Farooq Abbasi, founder and general partner at Preface Ventures, invests in early stage enterprise software startups. An optimist by nature, he entered into VC at the age of 19. He shares why founder openness, commitment and grit are key to investments.
Farooq Abbasi, founder and general partner at Preface Ventures, invests in early stage enterprise software startups. An optimist by nature, he entered into VC at the age of 19. He shares why founder openness, commitment and grit are key to investments.
Farooq Abbasi: [00:00:00] And then once I make the decision, I'm only investing in four to six companies per year. I just put all of my weight behind he or she, or they to be as successful as they, as they can be. I don't know if you're a fan of hip hop, there's a term like ride or die that like, like gang members will all say amongst each other, which is a rough way to articulate like a feeling of like loyalty I'm with you forever.
But that's that, that's the spirit mentality that I have.
Gopi Rangan: You are listening to the Sure shot entrepreneur,
A podcast for founders with ambitious ideas, venture capital investors and other early believers tell you relatable, insightful, and authentic stories to help you realize your vision. Welcome to the sure shot entrepreneur. Our guest today. Is for RUCA basi founder and general partner at pre-phase ventures, a Silicon Valley based venture capital [00:01:00] firm investing in very early stage startups in enterprise software innovation, fluke.
Welcome to the show.
Farooq Abbasi: Thank you for having me.
Gopi Rangan: Farooq and I talk a bout his journey into venture capital as a 19 year old and how he came to enjoy working with entrepreneurs and what he likes about it. He shares his views on how he looks for entrepreneurs and how he becomes an early believer.
And what makes him develop conviction in. Startups at a very early stage, he gives examples of companies that he invested in and some characteristics that he sees in entrepreneurs that shows signs of success, including some pet peeves for Luke. Tell us about yourself, starting with how you came into venture capital as a 19 year old.
Farooq Abbasi: Sure. And I'll try, I'll try to keep it brief. , grew up in Chicago, youngest of four,[00:02:00] Indian immigrant family, grateful to have found venture capital at the age of 19. Thank you to mood Regani who, for some reason he is now, what was that Kleiner actually? Sorry. I was at summit then. Kleiner. And bond capital and time.
Somehow some reason took an interest in me and found me an internship at general catalyst. When I was, again, 19 years old, didn't know a thing about tech or anything. I just fell in love with this industry. And I've been investing for 15 years. Only job I've ever had. Like my motivations and what I do, I enjoy.
I enjoy doing I love entrepreneurship. I love technical technical folks and technical problems, and I am an optimist by nature. And I do believe that technology is a tool, but it's a tool that can be utilized for social. Good. For better inclusiveness, better collaboration, better trust between people and yeah, I'm living my dream every single day.
Gopi Rangan: Yeah. You mentioned optimism. I resonate with that because it feels like we use pretty much [00:03:00] similar kind of skills as any other. Carrier or , any other function like legal or others, but we used all of those things to map out what can be possible in the future versus what can go wrong. So I like , the tinge of optimism that we have everyday in our lives as venture capital investors.
How did you get into venture capital? Like what was the, you mentioned that the age of 19, that was the first job you had, but what was exciting about it? How did you decide that? But this is what I want to do.
Farooq Abbasi: Well, even before then, like what you just sort of said about optimism. I know you're like this too.
It resonated with , me. Because being optimistic is difficult. It's difficult. It shows a lover of vulnerability. you have to believe and you have to try, but then it's also. The acceptance of a set of possibilities that you don't know what will happen. You know, pessimists and people who, think they know, like there are certain are very certain that something will go wrong.
optimist, tend to find are they're open to the possibilities of things going right. In many ways. And I know it's just it's, it's [00:04:00] an important attitude that I try to cultivate and use every single day. So how I got into venture the, I mentioned that, , Indian immigrant family most, I think I have 44 first cousins for physicians.
I'm grateful that in my immediate family, my older sister, she. Dropped out of college. And she started the company with her now, husband and moved out of the country and did something a little bit wild. I mentioned her story because her and I are very close and , after she took a company public, which is a really wonderful story I think she had a chip on her shoulder and still wanted to get a degree for my parents and maybe for herself.
And she went to Sanford for business school. I sat in one of her classes and I even remember the class. I think it's called touch that people refer to at Stanford as like touchy feely about like leadership and soft skills. And. I actually was, I dunno, maybe foolish or enthusiastic or optimistic enough to, like ask questions and to be treated as a peer while in class.
With these genius Stanford [00:05:00] graduates while I was just 19 and yes, someone there just took an interest in me and I'm really grateful to mood for showing me an industry that's changed my life. It makes me happy every single day. So that was my first internship. I just basically straight out of college worked at a VC fund kind of just showed up and said, Hey, give me work.
I'll do anything. I help portfolio companies. Initially I helped various investment teams and healthcare and enterprise and cybersecurity, and I just kind of found my niche and being the first check in. Ex VPs engineering and product to build something at a big company like that's Netflix, an Oracle or IBM.
And when they spin out, I support them in the ways that they should be supported. I've been doing that for, all of my career. Now with that preface...
Gopi Rangan: Besides optimism what do you like the most about being a VC?
Farooq Abbasi: Oh, it's such a delight to be able to learn. And the barrier to learning is not that high.
People. Want to [00:06:00] have conversations. Idea flow is , pretty free, and it's just wonderful that I can talk to a Sondra, even just in an hour conversation. I understand his or her motivations for what they want to do. And why from a personal level, , the connections that you make are just so special.
They're almost like familial. You could ask people about like how they grew up and why they're building this business and, someone not believe in them. Do they, parents not love them or love them too much? Was there kind of like an underdog mentality in their Boston like them, or did they feel like they had customer empathy and they wanted to just solve this thing.
If they didn't solve it, they go crazy. It's fun to have that kind of personal familial connection , with a bright person. But also just to be a student of markets and be able to ask a founder and say like, Hey, like, okay, interesting. You believe that, , multi-cloud developers security compliance is the way, why haven't you gone and tried, I don't know, container security instead, or why haven't you thought about identity and access management is another cut to that to solve the security [00:07:00] problem.
And it's a, healthy kind of Socratic. Debate around what technical solution can solve a problem that matters. I just can't think of any other industry I can think of any other industry, any other job that enables you to have that level of personal connection, connectivity, and low barriers to learning and then eventually helping people, what a dream. I mean, I'm sure you remember Gopi, like the first person that believe in you and your career. Like, I lived that almost every single day where I find these founders and, I'm, sure you've had the same feeling where you got to be an early believer in someone it's it's just so delightful.
Gopi Rangan: Yeah. Being an early believer. It's an honor to have the opportunity to support the founder and believe in them before the rest of the world does. And we get the chance to see them hear the story. And like you mentioned, in this profession, we get to see the whole person. They, we get to hear about their families. We get to hear about their passions and their hobbies, their visions, their dream for the future, their fears, and why they do what they do. And of course [00:08:00] the business aspects. Also, what kind of companies do you invest in?
Farooq Abbasi: So there's an archetype in Silicon Valley of founders like . Mark Zuckerberg and Jeff Bezos and bill Gates. And what's tough is like these, folks were, , Young, , some of them are dropouts. They came from a certain background.
There's an archetype of sounder. So you asked, what kind of company, but I usually start with the founder. I love to work with people who are capable, does not matter if they are male, female, immigrant, non immigrant, young, old but capable. And what I tend to find are the most capable people and founders.
That sit with me, our VPs of product, VPs of engineering who solve a problem internally at a big company. And that could be in software development, automation, cybersecurity, and being in the Silicon Valley as a to dream because you have so much of this enterprise infrastructure innovation all around us.
And these, individuals, he or she, or they. Essentially they want to like leave because they are, [00:09:00] they realize, and they have figured out that the solution, they have solved internally at a big company in these markets, in enterprise infrastructure, the critical stuff that everyone needs.
They're not the only ones that feel this pain. They talk to their peers, their peers feel this pain too. And then eventually they're like, what, I'm going to do this. That's the kind of founder that tend to work in in terms of like sectors, there's probably four areas in which the founders that I back tend to work in that there's a tension, of course, between cyber security and software development automation.
I would say those are two separate things, but I think they often overlap. But also like healthcare and financial services infrastructure. So B2B is my flavor. I have no problem backing, founders who want to sell to fortune 100 companies. Top-down enterprise sales, , not so repeatable.
Doesn't need to be bottoms up and free and, , like delighting users immediately happy to be there at the very beginning to iterate and kind of find the most valuable aspects of the solution and leverage it.
Gopi Rangan: What do you ask them when you first meet [00:10:00] them? Can you give an example of a conversation you had with the founder?
Farooq Abbasi: I usually start just immediately, obviously You'll introduce yourself. They'll introduce themselves. Usually what I want to like learn in their background is some kind of continuous.
Trajectory towards what they're doing right now. Is there a reason is there a compelling reason to why of all the things in the world that he, or she would be drawn towards, like entrepreneurship? So I wanna know the why. And then second I ask about like grit and for grit.
And I will ask founders, what would make them stop working in this company even early, like, even early in our conversation before we know each other that, well I want to just better understand kind of the commitment to the problem and like what got them, there were a lot of the conversations tend to go particularly enterprise infrastructure.
Is that the actual product, is the technical approach or the contentious belief or technology that they are advocating? Can it work. Can it work and like why why can't it work? And why can't it work and what w what do [00:11:00] naysayers say? Having that, , honest debates about the solution and the state of the industry , if there's, a, , strong opinions weakly held and you have an interesting kind of conversation with someone, usually what's wonderful.
Is that your conversation? Brings you forward me. It brings me forward and brings them forward too. And that is a good first step , in a productive kind of venture capitalist and founder relationship.
Gopi Rangan: Yeah. Let's take the example of one such company. And can you kind of describe, how did you meet the entrepreneur? What was the context? What happened in the first one or two meetings?
Farooq Abbasi: I was the first investor in a company called red lock. So red luck two founders, Gora and they were so Varun was one of the original architects of the force.com platform.
And just to give a little bit, a little bit of story for him and the Genesis of the company. He saw his and customers having multi-cloud problems even seven or eight years ago, which was contentious right. Even seven or eight years ago. Every, everyone thought everyone's going to centralize and Amazon.
And so it was interesting is [00:12:00] when we had, when we had that conversation, like I wanted to hear why he thought multi-cloud was the thing. I believed him, but I just asked it and kind of like an immature way in some ways. Somebody always, so after he left Salesforce, he build the casualty business for at scale this 15 million in ARR as, , head of product and how to field sales.
So like great, like really, really great. I, he was a founder of the company, really great kind of personal background. Then again, the same themes kept on hitting him which was around like his customers are using multi-cloud and there needed to be even a more in depth layer of providing security around network configuration and even some visibility into kind of container security.
And so I met him. How did I meet him? there was a secret enterprise conference that has, I promise it doesn't have, yeah, exactly. It actually doesn't even have to happen anymore. But it was, it was like some, someone in Santa Clara. And I kid you not, we just like, we just went to have a drink together.
I thought, well, we walked to the bar. It wasn't, I wouldn't say [00:13:00] it was a bar, but like, , cause there's still like one, 1:00 PM, but we were like going to get like water at the same time. And I met him and I'm like, Oh look interesting. Like, that's what you've done before. Like, why are you here, et cetera.
We just hit it off. We spoke two weeks later or about like the tablets that were sort of discussing. I just loved I loved him. I thought he was incredible leader, technical commercial. Ask great questions was a good listener, solicited feedback, and, , fast forward, him and Gorov built a company in three years sold the to Palo Alto networks for a healthy, healthy, six figures.
Didn't raise that much money. I'm just really, really, really happy with with how things worked out.
Gopi Rangan: What are some things that entrepreneurs like them like what do they do to make it easy for you to get to know them, get to know their business.
Farooq Abbasi: Good question. I think being, open to answering difficult questions because realize that, the VC, desire is not to like poke holes, poke holes in your business and to [00:14:00] appear more intelligent and more discerning.
And I think those types of those types of folks do exist in the world. But the best venture capitalists, I think ask questions to bring both people forward. To a shared common goal, shared understanding illuminating risks around their companies in a way that's not being attacked or requires the entrepreneur to be defensive.
And , as an entrepreneur, drops the walls and just decides to. Not be defensive and be open and say, Hey, , I'm actually not sure about this, but here's my hypothesis. Or look, I do know about this competitor. I know it's doing well. And honestly, , , here's my perspective, but there's some pieces about the company, I don't know.
And I'd really love your help and understanding why they do X or Y thing. So well, so vulnerability. Vulnerability is the short
Gopi Rangan: answer. Yeah. Being open about where they are in their journey of building the business, asking for help and showing what are some areas that they want to focus on. Some challenges makes it easy for you as an [00:15:00] investor to really understand the business instead of a, polished sales story about these are all fantastic things.
I think that's what I hear. Right.
Farooq Abbasi: Yeah, exactly.
Gopi Rangan: How many companies do you invest in typically and how long does it take from start to finish? When you first meet the founder and to the point where you decide to make an investment.
Farooq Abbasi: I don't want to say my favorite. But what, a very healthy founder VC relationships that I'm in sometimes many months, sometimes years before getting to know, , but , to be honest, there have been times this year where I've gotten so excited about the founder and a market and having a prepared mind about it. That'll have a conversation with the founder and probably get to a decision and five, seven days obviously not meeting in person these days. And like, what do I do with this?
How to seven days usually a series of two phone calls, maybe three a little bit of referencing and I'll introduce the founder to customers and all of a sudden on the customer call and get to like a common, belief of what's possible. I'm the optimistic upside. And then [00:16:00] once I make the decision. I'm only investing in four to six companies per year.
I just put all of my weight behind he or she, or they to be as successful as they, as they can be. I dunno if you're a fan of, hip hop, but there's a term ride or die that like gang members will all say amongst each other, which is, , a rough, way to articulate like a feeling of loyalty I'm with you forever.
But that's, that's that the spirit mentality that I have.
Gopi Rangan: And do you form that conviction of ride or die by the end of a few conversations by the fifth or sixth day?
Farooq Abbasi: Oh, and , to be honest and I, I wish people would be more honest and more open about this. I'll have, because I know what I focus on with enterprise infrastructure.
And I talked to VPs of engineering, like once a week or twice a week from different companies. I kinda know what I'm looking for. I don't want to say I'm a mission but I know what I'm looking for. And Even before the fifth or sixth day. In fact, sometimes I got off of a call with the founder and it's so energizing and I'm so jazzed about it.
That I might even know that I have a [00:17:00] desire to invest. Not that I will invest, but I have a desire to invest in. , at the end of the first conversation, or maybe the second conversation. , but desire doesn't mean action. Right? So then I had the desire. I'm , okay, got it.
Like I want to invest, but in order to invest in an honorable, , ethical, intelligent way, which will drive good returns to the endowments and nonprofits and people who entrust money to me I need to do good work, good work. So what I want to know is that Is there enough evidence and can I, can I uncover enough about the business and the market and the upside case and the downside case to feel comfortable with the risks and the core risks and to graduate that desire to investing?
Yeah. And then , I'm so happy that I know what I'm looking for. Then I'm a specialist and I know you're a specialist too. It's just easier. You're also a better partner for founders.
Gopi Rangan: No, I think we way you describe it. It's like a process of falling in love with the business.
It's a gradual process, but there's always a moment where [00:18:00] you flip from zero to one and then the journey continues. You get , more and more involved with the company. And at some point investment discussions also start. So what's your advice to founders raising money? What's the right amount of money to raise?
How much is too much or how much is too little?
Farooq Abbasi: Sure. , the short answer is it depends. It depends certainly, but I tend to believe that after, after a founder has spent the money and let's say 18 months, runway or 20 months runway there's usually like two or three things that they need to accomplish.
I would say at the seed stage, it's like, do they have an ability to hire and attract and retain talent and good talent? Is there evidence that the product marketing function is mature? So if you think about even the workflow for like the next sort of follow on financing rounds, what do series a investors do is I'll introduce you to a bunch of CSOs and CIO as a Tetra.
the product and the kind of customer discovery that has happened before that should [00:19:00] inform like a very articulate a narrative of what the company is. And so again, it's like realize the first two things I mentioned are qualitative, right. It's very easy to say, Oh, be at X million in ARR, this, that, whatever.
She looked at the data there's X there's no correlation between ARR and like good seed rounds, whatever that means. So mature product marketing function hiring well, and I do believe that if there's. This is the quantitative part at the end of the seed financing round. If there is a statistically significant number of customers who are using it and getting value out of it, and there's a willingness to pay and what is statistically significant and enterprise.
More than one I've actually statistically significant. Anything is more than one but level. Let's say, three, let's say two, let's say , , a handful of POC and there's been two ish conversions to larger scale customer contracts and a, a really healthy pipeline that's enough these days.
As a result of that, Does one need to raise [00:20:00] 5 million off the gate for a seed financing round. Unfortunately, if they need an extension that has to be done at the same price, because the price was too high from the get-go, that's not what you want, , work backwards from those like two or three kind of core goals, at least enterprise infrastructure and software.
And then we should be good. Yeah. W what, what do you think be.
Gopi Rangan: Yeah. In the past before COVID and everything, it was possible for companies to raise a little bit and stay out for like nine months. If they have nine month runway, there's a possibility to raise another round of funding and I could help them.
I had the confidence that I could, but now I think it's getting to a point where it helps to be more conservative and res. For 18 months of runway and raise a little more. So you can forget about fundraising for a period of time. I don't have the confidence that I can just push through and try to help them with fundraising easily unless they have some strong metrics.
So to achieve those metrics, they need to put some distance between the current round [00:21:00] of funding and the next round of funding and put their focus on the business. So that's what I have experienced in having 18 to 24 months of runway is helpful. Yeah, raising too much is also a problem, but raising too little is often the the problem that I see.
Farooq Abbasi: Unlike in consumer I think in enterprise, like seed extensions are super common and they're not necessarily like terrible. Because in like, so let's say, , a founder has been in business for 16 months. They're just in the cusp of their first big contract, but they might need six months.
They might need six months and they might even need a month or two later because fundraising takes a little bit of time. If you choose insiders who have a little bit, just a little bit like a little bit of, sort of follow on reserve capital. It's a question every founder should ask about their VCs.
Like, Hey, do you invest later? It's perfectly fine. In fact, I would actually even imagine I don't have the retrospective analysis on this, but I think it'd be really fun to do like how many, like unicorns have like seed plus rounds [00:22:00] and enterprise infrastructure.
I can think of three in my head right now which like are now like the hottest companies ever, like they really struggled and they needed to have kind of a seed plus. And it was okay because there's enough evidence to for insiders to believe.
Gopi Rangan: Yeah. In consumer hard metrics matter more because that's a clear indicator of where the business is going.
But in enterprise where I also invest mostly B to B companies hard metrics, don't really , tell the full story, the qualitative piece on why a customer signed on or why they decided to renew, or how did the company go from POC to contract all of those? Conversations are important.
That tells a full story about the business. So seed extensions can be more easily achieved in this space when B2B and enterprise area, because the story is more than just the numbers. Is that a pet peeve you have in that you've been in venture and I have, I've known you for many, many years now. I'm sure you've seen the [00:23:00] good, bad and the ugly in venture.
I'm curious to see if you have any pet peeves or things that you don't like.
Farooq Abbasi: I would say a pet peeve is like, is. Lack of communication. I know pet peeve is supposed to be something like really specific and jerky and could even be funny. But I just think it's so important . It just has to be said. So. , when a founder is not communicative and doesn't sort of like email or write or reflect or share like progress, or at least open the aperture for others to sort of see the company, what, to, where they can help.
Massive, massive problem. I bet you, if I did an analysis on my portfolio companies and the ones that like don't write updates for still on the, to write updates, it's quite a, B a D a decent correlation. I think when I'm talking to a founder initially if they have blatant disrespect for their competitors, I think it's unnecessary.
Respect your competition, especially competition for being out of market before you having more capital, having a larger [00:24:00] marketing budget, but realize where their weaknesses and their, and their areas of vulnerability are. That's, that's something I always really enjoy. Just generally as well as when people.
People can respect who they're competing against and everyone who's not you. Isn't terrible.
Gopi Rangan: That's true. Entrepreneurs tend to be confident and they believe in what they do, but sometimes they also have to have the humility to accept that there are others who do well and it's okay to comply with them.
Farooq Abbasi: And these markets are really big. And look at us, I know there's all this data around, like, , the winner takes 80% than someone else takes 20%, et cetera. But like, you can't like you can't live like that way. And I, I think markets ever are kind of ever-changing and , the exact market you're in today might change tomorrow.
And so and there's so many opportunities to be successful in M and a also, which I was more often than IPOs. So The BLK sharing the [00:25:00] stage, so to speak.
Gopi Rangan: How has your life changed in the past 10 months?
Farooq Abbasi: Because of, so, so, so much so much, well, I mean, like for one, let me, I launched prefaces this whole GP. And I had the first closing February 23rd.
And I remember on the 24th, like that's when the markets dropped precipitously. And so it's funny, like I've been in a personal like whirlwind of a journey and fundraising and investing and I've, I've invested in my own firm for many years. But having kind of a dedicated soul GPE vehicle with a slightly larger check size it's different different from before.
But it's preferable. I travel a lot and I enjoy traveling. I've invested a lot in companies with, , remotely and remote diligence about having dinners, looking them in the eye and shaking their hands because there's other ways to get to the answer.
So that actually has been , pretty similar. How's my life different, less hugs, I guess maybe like less, yeah, less [00:26:00] hugs, less, less opportunity for serendipitous kind of Physical like, I guess like personal connections, because we're not sharing the same, , physical spaces, which is where you meet most people, but even virtual spaces I think are okay at at facilitating connectivity, but it's nice to meet people in person.
Gopi Rangan: Yeah. I really miss that. I really miss the personal connections, seeing the smile on the people's faces and the spark in their eyes. When entrepreneurs tell the story. I miss
Farooq Abbasi: live music, music. I miss. It's a really privileged thing to say. And like I'm grateful to be comfortable and happy and family's healthy and all these sorts of things.
I just wish I look, really look forward to getting my normal and I'm grateful that there's there are scientists and people in the pharmaceutical industry and the healthcare industry and policy that are like working hard to, to get this done.
Gopi Rangan: I wanted to switch to the next part of the episode where I asked you about community involvement.
Is that a nonprofit organization you are passionate about?
Farooq Abbasi: [00:27:00] Definitely. There's one specific I'll mention, which is a diversity VC.
Many people know that our industry is not very diverse. A lot of Caucasian males, a lot of people who their relatives are in the industry and they all went to the same schools. They went to Stanford, they went to Hartford. What diversity VC of was haunted in London.
I was one of the founders of the organization was to get people of different backgrounds into the industry. And so how do we do that is by analyzing everyone's sort of, , all these larger traditional funds, like what is their breakdown , by investment partnership and then not, , on the investment team and investment committee vote which is sort of hard to discern given the everyone's a partner these days, which is probably difficult for founders to, to, to discern, but You know, male, female socioeconomic background education background, what they studied.
And every year we publish a report that shows like how diverse each firm is. Secondly, we also. W we have, what's called the diversity standard, , where different venture capital firms will kind of go through an audit[00:28:00] and analysis that we'll perform with the partner to sort of say like, Hey, like you, you do the right things and what are not all the right things.
So you do some of the right things, like, do you actually measure, do you measure your deal flow? Do you measure how many meetings you've taken with? Males females, , geography different backgrounds , like do you measure voting and do you look retrospectively at like your, your patterns?
And so having like an analytical mindset and view on decisions and ensuring that you're at least open to analyzing how you make decisions and your own biases is really important. That's just one example of, of what, what could make a a more inclusive and diverse Metro capital partnership that. No, I'm diverse founders wherever they are in the world.
One last thing, which is really fun is that we get we, we get interns. So you had interns from totally different walks of life to intern at like large VC funds , that's exactly how I started adventure and it changed my entire life.
And so I'm so happy to say that we've actually [00:29:00] placed like. Yeah, many, many tens. I mean maybe, maybe even a hundred plus in terms of different venture capital firms and giving people a taste of the industry.
Gopi Rangan: Yeah. My journey into venture capital industry is very similar. I was an intern at car and I'm very grateful for having that opportunity that opened my eyes to this beautiful world of venture capital, working with entrepreneurs.
And thank you very much for all the work that you do to bring diversity into this industry.
Farooq Abbasi: Thank you. I mean, it's a it's, it's not just mine. It's a, it's collaborative and it's ongoing and we're not, we're definitely not done yet. And I'm excited that the art industry is gonna look really different in 10 years because it needs it.
Gopi Rangan: Oh, this is great. This is fascinating. We've touched so many different topics all the way from where you grew up and how you got into venture and what you did at 19 years old and how the industry hooked you in. Now you're in this industry, you started your own fund you love working with entrepreneurs you give many examples of stories or [00:30:00] how to help entrepreneurs, how to.
Choose entrepreneurs you work with. As an early believer, what you look for this is we can keep going, but we have to end the episode soon, but thank you very much for coming to the show and sharing your stories and insights.
Farooq Abbasi: Thank you.
Gopi Rangan: Thank you for listening to the shore shot entrepreneur. I hope you enjoyed listening to real life stories about early believers, supporting ambitious entrepreneurs.
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