Godard Abel

And if we can be in the middle of that arms race, and you can be in the middle of that arms race, we'll all grow.

And I think the hard lesson, though, I learned at Big Machines was initially my vision was way too broad.

That's actually the original business plan.

I made it with my father at our country club in Pittsburgh.

And that was like a front and back event

table reservation card.

That was my original business plan.

And we kind of said, we're going to do everything.

We're going to build a machinery marketplace.

We're going to help manufacturers sell.

We're going to help people buy.

And in hindsight, it was like 50 products.

We're going to build them all at once.

We'll build them all in a year.

And obviously, that was way too broad.

And so I learned the hard way.

We had to shut down our e-buy, shut down our e-marketplace until we just said, hey, let's just focus on what we call e-sales, which then became CPQ.

And I think that's probably one problem.

I think my least favorite pitch from entrepreneurs are like, how are you going to win?

I'm like,