Alex Hawkinson On Selling A Company To Samsung For $200 Million, And Raising $78 Million To Automate Global Infrastructure For A Sustainable Future

Alex Hawkinson’s path as a founder reflects his incredible skills in problem-solving, curiosity, and knowing when to bootstrap and when to raise. With multiple exits under his belt, including a $200M acquisition by Samsung, he has learned to trust his instincts.

Alex’s latest venture, BrightAI, has secured funding from top-tier investors like BoxGroup, Marlinspike, Rsquared VC, Cooley, and VSC Ventures.

In this episode, you will learn:

• Alex Hawkinson’s entrepreneurial success is rooted in deep curiosity, problem-first thinking, and disciplined timing around fundraising.
• After multiple exits, including a $200M acquisition by Samsung, Alex launched BrightAI to bring AI-driven intelligence to global infrastructure.
• BrightAI blends hardware, robotics, and AI to modernize essential systems like water, energy, and HVAC, moving from reactive to proactive infrastructure management.
• Hawkinson bootstrapped BrightAI to $80M in revenue before raising $75M, emphasizing the importance of discovering a repeatable pattern before scaling.
• His philosophy: If an idea doesn’t show real potential in 18 months, it’s likely the wrong problem to pursue.
• BrightAI’s “physical AI” enables real-time monitoring and robotic maintenance, improving efficiency, safety, and sustainability in mission-critical sectors.
• Alex believes real opportunity lies in solving unglamorous but vital problems and that working on the most significant issues attracts the best talent and capital.

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About Alex Hawkinson:

Alex Hawkinson is an accomplished entrepreneur and technology leader with a diverse portfolio of ventures focused on innovation and sustainability. As the Founder and CEO of BrightAI since April 2019, Alex leads efforts to transform global infrastructure through artificial intelligence and real-time sensing.

Before BrightAI, Alex founded and led SmartThings, a revolutionary IoT platform that reshaped the connected home landscape, known in the tech industry as “father of IOT”. Under his guidance, SmartThings grew into a global standard, supporting over 1 billion connected devices and fostering an ecosystem of 250,000 developers before its acquisition by Samsung in 2014.

Co-founding OurSky AI in September 2021, Alex contributes to space applications and observational data analysis. In addition, roles at EfficientAI as Co-Founder and Board Member, and as Chief Technology Officer at Ocean Born Impact, emphasize a commitment to energy efficiency and technological advancement.

Alex’s extensive board memberships with companies like Strikepoint Group Holdings, CSC ServiceWorks, iFIT, and Pelsis showcase a dedication to diverse industries, including HVAC, pest management, and fitness solutions.

Alex also serves on the Advisory Council at Carnegie Mellon University School of Computer Science and has founded Mural Consulting. Educational background includes a Bachelor of Science in Cognitive Science from Carnegie Mellon University.

Connect with Alex Hawkinson:

• LinkedIn
• Crunchbase
• TheOrg
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty, hello everyone and welcome to the DealMaker show. Today, we have a founder who has started so many companies that I got dizzy. I mean, a lot. And not just a lot, but also a lot with success.

Alejandro Cremades: Several of them had exits—great exits. Today, we’re going to be talking about focusing on the right problem, thinking about bootstrapping versus raising money, what may cause the switch from tackling one industry versus another—a lot of good stuff related to building, scaling, financing, exiting—all of those topics we love to cover.

Alejandro Cremades: Brace yourself for a very inspiring conversation today. Without further ado, let’s welcome our guest, Alex Hawkinson. Welcome to the show.

Alex Hawkinson: Hey, thanks for having me. Big fan and excited to be here.

Alejandro Cremades: So, originally born and raised in Minnesota, with family roots from Sweden. Quite the entrepreneurial origins you had. Alex, give us a walk through memory lane. What was life like growing up for you?

Alex Hawkinson: Cold and dark in Minnesota. My relatives immigrated to Minnesota from Norway and Sweden, part of waves of immigration across the U.S. I grew up in a family of entrepreneurs and had a pretty lucky life in a lot of respects. But if you don’t know about Minnesota, it gets deeply cold in the winter. So, I was excited as an adult to get out of there. I grew up in a family of entrepreneurs, learning at the dinner table. You don’t go get jobs—you have to make them. Everything started from there.

Alejandro Cremades: So, after Carnegie Mellon, where you got your degree, you went on to create your own job—that was the first company, Infrapreneur. How did you enter the venture world? What was that like for you?

Alex Hawkinson: For me, I’ve always been a curious learner. I like to go down rabbit holes and see where they lead me. I was lucky—when I graduated from CMU, I had some programming experience and other things, but the Internet was just emerging.

Alex Hawkinson: I started tinkering, building websites on the side, which nobody knew how to do. It was the wild west of the early Internet days. One thing led to another—friends asked me how to do it, then eventually businesses started asking me to help them build sites, and later, web applications. I built the business up, and it was acquired as part of a roll-up into a much larger business. My early career just happened to coincide with the emergence of one of the biggest technology enablers of our time.

Alejandro Cremades: Then you went to Aptix, which was a spinout company. I guess the most incredible lesson there was learning to focus—and having a great team focused on the right problem. Tell us a bit more about that.

Alex Hawkinson: One of the second stages in the Internet was the realization that instead of hosting applications on servers inside a business, you’d host them outside. It seems obvious now, but it wasn’t SaaS yet. These were desktop applications hosted in the cloud. Aptix became the biggest in its space—providing hosted email, messaging, calendaring, and other services for small businesses.

Alex Hawkinson: Even though it was successful, it was a really challenging business. Why? Because—are you solving an important enough problem? I mean, if you’re a small business owner, do you wake up thinking about hosted messaging every day?

Alex Hawkinson: No, the answer is no. You think about how to find and service customers, your product—those things. Aptix was a great experience and we had success with the company. But I started to feel that even if you have a great team, if you focus them on a problem that’s not meaningful, it’s like pushing a boulder uphill.

Alex Hawkinson: As I’ll talk about later, if you pick the right problem and have a great team, it feels a million times easier. The right people, the right capital—everything wants to happen for the right type of business problem.

Alejandro Cremades: Eventually, you left Aptix, and the next thing was SMB Live, the next company you started. That was quite the bootstrapped journey. Tell us what you were doing there, and why you chose to bootstrap rather than raise VC money.

Alex Hawkinson: SMB Live was tackling a slightly more important problem than Aptix. It helped small businesses connect with customers on the web. If you’re familiar with HubSpot, which is now massive—it was in that zone.

Alex Hawkinson: I had a lot of experience from both US Web, who acquired my first business, and Aptix, in investor relationship management. I developed a sensitivity that you shouldn’t raise money before you really know the pattern in the business. Once you’ve got product-market fit or a repeatable pattern, you can consider raising. Even if you can raise money earlier, I think it’s a mistake. It creates all sorts of pressures and puts you at odds with the investor.

Alex Hawkinson: That belief was further reinforced with later experiences at SmartThings and BrightAI. At SMB Live, we bootstrapped and maintained full control. We did find product-market fit and were acquired by a great company called Reach Local. The beauty of bootstrapping is—even if it’s not a massive exit—the founders can still have a really meaningful outcome. The biggest takeaway: don’t raise outside money until you deeply understand the market pattern you want to solve, or you’ll end up in a tense situation.

Alejandro Cremades: So your second acquisition—at that point, what would you say you had learned about the acquisition process and getting a good deal done?

Alex Hawkinson: Oh man, there’s a lot there that continued to unfold later too. In the early ones, I was just happy to have the money. As a young guy… In all of them, it’s really less about the acquisition and more about what happens afterward that matters. Of course, it’s great as an entrepreneur to have liquidity and an outcome.

Alex Hawkinson: But you have to be mindful of who you’re joining forces with and realize your ability to control the destiny of the company is gone the second you go through the acquisition. Still, what I learned early on was—it’s really nice in life to have a little liquidity, as simple as that sounds.

Alex Hawkinson: It lets you take bolder risks down the line—if you can have a couple.

Alejandro Cremades: Well, since you’re talking about liquidity, what was the first thing you bought when that liquidity hit the bank?

Alex Hawkinson: I think I paid off my mortgage. That was the thing. I tend to hate banks—not broadly against them—but that felt the best. I didn’t buy a Ferrari or anything.

Alejandro Cremades: That’s good. Nothing feels better than stepping onto green grass—it feels greener when the mortgage is gone. I totally see that.

Alejandro Cremades: Now, at that point, you were starting a family, had young kids, and you were clearly looking at bigger problems to solve—especially after the experience of building, raising, and exiting companies.

Alejandro Cremades: SmartThings. Why SmartThings? Why was that problem meaningful enough? How did you take action?

Alex Hawkinson: Like I said, from earlier learnings, I really felt that if you get good at seeing what’s around the corner and build a great team—the risk is if you focus them on the wrong problem. Even with SMB Live, I felt I was thinking too small.

Alex Hawkinson: Having kids made me think about having a bigger impact—what I wanted to represent to them, what I was curious about. I was getting bored in SaaS. I could have continued in that space but…

Alex Hawkinson: Then something happened. We had a family home in the mountains of Colorado. It was wiped out by a freeze—the power went out, pipes froze and burst. Maybe not common where you’re from, but in Minnesota and Colorado, it happens. We had to do a lot of work to recover from the damage. By that time—2011, 2012—we all had smartphones. You could download books on a Kindle. I thought: how is it possible that our physical spaces—our homes—are offline, when my kids can watch Dora the Explorer on a phone?

Alex Hawkinson: SmartThings was born from that inspiration. I didn’t have expertise in the area, but the problem seemed massive—bringing intelligence to physical spaces. I started the company around that.

Alex Hawkinson: Another lesson: follow your curiosity. Even if you don’t have domain experience, if you bring curiosity and hard work, sometimes not having experience is a benefit. You don’t suffer from the groupthink of others in the field.

Alex Hawkinson: SmartThings went on to become one of the largest consumer IoT platforms in the world—far bigger than I imagined. That was due to a great idea, an important problem, and a great team. Much bigger than any of my previous efforts.

Alejandro Cremades: No kidding—500 million households touched by SmartThings. Remarkable. I guess at what point…

Alex Hawkinson: It always blows my mind. Side note—I remember when it was just my house, with one event per day from the one sensor I hooked up. Now it’s millions of events per second flowing through the platform. Just crazy to think about. Anyway, sorry.

Alejandro Cremades: No kidding. No kidding. Now, at what point does Samsung come knocking?

Alex Hawkinson: Well, you know, it’s funny—I have a mantra in building businesses. Side note, this isn’t the direct question you asked, but it’ll lead to it. Just how I calibrated things from my earlier days of not working on the wrong problem: it takes three to five years to build something great.

Alex Hawkinson: It takes real time, but you should know in 18 months if it’s going to be great or not. That’s my internal catchphrase—don’t waste your time. If you don’t feel it in your bones as an entrepreneur 18 months in, you’re probably focusing on the wrong problem space. What happens in that period is you start to get some dimensions around your business. You think it could be everything, and then you start to understand the parameters—limitations, how much capital it’s going to take—all of that.

Alex Hawkinson: With SmartThings, we had a lot of lessons. We had gotten so stuck in the smart home space because we raised venture capital too early. That constrained us—we had to have a product we could sell in the market, etc.

Alex Hawkinson: While we were building, Google bought Nest, and it was a giant acquisition. The second that happened, I could see in the developer platform for SmartThings all these signups from big tech companies as developers. Like, oh, that’s interesting—50 guys from Microsoft signed up today. And then the big tech titans just decided, now’s the moment.

Alex Hawkinson: Either they were going to compete with Google in the smart home space, or they were going to cede the market. So they all came shopping and knocking. The backdrop is—I understood it was going to be capital intensive. It was hard to go at it alone. A big titan had just entered the space. And we had the chance: we could raise more capital, or we could join forces and really go for it at the biggest scale possible.

Alex Hawkinson: We ended up making that decision. I can chat about what led to the next thing after that. But anyway, it was a great partnership. Fascinating.

Alex Hawkinson: The biggest company I’d ever been in before that was Reach Local—it had a few thousand employees. Samsung has hundreds of thousands. It was quite an eye-opening and great learning experience.

Alejandro Cremades: I mean, rumored to be a $200 million acquisition—quite the outcome. I know for the next one, Bright AI, your wife had a pivotal role. So tell us what happened.

Alex Hawkinson: I would say on that journey—as I said, I was constantly yearning, and I feel like I finally found it with Bright AI—my life’s purpose in terms of the impact I’ll have in the world. But the backstory on SmartThings is that my wife progressively hated the platform more every year. Because I was always running the advanced applications for home automation: oh, when I show up and I’m here but my wife’s not home, the lights turn on this way; when she arrives, these other things happen. Whatever else. She just wasn’t a fan of home automation. She wanted me to go back to just a light switch.

Alex Hawkinson: That got me thinking—hey, we started with bringing intelligence to the physical world. That was a good idea. We ended up being constrained to the smart home, which is a giant space. But is that the highest and best use for these technologies?

Alex Hawkinson: She’s my soulmate—my biggest critic and my biggest fan. But her saying, “Hey, these aren’t important problems you’re working on. You thought it was important—the idea was good, but you’re focused on the wrong segment,” led to Bright. Roughly speaking, it’s like SmartThings for the world’s critical infrastructure and services—the really important problems. I took that away, and I feel like I finally found it. And I thank her for that.

Alejandro Cremades: So tell us about the business model. What is BrightAI? How are you guys making money?

Alex Hawkinson: Yeah, so BrightAI—we’re building what we call physical AI for the world’s essential services. Off the back of that conversation with my wife, I asked myself: what are the most important problems you could solve with technologies like IoT and AI—bringing intelligence into real-world environments?

Alex Hawkinson: What I concluded was: it’s the stuff you literally die without. Smart lighting can go away and you’re fine. But if you don’t have water, you die. If you don’t have energy, civilization dies. Oil and gas, electricity—essential services. With climate change, it’s even more pressing. HVAC—if it goes out on a hot summer day, you’re changing your plans. Pest control—our food supply, especially post-pandemic.

Alex Hawkinson: So BrightAI is building physical AI solutions—hardware and software—to revolutionize how we manage key infrastructure: water, power, energy, etc. The business model has evolved. We bootstrapped a long way, and I can chat about that. But now, as we’re maturing, it’s pretty simple.

Alex Hawkinson: Big infrastructure owners, like power companies, pay us per endpoint—these AI endpoints that they deploy in the physical environment. Say they want to monitor every manhole cover or something in the water supply. And then they pay us per unit of work for our robotics platform—when we do robotic assessment, inspection, or maintenance.

Alejandro Cremades: Now obviously, with a company like BrightAI—and as a founder who has had many successful exits, especially the previous one to Samsung—I’m sure investors were knocking on your door from day one.

Alejandro Cremades: One thing you decided to do was bootstrap the operation. And you didn’t just bootstrap it to a couple million—you bootstrapped the whole thing to $80 million in revenue. That’s kind of crazy. Why did you wait so long to raise money, and why raise at that point?

Alex Hawkinson: It’s not for the faint of heart—bootstrapping to that level. But the simple answer is: I didn’t feel I’d found the pattern yet.

Alex Hawkinson: I knew I was focused on the right problem, but I didn’t yet have the pattern for what the product should be—to simplify the Lego blocks of what physical AI means for critical infrastructure and essential services. It just wasn’t clear. It’s a really ambitious business, and it’s a big platform now.

Alex Hawkinson: So, from earlier career lessons—I could raise money, but if I don’t personally know what the pattern is yet, I want the optionality to figure it out in whatever way makes the biggest possible business and impact happen.

Alex Hawkinson: My belief is: when that’s your situation, just go out and talk to customers. So we did. We talked to people managing critical infrastructure.

Alex Hawkinson: I can talk about the model if you want, but in the end, we worked directly with them. We tried to break even—eating what we killed, so to speak, in those projects. And then you can just feel it. In 2024, I could feel it click into place. Aha! I’ve got it now. I understand the building blocks we need.

Alex Hawkinson: Once you have the pattern, that’s when you go raise venture. Because now you know what you want to build. You don’t need to ask customers to pay you in advance—you just go make it and make it available to everybody. That was the big transition moment. It’s a big business, so it took a while to find that pattern.

Alejandro Cremades: So tell us about raising money. You’ve raised quite a bit. What’s been the journey from the moment you decided to raise? How did you filter the right investors for the right reasons? Obviously, at this point, you have leverage—you can get anyone you want.

Alejandro Cremades: What was the thought process going from one cycle to the next in financing?

Alex Hawkinson: First, I wanted to raise a moderate amount of capital. I always think in terms of: what can I responsibly spend, given the pattern I know?

Alex Hawkinson: I could raise more—but what can I responsibly spend? What would I do with it? Then add a little on top for figuring things out along the way.

Alex Hawkinson: The first process—it came to me. I didn’t run a process. High-quality investors are worth so much to an entrepreneur.

Alex Hawkinson: I had worked with Upfront Ventures on another company, so I didn’t talk to anybody else. I just called the partner at Upfront, Nick Kim, who I’d worked with before—and they wrote the check.

Alex Hawkinson: We raised $15 million in our seed round for Bright. That number came from what I could responsibly spend at that point. We used it to crystallize our first customers coming into production. I can describe more about what Bright does if you want.

Alex Hawkinson: Then for the next round, they came to us.

Alex Hawkinson: By getting as far as we did without outside capital, we created real appetite. We were originally going to raise in about six months, but we had someone preemptively offer us money—then another. So we decided to run a real process and got to pick what we think are the best investors for our space.

Alejandro Cremades: So what’s the total amount raised to date, Alex?

Alex Hawkinson: Total raised to date is a bit over $75 million. We just announced—happy to say—a $51 million Series A. Again, capped. We could have raised more but capped it at the level where I know exactly what we’ll do with it. Led by Khosla Ventures and Inspired Capital.

Alex Hawkinson: We can see our space accelerating—really feel the pattern with customers now and the impact we can have. Khosla, in our opinion, is the best investor in AI. They were the earliest and biggest check into OpenAI.

Alex Hawkinson: Inspired Capital—we loved them because they’re really deep in critical infrastructure. The background: Penny Pritzker, who was Secretary of Commerce under Obama—her family is involved in the fund. They’re really tied to commerce, infrastructure, and the types of companies we want to go after. So it’s pretty awesome.

Alejandro Cremades: So what does Bright AI do? You mentioned that—please walk us through it.

Alex Hawkinson: Again, the tagline is: physical AI for the world’s essential services. But to describe what that means—I didn’t know anything about this. I’m curious and a learner, but I didn’t know anything about critical infrastructure beforehand.

Alex Hawkinson: I was a software entrepreneur—smart home stuff, other things. And what amazed me—and our customers always laugh at this—but it’s true: we basically still manage infrastructure the way the Romans did.

Alex Hawkinson: Like, we’re still in the Roman era of infrastructure management. And I say that both as a hat tip to the Romans—they were pretty freaking advanced for what they taught 2,000 years ago.

Alex Hawkinson: But they’d be laughing at us. They’d be like, “Seriously, guys? After all this time?” In critical infrastructure—let’s say power poles—you send someone out to inspect them, whether there’s a problem or not, just in case there’s a problem.

Alex Hawkinson: All these sectors work the same way: time-based human visits. Brutal jobs. I mean, you have to wear a hard hat and protective equipment to go out. I was just out in the Permian Basin in West Texas last week—you know, where a lot of the oil energy in the country comes from.

Alex Hawkinson: And you have a lot of empathy for these jobs.

Alex Hawkinson: They’re brutal—repetitive, dirty, dangerous work. And then there are really steep learning curves. To be a technician in one of these spaces takes decades to become a master artisan. I guess that’s how it was for the Romans. But what BrightAI does is fix all that with physical AI.

Alex Hawkinson: So we’ve got a platform we call Stateful. The dorky programmer word for that would be—it’s like knowing everything that’s going on in the physical world—the state of it at all times.

Alex Hawkinson: We have a set of technologies that use sensors and edge devices you can leave in the environment to understand what’s happening in any of these infrastructure types. So you know if the pole is leaning, or if the water’s not flowing, or if the HVAC system is breaking—or whatever it might be.

Alex Hawkinson: Then we’ve got wearable and co-pilot technology. So if you send a worker out to fix the problem, they’re carrying AI with them. It can guide a less-trained worker to be as good as someone with far more experience. It lets young people enter the workforce and be effective really quickly.

Alex Hawkinson: And for everything we can automate—those brutal, dirty, dangerous jobs—we’ve created a robotics platform. So you sense what’s going on in the environment with physical AI and edge AI. Sometimes you send a human; now, sometimes you send a robot to fix the infrastructure.

Alex Hawkinson: That lets us get to this post-Roman era. What it does is make all infrastructure run better. Who doesn’t want cleaner, better water, more efficient energy, and all these other things? So that’s it in a nutshell—that’s what BrightAI does.

Alejandro Cremades: So if you wake up in a world where the vision of BrightAI is fully realized, what does that world look like, Alex?

Alex Hawkinson: I mean, obviously, we’re at an interesting time in history with AI right now, and you could go in either direction in terms of what it’s going to do. But I’m a big believer that one of the possible scenarios is a world of abundance.

Alex Hawkinson: So I believe that if Bright is successful, all of humanity will have access to the key services they need for civilization to thrive.

Alex Hawkinson: That means more efficient energy that doesn’t go down, doesn’t start wildfires. There’s $150 billion in economic losses from power outages in the U.S. every year—that all goes away.

Alex Hawkinson: Energy becomes amply available. Water is clean and well-treated, and we’re not diffusing wastewater and toxins into the environment.

Alex Hawkinson: HVAC—just picking industries off the top of my head—it’s 50% of energy use in homes and buildings. That runs way more efficiently, uses less energy, and lasts twice as long without the capital expenditures.

Alex Hawkinson: Pest control—we can eliminate most of the pesticides used. Instead of carpet bombing everything with poison, we can surgically target pests. Like, “Oh, there’s a pest in my food warehouse—I’ll deal with it surgically.” So it’s a world—I don’t want to say Star Trek future because others are working on that—but it’s a world where everything you need to live a happy, healthy life in a healthy civilization is abundantly available and modernized.

Alejandro Cremades: So I guess shifting gears here—who is a person that has made an incredible impact on your life, someone who perhaps led to you doing a business?

Alex Hawkinson: There’s a lot to pick from, but I’d have to pick John Kozer. He was a high school teacher of mine. He taught the STEM classes—physics and so on. But he was just such a passionate, curious person—in an infectious way.

Alex Hawkinson: And I’m sure you’ve met people like that. They always want to look under the covers. The joy they find in doing that pulls you in. He was into astronomy and space. He taught at the public high school I went to.

Alex Hawkinson: He created an optional astronomy course that he designed himself.

Alex Hawkinson: We’d go out and do hands-on activities—lay on the ground and learn about the sky and outer space. That led to curiosity and a lifelong love of learning, which I think any entrepreneur needs. It also led me to a lifelong interest in space. I’m now a founder and chairman of a space infrastructure company—

Alex Hawkinson: One of the things I do. And I have to thank John for that. I’m still yearning to give back to the world what he inspired in me. But that’s someone I really, really care for.

Alex Hawkinson: And I’m so thankful for his impact.

Alejandro Cremades: Unbelievable—the number of companies you’ve been involved with over the course of your journey. I guess if I were to put you in a time machine and take you back to the moment you were getting your degree from Carnegie and thinking about launching something…

Alejandro Cremades: If you had the opportunity to give the younger Alex one piece of advice before launching a business, what would that be—and why, given what you know now?

Alex Hawkinson: It would be the importance of the problem you solve. You should work on the most important problem you can imagine. Even though it seems harder—these easy, small, convenient problems seem appealing—

Alex Hawkinson: They’re convenient because they don’t really matter that much. They often lead to businesses that are just incremental steps from where things already are.

Alex Hawkinson: The big problems, paradoxically, are easier to solve in some ways. Why? Because the best people want to work on really important problems.

Alex Hawkinson: The best capital—the best investors—want to invest in important problems. And the biggest businesses that create the most wealth, impact, and innovation often solve really fundamental problems. So I think it would be that.

Alex Hawkinson: I think even if I were the young, stupid me and I heard that one bit of advice, it would have at least 10x’d where I’d be right now.

Alex Hawkinson: Because everything compounds. When you solve better problems, you attract better people, better capital, and better opportunities.

Alejandro Cremades: Absolutely. Well, Alex, for the people listening—if they’d love to reach out and say hi—what’s the best way for them to do so?

Alex Hawkinson: You can reach me in lots of places, but of course, Al**@*****ts.ai is a great spot. On Instagram, you can find me and my astronomy geekiness at @gazingoutwards.

Alex Hawkinson: And of course, everyone can find me on LinkedIn and other places like that. You can track me down.

Alejandro Cremades: Amazing. Well, Alex, thank you so much for being on the DealMaker show today. It has been an absolute honor to have you with us.

Alex Hawkinson: All right. Thank you so much for having me. I appreciate it.

*****

If you like the show, make sure that you hit that subscribe button. If you can leave a review as well, that would be fantastic. And if you got any value either from this episode or from the show itself, share it with a friend. Perhaps they will also appreciate it. Also, remember, if you need any help, whether it is with your fundraising efforts or with selling your business, you can reach me at al*******@**************rs.com

 

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