Dan Novaes

Like when I see the future of Mode going into, which is really like, you know, we have this great ecosystem of opportunity where we have users, they're incentivized to go try out new products. You have on the other hand, a bunch of these small little apps that, you know, this is a great radio app, this great photo filter app, this is a great little game. And they're cashflow positive.

You bring those things together and then essentially create the network effect. And then you could create this monster, monster opportunity across multiple different verticals.

You bring those things together and then essentially create the network effect. And then you could create this monster, monster opportunity across multiple different verticals.

You bring those things together and then essentially create the network effect. And then you could create this monster, monster opportunity across multiple different verticals.

Yeah, I mean, that's essentially the... I mean, that's a publisher model. I mean, we're still experimenting with this and what this looks like for us. But I think a lot of... Anytime you have a channel, like a medium of the ability to bring people in, that's what creates that network effect opportunity. And you look at guys like Tony Robbins, for example, and I've done a lot of his stuff.

Yeah, I mean, that's essentially the... I mean, that's a publisher model. I mean, we're still experimenting with this and what this looks like for us. But I think a lot of... Anytime you have a channel, like a medium of the ability to bring people in, that's what creates that network effect opportunity. And you look at guys like Tony Robbins, for example, and I've done a lot of his stuff.

Yeah, I mean, that's essentially the... I mean, that's a publisher model. I mean, we're still experimenting with this and what this looks like for us. But I think a lot of... Anytime you have a channel, like a medium of the ability to bring people in, that's what creates that network effect opportunity. And you look at guys like Tony Robbins, for example, and I've done a lot of his stuff.

It's like... you can kind of see that he's selling you in some capacity, but I almost don't mind the way he's telling it to me. But it's like, if you do the core, it's like you see, like, all these different areas, and then he taps into all aspects of life. And each one of those was through a partnership, and then he potentially acquires them.

It's like... you can kind of see that he's selling you in some capacity, but I almost don't mind the way he's telling it to me. But it's like, if you do the core, it's like you see, like, all these different areas, and then he taps into all aspects of life. And each one of those was through a partnership, and then he potentially acquires them.

It's like... you can kind of see that he's selling you in some capacity, but I almost don't mind the way he's telling it to me. But it's like, if you do the core, it's like you see, like, all these different areas, and then he taps into all aspects of life. And each one of those was through a partnership, and then he potentially acquires them.

But that's how you know, you have one guy who created one brand, that then built a multi-billion dollar kind of empire through all of these facets of kind of like, you know, what it takes to have a whole life, which is whole thing. I mean, I'm not saying that we're doing exactly, you know, his, but you can see that in many different plays, you know, being played out.

But that's how you know, you have one guy who created one brand, that then built a multi-billion dollar kind of empire through all of these facets of kind of like, you know, what it takes to have a whole life, which is whole thing. I mean, I'm not saying that we're doing exactly, you know, his, but you can see that in many different plays, you know, being played out.

But that's how you know, you have one guy who created one brand, that then built a multi-billion dollar kind of empire through all of these facets of kind of like, you know, what it takes to have a whole life, which is whole thing. I mean, I'm not saying that we're doing exactly, you know, his, but you can see that in many different plays, you know, being played out.

Yeah, I think that's a, that's a great question. Um, I mean, I think like, you know, we have, uh, I mean, we've been doing it for like five years in a full remote, right? First, I think like, you know, one thing to say is like, I had a much easier time running a fully remote company than a hybrid company.

Yeah, I think that's a, that's a great question. Um, I mean, I think like, you know, we have, uh, I mean, we've been doing it for like five years in a full remote, right? First, I think like, you know, one thing to say is like, I had a much easier time running a fully remote company than a hybrid company.

Yeah, I think that's a, that's a great question. Um, I mean, I think like, you know, we have, uh, I mean, we've been doing it for like five years in a full remote, right? First, I think like, you know, one thing to say is like, I had a much easier time running a fully remote company than a hybrid company.

I think it's actually really difficult to run a hybrid company because some people have that in-office experience. culture and kind of that rapport and whatever. And other people then don't because they're fully remote. And so when we decided to be fully remote, it was really to embrace that and then create the best company we possibly could fully remote.

I think it's actually really difficult to run a hybrid company because some people have that in-office experience. culture and kind of that rapport and whatever. And other people then don't because they're fully remote. And so when we decided to be fully remote, it was really to embrace that and then create the best company we possibly could fully remote.

I think it's actually really difficult to run a hybrid company because some people have that in-office experience. culture and kind of that rapport and whatever. And other people then don't because they're fully remote. And so when we decided to be fully remote, it was really to embrace that and then create the best company we possibly could fully remote.

The things that we do specifically around doing that, we brought in a chief people officer really early Like we had like 25 people and then someone that person's like one of our main jobs is literally to almost create like an NPS internally. So we had anonymous kind of reviews of how the company is doing. And then you have like really strong core values around that.