Founder's Story - Do You Need To Live In Silicon Valley To Start a Tech Company | Ep. 415 with Moe Seye Founder and CEO of 1099Workers

Episode Date: July 4, 2026

Daniel and Moe Seye explore how work is being rewritten by AI, layoffs, remote work, and a new generation that does not want the same corporate path their parents wanted. Moe explains why Silicon Valley still feels like a place living in the future, and why being around impossible-thinking founders can reshape what someone believes they can build. The conversation moves into Moe’s own journey from Coca-Cola employee to founder, why leaving a secure job felt like a leap of faith, and how his companies uncovered a major gap: millions of independent workers have flexibility, but lack the infrastructure that large employers used to provide. Key Discussion Points Moe explains why Silicon Valley remains valuable for founders, not just for fundraising, but because the culture makes impossible ideas feel achievable. He shares that while tech companies can now be built outside Silicon Valley, founders in AI and frontier technology may still benefit from spending time in that ecosystem. Moe discusses the AI agent boom and predicts consolidation, comparing it to past technology bubbles where many companies disappear but the strongest ideas survive. He explains why AI may create more one-person or very small companies, where individuals can build faster without needing massive teams. Moe breaks down the rise of the 1099 economy, noting that independent workers are not just influencers or content creators, but also nurses, attorneys, realtors, financial advisors, plumbers, contractors, consultants, and more. He reflects on his years at Coca-Cola, saying it once felt like the dream job because it offered status, stability, and the kind of company name that made family proud. Moe shares how the founder itch eventually became stronger than the comfort of corporate life, and why leaving Coca-Cola felt shocking to people around him. He connects immigration to entrepreneurship, saying moving to a new country can be a person’s first business venture because it forces adaptation, courage, and self-reliance. Moe explains the core problem his company is solving: once someone leaves W-2 employment, they lose the infrastructure around healthcare, retirement, taxes, business structure, benefits, and support. He shares how customer feedback from existing clients revealed a major need: companies could support W-2 employees, but had no real solution for their growing contractor and 1099 populations. Takeaways The future of work is shifting from large corporate employment toward smaller, independent, AI-enabled companies of one. Flexibility is powerful, but independent workers still need serious infrastructure around healthcare, taxes, retirement, and business operations. AI will not just replace jobs; it may push more people to bet on themselves and build outside traditional employment. Customer feedback can reveal the next business before the founder fully sees it, especially when the same pain point keeps appearing. Travel expands what people believe is possible because seeing the world helps founders understand markets, people, culture, and ambition beyond their own bubble. Closing Thoughts Moe Seye’s story captures one of the biggest shifts happening in work: people want freedom, but freedom without infrastructure can become overwhelming. His mission is to support the independent worker the way corporations once supported employees, while giving people the tools to build, earn, and live on their own terms. This episode is a reminder that the next great company may not have thousands of employees—it may be one person, powered by AI, courage, and the right support system. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

We'll leave in the world where our parents and grandparents had to work for large companies that provided stability and security will no longer be the case. This is Moe, founder of 1099 workers, the platform built for the independent workforce. He built his career inside one of the most iconic companies in the world. Now he's building the infrastructure for the millions who'll never work for one again. So those individuals also need to be. assisted in. Oftentimes their hands are tied. Realized that they were actually a true need here. And the more and more we dug into it and investigated, we start noticing that there's a lot of

debate around if you want to start a tech company, do you have to be in Silicon Valley? You know, you were telling me earlier that you feel it's so important to at least spend some of your time living there. Why is that? I think Silicon Valley is such an interesting place. I feel like they leave in the future. If you want to to know what the future will look like in five, ten years, fifteen years. Living in Silicon Valley gives you a really good view, right, of what that future is. And another part that I really enjoy, which is why I believe anyone in their 20s should spend some time there is nothing seems impossible, right? You know, they said your, your network

is your net worth, right? I believe in Silicon Valley, your network is everything, right? So being in the space where everyone wants to do the most impossible thing and truly believe that they can accomplish that is something that there are very few places in the world, I believe, that can give you an insight into that. So if you have the ability, I would strongly recommend it. Do you think it's one of the best places to raise money? A lot of people I know, they go there for the fundraise.

They go there for the networking, VC networking, investor networking. In your experience, do you feel like is a game changer to go there? Or can you raise money not being in Silicon Valley? Yeah, I think over the last few years, right, there's been, you know, I wouldn't call it an exodus necessarily. of companies just, you know, being, you know, being formed in other places, right? I mean, Tennessee now is becoming a huge hub. Atlanta, Georgia, right? You know, has a really massive now, you know, tech side, depending on the industry, right?

I think if you're in tech, I would say more likely than not, I would want to be in Silicon Valley, you know, for raise, right? You know, obviously people are like betting on the, you know, things, especially tech-related. But I don't think you need to be in that space now, generally in that vicinity in order to raise. The world is now mostly remote. And, you know, there are lots of places where, you know, tech company or startups are being formed and being, you know, over successful. I was just at an event in San Francisco. Everyone is building an AI agent company. And I'm like, how is there so many people building the same AI agent? It's the same thing

doing the same thing. Right. And then you have yourself, you're building something unique and you found a problem. Do you think a lot of startups are going to fall into this trap where they're all solving the exact same problem

and how many of them can survive? You know, I think there will be a consolidation at some point, right? When I think back of the internet bubble, right, in the early, I was very young, but I've read stories. And, you know, there is a world in which, you know,

80% of those companies won't survive. But I don't know that it necessarily matters, right? So for the sake of where the future and humanity and have you, I think it's part of a journey. So I believe a lot of these AI companies that are being born. By the way, I'm not claiming to be an expert by any means. You know, in AI, I'm learning and always evolving every day. We're all learning.

Yeah. There's a new update, right? I mean, it's moving at such a speed, you know, that I think is going to be at some point of consolidation. and I read an article this morning that AI companies are looking to purchase or acquire consulting firms. And there is a world in which in the coming years, the large consulting firms will be, you know, you'll have consultants in airplanes like we see today, right?

That will be, you know, consulting companies on how to leverage AI, right? So I think there is a world in which there will be a massive consolidation of, you know, of these AI companies, right? all of them that are popping up. But it is the right term. It's, you know, I think it's evolving and there'll be some learnings. I'm sure there'll be, you know, a crash maybe at some point. And it will, you know, fizzle out the small guys and some of the guys who are building something really big are going to, are going to, you know, going to excel and be successful. So as far as what we're building at 1099, we obviously are leveraging some of those. We're learning, you know,

how to leverage the, you know, AI to power the infrastructure we're currently building. So but it's it's one of those right. I mean I literally was on the plane messaging with our developers. It's like we need to sit down. I need to make sure we're not being left behind right in regards to you know. That's the scary part. It's scary so fast. So you know so now someone can stand up a company and I'm hearing that there'll be more unicorn companies being born with one founder or one employee and that sort of thing. I believe the first company sold for over a billion dollars with one individual in it right and there'll be more and more

of those companies, right? So hence why 10-9 workers was born, right? So there will be a world in which, right, you will have an entire generation of individuals that will leave college or may not even go to college. I'm not sure that it will be needed, right?

And will never work for a large... I don't think they want to. Right? They don't want to. And I'm not sure that even the companies want them to, right? Yeah. Facebook and, you know, some of these companies are laying off 10% of their staff this quarter, another 10% next quarter.

So we'll leave in the world where the GM and the Fords of the 40s and 50s where our parents and grandparents had to work for large companies that provided, you know, stability and security and then, you know, retirement, right? We'll no longer be the case, right? I mean, we're living in the world where now we are, we will be going to complete opposite of that, meaning all of us will be a company of one, right, or two. or three, right? But we'll build something really, really cool and build it really fast, right, you know, with AI and whatever else. And but what we will miss is the infrastructure,

those large enterprises had provided, right? So now how do we build that infrastructure to support the company of one, right? And that's what we're building. I think they want to dance on TikTok. They want to be content creators. I know so it's like everyone wanted to be an actor at some point and they they had to work as, you know, a waiter. Now it's like everyone wants to be a content creator. But you need to also make money because content creator doesn't mean you're going to make money. So then that became 1099. And flexibility, it's almost as if all these technologies, everything is kind of culminating to this point where this generation, like 20s and below maybe in 30s, it fits perfect into what they want.

Right. So what's interesting as we're, you know, diving into the 1099 workers industry. We found that, you know, we're calling it 1099 workers. Some are calling it gig workers. Some are calling it being self-employed or some are calling it contractors. Right. But that's something that's going back sometime, right? So, for example, you know, attorneys, most of us don't think of them as, as, you know, employee of one.

Many of them are, right? nurses, more and more nurses are, you know, we call them travel nurses or independent, right? So they want that flexibility, they want that freedom. And you have your realtors, right? You have your financial advisors, right? You have, yes, you have your influencers, you have your content creators, right? But obviously the content creator is a, you know, small piece of that entire population of, you know, you talked about 76 million Americans right now.

So call it an offer of 70 million Americans are falling in. within this gig economy, this 99- workers' economy that we're talking about, right? And half of those individuals are full-time in whatever space that they're in, right? And that space could, you know, again, very well be some of those white-collar enterprise, right? Individuals that we discussed, right?

We talked about the lay-offs that's happening in tech. Most of these individuals, I think, at least a good percentage of them, I don't believe we'll go back to corporate America. Right? Who's gonna hire? Like a mistrust too. Exactly.

And you don't want to go through the getting fired again. Getting fired again. So do your own thing. Control your death. I've been there, right? And at some point you want to bet on yourself, right? I mean, you know, a couple of years ago, they were throwing all kinds of money at developers to be hired, you know, Facebook, for example. Right.

And today you're you're laying them off because, you know, you've been replaced by, you know, by, you know, by AI agent. Right. So I believe a good percentage of this population will actually will not go back to traditional employment. Right. So yes, they're content creators, right, and some of them are extremely successful, right? You know, hopefully found a story. Obviously, he's interviewing a few of those folks, right? But there's also the other half of that population that could be, you know, your plumbers, your, you know, your landscapers, right?

You need a lot of plumbers. We need a lot of plumbers. A lot of plumbers are here making. That's a good company to have. That's one in the tree that's not being replaced by AI anytime. Let's go back to Coca-Cola. Yeah. You were the W-2 employee at Cozucola.

Right. You know, I imagine when you were working at Coca-Cola, you thought, I could do something more in life than work at Coca-Cola. Not to say working at Coca-Cola is a bad job. Right. But as an employee, did you think at that time, I want to do something more? I spent eight years there, close to eight years. And the first half, no.

I mean, it was a dream, right? I mean, you know, I think for most of us back then, I'm a little older now, you know, you wanted that security, you wanted that stability and you wanted that name, right? I mean, you want to wear, you know, the badge, right? I work for Coca-Cola, right? I mean, that's the big thing, right? And most of the people that I work with, this is, again, going back almost, you know, I mean, approaching 20 years now, are still there, right? So it's the good old American company, good story. I have a stable job.

I'll retire there. Right. And so when I joined Coca-Cola at, you know, 19, 20, right? While it's cool, I mean, it was a dream come true to work for a company that Vick. Right. And the first half, you know, as you're finding yourself in the world and, you know, as somebody in their early 20s, you know, you want to just learn as much as you can. Right. So the first half just wanted to make work my way up the corporate ladder and spend us maybe retire there. You know, my parents was proud. I was proud. And then I wanted more, right? I think, you know, there's a, some of us have that entrepreneurial spirit that's within us, right? And, and I saw people who were there 10 years, 15 years, 20 years, and planning to retire there. I think I want more than this, right?

That can't, I don't want to be a guy. Yeah, yeah. So I like, I relate to that. And I remember turning my notice and everybody was like, oh my God, where are you going? Right. So it's like it was maybe 50 account managers. That's the biggest mistake. Yeah.

How are you going to leave Coca-Cola? Where are you going? There's in the world outside of Coca-Cola, right? So and to some degree, they wasn't. So it was a huge leap of faith, right? People don't leave companies that, you know, like Coca-Cola, at least at some point. Obviously a new generation now, it's, you know, they obviously don't want that. But yeah.

So at the time, It was, you know, that was the ideal place you want to spend, you know, probably the remainder of your career. And I think for every founder, you know, there is just that itch that's there, right? No matter where you are, no matter what infrastructure, you know, what support, what financial, you know, level you make it up to, you always will wonder, right, whether and maybe have the itch to just do more. And that's what it was for me.

How did your parents take it? when you want to leave the job. Parents were immigrants. They're like, you've got to follow the path. You got to go to college. You become an employee and you save for retirement. And that was the path for both my parents. And I don't know.

I guess I was considered a rebel to some degree, right? So, you know, because I'm an immigrant, I feel like being an immigrant, your first business venture is, moving into another country, right? I didn't speak English, right? I've learned it. I could navigate, right?

So I learned it in school, but it wasn't my first language. And, you know, so taking that leap of faith of going to a completely new world with people that, you know, you don't know, you don't speak the language, right? And if you can make it through that, I believe, you know, you just can. make it through anything, which is why I believe that people should travel, should travel the world and see what that is, right? Not just because a nice vacation and taking pictures or visiting a beach, but just because it opens your eyes to a world that's so foreign, but then you realize that you can do it, right? And so for me, I think that was, you know, maybe that's, that wasn't necessarily

the, you know, going the opposite path or, you know, whether I should even go down I was just figuring it out, right? But I knew that if I could make it here and make it, you know, and figure it out, that I'm going to keep betting on myself. I'm going to keep taking the chances and hopefully it will pay off. What do you have to lose, right? Nothing. You start from zero.

You crack from zero. You can go back to zero. What are you going to do, bring me back to zero? That's where I started. What's your favorite place to travel to? What's a place when you go, you're like, I feel the vibe so much that I can live here. Yeah, so I love Asia. So I've, you know, I've visited, you know, several countries in Asia. In, in Asia, I think my favorite place so far has been Vietnam. You know, I haven't been. I want to go.

Yeah. So, you know, Thailand was really great. I just love the people, less the place, right? I've gone to some very nice places. Obviously, nice. You know, Europe is always, you know, great place to visit, right? but the people of my experience of, you know, being in Southeast Asia has just been the best, and that makes the experience even more fulfilling and more enjoying. I can relate. I need to get to Vietnam. Thailand, amazing. Like $2 food is incredible.

Although it's too spicy for me. If I can be honest, we'd be like Thailand and India, I can eat the food. Okay. It's very hard. It tastes amazing. I love it there. But my stomach is very angry. Let's go to the problem you were solving.

So you went into an industry that you had no experience in before. I think you have a different perspective. When you grow up into something and you've been doing it for a long time, you're kind of in a box. When you come from the outside, I think that's really when people say, why can't you be doing this different? Because everyone in it is, that's just how it is.

What was that moment for you? Yeah, so I think coming from the, you know, you hit the nail on the head, right? Having a different perspective, right? Being and sometimes, you know, even as entrepreneur, it's really important to take that step back a bit, right? And when you are too close to something, you tend to miss, you tend to develop blind spots, you know, over time.

You know, so for me, you know, I just happened to be in a different space, but I kept seeing a need that existed. And as an entrepreneur, you know, leaving my tech job, right, had an infrastructure to support all of my needs, right, from a benefit standpoint, from, you know, healthcare, right? So from all the pieces, right, that we used to when working for a large, you know, corporate America, there is a certain level of security that exists, right, for working.

The financial piece obviously is one, but then there's the other infrastructure that exists to support you as an employee and make sure all your needs are met, you know, for the most part. But once you, you know, once you step away from that, you know, from that world, you tend to miss that, right? So now you're all on your own, you know, trying to figure out how do I, build the business and make sure that it's successful, right? But then there are all the other pieces that are also missing, right? And that's, you know, how do I, you know, structure my company, right?

Should it be an LLC, S-Corp or C-Corps, right? Do you even know what that means, right? So, you know, how do I file taxes, right? I'm no longer a W-2. How does that work, right? So what about my retirement? What about my health care? What about all these pieces, right?

So, you know, obviously you can Google enough times and have singular solution, but there's, we noticed that there was not an infrastructure to actually support it and then you play back to where I started, right, and had to learn all of these things over time and make all the mistakes that are, you know, oftentimes costly. We wanted to bring that infrastructure and have a place that individuals can come in and have an infrastructure, and a framework that can support them so they can focus on what they want to do and what they do best, right, which is building their company. Why do you think someone hasn't really tackled 1099 workers?

Why hasn't the problem been already solved? Yeah, that's a good question, right? I think, you know, the system has been designed to support small and mid-sized companies, right? So when you think of America and what make America is super successful is, you know, the support of small businesses, right? And when we think of small businesses, we're thinking of the mom and pop shop with nending. employees, 20 employees, typically 50 or below, right? That's the majority of companies in America and the majority of the workforce, work for that, you know, that type of companies, right?

So for years, you know, for decades, that's the infrastructure were built to support that. Right. And, and what hasn't happened yet and I believe, you know, it's going to catch on here is now this new generation of kids who don't want what that wants or, or, or, or, or, or, or, or what their parents wanted, right? Hence the reason why so many businesses in America are for sale, right? And the kids don't want it, right? I was there was a point where, you know, if you had a company, you want to leave it behind for your children.

Yeah, you don't want to do that. So the kids don't want it. They want a podcast, right? They want to be an influence. Pave their own. They want to pay their own way. Right? So they don't want dad's insurance company. Like, that's boring. I don't want that.

Right. So, you know, so then all of a sudden, you know, the ecosystem wasn't really designed for that, right? So and you asked, you know, why hasn't it built? And I think, you know, I think the question just goes deeper that nobody really, maybe the system doesn't really care about that one individual, right? You know, so, you know, everything we do has been designed for the enterprise is more lucrative, right? It's all of the boxes, right? But as an individual, why do I want to solve for just Mo? Right.

And we will take time, right? So we want to change that, right? And we want to be, you know, the infrastructure. that support a company of one, right? Not just the company of 50 or 100 or a thousand. Solopreneur. Solopreneur. I didn't think about attorneys, nurses.

I didn't even think that there's all these people that are already functioning this way versus it all of a sudden being people that want to do it. Your CPA is one, right? I mean, you know, so your accountant is one, right? I think people too, it used to be, I want to open a business. I want to have 2,000 employees. And that was the dream. Right.

I want to raise $500 million. I want to have 1,000 employees. I think people realize that comes to a lot of sacrifices, issues. It's also 1.0s or 1% where I ever even get to close to that, where it's like, what if I can have a business that has a less headache, that I can function, makes money, and then gives me the freedom to do anything. Let's just say hypothetically, AI takes over the world, machines,

we don't have to work anymore. What would you do? Because I think I'd want to be a DJ, but what would you do? I will be your hype man. So, you know, every DJ needs a hype man. So I'll be there with the mic, right? And I'll, you know, be, you know, getting the hype, the crime. Like that?

All hyped up. No, in the serious. We can switch. You'll be the DJ and I'll be the hype. We can go back and forth. Because I'm not sure if I'd be a good DJ, to be honest. So I think I actually might be a terrible. You know, yeah, you know, I think we can just, you know, bounce ideas of you.

We'll feel it out. We'll feel it out. See how the crowd reacts. I'll take one of the third tables. You take the other. We need to come over with a name. A.J. name. We can come up with that later.

Yeah, yeah, yeah. We don't have enough time. We need to ask AI. That's true. Come up with our DJ name. Probably we'll come up with a real good name. Mo, Dan, like, come over with something. You're on to something.

Because we have to go to Senegal. Sure, we do. And we need to see the street name with Mo. That's right. It's a street name with Mo. Yeah. We got to go there. Maybe we can DJ there.

You can do that. That would be the first spot. Yeah. When you go back and you look at the moment where you said to yourself, okay, I started. business, I'm getting some success. I'm going to put the gas pedal. What was that moment like? I think what validated what we're doing, right? Because us entrepreneur, we always, well, we tend to have, you know, crazy ideas, right? How we can conquer the world, right? Oh my God,

they sound great in our head. It sounds great. Yeah. How could no one ever thought of this? I'm the only one with this idea, right? I have a lot of those. Okay. And then they come out with it and I'm like, I thought of it. I thought of this. They never give me credit. You know, so, so all of, I mean, I would probably guess that most businesses have been thought about by someone at some point, right? What separates us is the one who takes action and the one who doesn't, right? And, you know, so, but for me, what, you know, what, you know, triggered, you know, that I believe we have something real special here is just realizing the need, right? So over the, you know, one of the companies that I owned, managed health, you know, we help small

and mid-sized businesses with their employee benefit solution, healthcare, wellness, and what have you. And, you know, one of the, you know, the, you know, the issues that kept coming up with, you know, for some of our clients were, you know, hey, I love that I can, I can solve for my W2 employees, but what could you do for my 1099ers? Right. Okay. And it was interesting because, you know, these were oftentimes, you know, good-sized companies, right? maybe a thousand or so employees, right?

But they'll have a much larger population of contractors that works there. Right. So every company that has 20 or 30 employees may have an equal amount of contractors or oftentimes much larger. Right. So we realized that they were actually a true need here. And the more and more we dug into it and investigated, we start noticing that the gap was even wider than we expected.

So these are just at the company's level, right? So when we think of, you know, the 1099 or the ones that we mentioned, right, we talked about the individual just one person, right? And oftentimes they actually are part of a much larger enterprise. We mentioned Coca-Cola. Coca-Cola may have, I think, maybe 100,000 employees now, right? But they may have tens of thousands of contractors that don't work for a company, right? But come into the building and they're responsible for other, right, other, you know, task or whatever. not within the enterprise, right?

So those individuals also need to be assisted, and these companies want to provide some sort of solution, at least some infrastructure for them, and oftentimes they hands are tied, they can really do it, and I think that's where we'll come in. Listening to the customer, I think a lot of people have an idea because it's what they think. I think I want to solve this problem because, you know,

I don't like how pizza is being made or whatever it is. But the customer doesn't care. And if your customer doesn't care, if you have no customer you're a customer of one you're kind of screwed right your business will never take out so it's fascinating how you you listen to the customers needs or even just you saw a problem that your customers existing when you're going to launch a new business because that could make a break right you could do it too soon you could do it too late you obviously did it at the right time when you're going to shift from this business to this business to this business what is that moment like

how do you look at the landscape and say this is the time? Right. Great question. And it's interesting because we have, you know, we have within our organizations, you know, what we call a voice of a customer, right? It's literally the name VOC. I love VOC scores. Okay. Great. So like a 95. Are you? I don't know. Okay. All right. So you're my customer, so you have to tell me. All right. I'll tell you when you're done. Yeah. So we go back after every single one of our clients, once they, you know, once they onboard, right? call and they come on board, right? So we have these touch points, right, where, you know, we have a, you know, our team will meet with the client and, you know, ask a few questions, right? You know, call it a survey, right, but an in-person survey, right? We want to understand how we've done,

how was the experience from the very start to the very end, right? And we also scheduled touch points, right? Because your experience onboarding, right, we probably have those, you know, those, we all work with companies that did a great job until we signed on the dotted line, right? And survey levels just went down right after that, right? The check cleared, so, who cares? And so we have touch points on a quarterly basis with our clients to understand what, you know,

how was the initial rollout, right? How did we do coming in as a new client? And how are we doing on a quarterly basis, right? What could we do differently? You know, what services could we provide? That could certainly add more value and what not, right? So, you know, most of us spend quite a bit of effort to acquire a new customer, but oftentimes don't spend the same amount of effort to maintain that client, right?

Or, you know, even grow that, you know, from that client, right, by way of referrals or other means. But so we are truly intentional by understanding what they needs might be. and instead of making just assumptions based on what I believe the need might be, we want to hear from the individual, right? So we want to hear, you know, from then, hey, you know, what could we do differently? What did you enjoy about what we've done today? You know, what is it that other services that we could be providing, you know, that would have, you know, make your enhance your experience and so on and so forth, so forth.

So we try to capture as much data as we humanly can. And when we are making these decisions, they become more intentional instead of you know, just trying out new things. And obviously you waste a lot of, you know, resources, time, you know, effort, financial, and the whole night. I think it's really important. I have so many vendors we've used. And once you sign, you can't even get a hold of anyone. They're like, talk to my chatbot.

Right. Customer service in the U.S. has gone downhill from all aspects, not just when you go buy something, but also I feel any service, which I think is why 1099, you take it so serious. I like working with really, really small companies because you're not just a number. You are so important to them and you could talk to everyone at any level. And they're dedicated to you. So my wife and I wrote this book called Unlimited Possibilities, which really stands for the moment where you broke through a barrier, you did not think was possible. What is a standout time where you broke through a barrier that you didn't think was possible?

Sometimes I don't even think through it in barriers, right? And, you know, as founders, I think it's really important for us to take a step back from time to time and just breathe, right? Once you're in it, we're just going and going, right? So you can have all these accomplishments, at least for some of us, maybe not all. We don't even take the time to actually take a breather and enjoy the impact that, you know, that we're having or that we've made. One of the biggest one that stand out is, you know, one of our client in the nonprofit space. And they, you know, it's a company out of, you know, out of the West Coast and they service, you know, you know, battered women, right? And, you know, and when we introduce our solution, you know, they were skeptical at best, right?

Because we were able to, you know, provide health care solution and we were able to implement you know, mental health services for them, you know, at no cost, right, behavioral services, right? Mental health becoming a big thing, obviously, you know, for some time, but certainly since a little bit. And completely changed the, you know, the organization from the inside, right? So the employees just were, you know, felt super grateful to have access to, you know, such quality benefits, right? And so seeing the feedback, right, when we talk about the voice of the customer, right? And all of the voice to the customers make it to me on a monthly basis, right? So we complete this exercise.

And at the end of the month, I, you know, receive a kind of a recap of every single enterprise that we've done this for and all the feedback, the good, the bad, the ugly, right? But to just read what the experience that some of our clients, you know, were having, right, employees that, you know, couldn't have access to care. all of a sudden they could, right? And how that impact in their lives, right? So for me, that's kind of, you know, that's the why behind what we're doing on our mission, right? So there is obviously the infrastructure that we talked about, can we support, we can you do all those things, but why, right?

And it's to really help, right? And, you know, some of us want to, you know, make it big and stock nonprofits and do things. But there are other ways to really provide, you know, to a certain level of service, right? So, you know, that servant leader attitude and want to create a business that actually can serve others,

you know, it's super important for me. And every day that we're able to do that and really have an impact in someone's life, no matter how ministerial that is, right, is really truly fulfilling at the end of the day, right? So someone today is going to watch this podcast, right? It's going to watch the founders back.

podcast and have a level of motivation, right, or inspiration, right, that they, you know, that they didn't have before, you know, hitting play, right, and watching this, right? So, so you may not look at it, or oftentimes we just don't look at it as, as having an impact in someone, that that could be the reason why they decide to actually take a leap of faith and build something really big, right? Or think of, or saving them time in years of mistakes, right, by listening to some of the guests that you have and that get to share their stories. So this is why this is so important, right,

to have this voice and this microphone. Final question for you. You said something to be very important. Talk about something that's important. Earlier you said something. Stuck with me about the importance of travel for you and getting out of your bubble and seeing other things that are possible.

Yeah, yeah. So, you know, I was fortunate to, to have the opportunity to travel as a young kid, and it opened up the world, right? I mean, you know, for me. So as an adult, you know, I get to travel with my family and my kids, and I want them to experience the world, right? I want them to see all of it, right? We all come in different shapes and different sizes, right?

I want them to see the buildings. I want them to see the mountains. I want them to see the jungle. I want them to experience it all, right? Because often times we're stuck in this bubble, right? And, you know, if you leave in Atlanta, Georgia and your whole life revolves around Atlanta, Georgia, right? Or maybe, you know, when you get to travel, it's Mexico into the beach. There's nothing wrong with that, by the way.

Great. But once you start to experience other parts of the world, other people, other culture, right? Nothing seems out of reach, right? And you have, you develop, you know, a certain level of empathy. a certain level of, you know, confidence, right? And seeing is believing, like you mentioned, right? So if you want to conquer the world, but you have no idea what the world looks like, what does that mean, right?

But when you get to see it, right, so I could say, quo, this is amazing, I can actually do it, right? So all of a sudden, you know, your eyes, you know, just light up and you feel like you can do it, right? So to me, that's the first thing, like before anything else. Like it's just the ability to just think of it as a, you know, the universe is just so massive. You only know what you know, right? When you see highly successful people, we were talking really about like homes for $20 million to $100 million.

If you only think that a home can cost $100,000 at most because that's what you've seen. It's way different than when you see a $100 million home and you think about what did that person do to get there. Not to say that everyone needs to own $100 million home, but just the fact that I can strive to do something. something because in the end of the day when you meet successful people like yourself, we're all just people. Right. And we all started somewhere. But, Mo, this has been great.

Thank you so much for joining us today. I think you're going to inspire a lot of people. That's exactly right. So that's why you go 10.99. But thanks for joining us today. Thanks for having me. It's been a pleasure. I appreciate it.