Alex Wiltschko

I... I think in the limit, we're going to be able to explore that design space more fully. But it really depends on what's the market you're entering with that platform capability. So a lot of successful platforms are entering markets where there's already a ton of vibrant activity and they're helping to grease business and make that happen more fluidly.

I... I think in the limit, we're going to be able to explore that design space more fully. But it really depends on what's the market you're entering with that platform capability. So a lot of successful platforms are entering markets where there's already a ton of vibrant activity and they're helping to grease business and make that happen more fluidly.

There's not a lot of fragrance companies out there. So there's not that many buyers. The question is, do you become a software provider for the incumbents? Or do you take your capabilities and do you compete in that market? And I think there's been examples on both sides of this. There's plenty where you are an input or a service provider.

There's not a lot of fragrance companies out there. So there's not that many buyers. The question is, do you become a software provider for the incumbents? Or do you take your capabilities and do you compete in that market? And I think there's been examples on both sides of this. There's plenty where you are an input or a service provider.

I think a recent example where folks decided to just enter and to compete would be Metropolis, if you've heard of that example. I can, they're making software for managing parking lots. The parking lot industry just weren't ready buyers of that software, but it actually worked. It made parking lots more efficient. So they became a parking lot company, right?

I think a recent example where folks decided to just enter and to compete would be Metropolis, if you've heard of that example. I can, they're making software for managing parking lots. The parking lot industry just weren't ready buyers of that software, but it actually worked. It made parking lots more efficient. So they became a parking lot company, right?

We went through a similar journey where we, I mean, if I could have sold the software here and believe me, we've tried, like, yeah, we'd be selling software. We might not be talking, but there's not that many fragrance houses, period. And

We went through a similar journey where we, I mean, if I could have sold the software here and believe me, we've tried, like, yeah, we'd be selling software. We might not be talking, but there's not that many fragrance houses, period. And

I think that we have the opportunity not to just sell into an industry that looks very large, it is very secretive, but I think with this software and these tools, we have the chance to really transform it for the better. The way that business is done here hasn't transformed for 300 years, and a lot of the way that things are done should stay the same.

I think that we have the opportunity not to just sell into an industry that looks very large, it is very secretive, but I think with this software and these tools, we have the chance to really transform it for the better. The way that business is done here hasn't transformed for 300 years, and a lot of the way that things are done should stay the same.

They've stood the test of time, but the world's getting faster. People are asking for more transparency. People want to make sure that the fragrances that they're using are safe. And also there's a lot of people who still don't even know how to get a fragrance made, right? And like, look, every company has visual branding.

They've stood the test of time, but the world's getting faster. People are asking for more transparency. People want to make sure that the fragrances that they're using are safe. And also there's a lot of people who still don't even know how to get a fragrance made, right? And like, look, every company has visual branding.

They have a feeling that they're trying to create for the people that interact with the company, for the people that are in the company. But there is no modality. There's no sense that is more emotional and that has deeper ties and associations it can build than scent. So there's a lot of businesses out there that need to have a smell. And it's already happening, right?

They have a feeling that they're trying to create for the people that interact with the company, for the people that are in the company. But there is no modality. There's no sense that is more emotional and that has deeper ties and associations it can build than scent. So there's a lot of businesses out there that need to have a smell. And it's already happening, right?

Like the Ritz-Carlton has a scent.

Like the Ritz-Carlton has a scent.

Right, and you walk in, and what do you feel when you walk in?

Right, and you walk in, and what do you feel when you walk in?

Yeah, familiarity. It's elegant, right? It's like if you smell it anywhere else, you're going to think of exactly that hotel. And so I think one thing that we're realizing is there is an appetite to add scent to more layers of our economy, to more businesses, to more markets, to more products. it's just inaccessible.

Yeah, familiarity. It's elegant, right? It's like if you smell it anywhere else, you're going to think of exactly that hotel. And so I think one thing that we're realizing is there is an appetite to add scent to more layers of our economy, to more businesses, to more markets, to more products. it's just inaccessible.