Steve Martocci

Like, a sweet spot for me, too, is kind of like moving into an industry, you know, some people in tech are just like, oh, I'm just going to disrupt, disrupt, disrupt. And they're like, I'll burn every bridge down along the way. I really like to go in and kind of respect what exists.

Like, a sweet spot for me, too, is kind of like moving into an industry, you know, some people in tech are just like, oh, I'm just going to disrupt, disrupt, disrupt. And they're like, I'll burn every bridge down along the way. I really like to go in and kind of respect what exists.

Like, a sweet spot for me, too, is kind of like moving into an industry, you know, some people in tech are just like, oh, I'm just going to disrupt, disrupt, disrupt. And they're like, I'll burn every bridge down along the way. I really like to go in and kind of respect what exists.

You know, the music creators, you know, even at Splice, the way we think about AI, we have a very ethical, you know, perspective on what we're trying to do with AI there. And, you know, what I think we're doing in Supco too, like there's too many people in supplements who are just like trying to burn down every institution and like, you know, medicine is terrible and like all this stuff.

You know, the music creators, you know, even at Splice, the way we think about AI, we have a very ethical, you know, perspective on what we're trying to do with AI there. And, you know, what I think we're doing in Supco too, like there's too many people in supplements who are just like trying to burn down every institution and like, you know, medicine is terrible and like all this stuff.

You know, the music creators, you know, even at Splice, the way we think about AI, we have a very ethical, you know, perspective on what we're trying to do with AI there. And, you know, what I think we're doing in Supco too, like there's too many people in supplements who are just like trying to burn down every institution and like, you know, medicine is terrible and like all this stuff.

We're like, no, we're going to figure out how to work with kind of everybody and, you know, let the good, honest players kind of like, you know, thrive in our ecosystem. So, yeah, I feel like that...

We're like, no, we're going to figure out how to work with kind of everybody and, you know, let the good, honest players kind of like, you know, thrive in our ecosystem. So, yeah, I feel like that...

We're like, no, we're going to figure out how to work with kind of everybody and, you know, let the good, honest players kind of like, you know, thrive in our ecosystem. So, yeah, I feel like that...

That's been another one that's been interesting is building products in which the brand stands for something and kind of stands as a trusted, you know, as infallible as you can be because you're truly looking out for everybody in your ecosystem. The brand is just as important as another layer in the customer experience because it travels.

That's been another one that's been interesting is building products in which the brand stands for something and kind of stands as a trusted, you know, as infallible as you can be because you're truly looking out for everybody in your ecosystem. The brand is just as important as another layer in the customer experience because it travels.

That's been another one that's been interesting is building products in which the brand stands for something and kind of stands as a trusted, you know, as infallible as you can be because you're truly looking out for everybody in your ecosystem. The brand is just as important as another layer in the customer experience because it travels.

Or they don't trust the brand. We used to have a line that said, oh, I love this one. It was from my buddy John from the Disco Biscuits. He said, you can't refund inspiration. Like there's no amount of dollars I'm going to give.

Or they don't trust the brand. We used to have a line that said, oh, I love this one. It was from my buddy John from the Disco Biscuits. He said, you can't refund inspiration. Like there's no amount of dollars I'm going to give.

Or they don't trust the brand. We used to have a line that said, oh, I love this one. It was from my buddy John from the Disco Biscuits. He said, you can't refund inspiration. Like there's no amount of dollars I'm going to give.

Maybe there's an amount of dollars, but there's no amount of dollars that I would have been able to give you that made sense to refund the fact that I lost, you know, six hours of your work and you might never get it back. You know, you just might never think of that thing again. And so we had to be really, really well trusted.

Maybe there's an amount of dollars, but there's no amount of dollars that I would have been able to give you that made sense to refund the fact that I lost, you know, six hours of your work and you might never get it back. You know, you just might never think of that thing again. And so we had to be really, really well trusted.

Maybe there's an amount of dollars, but there's no amount of dollars that I would have been able to give you that made sense to refund the fact that I lost, you know, six hours of your work and you might never get it back. You know, you just might never think of that thing again. And so we had to be really, really well trusted.

And look, I think that in what we're doing in Sepco, right? So we're totally free right now, but I want to make sure that whatever model comes down the pipeline is that it's never just trying to sell you more. Right. I don't think you're going to build the trusted. I want to be just as excited when you stop taking something that's not working as when you're going to try something new.

And look, I think that in what we're doing in Sepco, right? So we're totally free right now, but I want to make sure that whatever model comes down the pipeline is that it's never just trying to sell you more. Right. I don't think you're going to build the trusted. I want to be just as excited when you stop taking something that's not working as when you're going to try something new.