Neil Patel

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Nick Tuzenko has now raised $170M for his startup, which is acquiring eCommerce brands. His venture, Accel Club, has attracted funding from top-tier investors like Flyer One Ventures, North Wall Capital, Flashpoint Venture Capital, and Redseed.

In this episode, you will learn:

  • How valuations and pricing have changed when it comes to buying eCommerce businesses
  • What businesses is Nick buying now
  • The future vision for Accel Club and its portfolio


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For a winning deck, take a look at the pitch deck template created by Silicon Valley legend, Peter Thiel (see it here) that I recently covered. Thiel was the first angel investor in Facebook with a $500K check that turned into more than $1 billion in cash. 

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The Ultimate Guide To Pitch Decks

Moreover, I also provided a commentary on a pitch deck from an Uber competitor that has raised over $400 million (see it here).

Remember to unlock for free the pitch deck template that is being used by founders around the world to raise millions below.

About Nick Tuzenko:

Nick Tuzenko has varied work experience. Nick is currently the Founder and Managing Director of Accel Club and has been an Advisor to the Board at Bioloka Holding OU since 2020.

Prior to this, they were Managing Director at Busfor from 2016-2019, during which time they achieved 10X business growth in 3 years and increased marketing efficiency by 30%.

Nick also developed the organization structure and assembled a high-performance team of 80+ people. From 2015-2016, they were an Associate at The Boston Consulting Group, where they led the development and execution of strategy, operations, and implementation projects for some of the largest Russian companies.

Nick also led the development and implementation of several national projects in the Public Sector. From 2013-2015, they were a Researcher at the National Research University – Higher School of Economics.

Nick Tuzenko holds a Bachelor’s Degree in Applied Mathematics and Physics from the Moscow Institute of Physics and Technology (State University) (MIPT), as well as a Master’s Degree in Economics from the same institution, with a focus on the Economics of Intellectual Property.

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Connect with Nick Tuzenko :

Read the Full Transcription of the Interview:

Alejandro Cremades: All righty hello everyone and welcome to the dealmakerr show. So super excited here with the guests that we have today you know we’re going to be talking about building scaling financing and all of the above you know I think that we’re going to be learning about macro trends valuation. What’s going on. Ah, how to get your company acquired too. I mean they’re like yeah acquiring companies left and right and and again you know super inspiring the journey of this founder you know going from operator you know from scaling a startup now to actually you know scaling his own you know. And again you know, like really working with the acquisitions in the e-commerce space. So. Without further ado. Let’s welcome our guests today Nick Tusenko welcome to the show.

Nick Tuzenko: You How hanro hi everyone happy to be here happy to share my thoughts about valuations about M and a and like any experience that I can can be helpful to to our listeners.

Alejandro Cremades: So so let’s do a little of a walk through memory lane so born in the Ukraine. So how was life growing up.

Nick Tuzenko: Oh hung.

Alejandro Cremades: Yeah, so born in the Ukraine. So how was life growing up, give us a walkthrough memory lane.

Alejandro Cremades: So nick so born in the Ukraine give us a walkthrough memory lane. How was life growing up.

Nick Tuzenko: Yeah, it was really good I’m like it was so nice. Um I don’t like whether and definitely guess like right now everyone heard about Ukraine. Did you know that due to war and to this despite very bad station. But yeah Ukraine like thirty years ago like was really nice place and this nice place and it gave me a lot like to to try to like like gave me a lot to right now like build my entrepreneur career and the entrepreneur.

Alejandro Cremades: So so tell us you know how do you get into ah into math because obviously you know you’ve developed this love for math. You know, quite early on So how did that come about.

Nick Tuzenko: Yeah there’s a story like I I have a twin brother and we were really into football and played a lot watch a lot and wanted to be like professional football but we had like some not major but like some health pro issues. And so we can like pursue professional career. That’s why we just like turn all our energy into math physics and it really ah worked out for us. Really great. We won like international competitions in Mexico in Paris in crohi. Like have so several like silver metals in physics and maths and then yeah, then like ah went to university and like proceed with our science learnings in our academia the ground.

Alejandro Cremades: So in this case, you know like for you I mean you? Um, you ended up moving to to Russia to Moscow um, and they you know I guess saying there you did your studies and then you know after the studies you know. Basically what happened there I mean obviously. None other than physics. You know? oh you say you had that love forath. So it had to be physics so or or something around it. But in your case you know like you thought that the consulting you know side of things you know like would be um, a good approach for tackling your professional career. So tell us about this you know like how was. The experience at the Boston Consulting group and then how did you learn or what did you learn about problem solving and more importantly, maybe like grabbing like big problems breaking them down into smaller problems and then tackling them. You know when it comes to execution.

Nick Tuzenko: Yeah, so for me, it was like a very natural way usually for people who academia ground like 2 with the like very common way like to learn about the business and to to become the part of the business going through consultant. And yes, that’s why I joined like Boston consult group and yeah, like like it was really great experience. Um, definitely. There is like ah you, you’re not like becoming industry expert in like ah banking or in like retail or in oil oil gas. But you definitely learn a lot of things like about like business strategy about org structures about like capital flows and how it works and having to like um I would say like the biggest biggest learning of consolidating is always was and stay visit me like is that common sense matters. You can like be like 20 year industry expert. But if you lose your common sense. It will like be a very bad idea while like be with common sense. Especially also like the entrepreneurial during like having common sense trying to understand the nature of the things or. A lot of like people nowadays like saying like going to the first principles this really matters and really helps in competitive and dynamic environments. So this like I would say like the the biggest lesson and not just like seeing that but really like being practical about that and.

Nick Tuzenko: Really ah, learn how it could help even like big corporations or new big ambition projects to execute to deliver them. Ah yeah, like like it it really it. It was really like big class lesson and like really helping today.

Alejandro Cremades: And you were there for a few years so you know what would you say that they push you or triggered you to make the decision to all of a sudden say hey you know what I I’m done with corporate I Want to do more on the morgo borgo and tackle the startup you know the startup he you know, kind of life.

Nick Tuzenko: Um, yeah.

Nick Tuzenko: Yeah, it was always there I would say because like the ambitious was always there answer up is always about like you know like you fail or you’re going really big and that’s why yeah like like it it was just rather I would say like the school of business for me Consulting. And then like you really I really would like to join something very dynamic very at the beginning where you can really be hands-on I can really feel the atmosphere of building something from the scratch and that’s why I joined bus 4 and even though like I joined menaging director. Ah, but still like ah because like it’s startup. It’s new thing and and you’re really like building that from from from the scratch you feel like how how how it works and really how their value is creating.

Alejandro Cremades: So then so then tell us about how the the boost for you know the opportunity come knocking and you know what was that thought process you know all the way for you to say you know what? it’s time to give my notice and to and to move on and and tackle this next chapter first.

Nick Tuzenko: Yeah, you know it was really pretty cute. The way that I wanted to go to startup industry and I had like several friends who were already like in fundnts in match funds. And they just sharing different stories about different entrepreneurs about like different spaces and one of the story that my friend sharing with me was like bus for story and I just like ah love to explore it more so I might like founder and we talk and understand that yeah like we would be a great team and’s better like. Proceed together. So That’s why I joined bus 4.

Alejandro Cremades: So then bus for So what? what were you guys doing you know a bus for what was the deal there.

Nick Tuzenko: Yeah, so we were like like I would say like booking for um, like bus tickets. So there was like 2 2 different things from 1 perspective. There is like b two c be part of the business so you need to build like great interfaces whether there’s apps of website for the client. Would be able to book the bus trip. The where where where he or she needs to go and but but the biggest problem here. It’s not about like building interfaces for client but just like to get all that inventory into your system. So for example is um, let’s say’ve talking about like hotels. Have like a lot of like different Apis on the markets. You can just like put them to 3 Apis and you have all all all the bookings or for example with a tickets you have subre or um, like other big. Let’s say gds they called global distribution systems so you can like. The they apis integrate them. It’s like one two Apis and you have all the like a that you can like sell with bus tickets. It isn’t the case so there is like thousands of different bus carriers and there is no one like Api where you can like really just integrate that and have you like great website or app. Need like to contract all that partners you need to negotiate with all the partners you need to integrate them or to give them a system so we were on only like b two c system but we also were like b two b provider of software for bus tickets for bus for bus stations and for bus carriers.

Nick Tuzenko: Integrating like around like you have like around like 8000 bus carriers in our system and like that that was made us like unique and in the way that so this business was really interesting because it wasn’t only about like going to the client but it also was like to bring that value and bring digital. To bus stations and bus carries and there was like thousands of them.

Alejandro Cremades: How many how many people were in their company when you joined them? yeah.

Nick Tuzenko: When I joined it was like around 18 a 0 and then yeah and then like we went to 215

Alejandro Cremades: Okay, and then when and then go ahead. That’s amazing. Ah, the company did raise a quite a bit of money I think it raised over 30,000,000 from investors and then eventually got acquired by blah blah car.

Nick Tuzenko: Yeah.

Alejandro Cremades: So how did that acquisition come about.

Nick Tuzenko: Yeah, so it was like very natural bobo cars like french unicorn they were doing like mainly car pooling. So when you are traveling from point eight point b with your car and you have like free seats. You can just like. Publish that on that platform and someone who is also going from point 8 point b can join you and you can split the like ah fuel cost and all that things and they had like ah it have like a very big audience in the eastern europe where bus forest and there was like a. Wish um, really great like ah synergy between like our b two b solutions and the audience of bubble car and butblo car like could become and eventually and became like um the one shop destination where you can like book all the. Road trips. So whether it’s like car pooling but what guys already have or whether it’s bus trip bus trips. So like you can like have all of them like in on place for their audience but that’s why like there was all of synergies and this new like like was like rather strategic than just like pure financial. And also like it was great that we already had like 2 investors that were investors in us and investors is bubble car. So also like make the like negotiations and other things like also strategic align. Yeah, so there was like also.

Nick Tuzenko: Um, equity side some interest to to to proceed together.

Alejandro Cremades: I mean that sense you know it was a you know quite a quite a good outcome. You know, obviously a the it was it was it was it was leaked. You know or I I guess you know it’s easy to ah to kind of like calculate. You know, like what kind of transaction that was but it was in the neighborhood of a 100,000,000 ah, but you know essentially right after this um you decide that is time for you to start your own business I mean why I mean it sounds like you know you had a good time. You know on bus four you came from bcg I mean what made you think that it was now the time you know to start your own thing.

Nick Tuzenko: Yeah I would just say the intraural spirit of bus for years I’m like it was all about like inural journey I would say so yeah I just like say okay like it’s it’s time to to to go there and to build myself something great and that’s. That’s what I I’ve done. Yeah, so like I met like my current partner business partner. We joined our forces was like late so Twenty Twenty started 1021 and we started our current story exop pop.

Alejandro Cremades: So then so then in this case, you know like tell us about Axel Club I mean how did the idea of axl club. Come to mind you know they’re in 2021 and why I mean how did you guys go about bringing it to life in february.

Nick Tuzenko: Yeah, so um, I’ve said that there was like several different perspectives First of all like um, we did have like some success in the region in Eastern Europe and we just wanted to go international and and building really global business. And that’s why like it was really easier like to think about ecommerce because it’s really global business and also what’s really was important for us like to pick the space where we do believe that we can like ah build something huge something big. And it’s also like was like 1 of the criteria but overall like we love like ecommerce. We do see that the people like ah more and more like pin fraing happening of commerce and it was like ah covid time and even more like talent and and and we were like capital coming to commerce so we saw that the kids. Great. Great idea in terms of like how how we explore the idea. Um there was like also like I was sort 2 2 different things. The first one was likeryo. They were really like hot at that time so they started like sound eighteen and I guess like. In the middle of 20 they made their first like of like 250000000 of equity and it just was obvious and of like other teams just starting like talking about this idea and if you think about the space about Amazon Amazon itself is around like six hundred billion

Nick Tuzenko: Dollar in turnover. So it’s easy to understand that there could be like the space for easily for 23 20 or 30 different units. So even if you are like $2000000000 in revenue, you’re all like less than what like. Ah. Less than like one percent of the amazon itself. So it’s easy to imagine that they could be like dozens of winners and also like was really important like we do believe that we have great operators. We do believe that we know how to build very sophisticated business models and did you see that it’s not only about like. This business model only about like buying ah brands buying companies. But it’s also about like how to then like operate them have to make the operations viable. You know, like profitable and this is where we do believe that we have some edge and with our like previous experience. Our skill set and with our like reach to great talent in eastern europe we said yeah it’s like really global market. It’s right now between asia and western europe and us and we do have here some age and b would like to bring our. Efforts energy to the space and and and build axl file.

Alejandro Cremades: So then so then I guess for the people that are listening. You know to to really you know, get it. You know what is the business model of axl club. How do you guys make money.

Nick Tuzenko: Yeah, so there’s like a dozen of thousands of different entrepreneurs based that started business on Amazon like 5 6 3 ten years ago and they built some brands that can make from. Let’s say half a million million to twenty thirty million dollars of revenue per year. So we come in and say okay like you’re made a great job. Let us like further develop the brand so we are fully acquiring the brand. And then like expanding the brand through different growth initiatives starting from bringing the brand to other geos where Amazon is or bringing to other channels like Walmart or Target or launching new products within the brand. Because they’re sort of different ideas but like our kind entrepreneur like the parents who started the brand they didn’t have either access to working capital or just energy or they didn’t have like skillset to build a team that can like run even bigger portfolio of Skeos um, and also like working with. Like branding working with pricing with promos with performance margin of the brand also like working with the suppliers and and lendors to make sure that the supply chain is optimized so I would say like like were taking the brand and going through operation excellence and going through different growth. Layers.

Nick Tuzenko: And like growing the brand like two xra x for x and this is like actually what we doing usually like there is like questions about like are we then going to sell the brand. So no like we are here to build a portfolio of brands. We sometimes call ourselves the digital native proxy gamble even though, definitely this business model is like far away from pro and gamble because like we don’t own manufacturing rather like own the brand rather like Nike or like like Iphone. They also like making their iphones like themselves like this. Like with outsourced manufacturing so in our case also we are much more about like marketing and understand the needs of the customers than like like building a great manufacturing. But yeah, but the idea is like to build. The yeah portfolio of great ah package consumer brands. Um and dispute them globally.

Alejandro Cremades: So I Guess say you know when you guys are looking then you know at the deals you know at some of those companies that you’re looking at at really onboarding I mean what do those exciting companies look like I mean what is like the perfect you know fit. For what you guys are looking for. So.

Nick Tuzenko: Yeah I would say like there is the different I like we are really looking at very like like buttons or in hundreds of different criteria but like to summarize that I would say like 3 things. The first one is like financials you’re looking like the the. Because like we’re looking at the brands that from 5 to 10 like our sweet sport is like the brands they have like from 5 to $ 10000000 revenue a year. Why is this because we’re trying to make sure that the brand already have some track fraction while. There is like xt extend x 100 of growths potential ahead. So this is the first one the second one definitely looking at and trying to understand like whether there there is like a great customer feedback. So the number and the quality of reviews. And ratings on different like marketplace like Amazon Allmark really matters so in this way we are trying to make sure that we are buying some brands that have portfolio of products that customers really really really love and love the experience of using this products. And the third one is like to understand whether is a lot of different growth leaves. Whether’s like the product there is the demand for the products in different geos in different channels. So we do know what to do next to at least like grow the brands x 2 x three.

Nick Tuzenko: Or extent in some cases.

Alejandro Cremades: So then so then with that with that being said, you know when it comes to for example, like assessing the brand and thinking about valuation I mean how do you guys? go about that.

Nick Tuzenko: Yeah, so I even like like usually call this like very simple because like it’s all almost like you definitely can look at very dozens criteria. But then you’re just trying to like say okay like what matters and for us it’s like size margin and gros. So in terms like size. Definitely the bigger brand is the higher multiple is and it’s really easy to understand because definitely it means that the the business itself like can generate more cash flow and could be more sustainable in terms of like margin of. Because we are operating andmer itself sometimes like does does have like a lot of retention. So for example, like we are selling like spors products or like bad products and it’s not like For example, let’s say food. Yeah, it’s rather like something that you need like. once a 2 year or once or 5 years so you need to make sure that you can earn from the first order. So we’re looking at the margins. We’re not like looking at Bill. Let’s say like Ltv or cc we rather think about this business as the business where you need to prove that you are breeding that much value that you can. Price that from the first order. So also like looking at the margins and the third one is definitely gros so the more potential we see the higher multiple will be because effectively you can pay like let’s say not like 3 x you can pay like 6 x if you believe that this business can grow like 3.

Nick Tuzenko: Times for the next like year. You definitely effectively paying like 2 x like multiple like next twelve months so for us this really matters not like what happened even though like did definitely matters. But also when you’re try and think about with multiple. Trying to think about okay, what will happen is a brand whether it’s like margin expansion whether it’s like topline expansion whether it’s like channel geos and product lines expansion if it’s there definitely can pay and you can price more because effectively in 1 year or in 2 years your brand is doing well you you. You paid real all multiple. So yeah, then like like definitely we’re looking at the market marketplace what’s happening there definitely like interest rates and increasing interest rates by fatd change a lot and like grows really well less than the stability of the brands. But let’s say this way like when we started like the multiple the average multiple in the marketplace was around like let’s say two point five two point Eight maybe 3 x then when us and there’s around like 110 other teams that are doing the same business model. Came to the space the multiple really like went hot and the multiples were around like 4 four point 5 even like 5 or 6 x and right now because like interest rates increased and there is like really cooling off on the market.

Nick Tuzenko: See multiples in the range from 2.5 just for x so like it’s also normalized. But I said like definitely each certain each deal like we’re trying to look at that like from their like details. Dale’s perspective and on the sal q even though like the current. Let’s say market market market market multiple is like around like two point 5 but if there is like enough things to price scheme we will definite do that and definitely if there is like something to like which is no deal breaker but which like. Deteriorate or impair the that the value definitely will try to discontinue that understand okay like there is should be some disconunt for like ah, let’s say for for complexity. Yeah, definitely. There is a brand that have like twocu and it’s like 10000000 in sales. It’s much easier to operate. It’s much easier to expand comparing to the brand that had like 600 esca use. So that complexity would be like rather this did did this discount like yeah, we will give discount for the complexity because we need more people in more processes to operate and to expand that brand to ges to new channels. Which sometimes isn’t that easy to do.

Alejandro Cremades: So so obviously you know here we’re talking about transactions to making deals I Guess what about deals for you guys. You know like how much capital have you guys raised to date for the company.

Nick Tuzenko: Yeah, so ah, there’s around like 170,000,000 part of that is equity part of that is venture debt and this is like the money because like we are Ebd positive we always are and right now. We all, we spend the old money on like purchasing brands so weed like maybe half of that money and like still like ah making deals.

Alejandro Cremades: So one hundred and seventy Mill I mean that’s saying thats st crow now in this case is a little bit different. You know the way that that you guys are ra because this is not like the typical you know, startup or software or things like that. So how is it, you know to raise money for a company like this versus raising money for like the traditional. You know, let’s say ecommerce brand or or or even maybe like a saas you know company.

Nick Tuzenko: yeah yeah yeah I would say like we still like doing that and pretty much the way that as we are as we were building like just usual startup or just like classical startup. So um, but definitely because we’re using leverage we have a debt. You need to make sure that your equity investors are comfortable with that and do understand the business model because from 1 perspective. It’s really great for all equity investors that you can like leverage yourself which you can’t do that much in usual startup because usual, start up usually burn money. So like there is no, no, no, no room and no place for that. But because like we are buying profitable businesses and we are o ourselves and group level Eba positive. We can um, have access to the debt. But it said like from 1 perspective is really good because it’s. Helps to it helps to sustain and to increase return on equity but from the other perspective you have like definitely you need to make sure that you can sustain that that otherwise it could be a future. Risk for your equity. So I would say yeah like in all the the other things like it’s pretty much the same. It’s rather like as with any venture investors I would say like it’s definitely the the first 5 for the rise is trying to instead like whether you’re as a team.

Nick Tuzenko: Capable of executing what you’re selling. What’s really easier for this business model. You don’t need to explain it like people really understand that like we leave really quickly. So okay, this is the pull of the brands that are there this is the multiples that you can apply and you need this much of. Of like capital you can buy this amount of like contribution margins. You can buy this amount of ebada this is your your vaation. So. It’s really easy to understand yeah like what we are doing but the biggest the biggest thing that you need to make sure your like partners your financial partners understand like. Why your team is is capable to do that. Why you can’t deliver why you can be in this like base. It’s really easy to understand. But it’s reallycapy business model in terms of like execution. You need not to be only like a great operator of the commerce brands you need to be also great like m and a ah executor. Need to have like this business developer process need to have like the diligence you need to have like closing. You need to have like integration of these brands to your platform. You need to operate in very different like we are as almost everyone in our space. We are category agnostic so we have brands in pad supply in art supply in common kitchen. Need to tell expertise and you need to relate and understand the assortment in very different niches. Also we sell in different geos we are working with supply chain from mainly Asia so it’s it’s it’s really like like very very like long and and very like so sophisticated.

Nick Tuzenko: Gate value chain in which we are operating so you need to like? yeah like your financial partner is whether it’s equity equity investors or creditors they need to be confident you as a team know how to execute around that complexity. Guess like it’s really easy to find what we doing. It’s really easy and say okay like here’s the manufacturers here’s otherpha brands here’s like Amazon and here’s the clients they have some needs here’s a performance Marvin he’s designed here’s the packaging but to execute that this is the real like like theistication sophistication of this business is coming from its complexity. There’s like really great say it’s like retail is detail and I’m like we are experienced that every day you know like every every day like we have this like for customer to have that like product whether it’s like bull pomp or whether it’s like some paint pans whether it’s like something for their cats or some leash or harness. Have that like that happy client. There is like thousands of interaction that should be should happen starting from your manufacture with yourw materials and then you with Amazon with delivery with performance marketing with all of the things. So. It’s really really complex business. And yeah, and like like like to raise in this business model. Your finished partner should be confident that you can like deliver and you know how to execute have the delivery in this business model.

Alejandro Cremades: So So in this case, you know then ah, let’s talk about vision because you know when you raise you know Also all that money you know there’s a vision and imagine if you were to go to sleep tonight. And you wake up in a world where the vision of Axle club is fully realized what does that world look like.

Nick Tuzenko: Yeah I would say like would you have this like 2 2 2 things. Yeah, the first one is like of a core business even though like our ultimate goal like me and max like is to build the company where we. Can like really track the greatest talent in the globe and like to track click a of like great capital to to to builds more than just like consumer pay goods company but in the core core I would say that that would like to have like thousands of different eka use. And would like to deliver superior like experience for clients for for for people for their just everyday life for their like everyday needs whether you are working with a dog or whether you’re playing user cats or whether you’re playing football and it like ball pond. Or whether you need like some magnets on your refrigerator for like some task for stickers. So just like you know like our Iphone helping us like to make a lot of things like in digital world communicate have have have a different stuff but still like. Every person needs all things like in their everyday life very small things but which make your everyday life. Really great I said like whether you’re working with a dog or playing music currot or you play football or or whatever you do.

Nick Tuzenko: There’s like really like a lot of like physical small products that can make your life much better and this is where we come in as a ga club and like to target this needs to bring you superior experience with a very reasonable price within the channels that you love whether it’s Amazon its volberg as Target. But you have already a price subscription. You can just like older than have it tomorrow but money you need that. So I would say like it’s yeah, it’s like just like helping people within the like everyday life with this small things.

Alejandro Cremades: And then if we could go to the past with a lens of reflection imagine if I put you into a time machine and and I give you the opportunity of speaking with that younger nick you know that is still in Bcg you know, thinking of enter entering the startup world. What will be that one piece of business advice that you will give to your younger self before starting a business and why.

Nick Tuzenko: I would say like um yeah, I’m like even though like I’m trying to really muster that but still like far away from like ultimate tuition I would say like just like it to rate because 0 L to foster even though it’s like everyone knows that everyone talking about that like fail fast fail fast but still like.. There is so much like under estimation when you’re just trying to go to real world and trying to bring value trying to disrupt some value chains trying to bring business new business models and like it’s so so important to iterate with the reality fast. And yeah, so I was just like trying to convince myself even more you know like even even like to huge like like to bigger extent like to do that? Um, yeah.

Alejandro Cremades: That’s awesome now for the people that are listening that they will love to reach out and say hi. What is the best way for them to do so Nick.

Nick Tuzenko: Yeah, the best way is just to reach to being linking I’m all like let’s say like all answering all the incoming requests I’m a big fan of like 0 inbox. And or just like go to our website which just Ex excelclub dot com or but club and there is like also like our context whether it’s job. Job. Ah, like open roles right now already have great brand or you just like would like to talk about our business model. Maybe like to offer some other partnership would be happy to to to to to talk to.

Alejandro Cremades: Amazing. Well hey Nick it has been an absolute honor to have you with us on the podcast. Thank you? So so much for taking the time.

Nick Tuzenko: Nohanor Thanks for having me.

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