Mark Cuban

And so, you know, what Travis did with that, though, was great. You know, he convinced gaming companies who wanted to do downloads of the clients for those games to use his peer-to-peer and Red Swoosh. And, you know, he busted his ass, and I think he sold it for $18 million. So he did well.

And so it was natural for him to come to me, and I still have the emails, you know, and ask me about Uber Cab. And I thought, okay, this is a great idea. I really, really like it. I said, you're going to, and he showed me his budgets and I think they were raising money at 10 or $15 million or whatever.

And so it was natural for him to come to me, and I still have the emails, you know, and ask me about Uber Cab. And I thought, okay, this is a great idea. I really, really like it. I said, you're going to, and he showed me his budgets and I think they were raising money at 10 or $15 million or whatever.

And so it was natural for him to come to me, and I still have the emails, you know, and ask me about Uber Cab. And I thought, okay, this is a great idea. I really, really like it. I said, you're going to, and he showed me his budgets and I think they were raising money at 10 or $15 million or whatever.

And I'm like, your biggest challenge is going to be, you're going to have to fight all the incumbent taxi commissions. They're going to want to put you out of business. That's going to be a challenge. And I think you don't have enough money designated for marketing to get all that done. And I said, I'd invest, but not quite at that valuation, right? Never came back to me. Yeah.

And I'm like, your biggest challenge is going to be, you're going to have to fight all the incumbent taxi commissions. They're going to want to put you out of business. That's going to be a challenge. And I think you don't have enough money designated for marketing to get all that done. And I said, I'd invest, but not quite at that valuation, right? Never came back to me. Yeah.

And I'm like, your biggest challenge is going to be, you're going to have to fight all the incumbent taxi commissions. They're going to want to put you out of business. That's going to be a challenge. And I think you don't have enough money designated for marketing to get all that done. And I said, I'd invest, but not quite at that valuation, right? Never came back to me. Yeah.

Yeah, for sure, right? They were dominated by an insulated few. They were not very transparent. You didn't know the intricacies there. They were very politically driven and old boy, incestuous network. And like I told him, Travis, the best thing about you is you'll run through walls and break down barriers. The bad thing about you is you'll run through walls even if you don't have to.

Yeah, for sure, right? They were dominated by an insulated few. They were not very transparent. You didn't know the intricacies there. They were very politically driven and old boy, incestuous network. And like I told him, Travis, the best thing about you is you'll run through walls and break down barriers. The bad thing about you is you'll run through walls even if you don't have to.

Yeah, for sure, right? They were dominated by an insulated few. They were not very transparent. You didn't know the intricacies there. They were very politically driven and old boy, incestuous network. And like I told him, Travis, the best thing about you is you'll run through walls and break down barriers. The bad thing about you is you'll run through walls even if you don't have to.

I think he tried to go too big. He had too big an ambition, which cost him in the end, not financially and personally, but just in terms of being able to stick it out with them. Yeah. But that's what makes him a great entrepreneur.

I think he tried to go too big. He had too big an ambition, which cost him in the end, not financially and personally, but just in terms of being able to stick it out with them. Yeah. But that's what makes him a great entrepreneur.

I think he tried to go too big. He had too big an ambition, which cost him in the end, not financially and personally, but just in terms of being able to stick it out with them. Yeah. But that's what makes him a great entrepreneur.

And change it all. Just change it all. Yeah, Belinda Johnson, who worked as our general counsel at Broadcast.com, was Brian's GC and chief operating officer. So yeah, they had a smart, smart, smart, smart team.

And change it all. Just change it all. Yeah, Belinda Johnson, who worked as our general counsel at Broadcast.com, was Brian's GC and chief operating officer. So yeah, they had a smart, smart, smart, smart team.

And change it all. Just change it all. Yeah, Belinda Johnson, who worked as our general counsel at Broadcast.com, was Brian's GC and chief operating officer. So yeah, they had a smart, smart, smart, smart team.

I probably would have said no like a lot of people did to Airbnb because I'm like, I don't want people sleeping in my bed.

I probably would have said no like a lot of people did to Airbnb because I'm like, I don't want people sleeping in my bed.

I probably would have said no like a lot of people did to Airbnb because I'm like, I don't want people sleeping in my bed.

To monetize it, yeah, but he did. More power to him.