Hey there everybody.

Welcome back to Le the Team.

I've got a treat coming your way today with Frederick Thomason, who is the CEO and founder of AI powered creative services company Superside, which he built out of Y Combinator and Superside, in case you're not familiar with it, has some of the biggest customers in the world including Amazon, Salesforce, Vimeo and more.

They're committed to supporting in house creative teams that are overlooked and under resourced.

The company's mission is to alleviate the immense strain on creative teams and help them to drive more innovative, awe inspiring campaigns by embracing AI.

And by the way, this all applies to you out there too.

By embracing AI, Superside is transforming the creative industry at large.

It's pioneering new workflows and delivering costs and time savings back to customers at unprecedented rates.

This is a topic that is burning hot for leaders on Lead the Team and I thought this would be a fantastic perspective on AI and how it's, how it's changing things out there, especially on the creative side.

Frederick, welcome to Lead the team, sir.

Thank you so much.

What a great introduction.

Oh man, it's gonna be fun.

He is in the beautiful country of Norway, Oslo, Norway.

And he just laid on me.

It's about freezing and foggy, so it's perfect weather for an interview.

So what is a borderless company talking about?

Superside.

First, what's a borderless company and what has the positive impact been?

We are in 65 countries, 750 people all over the world working together in what is now one of the largest companies in the world that is full remote and there's a ton of positive things.

I guess for me it's like you join a call with your team and it's you know, 10 people from 10 different countries telling 10 different stories and sadly all the places seem like a nicer place to be than Oslo most of the time.

But you know, it's Puerto Cyrus and Bogota and you know, San Francisco and all these like amazing places and yeah, it's just amazing for me to be part of, of that team and yeah, enjoy every, every day of it.

Well, are you, are you borderless?

Super like I guess I'm thinking about super side is super remote.

Are you super remote?

Because Norway for some people might be hard to recruit these hundreds of people in, into or.

Why, why go borderless?

I mean I think we go borderless because we believe in a world where there is global equality of opportunity where everyone, irrespective of where they live, should have the same chance to succeed in the Global online labor market.

We believe this is one of the most important transitions of the 21st century and we want to be part of accelerating that transition.

And I think we've been able to make a small dental at least.

But yeah, it's a long, it's a long road.

So how long have you all been remote?

From day one or is the transition that was initiated by an event?

So we've been remote since day one and before COVID in sort of 2016.

You know, until when was Covid 2021 people thought it was really strange, you know, like how can we trust this remote company?

Just like these random people working together on the Internet.

And then Covid hit and all of a sudden people are like how, how do you guys do it?

Any advice?

And, and especially in the U.S.

i would say post Covid, it's become almost the norm to work with external service providers and don't and not meet them in, in person.

Like we work with our, with, with search firms, we work with various other agencies, you know, lots of different partners and most of them we, we never really meet.

And, and that's sort of the, the Norman for us.

It's been obviously a huge boon to our growth and made it a lot easier to convince our customers that we are in fact not avatars.

But really, yeah, you guys get on this trend early and it sounds like you were able to help lead your customers who are also going more remote early on one of the.

And I want to dig, I want listeners to keep listening because we're going to get into the AI piece.

But something fascinating here.

Typically when you think of creative agencies, it's easier to be creative in person.

Right.

You can see the person.

There's a water cooler.

Ideas.

I think about back in the day, how Apple like redesigned their headquarters to have more bumping in and interactions from different groups.

And so how do you think about having an inherently super creative agency working with clients who need your creativity but you don't have all that.

Right.

Because.

Yeah.

Or get to do it differently because you're remote.

How does it.

How do you think?

I guess a couple questions.

One, thinking about creativity in person versus remote and what challenges have you faced and what have been the keys to success?

I mean, I think there's for sure a lot of trade offs working remotely.

I think for us it's important also to acknowledge that a lot of the great artistic contributions in the world have been by people working alone.

You know, most great pieces of art or most great pieces of, you know, fiction writing haven't been, you know, a group together in a room kind of like figuring it out and you know, throwing, throwing balls and you know, spitballing ideas.

It's, it's been, you know, hard work.

Some authors sitting down for, you know, eight hours a day, kind of grinding it out, writing a masterpiece.

And so I think that's sort of more the norm, at least for most people.

And I think the way we think about it is hiring people that are able to work independently and enjoy kind of being by themselves.

And we try to hire people that are, I guess, more introvert, high conviction than, you know, high extrovert, low conviction, if that makes, if that makes sense.

And, and so that's how, that's how we attack it.

Obviously there are, there are trade offs.

Right.

And I think there's many situations where, particularly when you're trying to understand a client and their needs, it would be easier to be in person.

And that's certainly a challenge for, for us it's, it's, I guess cost prohibitive to fly our whole team into San Francisco and hang out with the customer for, for a week.

Maybe the quality would be, be better.

And you know, we're trying to do our best to, to ensure that we're compensating for that in, in lots of different ways.

Yeah, it's an interesting distinction that you drew there because I threw out the Apple case.

Well, Apple was inventing technology and phones and you know, and the Mac.

You're like, and you didn't say this.

What I heard was, well, we're not creating products, we're creating ideas, marketing more artistic solutions where being, having alone time, being isolated.

Like Picasso didn't have a focus team with him when he was, you know, painting his masterpiece.

So it's interesting for, and I think I'm translating that for the leaders to think about what's the creativity that your team needs and your job descriptions need and you're, and then backing into.

I mean, I think people take inspiration from different, different places.

Right.

Like, you know, I guess because I don't know where he hung out here, simply hung out a lot in, you know, brothels and trendy cafes and stuff and took inspiration from, from those places.

You know, for me it's like I like to be in nature and other people, you know, like to be in, in cities and people draw inspiration from, from different places and, and yeah, it's, it's a very individual thing maybe.

I think.

Yeah, Interesting interesting for a leader to think about there.

You said you draw inspiration from nature.

What's one of the most inspired things that you remember.

Can you maybe walk us through?

Hey, I was in nature.

I observed all this snow, these reindeer.

Simple.

Finally translated.

It was just wide and all this noise from everyday life.

I think the interesting thing with nature, I think it happens to a lot of people and it definitely happens to me.

It's like you have all of these problems and all these things that you think about and you have this idea that, okay, now I'm just gonna go into nature and like spend a lot of time thinking about all those things and like figure it out.

But what happens to me is I go into nature and those problems, they just disappear or my, my mind just stops working on those problems and it's a really nice escape.

I'm not sure if it's directly helpful or in any way kind of directly contributing to solving actual problems, but at the very least it's really nice for me to know that like I can just whenever, if things are become too challenging, I can just go into a really nice old forest and walk around in it for a while and I will feel relieved and, and yeah, I can just stay there until I feel great again and go back into the, into the city.

Yeah, it's cool for leaders to think about that.

It can feel unproductive to get off the beaten path.

You walk in the woods and you're like, wait a minute, I should be working, right?

I'm a CEO and founder of a 24 hour a day organization and I don't have time to walk in the woods.

But if you see, well, hey, that's, that's part, you know, creating that mental white space.

Getting away makes you better at work.

You're.

You're much more likely to make that walk a priority.

I think so.

And I mean, there's this, I guess old s.

Buddhist saying that says don't work on your mind with your mind.

And very often, at least when I have problems and in the Western world when we have problems, we sort of really try to think about it and we go to a psychiatrist or psychologist or coach.

I have a coach, he's been great.

Like, nothing wrong with him, but it's this very kind of rational way of working about your problems.

And sometimes it's, it's sort of you just go away for a couple of days in, in the forgery, you take some holiday or do whatever you kind of like.

And then it's not.

You're not working on your mind with your mind, but somehow you come back and you have the solution.

It's it's strange right?

Like and I think it's at least important to me to acknowledge the import of just letting the mind figure things out for, for itself.

Such a good reminder, thinking about a problem over and over doesn't necessarily solve the dang problem.

If you did, you would have solved it a lot more quickly.

And sometimes having given yourself permission to do that, I mean it's a great message from a creative leader to other people out there today who are listening.

You know, they facing problems, facing challenges, sometimes thinking more doesn't solve it.

It's getting into your body, getting out away create that mental space.

Now when I read the introduction and I started looking at super side, you know it's interesting one, you have all these marquee clients and we a very impressive list and you've got creativity and you're working with and for infer leaders, you work with inside companies that a lot of times have inside creative groups, right?

They're responsible for the company branding or product branding and then they need support, they face hurdles and that's where super site comes in with this specific AI technology.

What is the AI technology that you're bringing to the equation that these clients are finding to be so valuable?

I mean more often than not we meet with our customers who are predominantly enterprise technology customers and they need a lot of things for, for, for different, for their different problems.

And most enterprise technology companies, they need to produce video, they need to produce motion graphics, they need to produce audio static ads, brand imagery like everything and ideally all sort of everything, every, all at once and ideally needs to be really fast and there's ever more kind of demands pressing, pressing on them and we provide sort of an integrated solution where we build on all of the best AI tools out there.

We meet with hundreds of startups every month to try to navigate this ever changing space and try to stay on top of it and see ourselves as sort of an orchestrator of the various best practices and that's on the, the creative side.

Then we have an AI and automation team that for every customer will build kind of a custom model or an AI first brand design system and try to set things up in a way that allows us to move significantly faster down the line.

And most of this stuff is really just building on someone else's underlying technology and making sure it fits very well with the specific needs of the company that we're working with.

So why did you found this company?

Because when you founded this the AI tools were little babies or maybe even non existent right now they're like changing everything.

So what was it when you founded the baby company or baby AI?

And now you go, yeah, we did.

He had a great question.

And we did the Y combinator back in 2016.

And, and what is the rest of the listeners?

What is Y Combinator?

Y Combinator is a startup accelerator, I guess, or I think they tried to name themselves like a, a seed fund.

And every year there's a couple hundred startups kind of coming out of, of Y Combinator.

Among them Airbnb, Stripe, Dropbox, many other very successful companies.

And when we did the program in 2016, our group partner was Sam Altman and he sort of wanted to do our seed round and obviously said, ah, that sounds, that sounds great.

And he wasn't that famous, Sam at that point.

He wasn't that famous at that point and he hadn't even started the.

Right, yeah, exactly.

He was doing a lot of investments himself and did sort of exceptionally well.

One of the best angel investors of all time, I guess.

And, and then at some point he just decided to leave Y Combinator and, and start this open AI thing.

And, and we were like, okay, that's, that's a strange move.

Like this seems very theoretical.

Like, why, why is he doing that?

And then for like many years he was just like, oh, this thing can now play like Dota 3 or Starcraft versus like a human player.

And okay.

And we were like, okay, that sounds, that's cool.

But like, is it actually going to have any real world impact?

But slowly and certainly.

And we stayed sort of very close to this progress and paid attention and over time, And I think 2021 or so, it started becoming very, very interesting.

And then in 2022, obviously it became obvious to, to everyone and, and then we just jumped on it fully as a, as a company and been sort of going all in on that ever since and really trying to take the position as the global leader in AI powered creative services.

It seems to me, and I think it's becoming obvious to almost everyone that a big part of professional services, be that legal or consulting or creative services, will get disrupted by sort of some AI powered or fully AI technology or hybrid service software company.

And yeah, we're trying to take that position.

So it sounds like you're one of the, like what you're saying is, hey, AI is out there.

There are all these different industries out there.

Each industry is going to have a leader that adapts these AI tools to that specific vertical industry and really help them rock it and conquer it.

It sounds like you're really hanging your flag on marketing and branding services.

Right.

That's like anything.

And you're, whether it's Gemini or if it's Claude, you know, yeah, GPT.

You guys are building on top of all that so companies can use it more effectively.

So right.

Every week there's a new number one and you know, we just need to stay on top of it.

We're building our own stuff too.

Don't, don't get me wrong, but we're trying to solve I guess, smaller problems in a sense or more industry specific problems.

Like we're working on our AI briefing for example, that helps people brief creative projects in a more efficient way.

It's very particular to creative services.

And then when you say brief, what do you mean?

So whenever someone needs to do something creatively, there's always a brief.

You know, everything from, you know, if it's a, you know, five hour project to or 10 hour project to make a new Facebook banner ad or if it's, you know, a skyscraper to an architect firm, you need a, you need a brief.

And if the brief is better, higher quality, the project typically becomes a lot better.

And it matters a lot how people make this brief.

And, and typically people spend a ton of time with, you know, if you take the briefing process all together with briefing, scoping, quoting, you know, back and forth, endless like negotiating kind of all the deliverables, that's sometimes 40% of, of the entire project both for small and, and big projects is crazy.

And so if we can streamline that with, with AI, it's going to be really, really interesting.

Yeah, so good.

So what I hear in that is for the briefing, they, they pr.

A company would give you all a creative problem to solve and the creative, and your brief is really your creative vision for what's possible.

It takes a long time to do that and you guys are able to accelerate that using these AI tools or help people to respond to that in a very fast way.

I mean that's the, that's the idea.

I mean from our side, instead of us kind of having a big team helping the customer with that, with that brief, we have the AI help the customer with that brief.

The customer gets an instant quote says, you know, we expect this to take 20, 30, 40 hours, whatever.

The customer can say yes or no or they can change the quote and they can sort of like negotiate with the AI until they're happy.

And then once they're happy, we will just do it and that's just going to be a massively simpler, better easier experience for everyone involved and will allow us to reduce our prices by maybe 10, 20, 25%.

And we're giving all those cost savings back to our customers.

And I think we're pretty much the only ones that are doing that right now.

Pretty much every other creative agency, advertising agency out there are using the tools, saving a lot of time, but not passing the cost savings back to their customers.

We feel that's unfair.

We've been able to get, we're getting closer to half of our project volume now, fully or partly AI, AI powered.

It's on average maybe 60 to 70% more efficient than traditional methods.

And we're giving 100% of those cost savings back to our customers.

And, and we think everyone in the industry should, should start doing that.

The I, the AI tools out there for creatives, what do you see as I'm thinking about like the Geminis and Chat GPT and the tools coming on there like, and for people that might have smaller organizations like I know I had, I've read that Canvas now and Chat GPT and you know, these sorts of things.

Who are you seeing out there or who are some of the leaders on the tools?

I mean the market is incredibly fragmented at the moment.

It's, it's sort of like for every modality and by modality I mean, you know, video, motion, static, imagery, you know, whatever.

Like you have multiple modalities and then for each one of those you kind of also have different needs for an SMB and an enterprise.

And you know, within each cell in that matrix there's 10 different companies doing things.

So like Canva for example, will be very, very good at images for consumer and SMB, like that's their bread and butter.

It's a huge, it's a huge company at this, at this point and I think very few people will be able to beat them in this sort of, in this sort of specific use case.

But you wouldn't really use Canva for enterprise grade video editing or video production and then you would use something like a Runway or a cling or something like that.

And so it's crazy.

And Adobe is sort of on their heels, right, like not fully catching up yet at least.

And they're making tremendous strides.

But for them to cover all of these modalities for all of the customer segments, it's going to be, it's going to be tough.

And then you have a ton of startups that are doing use case specific solutions as well.

So you have a ton of startups that are doing Facebook AI ad generation type software.

And it's getting really good, right?

Or not really good.

I mean it's not fantastic yet, but it's for a lot of companies, especially if the ad is just a product of some sort and you have a product images, and you just want to say, ah, you know, this thing is on discount or whatever, like it's going to be more than good enough.

And, and some of them are seeing pretty tremendous growth and I have a very hard time kind of predicting how exactly it's gonna turn out.

So how do you build?

And you said you had 800 employees?

750.

Yeah, 70 employees.

How are you preparing them for this world?

Because you're doing the business of AI, you know, with your teams, you're responding, you know, you're growing, you know, with, with your clients.

But you just said this is a fragmented market.

We don't exactly know our crystal ball is.

And everybody's crystal balls.

Not, not the best.

So how do you, how do you apply, how do you prepare for the next two or three years?

How are you preparing your team?

I think it starts with me probably, and I can sure do a better job, but I try to just use all of the various tools as much as I can and learn as much as I can.

And all of our leaders are trying to do that too.

We're treating it as the singularly most important priority for our company.

And, and we're making what's the, what.

Is the single most biggest priority for everyone?

For everyone to just get with the program.

Right?

Like there can't be any doubts that it's not happening or you know, that we somehow will, you know, hang out in Photoshop and edit pixels by hand in two years from now.

Like it's not gonna happen.

And I think it's, I think it's important for everyone to realize and to also be optimistic about it then.

I mean there's some, some sadness I guess around craft to some extent being lost, but I think at the same time there's tremendous opportunity and tremendous optimism around the new abilities this give for creation and both for the already exceptional designers and creatives that we have in our company, for them to create absolutely amazing things.

You know, if you have a 10 hour budget, maybe before you could create an okay static image and now you can create a relatively compelling photorealistic video right for the same budget.

And it feels great to create cool things.

And then it also opens up the opportunity for non creatives, non designers to finally get in on the game.

The, the barriers to entry for many of the traditional design tools have been quite high, but now it's easier to put your, to make your ideas come to life.

So I see it as a mostly positive force.

And it's not clear to me that the world will need fewer creatives and designers in a couple years from now.

But it will for sure be a very different world in terms of which tools and, and the ways that people are, are working.

So you said you need, they need to be optimistic and, and sort of get beyond the sadness of, hey, the craft that I know it, that I spent years, that I went to college for, I've been trained on is changing.

What is the, what are some, what's advice that you have for leaders today who don't feel at optimism, who feel loss or employees, you know, feeling that, you know, not feeling optimistic, maybe they're scared, they're fearful, or they're just throwing up their hands and saying, I have no idea what's gonna happen.

I mean, it's very hard to say how it's gonna, how it's gonna go.

And so I, I, I'm not an expert in like, making predictions about, like, the future of the world and maybe everything will just blow up and, and so on, but for me, I don't know.

I just don't.

Okay.

I don't know.

The first piece of advice is it might be terrible, but it might not.

It might not.

I mean, and you hear people taking these kind of crazy positions on, on both sides of the spectrum, right?

Like, you meet people that are, we should definitely not invest in this AI thing.

You know, cut down forests and, you know, spend more energy doing this thing.

It seems completely nuts and we're just gonna kill ourselves and it's completely wasteful.

And then you have people on the other side saying it's like God's gift to man and, you know, creating this amazing thing, it will solve all of our problems.

And I don't know, I have right now a very high degree of uncertainty about it.

I think it's very hard to predict which type of, or what type of work will be disrupted first.

So, for example, within design, it's already really good at coming up with interesting ideas for concepts, but it is generally really bad at drawing straight lines and so, you know, or aligning boxes or something that seems simple.

And so, I don't know, having these heuristics for, like, what seems simple, what seems hard, and assuming that AI will only disrupt what seems simple seems to be like an incorrect view of the world.

So I think that you need to have a very high degree of uncertainty about what's gonna happen.

I think it's important also to bear in mind that there are some pretty amazing possibilities and some pretty amazing unsolved problems in the world.

I think for each and every individual designer, there's a significant chance that the edge that you will have over non designers will increase.

And so today you obviously have an edge because you know the various tools and so on.

And so you can out compete non designers.

And therefore, you know, you're, you, you get, you get a job because people, you know, you're much better than me.

So you do that and I do this.

I mean, this is how we specialize in, in an economy.

And I think there's a good chance that the designers in two, three years will be, that it will be an even bigger.

If you learned all of the tools, master all of the tools, I think there's a pretty significant chance that proficient designers will be significantly faster, more productive than, than the rest of us.

Wow.

So, so what's your advice for people to get ready for that?

It sounds like, learn the tools, test the tools, and don't get too dang comfortable on the tools you have right now.

Because I think so.

I mean.

Yeah, I think so.

And I think the one advice that we try to give is make sure that you work in a company that takes it seriously.

And so at least here in Supercite, we take it very seriously.

Everyone, I'm not sure everyone, but most people are pretty optimistic about it.

We're experimenting, we're giving people extra time to like, figure it out on a per project basis.

And so Superset is just a good place to be if you want your career over the next decade to be successful.

And we're sort of providing that as a guarantee that we'll continue to invest in, in people.

And you don't have to necessarily think about it that much.

Just do your job, do your best every day.

You know, we'll keep training, we'll keep working.

You're learning per project.

You sort of over and over time, over the next two, three years, it's going to be, it's going to be fine.

But to go to a place where everyone around you is like, ah, you know, I hate AI let's, you know, and some places, I don't know, maybe Hollywood or, you know, some places, there is a pretty negative sentiment around it.

And I think that's, that's probably very, very risky and something I wouldn't personally expose my career to.

Yeah, it's an interesting edge for companies to think about.

It's like you can tell and I haven't really thought about it this way.

I think it's interesting hearing it from such a creative company as yours, Frederick, is that part of your compensation to employees is letting them know, we're going to keep you sharp, we're going to keep you moving forward and you're going to be learning the best tools.

You don't have to worry that you're going to be working on the outdated stuff and not going to be competitive in the marketplace.

We're going to give you the best, we're going to keep you, keep you going and help you grow on your career.

And it's interesting to think about that even to be like a mechanism for employee retention.

Whereas before you might think, well, the edge might go to a contractor or someone who's like a solopreneur or small company.

But if you've got a big company who's all focused on this, you're obviously going to be, you're able to put a lot of resources into it.

Maybe a lot of other organizations aren't for sure.

Absolutely.

So we're doing that and I think we're also just solving a little bit of a different use case.

So I mean I think it's totally possible to go to UPWORK and Fiverr and right now you probably, many companies probably should use those platforms more because they tend to be very quick at, you know, surfacing novel technologies and or people understanding novel technologies.

These are sort of the largest freelancer marketplaces on the Internet.

And so if you're looking for someone who's like really good at one specific like AI, video or something.

Totally dude.

I think the use case that we're solving is a little bit different.

Right.

Like we're solving an enterprise company's use case which is typically the.

They need someone to be an integrated provider and solve their entire problem.

And their entire problem is that they need a lot of different things at the same time.

Right.

So they need an overall kind of AI and automation system to be built for their, you know, large scale assets at scale kind of production in multiple different countries.

You know, they need experts on video, experts on audio, experts on concept.

I mean they did everything kind of at the same time.

And it's also.

So it's a little bit, it's a little bit different.

And if you're an individual designer, there's a lot of folks out there that are going very aggressive in the SMB direction.

There's sort of startups that are making SMB software.

But I think it's probably a safer route to try to stay close to the enterprise.

Yeah, and I hear you thinking about that.

There is such a gap for companies to get close with their partners and suppliers because if you're just getting side gigs or getting people with side gigs on Fiverr and they're doing one off projects, they're not going to really know you that well and they're going to be getting work and content.

They may have, you know, variety may have used for other organizations.

It's just going to.

Not as convo.

It's going to be.

Could get convoluted but the inner.

But if you're driving an enterprise organization.

Yeah, you've got to have someone who can integrate fully with all your needs and understand you and then align that stuff.

And that is no easy task.

Yeah, but, but what a gift.

And I suspect that these big organizations that you're working with, they have very high demands creatively for sure.

I mean it's the premier league, right.

Like the American big tech companies.

I mean it's the, it's, it's, it's for sure tough, tough clients.

Yeah.

Can't.

Can't say otherwise.

So Frederick's trying to wind this up.

It's been a lot of fun.

We didn't get to talk a ton about your background.

Like why Norway?

Like is it, is it why Norway?

Why Norway?

I mean born here, born and raised, you know, not in Oslo particularly.

I'm from a small town in, in the south.

I think that definitely shaped my view of the world.

We had the one TV channel until I was 13, the sort of state Norwegian TV channel.

Then we got Internet and, and obviously I thought, you know, the Internet is the most amazing thing in the whole world and sort of spent the rest, the rest of my, my life probably spending way too much time on the Internet.

And I think a lot of people coming out of small towns in Scandinavia, you know, had a very early favorable impression of the Internet.

I don't know, playing playing poker or you know, hanging out on forums or playing online games or whatever it might be.

And you see a generation of entrepreneurs in Sweden, Norway, Denmark, Finland are, that are sort of from, from that generation, particularly in Sweden, I guess.

Interesting.

And I mean we, we started a company in the US it's lived a few years in California and then yeah, I wanted to move back and raise a family and be close to, to nature and, and yeah, it's a, it's a beautiful, it's a beautiful place to stay.

So What I heard did you stay in that story is that it would seem like with a group of one TV channel that would not help you in the world of digital media and technology.

But when the Internet came, there weren't a lot of other TV stations to pick from.

So you double down, you're like, hey, this Internet is way better.

What's going on on tv?

And you spent time on that.

What, what was it?

Were you more forums?

Poker, Anything specific?

I mean for me, all of the above, you know, like poker, online gaming.

Played way too much on the Internet, various games.

But for me the biggest, biggest time sink.

And I've at this point sort of deleted most of my profiles or anonymized most of my profiles was hanging out on, on forums, just various forums, like computer forums mainly talking about.

Or it's like freak forum talking about various, various things.

I mean mostly politics or, or things like that.

Have written, yeah, a few thousand posts and it's so, so rather embarrassing to go back and all the misspellings that.

You must have had.

No, I, you know, it is interesting to think about that because you run a 750 person remote organization that I think a lot of people would say how can you do that creatively?

But you grew up using forums, connecting with people, you know, sharing ideas that way.

And it makes a lot of sense to me that you had found a company that pulls from a lot of that and that communication totally.

And I think you also understand a little bit how the Internet works.

And especially, I mean you learn, I guess, how some of these dynamics on social media really works.

You learn how to stay away from, from trolls and you learn how to, I mean it sort of shatters your naivete a little bit.

And I remember in starting this company we just had a website which allowed people to go in and submit a task and then we would do it and we'd send it back and we would say, ah, this is 500, can you please pay us?

And then most of the time people, you know, didn't want to pay us.

And sometimes that was fair.

But, but also there are a lot of people on the Internet that just aren't very nice and it's, it's, yeah, it's important to shatter that, those illusions early on.

Yeah, really, really cool.

Thanks for sharing a bit of that history with us.

So Frederick, it's been a good one, sir.

What's your parting thought for our listeners?

Feel free to take it any direction you'd like.

I mean, we're excited to be, to be a trusted partner to enterprise technology companies in the US and elsewhere.

It's pretty much our bread and butter.

We try to help them get creative done faster.

I think we are the best in the world at that.

We're the best in the world at@ Building AI and automation solutions for enterprise technology companies.

And happy to chat with anyone and everyone that that would like to send me an email@Frederickuperside.com and we'll take good care.

Be nice to Frederick.

Don't troll him.

That was nice of you to get was nice of you to give your email out y'all.

Yeah, check out Superside Fun company.

Stay positive.

Keep leading the team.

Thanks Frederick.

Amazing.

Thank you.