Silicon Valley Girl: AI, Tech and Career Growth - $215M AI CEO: How I’d Build a Profitable AI Startup in 30 Days (2026 Playbook)

Episode Date: January 5, 2026

Young Zhao is the CEO of OpusClip, one of the fastest-growing AI tools with 50M users and a $215M valuation.In this episode of Silicon Valley Girl, Marina Mogilko talks with Young about how he built a profitable AI startup after multiple failed attempts. They break down a realistic 2026 playbook for founders — how to find a problem worth solving, when to pivot, how to get your first users, and how to think about pricing and unit economics early.A practical conversation for founders, solopreneurs, and anyone serious about building an AI startup that actually makes money.

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Fit for your ambition for Citizens Bank. So let's imagine you have to start a company again. Walk me through the first 30 days. What will you do? If I have to start a company again, I think the first thing is... This is Young. Co-founder and CEO of Opus Clip, an AI tool that turns long videos into viral short. In just two and a half years, he built it into one of the fastest growing AI companies in the world.

50 million users, $215 million valuation. LLMs are advancing so fast and large companies are releasing better and better products. Do you think there are any niches or problems that are not worth solving anymore? If you asked me like three years ago, the answer will be much simpler. I think every AI founder should be somehow a GI peeled, which means that you can predict what the foundation models can release in the next few weeks or month. The rules have changed, and most founders don't see it yet. Young breaks down where the opportunities are, what to avoid, and what it takes to win in

26. Okay, Young, thank you so much for being here. You've built one of the fastest growing AI companies, 12 million users in 12 months, 215 million in valuation. Can you introduce yourself in 60 seconds? What do you do? Thank you for having me, Marina. I'm Young, co-founder and CEO at Opusclip.

We built the products that turn long-form, dense information content like articles, blogs, footage, papers into engaging content like short-form videos that can attract your audiences worldwide. We have gathered actually more than 15 million users in the past two and a half years. What? This is crazy. Wow. Super crazy. And also, like, your story is fascinating because you started during COVID and you started with all the different features and only this one stuck. Can you talk to me about this?

mindset of like trying things and seeing them not work and not giving up. Yeah, it's kind of frustrating for sure. I think in the early days, like we are like new founders or early founders. It's actually the passion that drove us to continuously try different things. But like probably after half a year or even one year of trying like, let's say three to four different things, if you don't still get any early signals of the product market fit, you will be easily fatigued. So I think that's the challenge and we're kind of lucky that we first build a left-streaming tool. Nobody likes it, but there's only one feature that is like the clipping feature in the last-streaming tool that had somehow early signal of the product market fit.

And also thanks to the time, which actually in the same week, ChaiGBT was launched by Open AI. So we quickly married that to this standalone feature and pivoted to a new product, which is the Opus Clip right now. What should people pay attention to when they decide to double down on one particular feature? Good question. So we were not tracking any classic OG AARRR kind of metric. We didn't build a product for Opusclip in the first day.

We actually engineered the result, the final outcome, the final videos, and just email them to all of the potential customers. Oh, so you're like manually created? Yeah, well, that's how you start. Like we, we work with the AI to edit all these videos and send out to all the potential customers. And I think we got like more than 60% of positive feedback. I love this clip. I want to use it.

Like I just want to tweak one thing and, you know, I can publish it right away. So those are the very early feedback. And then like after a few more weeks, we built the product into a Discord bot. still no interface, right? So we save a lot of time building the UIUX and all that, all that kind of stuff and just focus on delivering the value, validating the outcome. So we grabbed hundreds of thousands of creators into our Discord channel and they are playing with the bot.

So what we were looking at, or basically their retention, right, their engagement of that tool. But beyond that, we also look into the discussions around the content. Like we saw people, hey, how do you get that content? How do you get that piece of the clip? So I think in the early days, quantitative data are important, but qualitative data or feedback is also super important. When we start hearing people complaining about the queue, complaining about the quota of their data usage, we realize this is the part of market fit moment. Nice. And was there a metric when you said you were tracking how often people were coming by?

to the bot in Discord, what's a good number? Because I feel like it's not something like Google, right, when you're like Googling several times a day. But for a feature like yours, what's a good metric? Yeah, the general use case for content creator, let's say, they would normally have like one piece of long-form content, long-form footage, and they want to use our tool to generate like five to ten short clips

so that they can post to their channels, one clip a day. So I would say the average, frequency of using our tools like on a weekly basis. But when we see people like come to use it every day or you know multiple times a week, that is a very strong usage. Yeah. Beyond what we can imagine. So based on this story that we just talked about of you ended up finding this feature, what would be your advice to all the startup founders? What would you say is the key learning from that? The key learning is that you should build a real business with the product, not a cool demo, right? Because many people just start with building a very cool demo. They showed it off

to the people and, you know, it looks like magic because the demo really demonstrated. You abolish the way it looks, right? Yeah, exactly. Yeah. So the demo shows a very strong capability, but many founders failed because they didn't find a partner market fit for a real business. What that means is that they are not solving, probably they're not solving a real paint point, a real painful job to be done in the real world. Because before your product, if it is a real painful job to be done, there must be a lot of alternative solutions, like, you know, humans do the job, or they use some internal tools, or they manually just, you know, concatenate a couple of different snippets or solutions to make it work, right? They spend extra time, effort, or, you know, painful hours

to get the job down. So are you really replacing? those type of like tedious or human heavy workflows. That is one part of, you know, whether it is a real business. The second thing would be how your customers understand the values you created, right? If you can tell your product value in just like 10 words, maybe or probably you're close to a real business. If your product is just cool and all the feedback was like, this is amazing, this is awesome. But nobody want to give you their credit card information. Nobody wants to ask you what is the, you know, what is our pricing tier?

It's also not helping you get to the partner market fit as well. I really like the way you approach this. So you figured out the problem that people are solving manually. And then you created a product manually without any interface. And then you saw the user's feedback. I really like that approach. If people want to use that approach, what would you say comes first? Passion about particular problem, either or the problem itself.

Yeah. I would say both of them are. critical, but my first principle for passion is actually not necessarily the passion for solving the problem. I think passion is something more emotional. I think all the entrepreneurs, all the founders need to have the passion to be a problem solver. You need to have the passion to be a builder, to be something that people want, to build something that ideally change the world. I think that's the passion founders need, right? You don't have to have a passion for like video clipping. You don't have to have a passion for like, you know, running a restaurant. I think all you need to

have for passion is to be a problem solver, be a beauter, be a game changer. And rationally speaking, the real painful job to be done is something that is inevitable in your journey. You have to be very rational to figure out this is a real problems to be solved by my passion, right? So the deep understanding about the industry, about the workflow, about the customer profiles, about the use cases, those are all rational. So I think an emotional passion for like a bigger picture just to be a builder plus the rational conviction for solving a concrete problems that you know very well. Those are the necessities for becoming a founder. Yamava Resort and Casino at San Manuel is California's number one entertainment destination

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Need a hiring hero? this is a job for Indeed sponsored jobs. Let's talk about your new Agent Opus. I heard this presentation where you compared where your tool is doing now to human editors, and yes, human editors are slightly better, but when it comes to someone who's just starting out multiple channels, agent Opus becomes invaluable because it just takes all the content,

creates, I guess, all those channels. Can you explain how it works? We couldn't have two products, right? the Opus clip product is like a very refined workflow or agentic workflow that follows a rigid plan and then execute it. The agent opus on the other side is more agentic. There is no preset workflow and the interaction for users is that you can just drop your idea, your story or some links or some assets. and instruct the agent to do whatever you want them to create. So the agent is more playing the role like a director, right?

It's not a video editors, not a video creator, it's not a video generator, it's not a designer. It is a director. I think about, you know, how director works in those movie studio. They are like a true leader managing and collaborating with multiple different functions There are designers, producers, artists, researchers, and script writers, scene writers, right? There are so many sub-agents in Agent Opus all reporting to the central director agent. So I think that's the magic part of it. Because when, well, everyone says I'm using AI, I'm building AI.

But I think building a team of AI is another level. challenge, but it also unlocks another level of superpower. So when we saw that agent, the agent, the central director agent, designing a plan and also orchestrate among the other eight to nine agent, it is a truly end-to-end autonomous experience where the input is just some article or pieces of news, while the output consists like well-written script, polished voiceovers, photo-relisted avatars, real-word access source from the entire internet and also YouTube, plus AI-generated scenes, animations, infographics, along the video.

So it's a true multi-agent, multimodal agent workflow. And so I can drop my LinkedIn post, right, which is a written post. and you'll be able to create a video out of it? Yeah, exactly. So can you show the new AI feature? Because this is something that we're doing a lot. We're trying to repurpose whatever is going viral on LinkedIn. This is so funny.

I posted myself sitting in the garage on a call because my kids were going crazy upstairs. They just couldn't take the call upstairs. And I'm like in this messy garage and freeze eight. And it got 120,000 impressions. And ideally, I wanted to be. come you know something else I can post so so copy link right you copy and paste you can just say like create a video of this LinkedIn post and shall I add

more prompts like make it a viral real or yeah or it should or is like pre-prompted yeah it's pre-prompted but you can always always add or you know you add some thought on it up to you so For voice, you want to also create your own voice, but let's just like use our default all voice. What is the hook? Hook is that we have different hook templates, like the fast cuts, article highlight. Right now it's kind of slow.

So probably takes about like 30 to 60 minutes. Oh, 30 to 60 minutes. Yeah, we're optimizing the speed. Hopefully you can get out to like 20 minutes in two months. I'm going to show you the result. work and home lives blend together now more than ever, a constant zigzag between professional calls and family chaos. Okay, so with all of this, what will happen to creators in three years? So like in general, creator economy, how do you see it evolving with all the agenic tools?

I think the entry barrier to create something is going to dissolve so that everyone has the superpower to become a creator. That's a brutal fact. and it makes the competition much more challenging, to be honest. But the good thing is that everyone now don't have to think about, you know, what two do I need to use or what techniques, what expertise do I need to learn. But now you can focus on figuring out what is your uniqueness. How should you stand out, right? What is your unique narrative of your story?

What is your unique messaging? What is your unique tone? What sets you apart? So just focus on yourself, focus on your own story telling. And in one or two years, no more than three years, AI can just deliver the job for you. They're doing actually the dirty work for you, but you're going to be the real creative one. But it's crazy. The competition is going to be insane.

It is. Do you think there's less and less time to build a personal brand? Because what happens if in three years everyone has access to tools, everyone tells the story, and then we don't have enough eyes to consume all that content? Do you ever worry about it? I don't worry that too much because think about like 10 years ago, five years ago, when you want to build a personal brand. I think most of the time you're wasting is to edit the video scene by scene, right?

It's to design your colors, design everything like page by page. I think that's how you waste at the time. So the analogy is that if you have to spend five months building your personal branding from zero to one, But nowadays, it's like you just need a couple weeks. Yeah. My like thing, because I started 10 years ago and I remember editing all the videos. Yeah. Something that set me apart was the willingness to do that.

So my content was super mediocre. But because I took the chance of like, you know, spending six hours started a video, I got my followers. It's impossible today. Like if my content is mediocre, it's not going to be noticed. That's the thing, right? So your story either has to be extraordinary or that's it. Do you think we still have this opportunity to showcase our personal brands or because there are so many, we're getting saturated? The good storyteller or the real unique people can still have the advantage.

Think about carriage versus cars, right, 100 years ago. Very few people have cars. So it become a privilege to be, you know, one of the fastest people in the world. Nowadays, everyone are able to drive a car. Almost everyone are able to drive a car. But there are still Formula One drivers. There are still, you know, WDC drivers who are, you know, way faster than the ordinary people. So I think probably, you know, 10 years ago, you showed your willingness to build your personal branding by spending extra time, writing content, polishing your website, editing the videos.

But I think in the future, people who want to stand out should still probably be. spent a same amount of time on something else, not using the tools, not, you know, building by yourself, but the time should be spent on thinking they throw how you should stand out. So I think time spent probably the same, but the actual work are completely different, which is more human, actually. Yeah, yeah. I like that reply. I like the car analogy, actually. Thank you. So let's imagine you have to start a company again now. Walk me through the first 30 days. What will you do?

If I have to start a company again, the first thing is always to figure out what is a real painful job to be down. So I'm the prototype of founder who don't start everything from technology, but from users from the market. I have to segment my market to a very clear, very vertical niche

that I can clearly understand their existing workflow, their existing pinpoint, their existing alternative solutions. And then, I think probably I would have to spend, you know, the first couple weeks, two or three weeks, understanding the real use case, the very specific ICP. And the second thing is to just engineer a, you know,

prototype or proof of concept. I can do that very easily with all the Vibcoding tools right now. What's your favorite? Well, I'm a heavy cursor user, but I tried many other different tools. The cursor is my go-to tool. Yeah. Because I came from engineering background, so it's more familiar with the IDE. The step two is actually just a couple of days should be good enough to have a proof of concept.

And then I go back to share that with the early user. users, the ICPs to get their feedback. The feedback should not only about do you like the product, but also what kind of problems are I solving for you and what is the value you perceive, which means how much money you are willing to pay for it. So that process probably is the majority of the early 30 days. But I think on the other side, I'm also, I also need to think it through about what kind of propensity data can I possess along the way?

And will that data set grow as the product grow, as the user grow? We don't have to build toward a moat or a very clear plan of defensibility, but I think we need to have that idea at least well thought in the first early days. Because you can't avoid it, right, when you really launch the product. So it's better to have something in mind, have some idea in mind. Like what makes you stand out in the market and what makes people come back? Yeah. And if you ask this question, especially nowadays, especially we are entering 2026. We're switching between apps like crazy.

Yeah. Like there's new shiny app, you install it. You're like, oh, I love it now. But the next day something else comes out. And it's so easy, unless you have history with a certain app. Yeah, exactly. So the last thing I think we should consider is the distribution channel. I think the competition is totally different, yeah, two years ago. Two years ago, you can easily say you are the chat chagpity of ABC, right? It's so easy to go by right at that time.

Nowadays, everyone knows AI. Everyone has used AI. So figure out a distribution channel will help you better refine your user experience, your onboarding, and also your target ICP as well. So basically you started with expertise, it looks like. You need to understand. and at least one niche to be able to build something. No, like, oh, this market looks good.

I'm going to try and build something for it. No, you need to be deep in that market and understand the problem. Exactly, because you asked me a question. The assumption is today, right? AIS being there for like more than three years. The LLM has been there for more than three years, right? It's because if you asked me like three years ago, the answer was, will be much simpler.

But now it is. Just build with AI. Yeah. But now when, you know, LLMs are advancing so fast and large companies are releasing better and better products. Do you think there are any niches or problems that are not worth solving anymore just because big companies can take over in like a week? I think two major types of problems that founders should avoid.

The first one is that you are just building a feature for an existing type of ICP, idea customer profile, within an existing workflow viewed by the incumbents. So basically what that means is that the incumbents can easily build a feature that, you know, bundles everything, right? And probably you won't have your own distribution channel. For example, I think like if you want to build a notetaker, think of the role, right, probably find another direction. Because it's super easy for Zoom or, you know, Google Meet to have that feature in their existing workflow. because you're targeting basically the same ICP, same market, almost same or adjacent use cases attached to a big workflow, a big platform.

I think every AI founder should be somehow aGI pealed, which means that you can predict or you should be confident to make some predictions about what the foundation models can release in the next few weeks or month. If they are already doing some job 80% very well, 90% very well, I think in their next few release, they can probably do that job, like 99% well or even 100% right. So run that test in your internal strategic discussions. If you're just becoming a rapper with some prompts, then probably you don't have to write any

prompts in the second release, in the next release of Gemai or. chat GPT. You need to focus on solving like a vertical business problem by like integrating the workflow end to end, right? You need to own the workflow end to end so that, you know, AI is part of the workflow, but it's not all, right? Instead, like, if you build a wrapper with some prompt engineering, AI is almost the end-to-end workflow itself. Can you also walk me through the process of coming up with pricing for an AI tool? How do you decide on, because I know, you have lower tier but then you also have like a 20k check for bigger companies how do you come up with the price pricing is a it's a real science so a couple of factors we consider in the

first place for example first what is your value creation how to measure your value creation right before using your product what would your users do to achieve the goal to get the job to be done They probably, you know, spend their own time, which there is a price for their own time, right? They probably outsource it to some vendors or, yeah, they pay humans to get a job down. Or they may, like, use some, like, OG tools by some professional guys, like, you know, in our use of case, professional editors to get the job down. So in our industry, like editing a clip, editing, like a viral ready, high-quality, clip, one minute clip often takes about one hour or at least 30 minutes and the price, the market price is about $25 to $50.

So that's the value creation we're benchmarking against. The second thing is about your union economy because you have inference cost and that can even that can go down in the future, but it's still very pricey in early days. and also for videos, another elephant in the room for the cost is the storage. The storage can be just 5% in the early days, but it can become like 50% of your total COGS after 3 or 5 years. So the union economy, you want to make sure it's healthy, it's sustainable. Third one, I would say just do as many experiments as possible.

We actually send out like thousands of service in the first few months. And we tweaked our pricing logic again and again. Well, in the early days, right, you don't want to change drastically in the late stage. But in the early stage, we did a lot of survey, customer interview, to understand how much they are willing to pay. Because even you have a clear value creation and well-calculated unit economy, can users still perceive that, right? Is your metric clear enough for a user to understand the value creation,

to buy in your value creation. That is still relying on your market messaging and also your metric setup. Most of the products are using a metric of usage instead of seat. I think that makes sense, especially for solo printers. But the experiment really tells us what price to go, because you don't have to set up a price that everyone are happy with. you probably have an assumption or hypothesis of what kind of customers you want to target to, right? All you need to do is to make sure those ICPs are okay, are happy with the price.

You probably have to say no to like 70% of the early stage users, but you should be to only focus on your ICP in the early days. And then maybe you can develop other, you know, pricing or even product capabilities for the rest of the users. We're the Hartford, with decades of experience ensuring millions of unique small businesses, when it comes to your small business insurance. Thank you. One size, absolutely does not fit all. Get a quote or find an agent today at thehartford.com slash small business. Rayman Mehta lets you explore the world without a screen getting in the way.

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Available at Walmart and other authorized retailers. Yeah, the importance of saying no, right? Yeah. All the time. When you said you do customer interviews, how many interviews do you need to do in order to land on some kind of a decision? I think the number of customer interviews are not the key, but how you do it is more.

important. I think we did about 20 to 30 for on average for one single critical product decisions. But we set the distribution of those 20 to 30 customers in a very measy way where like, okay, four marketers, five creators, and also they're in different industries. They come with different, you know, purchase of power, come from different geographic locations, backgrounds, you want to make sure they are representative enough to help you make a decision. You don't need a lot, but you need to have a clear, concise set of testers. Yeah, you want to make sure you get like a full picture of the market. That's really helpful for the research and validation phase.

Now, once you're in building mode, what about the AI skills? What is the number one AI skill everyone should be working on right now? The number one, I-I-I-S scale should actually go for first principle. It doesn't matter if you're using AI for design your poster, vibe code, your prototype. I think everyone should trade AI as your thinking partner or even thought partner, which means that when you are having a problem of understanding your users, when you are having a problem of managing your teams,

when you're having problems of figuring out your pricing or all the critical decisions in your lifetime when you are a founder. I think traditionally you will just go reach out to your coach or some more senior people or people with relevant experience, right, to ask for their advice. But I think in this era of AI, you should run through it with your, with, you know, Gemini or Chad GPT.

They are actually a very, very senior, very omnipotent, thinking partner, just, you know, instead of like asking one line of questions through as many contexts as possible and also, you know, do like more than 20 rounds of back and forth communications, you will be mind-blowingly enlightened through these conversations. So nowadays, that's how I practice myself. Is there a certain daily practice that you have? I talked to Mustafa Salaman on this podcast. He's a CEO of Microsoft AI, and he shared that every single day he would talk to copilot and just tell co-pilot about what the day has been like and the decision that he's made and how those decisions made him feel so that when in three months he has something like a similar

problem, he still talks to the same threat in co-pilot and copilot be like, oh, when you made that decision three months ago, you actually regret it. So this time, listen this. Is there something similar that you have? Yeah, exactly, exactly. Because I think the current chat about memory is so powerful that. So what I, like, monthly, one of my monthly ritual is that I ask chat GPT about, you know, what are my major decisions in the past month, you know, give me some comment, feedback on my- But that means you shared every single decision? Yeah, I shared everything. Yeah. How does it, like every night you just said and like these are the decisions I made or? Yeah, sometimes I, you know, talk to the AI in that way.

And sometimes I would just forward my decision, just like I captured like a screenshot of our group discussion. I dropped the link of my, the document of a PRD, of a spec, that kind of thing too. Yeah, I kind of force myself to document. Yeah, to document. I love it. So you said Gemini is the best for it or? Yeah, I'm not having. using both Gemina and Chi TPT.

Okay. Yeah. But I think recently I realized they really memorize almost everything I talked to them. So now I can start a new question like, what is the biggest mistake I've made in the past six months? What is one thing you want to suggest in me if you could three months ago? I think this becomes super powerful right now. I love these questions.

Everyone, go to your favorite app and ask those questions. I'm going to do this right after the interview. Yeah. It's a good, like, end of the year practice to see what's going on. Absolutely. Do you have any top three AI business ideas? You would start if you hadn't had Opus Club. It's hard to name, like, three ideas because I'm not an investor.

I don't meet as many founders as possible. But I think the general first principle for now, right, the question is to start a business, like in 2026. Yeah. As we discussed, the market is becoming super competitive. And there are, like, for most of the markets or industries, there are like more than 2050 AI tools out there already. So the first principle I would say is to find a really niche business.

Oftentimes, many people don't really understand what is a niche. For example, is restaurant business a niche? No. Is Chinese restaurant a niche? No. is canonist Chinese restaurant business a niche? Still no. You have to drill down.

There are so many different types of canonist food. And even for one specific vertical, are you going to target to be like the Chanel of Canada's restaurant or the Zara or Unicloof of Canada's restaurant, right? So different pricing will match to different markets, different ICPs as well. So pick a really, really, really small niche that you cannot further segment it to start with. Wow, that's that's a good one.

Yeah. Yeah, you have to ruthlessly segment your niche. The second thing is ideally pick something that's boring because the non-boring, the cool ones are definitely 10x or even 100x more competitive. You probably don't want to work in those areas. That's why I mentioned earlier that the passion for building the passion for problem solving is more important. because your passion for a specific business is most likely not a viable business, right? So you need to have a passion to build something for a boring industry, but you solve a really big problem. And furthermore, ideally, there are a lot of existing services. I think we are actually, you know, changing from, we're redefining the term SaaS. And previously it was like software as a service. Now it is, it's becoming service as a software. So in that specific market niche, boring market niche, are there existing services done by like agencies, by freelancers, or some internal tools or some hacky solutions, imperfect hacky solutions, that is your opportunity to tackle.

So go through some boring test, go through some niche test, and go through some service test. So these are my first principles to find a new business in 2026. That's great. That's great. That's amazing. Okay. And for young viewers who are watching, what is one principle that you wish you understood when you were 20 that would save you years? Damn. It's like me talking to your internal Gemini Chat, JPM. I really wish I can travel back to my 20s. But I think the first principle is to be as disciplined as possible. I've been following Tristano Ronaldo and LeBron James for two decades. They are at their 40s and they're still one of the best players in their views. The reasons are they are super disciplined

in their early 20s. You can't change your behavior when you are over 30 or 40. It's just impossible. But if you're like in your early 20s or even younger, make sure that you use time effectively. Make sure you can plan things accordingly. Make sure you push yourself to your boundary. Make sure you are okay with, you know, suffers. You can recover fast. Make sure you have clear mission and you are well aligned with your mission. You work toward the mission every day.

I think, you know, I can list a few. different behaviors, but the key principle is to be super disciplined if you want to be a successful founder later on. And also be disciplined to your own health, right? Like how many hours you should log to sleep, what you should eat or not, what kind of exercise you should do, you should do every day. Like, I saw many people started to develop these patterns, these behaviors in their 30s, but not in their early 20s. It's hard. in your 30s. I love that. And also that brings you to say no to different things and it's also a great skill. Yeah. Yeah. This is something I've been hearing a lot when I'm talking to people who are building something amazing.

Yeah. Discipline. I think Priscilla Chan just shared that she only has work and family. Parties don't exist in her life. Not exist anymore. Yeah. And this is what you hear a lot from successful people here in the U.S. They work like crazy. I'm trying to learn. Like, I think I'm disciplined, but like that level of discipline, oh my God. Yeah, exactly. Because with the super high level of discipline, you can, just like a little master set, right, you can segment your time into buckets of five minutes.

You can easily get super focused and also switch context to focus on something else. That is the ultimate result of discipline. I saw many people find really hard to switch contacts to focus for a longer time. That is because you are lacking the discipline from day one. This is something I'll be teaching my kids. Thank you so much, Yam. It was amazing. Thank you. Relax and let Ralph's delivery handle your grocery shopping this week.

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