Chris Walti On Raising $78 Million To Build Software-Driven Robotics To Automate Moving And Storing Goods In Warehouses

Chris Walti is a seasoned engineer and entrepreneur whose career spans across world-class companies like Tesla and innovative startups. His story is one of resilience, constant reinvention, and an unwavering passion for building, culminating in the establishment of Mytra.

Mytra has attracted funding from top-tier investors like Greenoaks, Eclipse Ventures, 515 Ventures, and Promus Ventures.

In this episode, you will learn:

• Chris Walti’s childhood taught him resilience and adaptability, crucial traits in his entrepreneurial journey.
• His first startup, Tastebud Technologies, highlighted the importance of solving real customer pain points, not just building technology.
• At Tesla, Chris thrived in a builder’s environment, driving innovation in critical projects like mobile robotics and Supercharging.
• Chris founded Mytra to solve inefficiencies in material flow within factories, aiming to disrupt industrial automation with simplicity and reliability.
• Mytra’s business model focuses on an integrated hardware-software solution with a “Toyota Camry” approach to industrial automation.
• Team building and customer satisfaction have been key to Mytra’s success in raising $78M across three funding rounds.
• Chris envisions a future where industrial automation frees workers to focus on more fulfilling, high-value tasks.

 

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About Chris Walti:

Chris Walti has a diverse work experience in various industries. Chris is currently the Co-Founder and CEO of Mytra since February 2022.

Previously, he worked at Tesla from 2014 to 2022, holding several roles, including Senior Manager – Mobile Robotics, Manager – Mobile Robotics, Manager – Model 3 Material Flow Engineering, and Staff Program/Product Manager – Charging Infrastructure.

Prior to their time at Tesla, Chris co-founded Tastebud Technologies, a venture-backed marketing automation company, and successfully built it to profitability before it was acquired by Raise.

Chris also worked at ACCIONA as an Originator/Commercial Manager from 2010 to 2012, at A123Systems as a Product Manager – Grid Storage Systems in 2008, and at Accenture as a Consultant – Technology Labs from 2004 to 2008.

At Accenture, he led various early-stage technology projects and teams across energy, supply chain, and government sectors, implementing predictive modeling/analytics software and entry/exit systems for the US Department.

Chris Walti has a BSEE degree in Electrical Engineering from the University of Illinois Urbana-Champaign. Chris also holds an MBA degree specializing in Media Lab from the MIT Sloan School of Management.

Connect with Chris Walti:

• LinkedIn
• RocketReach
• Crunchbase
• TheOrg

Read the Full Transcription of the Interview:

Alejandro Cremades: right Hello, everyone, and welcome to The Deal Maker Show. so Today, we have ah an exciting founder. you know a founder you know We’re going to be talking about the building, the scaling, financing, exiting, i mean all of the above. you know We’re going to be diving into how his experience at Tesla was where he actually spent over seven years. Incredible you know people building things there.

Alejandro Cremades: ah We’re going to be talking to about ah how to win in the world of robotics and what needs to be done there, and then also what it takes to build a world-class team. you know We’re going to be talking about raising money, the whole exit. Embrace yourself for a very inspiring conversation. and Without further ado, let’s welcome our guest today, Chris Waltie. Welcome to the show.

Chris Walti: Thank you Alejandro for hosting me. Good to be here.

Alejandro Cremades: so Originally born and raised in Alexandria, Virginia, give us a walk through memory lane. How was life growing up for you?

Chris Walti: Life was, we moved around a lot. I was an only child. My father was in the military and then we moved every, you know, two years after he he retired from the military and ended up going to high school in Plano, Texas. Graduated one of the 1800, largest class in the country. ah You know, played a few few sports there and yeah.

Chris Walti: Went to Illinois after that. I wanted to be an architect, but I couldn’t draw, so I decided engineering was kind of the next best thing. um Central Illinois seemed to be a great place, number two double-e school in the country there, and had a blast. ah Yeah, that kind of takes me up to when I started working. um Happy to kind of fill in more details of the past or we can branch off from there.

Alejandro Cremades: Well, I mean, it sounds like you moved quite a bit, you know, growing up, and I’m sure that damn that has shaped who you are today because I mean, moving, you know, new friends, new environments, you know, dealing with uncertainty. Now you’re dealing with uncertainty on a daily basis as a founder. So how do you think that shape who you are today?

Chris Walti: You know, it it, you learn not to hold on to too much of the past and look to look to the future. I mean, when you’re a very little kid, it’s not like you’re developing super deep friendships when you’re four years old and, you know, pulling each other’s hair. um But, you know, as you get older, ah you know, those friendships start to matter a little bit more. um But, you know, again, every two years, we ended up moving to to a different state. And so you kind of look for, like,

Chris Walti: what are what are the important things that I value in in friendships or the community or you know the sports teammates, et cetera. um And you learn to be pretty resilient. And so, yeah, there’s a few folks I still keep in touch with from high school, um but not too many. You know how to be 1800, it’s a very, very small percentage. And ah yeah, I guess it also gives you a little bit of an opportunity to continually reinvent yourself um for better or worse. And so,

Chris Walti: um Yeah, I think it, you know, in the world of startups, ah you know, Eric Ries, lean startup, your job is not to build a product, but it’s to learn what customers want in some way, moving a lot kind of gives gives you an opportunity to almost try that as a person, right?

Alejandro Cremades: So I guess say out of all things engineering, what got you into electrical engineering?

Chris Walti: Well, I wanted to build stuff. I knew that was, was my future, my, yeah, considered going to the military and, and you know, falling in his steps in the Air Force, but ah you i do I felt like my I was sort of put on this planet to to make things.

Chris Walti: um And I didn’t know exactly what I wanted to make, but you know when you factor in software all the way through mechanical, you know if you kind of spread the spectrum of engineering disciplines, electrical is almost right in the middle there. It does touch some of the low level ah software aspects, assembly, learned assembly in college, but also you know touches, you know there’s mechanical aspects of where where electrons flow and structures that support that and you know thermal and heat management, et cetera. so It seemed like kind of the right middle ground. I’ve always tried to kind of navigate. In hindsight, I probably should have been a systems engineer or a general engineer um because I found my my my interests and passions and strengths lie in kind of the the overlap and the integration of a lot of these different engineering disciplines versus going you know super deep in any one particular one.

Alejandro Cremades: So in your case, you know you ended up being you know going into university there studying electrical engineering and then doing you know a bunch of stuff, you know like doing consulting and then you know even working at ah and a Spanish company. So what do you think were the immediate steps that need to happen for you to ultimately become an entrepreneur, which ended up being the case with a taste bud technologies?

Chris Walti: Yeah, I mean, half the battle is is knowing where the opportunity is, ah understanding the customer pain, having some experience, right? I think there’s a lot of startups, a lot of folks that are building hammers looking for nails. um I think really to to really create the right company, a meaningful, lasting, generational company, ah you really have to have deep understanding of the problem. And it’s it’s tough to do that you know immediately out of school.

Chris Walti: um And so, you know, I went into renewable energy after, only after really experiencing, you know, working with oil and gas companies and renewable companies alike, realizing, hey, there’s a huge lack of of energy storage for us to get more renewables on the grid ah that are nondispatiable. We need to create an element of dispatchability. We need to be able to store ah this commodity. Electricity is the only commodity, per you know, basically produced and consumed in real time, corn,

Chris Walti: you know hydrocarbons, rice, fabrics ah are all consumed or all produced and decoupled from the consumption. So um getting back to you know what it takes to be or how that applies to entrepreneurship is it really a deep understanding of ah a problem of an industry of a pain point and the ability to build a great team around that problem ah to tackle whatever engineering or go-to-market disciplines are needed

Alejandro Cremades: So then, so then we say with the company with Tay Spot Technologies, which was the first rodeo, how do you get going with the with a business? I mean, what what push you, especially after having been for a bunch of years already, you know, in the in the workforce, you know, what push you into becoming an entrepreneur? entrepreneur

Chris Walti: Yeah, i ah so clean tech was was humming along from 2007, 2008, all the way through 2012, and then took a little bit of the downturn. There was a bit of a correction in the market, and I felt that was a great time to start a company. A good friend of mine from from college, and I had a It was a little bit of not taking my own advice here, but we really wanted to build something and we found the best opportunity that we believed ah could be solved through technology, which was effectively quantifying psychographics. Typically consumers with psychographics, well, it’s like consumer preferences, tastes, hence case bud. But you know most ah websites and marketers make decisions based on demographics. So like you are you know youre a,

Chris Walti: 30-year-old female living in the suburbs, like, therefore you must want to buy this, or you must want to take this trip, or you must like this type of food. When in reality, it’s like, you know, it’s it’s not a very good predictor. And so we kind of were brainstorming actually in Spain, when we were both both traveling there and came up with ah what we believe was a very novel way to do this, quantify psychographics, team up with an expert in this field,

Chris Walti: and then started the company together. And yeah, that kind of took us through the next two years.

Alejandro Cremades: So you guys say, you know, raised a litter of money there. You know, you guys say did this for about close to four years. And then eventually you go through an acquisition. What was that acquisition process like? Because I mean, first, the first company, first exit, you know, I think in that an exit is always an exit, right? Especially if it’s the first rodeo. So I mean, that’s pretty amazing.

Chris Walti: Yeah, ultimately it was it was ah it was a very reasonable outcome you i Again, the some of the challenges with not being an expert in consumer marketing etc. coming in were we didn’t really understand the ideal business model. like We built a really cool technology. In fact, um you know we were in discussions with Amazon and they had us compared side by side with their product recommendation engine and we were you know with vastly less amount of information on the customers, like we’re making very, very good recommendations compared to to their recommendation engine. But ultimately, it wasn’t really clear what the right business model was. So we ended up um finding a great customer and a brick and mortar a retail shopping um center owner and had a series of properties and you know brick and mortar retail at the time was you know undergoing a lot of

Chris Walti: transformation, the threat, you know, on people are buying more and more things online and they’re like, how do we take the best of what consumers can do online and apply that in the physical environment? So it was like a great opportunity to apply our technology with a very eager customer. We were, ended up being profitable, but ultimately it sort of took us down a path where we were very, very, very focused on that one customer, almost to the point where, um,

Chris Walti: We’re almost more like ah a service provider than a product product company. um And ultimately, my co-founder and I decided you know there were there were other problems that we felt were we’re just bigger to solve. um So we ended up selling that company to a company called Raze. Tyler stayed on, ah led a lot of the digital efforts, and began to becoming their their CTO. um And I moved off to California to join my ah old friend Cal Langton at Tesla, who was leading supercharging team.

Alejandro Cremades: I mean, Tesla there, I mean, you were for over seven years before you got going you know with your current baby now. But as they say, once an entrepreneur, always an entrepreneur. So why being an employee for so long of a company?

Chris Walti: Yeah, it’s, ah you know, I’ve always been, I would say like an entrepreneur or entrepreneur, even at Oxyona, I started their energy storage practice at Accenture while I was there my first four years of my career, ended up starting, um you know, a few different kind of subteens or, anyway, I wouldn’t call them practices, I would call them like interests in certain technologies, which which ultimately ended up, you know, creating a lot of thought leadership around around the sector for for the technology labs.

Chris Walti: and yeah i mean at tesla What’s interesting about Tesla and what’s not to like? There’s every you yeah’ there’s ah a huge mission, a very tangible visceral mission, a save the planet level mission. You’re building products that are at a very rapid pace with some of the best engineers in the world with very little meeting overhead. right you know Often you talk to friends at these sort of large tech companies and they’re spending you know, 70 to 80% of their time in meetings, like aligning, where at Tesla, you spend, you know, the inverse of that, probably about 20% of your time in meetings and 80% of your time building. You have a very clear path with the best engineers with very meaty problems, with a lot of responsibility and accountability, and very aggressive tech timelines and really cool technology. So it’s like for builders,

Chris Walti: We talked earlier, like I like to build. um there’s There’s few places that offer more ah more more satisfaction and and impact than that company. and Almost everything that you’re doing there is involves some level of entrepreneurship. like you You have to compete for a limited amount of capital dollars. right You have to find a market, be that an external product or there’s lots and lots of things that Tesla’s doing internally um you know that i soon I ended up creating the mobile robotics team to develop solutions internally for Tesla, which you know when you’re talking about dozens of factories around the world, not just final assembly plants, but sub factories and other supporting factories, it’s a great customer to have too, because they’re also innovative too.

Alejandro Cremades: So it sounds like after about seven years, i mean anyone could get comfortable. I’d be like, you know what? I’m staying here. you know mean Tesla, obviously, with Elon Musk, you know one of the best founders of our generation, right? But what would you say push you to say, hey, let’s go at it again?

Chris Walti: Yeah, i wouldn’t I wouldn’t say there’s any moment at Tesla that’s comfortable. I think that’s one of the big differences between that company and in some of the larger ones, right? is There’s really never comfort. My job at Tesla transformed four different times, five different times, in ways that I i wouldn’t have ever imagined. If you, in joining Tesla, if you would have told me what my career path there looked like, I would have told you like that it that can’t be can’t be possible if you’re not joined, and you have to do robotics and manufacturing. and But you know the company had had challenges manufacturing up with that ramp. And so um I, you like many other of my colleagues, answered the call and and helped out. and

Chris Walti: ultimately ended up taking over the number two bottleneck in manufacturing for for model three and then saw a whole bunch of other problems and decided to start up this other team. ah We were doing well scaling that and then Elon wants to build a humanoid robot. Who saw that coming? great so as said you know is asked to take that over um you know I like to say ah When presented with two doors, like I just picked the door that’s open, that’s that’s the more more appealing or the one that I’m being shoved through and kicked through effectively. um But yeah, that’s that that’s a little bit of what that career was like. To answer your question, why did I leave? Ultimately, um the you know everyone’s got a ah finite tenure there. ah

Chris Walti: you know you get tired of the culture and or or you Elon gets tired of you, one of the two. um Oftentimes they both happen at the same time. yeah Ultimately, the the humanoid program was building… um Basically, it’s an R and&D project. It’s a very high pressure R and&D project that um you know is eventually going to to yield wild success. I’m very sure that as long as Elon and Tesla stay stay committed to that. But I’m not sure if that’s like, you know, two years, five years, 10 years, 15 years, right? And so um you join, people join Tesla to ship, you know, products to millions of people um have huge impacts, tangent, tan tangible impact versus kind of force around in a lab. And so I didn’t see but the products that I was building there getting outside of the lab or internal, you know, very limited internal test bed for quite some time. And so, um you know, compared to the pressure, we had, you know, small kid, another small kid on the way, um just was kind of the right time to two apply my skills elsewhere.

Alejandro Cremades: So then let’s talk about Mitra. So how does the idea of Mitra come knocking and and and tell us about how you know the whole thing came together?

Chris Walti: Yeah, so you know one of the shocking things that we learned at Tesla was the the automation equipment, the the conveyors, the elevators, all the programmable logic controllers, the software, the sensors, all that stuff, ah the degree of complexity almost killed the company right across a few different manufacturing lines. and um The rapid pace at which Tesla was innovating and changing the product and changing the process um was fundamentally incompatible with, and still is kind of today, fundamentally incompatible um with the the current state of the art technology. And that’s why not only is Tesla iterating internally, but you’re also shaping the product, designing the product in ways that probably are are inefficient just to comply with the manufacturing processes. And so, you know, after Tesla,

Chris Walti: reflected on the seven and a half years there and looked at what are the most you know important critical problems that that I can solve that are also not moonshots, right, that are very real problems. And when you look across industrial space, um material flow, moving material around the four walls of the factory or warehouse is about 80% of the work in ah in a warehouse and about 40% of the work in a manufacturing facility.

Chris Walti: And it’s a very, very simple task. It’s just moving things around. Tesla has all people, forklifts, pallet jacks, all sorts of you know hundreds of different kinds of machines to do this when we believe that if you take a first principle approach, just like Tesla does to many of its products, all you’re doing is shifting things around in 3D space. So if we could come up with the simplest piece of equipment,

Chris Walti: ah to do the most amount of work, you could create a significant disruptive product ah to not only serve the testes of the world, but you know warehouses and manufacturing facilities globally, 90% of which choose not to do apply any technology or very little automation or technology to their businesses right now.

Chris Walti: Imagine if you were on the market for a Toyota Camry or car, mid-sized car, and you go to the auto show and you have a Formula One race car and a horse. Those are your two options, right? Most people choose the horse because they can at least maintain it, right? Very few people have the technological skill or fortitude or patience ah to be able to maintain a very high precision, complex, bespoke asset. And that’s effectively what industry is left with today. So if we can come with the Honda Civic or Toyota Camry, or I guess the Model Y, which is one of the best selling cars in the world today, it can make a big impact. And that’s what we’re doing.

Alejandro Cremades: So then let’s talk about the what ended up being the business model now of Mitra. How are you guys making money with it?

Chris Walti: Yeah, so we’re basically selling a vertically integrated material flow system or a vertically integrated material flow, ah basically a hub for material. Think as material goes into your warehouse or manufacturing system, you can put it right in this system. If it needs to be presented for quality control or it needs to be stored for long, long duration storage, or if I need to send it over for, ah you know, other kitting processes or receiving.

Chris Walti: It serves as kind of the cardio cardiovascular system for your your facility. um It includes the structure, so the steel kind of racking structure, and includes a bot a robot that moves up, down, left, right, in all directions, up to 3,000 pounds, because the industrial pallet, which weighs up to 3,000 pounds, is is your your common denominator across the supply chain. And then it includes the software that manages all that. so um And it’s it’s really just that. like The bot is the only actuated, you know powered, sensed instrument in the system, apart from some interface stations. and The rest is just steel. The business model is customers will will well buy and install the steel structure.

Chris Walti: And then the robot can be bought or can be effectively leased. And then the software is licensed. And then if you know customers want sort of ah a bumper to bumper maintenance or warranty program, that’s something that but we’re happy to work with them on as well.

Alejandro Cremades: So now how much capital have you guys raised to date Chris.

Chris Walti: 78 million across three ah price grounds.

Alejandro Cremades: And how has it been the journey to of going through the motions there and raising that money.

Chris Walti: Um, you know, it’s, it’s never tough in, in these markets, uh, with, I’m sorry, it’s never easy rather in these types of capital markets. Um, you know, when you’re, uh, when you’re building a company like ours, uh, but fortunate to have, um, you know, great conversations with the clips early on and, you know, they’re very, uh, you know, back in 2015, they were saying, you know, industrial and supply chain and manufacturing is going to be.

Chris Walti: a huge opportunity for investment. And I think people laughed them out of the room. And it turns out they were right. This is a huge area of investment and ah lots of money is is flowing into this now. It’s great connecting with them. And they had a very similar vision for what we’re building at Mitra. They just need the to execute it. And so we’re a bit kind of two peas in the pod there.

Chris Walti: And then the Series A and B came together um you as we were meeting our milestones. ah Both rounds came together a little bit ahead of time. And you know our our goal is to continue to execute according to plan. And you know if you’re doing that with a large market, building a great team and delighting your customers, um you know the the funding will be there.

Alejandro Cremades: So then in this case, I mean, what do you think you know it has taken to to really build a world-class team?

Chris Walti: It’s one of the hardest things in robotics and in deep tech more broadly, um partially because you know to to build a an integrated hardware software company, you know you need a variety of different engineering disciplines, especially around the hardware areas. Building the wrong thing or building it inefficiently can be ah can can cost the company a lot. It costs you a lot of time.

Chris Walti: you know if your company is six, 12 months late delivering on a thing, um you could run out of runway in that time or and or lose confidence in customers and effectively activate the death spiral. So, ah you know, finding these leaders that are, you know, at least five, if not 10 to 15 or 20 years of experience to lead each of these engineering disciplines is not a nice tab, it’s a must. And if you’re just kind of graduating, ah you know, college and thinking, like I’m going to recruit you know seven world-class leaders across these different disciplines. I don’t know, maybe you know that. Maybe you’ve got family, friends, or you maybe you’ve got great relationships with your professors, university, or something like that. But I sure, I didn’t have that coming out of undergrad. I didn’t know what venture capital was coming out of undergrad much less, have the wherewithal to build a team like this. So it does take a bit of experience.

Chris Walti: um And you know, these people aren’t going to just jump ship. I mean, if they’re high performers at their existing company, they’re probably getting paid a lot of money and they may have like families or small kids or something like that, right? So they’re not interested in taking a massive pay cut for a big risk. So they need to have that personal relationship. They need to be able to trust you, your vision. They need to be, believe in the market and they need to believe in the peers that they’re joining around them ah can execute on this. Um,

Chris Walti: So that’s tough, right? That was my biggest ah point of yeah internal contention, which is can I build this? Fortunately at Tesla, I was able to work across a variety of these different disciplines. um you know I was on the interview panels for mechanical, electrical, software, you know these AI positions, et cetera. So at least I knew kind of what could look, I knew how to hire and I knew a variety of people in these positions at Tesla and that that worked for me and my team. um but there’s still no guarantee. Like you’re gonna be able to pull these people from across industry. Unfortunately, we’ve we’ve got a great team on board now. We just made three great hires in the last few you know few months that really kind of solidify ah the leadership across all the key disciplines. um And they work really well together. We like working with each other. We have a lot of fun and where this is harder than, it’s harder than the product to build is to like build that core team.

Chris Walti: Uh, that is, uh, you know, again, going back to lean startup, your goal is to learn and to build a team that can build the products or building the foundation. So then you’re building a house, right? Half the work is like underground. You don’t see it. Right. It’s just not readily apparent, but if you don’t build a solid foundation, that house is going to come down real quickly. Um, we’ve got an extremely solid foundation and the rest of the house or structure going up. Uh, it’s not going to be easy. Um, but we’ve got the right ingredients to do that here.

Alejandro Cremades: So you were talking about vision earlier. I want to a double click on that. So imagine if you were to go to sleep tonight, Chris, and you wake up in a world where the vision of Mitra is fully realized. What does that world look like?

Chris Walti: Ooh, exciting question. That vision, so your, you know, instead of 10% of manufacturing warehousing facilities, you know, being reasonably automated, you were waking up where, you know, instead of people schlepping things around and going picking, you know, going around and picking up cases of of of soda in an aisle,

Chris Walti: they’re doing the things that they should absolutely be doing, which is focusing on edge reasoning, manipulation type tasks, really high value tasks that are are generally more gratifying humans. We have cut the the shipping, the development, the turnaround cycle of supply chain. like We are storing and and and probably have 25 to 40% fewer things that are stored in the supply chain because we know where our stuff is. um We have less grocery you know so outage. or you know your Things are getting to your house faster because you’re spending less time in a warehouse and more time you know going straight from farm to table. um You’re building products at a much faster rate because your supply chain is much more efficient.

Chris Walti: you know the the age of people wanting their products delivered in a day, that’s just the tip of the iceberg. um People want their products manufactured. They want their products iterated on you know faster and faster and faster. So you know we’re going to wake up in a world where um some influencer on TikTok or whatever the platform is holds up some object. And then you know a week later, you’ve spun up a manufacturing system and a supply chain around that that can manufacture millions of these units.

Chris Walti: Um, and that just isn’t possible today. Uh, so it’s going to be a much more efficient world, a much more happy world, because people will be doing jobs that they they enjoy. Uh, and it’s going to be a much more, you know, fast world. It already is faster. Uh, but technologies like MyChart are just going to make it faster and faster.

Chris Walti: um

Alejandro Cremades: Amazing. So now let’s talk about the past, but doing so with a lens of reflection. Let’s say I put you into a time machine and I bring you back in time, maybe to 2011 or 2012, where you were maybe enjoying a glass of tinto hey oh fan of of red wine in Spain, where you were living at the time. And let’s say you’re able to show up you know in one of those tables, you know at the having some tapas, you know and you’re able to um have a chat with your younger self.

Alejandro Cremades: And being able to give that younger Chris one piece of advice before launching a company, before you even you know started you know and and became an entrepreneur entrepreneur. What would be that piece of advice and why? Given what you know now.

Chris Walti: Yeah. um You know, it’s tough. I couldn’t be more excited to be leading my chair in the position that I’m in now and, you know, with the family in San Francisco. So I wouldn’t want to give myself advice that would fundamentally deter my course of action. But, you know, one thing that I learned at Tesla was, ah you know, that company will take everything that you give it. And it took me a few years to kind of figure this out, which is, you know,

Chris Walti: It’s important to draw boundaries. um And once you draw those boundaries, um it’s actually you you can you can truly work smarter, not harder. um you know Doing more designer views, being a little bit more analytical instead of just ready, fire, aim is something that I think could have applied to all of my roles, including my role today, and made them a little bit more efficient.

Chris Walti: um And, and also just kind of helps with maintaining a level of grounded and and just like happiness and optimism versus just like, Oh my God, I can’t see, I can’t see it. that There’s no light at the end of this tunnel here. um Yeah, I think just it.

Chris Walti: Engineers love constraints, right? If I give you an open-ended engineering problem, you’re going to spend the next five years trying to build the thing. If I give you like a bunch of constraints around it, you’re going to be able to iterate something in like three months. And so putting those constraints around time, around like, if you only had one iteration of this, how would you design it versus if you had five iterations of this, right? Um, I think you can provide a bit more grounding and focus to solve Not every answer, but the most important answer is to allow you to make the most efficient decisions.

Alejandro Cremades: Amazing. So Chris, for the people that are listening that would love to reach out and say hi, what is the best way for them to do so?

Chris Walti: ah Well, hello at MyTrader AI is generally the the place to reach you know our company. I get a lot of spam, so I probably won’t send you my individual email, though most folks know how to dissect or reverse engineer email addresses.

Chris Walti: And I’m always happy to you know give advice to folks who are you know looking to transition into careers and in robotics or even renewable energy.

Chris Walti: um yeah i just ah And of course, you know if you’re passionate about manufacturing, supply chain, and the application of robotics and software to the sector, which I did not appreciate before 2017 and now fully appreciate now,

Chris Walti: Um, you know, we’d love to love to hear from you. Um, whether I could be helpful or whether you’re potentially a big fit for my trip, please reach out.

Alejandro Cremades: Amazing. Well, hey, well, Chris, thank you so much for being on The Dealmaker Show. It has been an absolute honor to have you with us today.

Chris Walti: Thank you. ajara Nice speaking with you.

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