cold pitch. That is, to say, if you AND your co-founders don’t have a prior relationship with the people you are pitching to, move the team slide to the beginning.

Eniac Ventures, an incredible seed-stage firm, recently wrote, “We believe that it should probably be slide 1 or 2. That’s because investors want to become familiar with the people behind the product early on, whether we’re flipping through the deck or you’re pitching us directly. When the team slide is second, it also gives you a great opportunity to walk investors through your background and impress upon them why your unique set of experiences makes you and your team the best one to build and scale the product.”

In closing

But, that might not be the case for you. The investors you pitch might have a different set of priorities. I always go back to the question: When going into the meeting, if the investor could only ask one question, what is the one question they need the answer for to give them enough of a reason to take the second meeting?

Then your pitch deck should be in that order of priority.

If you’re tackling a problem most people care little about or where it’s non-obvious, talk about the problem first.

If it’s not a revolutionary product and it already makes sense, talk about why you and your team are the best equipped to tackle this problem.

Photo by Pascal Swier on Unsplash

*Edit: Added in second tweet

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#unfiltered #57 True Vulnerability Is Messy

art, vulnerability

One of the greatest blessings I have today is that friends often introduce me to their incredible friends. Two weeks ago, one of my good college friends introduced me to a friend he made down in LA. Sam. A brilliant aspiring fund manager. Cut her teeth with driving impact at non-profits. But above all else, her ability to host dinners with strangers caught my eye and ear. Since I’m a big fan of sharing my learnings from hosting brunches with strangers and social experiments. In a short span of a week, we became fast friends. Expectedly, I had to ask Sam how she brought strangers closer together at her dinners.

Last week we jumped on another call where she walked me through her process. “David, it’s easier to show you than to tell you. Are you open to being vulnerable?”

“Yes.”

“Tell me about your life philosophy.” She asked me what influenced the life purpose I have today. Over the next half an hour, we dove into the depths.

The first third was populated by a politician’s answer. I wasted zero calories jumping into my upbringing and why that has influenced the person I am today. Unwittingly then, but in hindsight clarity now, they were all narratives I’ve rehearsed before – intentionally and unintentionally. After all, they were the cookie cutter responses I’d give to cookie cutter questions most people asked.

Yet, after each of my narratives, there would be a brief pause. What lasted only mere seconds felt like eternity for me. In those moments, she was a woman of few words. Comfortable with silence, she would occasionally beckon, “Tell me more.” On the other hand, I was impatient to fill the void. The emptiness was unsettling. I felt like a circus monkey forced to perform and that the audience’s claps and laughs was the only representation of my self-worth. But that was all in my head.

“Tell me more.”

I filled the next third with stories I’ve told before but not in a while. A reminder to myself that I am more than the person who existed in just the last two years. That I’ve had 23 other years than I somehow left in the attic collecting dust. That I am not a function of my job title or the people I surround myself with currently. But rather the accretion of everything before as well. Where the first third was sharing the mold I now fit in, the second third of our conversation was sharing why seemingly disparate events and relationships in the past fit the mold I had just shared. In sum, I was still making sense of things.

“Tell me more.”

I was ill-equipped to deal with the last third. I was no longer armed with the stories I had rehearsed throughout the 25 years I’ve been alive. Analogously, I was someone who just learned what exponents and derivatives were. When my 5-year old cousin asked the fifth “why”, I didn’t have an answer for her. Not like I did with the first four.

In this case, she asked the third “why”. And I was already at a loss for words. I was lost between doubt and anxiety, between shock and curiosity. But it was in the last ten minutes when I finally dropped my guard. My guard where everything had to make sense. My guard against the fear of uncertainty, not just for the future, but for my past.

A few moments of silence passed. Once again, long, but not nearly as uncomfortable as in the beginning.

At the end of our conversation, she left me to wrestle with my own uncertainty. But with the offer to dive even deeper the next time. And I was left with my own turmoiled mind, unable to find the words outside of sweeping generalizations to express what I felt and how I felt it. While I was grasping for the Merriam-Webster to make sense of my inner entropy, she sent me the below wheel. Something she relies on, to this day, to keep her emotional vocabulary from atrophying. In being able to identify her emotions, she is better set to understand them.

As I’m writing this blogpost, her words “true vulnerability is messy” still ring in my head. And it’s in those moments we build trust and bond with each other. And also with ourselves.

The purpose of this exercise and with vulnerability is not to have more answers than questions. Bur rather more questions than answers. And the ability to ask more.

Emotional Feeling Weel
Source: The Junto Institute for Entrepreneurial Leadership

Cover photo by Alice Dietrich on Unsplash

*Retroactively added Sam’s name into the essay

#unfiltered is a series where I share my raw thoughts and unfiltered commentary about anything and everything. It’s not designed to go down smoothly like the best cup of cappuccino you’ve ever had (although here‘s where I found mine), more like the lonely coffee bean still struggling to find its identity (which also may one day find its way into a more thesis-driven blogpost). Who knows? The possibilities are endless.

Stay up to date with the weekly cup of cognitive adventures inside venture capital and startups, as well as cataloging the history of tomorrow through the bookmarks of yesterday!

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Why You Should Hire For Expertise, Not Experience

looking forward, sailing

I recently read Fable‘s Padmasree Warrior‘s breakdown of leadership lessons. Prior to Fable, she held executive positions at Motorola, Cisco, and NIO and currently serves on Microsoft and Spotify’s board. Out of all the insights she shared, I couldn’t help but reach out on one intriguing point she brought up: “Hire for expertise, not experience.”

Expertise ≠ Experience

Before reading the blogpost on her, I had never thought of expertise and experience as two separate wheelhouses of knowledge. While there is definitely some overlap, as Holly Liu, founder of Kabam, says:

Expertise and experience are similar, but not the same. It is to no surprise most people often conflate the two, myself included. Experience is a record of past events. Expertise is your ability to leverage experience to positively influence the outcome of future events.

I’m reminded of something Henry Ford once said. “If I had asked people what they wanted, they would have said faster horses.” Experience would have dictated faster horses. Expertise would have dictated why we once chose horses over other modes of transportation. And the framework to think about transportation in the next century.

Hiring for expertise

When I asked Padma, “What kinds of questions do you ask potential hires to measure on expertise rather than experience?”

She responded: “I usually as ‘if X happened what would you do?’ ‘If there is nothing here… how would you start a product?'”

I followed up with a David classic: “If I can be completely selfish one more time, and I understand if you don’t have the time, for the question, ‘if there is nothing here, how would you start a product?’ or similar ones, what differentiates between a good answer and a great answer?”

Padma added: “If someone says ‘I did this at such and such’ – wrong answer. I look for ‘I would start with … then do… then grow’.”

Everyone’s guilty of a bit of revisionist’s history when looking in hindsight. It’s in our DNA. We are the only species that create narratives from seemingly disparate data points. After talking with multiple recruiters, executives, and CEOs on the topic, I realized there is often a tendency for people connect their past achievements together and sound like they knew exactly what they were doing all along. But in foresight, that often isn’t true. There’s a lot of guesswork and uncertainty when looking through the windshield, compared to images that often seem closer in the rearview mirror.

To follow up on Padma’s thoughts, I had to ask my former professor, Janet Brady, the former Head of Marketing and Head of Human Resources for Clorox, about hiring for expertise. “I’m a big fan of situational interviewing, where I ask ‘What would you do if…?’ In the process, I am looking for (a) how would this come up, and (b) how would they approach the problem. It’s easy to make the puzzle pieces fit and make up narratives in the past, but much harder when given a situation to deal with on the spot.”

As with any matter, things are not as binary as they first seem to be. She concedes that there is validity in asking about experience as well. But the context around experience is often more insightful than the experience itself. Brady shared, “You never do something alone. If you see a turtle on top of a fence post, you don’t know how it got there, but you know it had help.” How many people were on your team? What was your role on the team? What problems did you run into? And how did you deal with those problems?

But one of her interview questions in particular stood above the crowd for me. “What did you do in this role that no one else in this role has done?” While past achievements aren’t always predictors of future progress, in this case, what you’re looking for aren’t anecdotes but general themes in life, specifically, the ability to question the status quo and act on it.

Echoing Brady’s questions on problems a hire has faced, what might be more interesting is what didn’t work out in the past. The scar tissue someone’s accumulated over the years. Marco Zappacosta of Thumbtack loves the question: “What’s your biggest professional regret?”. And he elaborates, “I’m under no illusions that I’m hiring perfect people, but I want to make sure I’m hiring people who are self-aware of being imperfect.”

Put into practice

SaaStr’s Jason Lemkin shared a great example in his blogpost. How the expertise of VPs of Marketing differ depending on what stage of a company’s maturity they earned their stripes. A corporate marketer’s experience might translate poorly to running marketing at a startup. Equally so, a seed-stage startup marketer’s job might carry much less significance in a Fortune 500 role.

Corporates focus on corporate marketing and brand marketing. A form of marketing that’s “all about protecting and reinforcing the brand once you are way past scale.” It’s less about getting your brand recognized since customers have already heard of your brand. It’s about getting potential customers over the activation energy required before making a buying decision. As Jason puts it, “the brand creates so many leads and customers all on its own.”

Startups, on the other hand, are all about demand generation. In other words, generating leads. It’s a numbers game. Spend X dollars to get Y leads, that generate five times of $X of revenue. The equivalent of an LTV-to-CAC ratio of 5x. At the same time, he notes that “brand marketing is very expensive in the early days – and frustratingly, generates zero leads.”

Someone with Z years of marketing experience might have a lot of scar tissue, but might not be able to solve the marketing problem for your startup. Demand gen folks can’t hide anywhere if they don’t get results, but corporate marketing folks can hide behind a brand. Focus on finding the expertise you need rather than the years of experience that might look sexy on a resume or on a pitch deck. As always they’re not mutually exclusive, but it’s important to know the difference.

Who knows? Maybe the next generation of lead gen is all about Twitter presence and memes, as a16z’s Andrew Chen recently tweeted.

Taking a step back

On a bigger picture, the process of sales and marketing is a form of free education for a customer base. The better you can get your users to understand what you’re building, the more likely they will buy. Memes are just another medium of analogy and education. Better yet, of storytelling.

The better you can weave together seemingly disparate data points to create a compelling narrative without confounding extraneous variables, the greater your level of expertise. As Packy McCormick, one of my favorite writers, wrote on an a16z blogpost on expertise, “We live in a world where expertise can be justly claimed by anyone who can continue to prove it. Synthesis and storytelling are the keys to navigating that world. In a world with so much information available and fewer unquestioned experts, the ability to let large amounts of information wash over you, figure out where to dive deep, pull out the most compelling bits, and tie them all together is key.”

In closing

Hiring great talent across all levels breaks down to less of how many years of experience, but more so how you can leverage those experiences to understand and use unique and seemingly disparate data points going forward. Fall forward; don’t fall backward. An expert hire might not have all the answers to your problems, but will have built stress-tested mental models that’ll help in finding the answers for the questions you have.

Back when I was at SkyDeck, Caroline taught me that great entrepreneurs follow the “scientific method of entrepreneurship.” If I were to analogize her idea to expertise, an expert is a champion of the “scientific method of application.”

Of all the experts I’ve met – a title which is often one that society has deemed rather than being self-prescribed – they’ve almost always had an answer or multiple to a certain question. What proof would it take for you to change your mind?

Photo by Markos Mant on Unsplash

Thank you Janet for looking over early drafts.

Stay up to date with the weekly cup of cognitive adventures inside venture capital and startups, as well as cataloging the history of tomorrow through the bookmarks of yesterday!

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How to Pitch VCs Without Ever Having to Send the Pitch Deck

pitching, emotion

Not too long ago, in the sunbathed streets outside of Maison Alysée, I was chatting with an incredible serial entrepreneur backed by some of the greatest names in the venture world, who also happened to have spent some time at my favorite VR startup. All in all, he knew what he was talking about. But to respect his privacy, I’ll call him James. And James said something that was quite the head-turner.

“I never got a check for sending the pitch deck before the meeting.”

And so began my deep dive into the contrarian thinking that led to the above statement.

Why the pitch deck might not work

As an armchair expert on films I like, my favorite films have never fit my rubric of the perfect story. Rather, my rubric of the perfect story was shaped by my favorite films.

A pitch deck, like any other rubric, is a pre-ordained set of words and pictures that follow “industry’s best practices”. The problem, solution/product, why now, market size, team, traction, competitors, business model, and financial projections. Most pitch decks don’t deviate too far from the afore-mentioned order. Nevertheless, at the end of the day, rubrics are lagging indicators of what worked. They rarely serve as predictors of what will work, yet we prescribe a disproportionately high amount of trust to their predictive qualities.

“Fundraising is hard”

“You can do everything right – you go through all the steps, do the CRM, get the emails, get the introductions, give the pitches – you do it textbook, and you won’t get a dollar. Fundraising is hard.”

Naturally, I had to ask James what he did to secure funding without sending the pitch deck. James shared, “I never really think about ‘fundraising’, like I mentioned when we chatted I do try to keep track of things but that’s more so that I don’t over-email folks. I never write one email and then send it to a lot of people. Every email I write, I write personally.”

Pitch with emotion

“How do you close somebody? It’s not with spreadsheets and numbers. It’s with emotion. A good pitch gets people over the activation energy [necessary] of actually investing in your business. There are plenty of companies who are making $10 million a month and didn’t raise a dollar. There are plenty of companies who didn’t make a dollar ever and raise a $100 million bucks.”

James’ comment reminded me of a LinkedIn post from Chewy‘s VP of Merchandising, Andreas von der Heydt, recently.

Source: Andreas von der Heydt‘s LinkedIn post

Every pitch is a story. And often times, the best narrative you can tell isn’t in a 10-megabyte presentation filled with numbers and letters or a Docsend link, based on a rubric that your audience decided. There’s rising and falling action. There’s also you, the underdog, who embarks on a hero’s journey to change the world. What does the world look like today? What will it look like without you tomorrow? Against seemingly impossible odds and guided by the fortune of luck (timing, why now?) and grit, why is the future you envision, with you in it, inevitable?

Sandbox VR‘s Siqi Chen has an amazing presentation on how to pitch appealing to emotion.

You can also see it in action in their pitch that got a16z to lead their $68M Series A.

“Always bring the value”

“People are busy, especially the people you’re pitching. Teach them something. They wanna learn. They wanna walk out of that meeting and remember you and make their life a little bit better. And one way to do this is to bring value that they didn’t have before.

“This is also a self-selector. If you don’t do this, they’re not going to call you back. You want to be interesting. You want the other person to walk away thinking that was fun.

“Unfortunately, this is what a lot of founders don’t do. They treat these meetings like work. ‘We’re going to walk in with a strategy. We’re going to stick to the script.’ The other people on the other side never ask any questions. They say ‘see ya later’ and you never hear from them ever again.”

In many ways, this is what many investors call the ‘secret sauce‘. Do you know something that the other person doesn’t? Can you connect the dots in a way that the other person has never thought about? Have you inspired the other person where after the meeting and the ‘A-ha!’ moment they do something about it?

For people who are obsessed and really passionate, their passion is often contagious. One doesn’t have to be an investor or a subject-matter expert to know and feel that. And when inspired, the other person acts as an extension of the energy you brought to the conversation. It could be in the form of work, writing, invites, or intros. These second-order effects might not always come immediately. But rather eventually. This is what James calls “manufacturing serendipity”.

On asking for intros

I asked James, “Did you ever ask for the intros or did they come quite organically?”

And what he shared truly set him apart from 99% of founders I’ve met with. “People always say ‘how can I help?’ Some don’t mean it. And this works for them too because quickly, you figure who’s who. But always have an answer. Not like ‘intro me to some people.’ But ‘hey, I saw you know so and so, and I’d love to chat with them – would you mind introducing me?’ Having one to two things is the sweet spot.

“Do all of the leg work. Help them help you as much as possible. Everyone wants to be the hero that helps someone else, but people have lives – and if you’re the one that is getting the value, bring the value as much as possible.” Provide the person making the introduction with all the context and reasons for the other person to say yes.

It echoes much of my personal template I tell folks if they want an intro to an investor that consists of three parts – no more, no less:

  1. The one metric they’re nailing (ideally so much better than the rest of the industry
  2. Short 1-2 lines on what you’re building and why
  3. What makes that one investor the best dollar on your cap table – why it has to be her or him, and no one else

The metric gives the investor a reason to click open the email. The blurb shares the context. And the last, and, in my opinion, the most important part gives the investor the reason – the story – they need to be a hero. You might notice how much a founder is raising isn’t “required material”. Capital is secondary to the story you pitch. While based on some hard facts, startup investing is often an emotional decision. As James said, “Money doesn’t build products; people do.”

In closing

There’s a lesson I took from my time at SkyDeck, and have continued to preach ever since. “Always be fundraising.” And I don’t mean ask for money in every waking moment. In fact, you shouldn’t. Not only are you at risk in sounding like a broken record, you will end up sacrificing time you could be spending on building your product. But always be pitching. Always be getting other people excited about what you’re working on and why that’s so important. Not why should the world be excited about your product, but why that person in particular should be.

Build relationships. Build a fanbase before you need to fundraise. Add value in every conversation. And the ripple effects would come back tenfold. James went on to say, “I would meet with anyone, [and] still do. If they liked what I was doing, they’d intro me either to an investor that might be into it or another company that had an investor that might be into it.”

James truly has a magnetic energy. Every time we chat I learn something indispensable. After all, one of our conversations inspired this blogpost, which I imagine is the first of many more to come. So, it came as no surprise as he’s getting interest left and right on his new venture.

*Some quotes were edited for clarity and my lack of a photographic memory. Sorry.

Photo by Tengyart on Unsplash

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DGQ 5: What startups would I love to have in my anti-portfolio?

ice cream, mistake, anti portfolio

In the venture world, there’s this concept of the anti-portfolio. A portfolio for incredible startups you had the chance to invest in, but chose to pass on. Usually the startups that qualify to be in this anti-portfolio have already reached mainstream – either having gone public and/or have reached unicorn status. For anti-portfolio references, I highly recommend checking out Bessemer‘s or tuning into Samir Kaji’s Venture Unlocked podcast, where he asks each guest about their anti-portfolio.

But having chatted with a number of incredible investors, what’s more important than names on an excel sheet is the lesson or lessons we take away from passing on the greats. Those lessons are the very answer to one of the most insightful questions an LP (limited partner) can ask. “How does your anti-portfolio advise your current investment thesis?”

In a similar way, life is a mixed bag of engineered serendipity and endured scar tissue. Our past mistakes inform our future decisions. You learn how to handle kitchen cutlery after cutting yourself a few times. You learn to walk after stumbling. And you learn to communicate after making a fool of yourself. We are a product of the scar tissue we’ve accumulated.

I’m in my first inning in the venture world, and admittedly, way too early to have any true hall-of-famers in my anti-portfolio. So rather than looking into the past from the present, I thought I’d look into the “past” from the future. A “past” that has yet to come, but will be defining of my future. Something Mike Maples Jr calls backcasting. Starting from the future and making my way back to today, along the way, figuring out what I need to do to get to that future. If you’ve been following this blog for a while, you know I’m a big fan of his mental model. “The future doesn’t happen to us; it happens because of us. […] Breakthrough builders are visitors from the future, telling us what’s coming.”

Rather than what startups are in my anti-portfolio, what startups would I love to have in my anti-portfolio?

On a similar note, for non-investors: Ten years from now, what are mistakes you’d want to have made that you tell yourself that it was a decade well-spent?

Photo by Sarah Kilian on Unsplash

The DGQ series is a series dedicated to my process of question discovery and execution. When curiosity is the why, DGQ is the how. It’s an inside scoop of what goes on in my noggin’. My hope is that it offers some illumination to you, my readers, so you can tackle the world and build relationships with my best tools at your disposal. It also happens to stand for damn good questions, or dumb and garbled questions. I’ll let you decide which it falls under.

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