Peter Relan On Selling A Company For $50 Million, Running An Incubator For Aspiring Founders, And Building A Generative AI Math Tutor and Teaching Assistant for Higher Ed

It’s not every day you meet someone who was born without a name and went on to become an early backer of one of the most iconic communication platforms of our time—Discord. This sentence touches on Peter Relan’s journey, culminating in impressive outcomes.

Peter has founded YouWeb Incubator, supporting notable entrepreneurs who have built companies like Discord, ThreatMetrix, OpenFeint, and CrowdStar. He is also building the MathGPT, a generative AI math tutor and teaching assistant.

In this episode, you will learn:

• Founder-market fit and technical ability are non-negotiables for startup success.
• Clarity of focus—knowing what not to do—is as critical as passion.
• Great technology without a sound business model is not a recipe for success.
• Entrepreneurship requires both confidence and the humility to keep learning.
• AI’s true power lies in scaling impact, but human wisdom must guide it.
• Universal math confidence can unlock careers and decision-making for millions.
• Incubators like YouWeb prove that empowering builders early leads to outsized outcomes.

 

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About Peter Relan:

Peter Relan is the founder and mentor at YouWeb. After completing his graduate work from Stanford in 1992, he has spent the last 30 years serially founding companies in different fields of technology.

Peter started his career as a research engineer with Dr. Carl Sunshine, one of the co-founders of TCP/IP. During his time there, he co-authored a seminal paper on Network Management published in ACM Sigcomm in 1988.

Peter next worked at Hewlett-Packard on HP OpenView, now a multi-billion dollar enterprise at HPE. Fueled by a desire to understand the technology business, he attended Stanford University as an HP Resident Fellow from 1990 to 1992 in Management Sciences & Engineering.

He was enamored by a class he took from Andy Grove, the former CEO of Intel, and decided to focus on strategic innovations such as multimedia servers and video streaming from (now called) cloud data centers.

In 1994, Peter was recruited by Oracle to their Media Server division, Larry Ellison’s pet project, and helped pivot the division to internet-based video streaming servers, and ultimately to Oracle’s three-tier computing architecture based on Java application servers and web-based applications.

He then became the VP of the Internet Server product division at Oracle to help build the Application Server product line for Oracle before entering the world of start-ups in 1998.

Connect with Peter Relan:

• LinkedIn
• Crunchbase
• PitchBook
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: All righty. Hello, everyone, and welcome to the DealMaker Show. Today we have a really amazing founder—founder turned investor—and I think we’re going to learn quite a bit when it comes to building, scaling, financing, and everything in between. He’s done it very successfully, first as a founder of a company that reached the finish line with a great outcome.

Alejandro Cremades: And now, he’s been involved as an early investor in some incredible success stories, including Discord, and many others. I think today’s conversation is going to be quite inspiring, so brace yourself for that.

Alejandro Cremades: Without further ado, let’s welcome our guest today, Peter Relan. Peter, welcome to the show.

Peter Relan: Thank you, Alejandro. I’m glad to be here—honored, really. You’ve had some fantastic founders, venture capitalists, and entrepreneurs on this show, so it’s a privilege to be included. I’m looking forward to our conversation.

Alejandro Cremades: Peter, I want to start with your early days because your story is incredibly inspiring—though I know it was very challenging when you were going through it.

Alejandro Cremades: You were literally born with no name, in your home. Walk us down memory lane, because I’m sure those beginnings really shaped who you are today.

Peter Relan: Thanks for pointing that out. I didn’t realize it was such a unique thing until I got naturalized in the U.S. They asked for my birth certificate, and when I produced it, I saw that it literally said, “A boy has been born.” Like most birth certificates, it had the birth date and parents’ names, but no given name.

Peter Relan: I found out later that I got my name—Peter Relan—when I first entered school. I was born in Delhi, India. We were living in a refugee settlement. My parents were homeless refugees from Pakistan who had come to India. They were 17 and 14 at the time—unmarried—living literally in a refugee camp.

Peter Relan: They spent 15 years in refugee camps and settlements. During that time, they met, got married, and endured extreme poverty. My dad worked as a street cleaner, and my mother was a seamstress, though her work was really just gig-based and on demand.

Peter Relan: I was the fourth child, born at home. They didn’t bother to name me at birth. Over time, they slowly saved money despite living in slum-like conditions, and eventually were able to invest in a good education for their children.

Peter Relan: That journey, even though I only saw a small part of it, inspired me deeply. It’s why I’ve always focused on education. When I got into school, they gave me the name Peter Relan. It was a Catholic school, and they just picked a name that seemed good—and it stuck.

Peter Relan: I fell in love with education, especially math, and I did well in it. Eventually, I made my way to the U.S., starting at UCLA. I had gotten in with a strong SAT score, and once I arrived, I became a math tutor to help pay the bills. So it really is a story of going from poverty to where I am today—it feels like a miracle.

Alejandro Cremades: That’s no joke. You mentioned falling in love with math and problem-solving early on, which obviously explains a lot about your path.

Alejandro Cremades: But you came to the U.S. pretty early, right? You did your undergrad at UCLA?

Peter Relan: Yes, undergrad.

Alejandro Cremades: So how did you secure your spot in the U.S.—in the so-called land of opportunity?

Peter Relan: I had applied to a very well-known college in India, IIT. There are a lot of IIT grads here in the Bay Area and New York. The school year starts in July. I had also applied to the University of California, which starts in October.

Peter Relan: I actually started at IIT, but when I got accepted into UCLA, I made the switch. That acceptance came thanks to my educational record and SAT scores. My brother also helped with financial support, which was crucial because the school needed to see that I had resources.

Peter Relan: It really came down to doing well in school and scoring high enough to get into college as an 18-year-old. Most Indian immigrants come to the U.S. after completing their undergrad for grad school. I was unusual because I came here for undergrad. I took the risk because I felt that the sooner I made it to the land of opportunity—the classic rags-to-riches immigrant story—the better.

Peter Relan: I was already leaning toward STEM and technology, and I knew that California—specifically Silicon Valley—was where I ultimately wanted to be. It was very fortunate, but it also took hard work to get into schools like that. And I was lucky, too.

Alejandro Cremades: Like they say, when preparation meets opportunity. Now, in your case, after UCLA you went to work for other companies—Hewlett-Packard, PC companies—and you also went to Stanford for your graduate degree.

Alejandro Cremades: But instead of launching your own company, you joined Oracle. That’s where you worked with folks like Marc Benioff. Why did you decide to work for someone else after Stanford, especially in an environment where you’re surrounded by people launching startups like Google?

Peter Relan: Great question. When I got to Stanford, I took classes in venture capital and entrepreneurship. There were a lot of great guest speakers—like Sun Microsystems founder Scott McNealy—coming in to talk. You start to feel like, “Hey, I can do this. I can start my own company.”

Peter Relan: But the reality is that starting a company takes a strong risk orientation. I hadn’t done a startup before, and while my peers were all interested in startups, very few actually launched one.

Peter Relan: It’s not that Stanford makes you a founder. You look at a lot of successful founders today—many didn’t even finish college. So, yes, Stanford is a great launching pad, but you have to be personally ready.

Peter Relan: I just didn’t have that one passionate idea that I wanted to pursue. I didn’t have the mindset of “I’ll just dive in and figure it out.” In retrospect, I’m okay with that. If you’re going to start a company, you need to be deeply passionate about the idea, because it’s not easy.

Peter Relan: Entrepreneurship is a rollercoaster. Stanford gives you a good environment, but you need the internal drive. At the time I graduated—in 1992—the internet and Netscape were just taking off. I joined Oracle’s internet division. That experience gave me the platform.

Peter Relan: Later on, I started getting startup ideas. It was all about timing. I believe if you’re not passionate, you shouldn’t do it.

Alejandro Cremades: After about four years at Oracle, where you worked on the internet division, you decided to get your feet wet with a startup—before launching your own. That seems like a smart approach.

Alejandro Cremades: That startup was Webvan. Those were the crazy days—you had diapers going public with almost nothing behind them. Wild times. How was that journey for you, and what needed to happen for you to be ready to launch something of your own?

Peter Relan: Webvan was interesting. At Oracle, I was VP of the internet division. It was a comfortable job in a big company during exciting times. Then I got calls from Benchmark and Sequoia. I met with them, and it was, like you said, an easy launch pad when VCs are recruiting you.

Peter Relan: The founder was Louis Borders—he had founded Borders Books and Music. There were just a few of us at the start. I came in as a founding team member—not from scratch, but the company had Series A financing. It felt like a startup but without the full risk.

Peter Relan: That was the sweet spot. But it had downsides too. Webvan went public. We went from Series A to IPO in under two years.

Peter Relan: During that time, we built one of the world’s largest automated distribution centers and the software to run it. I was the CTO, and I put everything into that effort.

Peter Relan: Looking back, I realize I didn’t understand the business model well enough. We built it, we went public—it was one of Silicon Valley’s biggest IPOs—but the business model had issues. That was the big lesson.

Peter Relan: Webvan is considered both ahead of its time and a cautionary tale—a poster child of the dot-com bust.

Peter Relan: So the lesson is: if you’re going to pour your passion into something, also spend time understanding the business model. That can make or break everything.

Alejandro Cremades: What was the peak valuation?

Peter Relan: It went public at $8 billion and peaked at $12 billion. Back then, Netscape went public at $6 billion—so it was massive for the time.

Alejandro Cremades: That’s unbelievable.

Peter Relan: So in those days, it was considered twice the value of Netscape when it went public, right? And then, of course, it all went downward after 2001.

Alejandro Cremades: Like everything else, I guess. One thing—

Peter Relan: Yeah, yeah. On the other hand, though, the technology was acquired by Kaiser. Kaiser Permanente acquired that giant automated distribution center. So we knew we had built something special, right? And they ended up using it for their hospital supplies, drug delivery, and other operations.

Alejandro Cremades: In your case, I mean, you really got comfortable with that journey—so much so that you decided to actually launch your company on 9/11. I mean, that’s kind of crazy.

Peter Relan: Yes.

Alejandro Cremades: So what was going through your head to be so relentless with the idea of “I want to launch this,” regardless of what’s going on around me?

Peter Relan: Yeah, it was an amazing time. I had left Webvan in late 2000. Then our second child was born in May. I had made up my mind that we were going to start a company with a few co-founders from my Oracle days.

Peter Relan: I was so passionate about the fact that we had built this amazing technology at Webvan, but it didn’t work out in the end. I became obsessed with the idea that there must be a way to build amazing technology and also create a successful business.

Peter Relan: It was just an obsession to get it right. We knew the dot-com bust was massive and would trigger a nuclear freeze in the venture capital market for two to three years, but we also believed there would still be business to be done on the internet.

Peter Relan: So we started this company in September and incorporated it. September 11, 2001, was the day I woke up and said, “Okay, the company’s done—let’s start working today.”

Peter Relan: And I woke up to the terrorist attacks in New York. We were stunned. Not just for a minute, I mean, for days. But that initial moment, when I saw the video, we got together and I asked, “Guys, what do you think?”

Peter Relan: Half the people said, “Let’s forget it. The world is not going to support us.” No one knew what was going to happen.

Peter Relan: I said, “If the world is falling apart, who cares what happens to a startup? But if it doesn’t, then we’ll be seen as some of the most persevering, most diligent people who made it through one of the worst downturns of the 21st century.”

Peter Relan: So we decided to continue and build our company that day.

Alejandro Cremades: What was the business model of the company?

Peter Relan: I still remember that conversation.

Peter Relan: The company was focused on online fraud detection. We figured that with the rise of e-commerce and the internet, people were really worried about their credit cards being stolen online. There was a lot of fraud happening.

Peter Relan: People weren’t comfortable entering their credit card information online. Meanwhile, online banking was taking off. So we built a technology that analyzed users’ clickstreams in real time to detect fraudulent behavior signatures. We called it “business signatures.”

Peter Relan: We sold enterprise software to banks that were launching online banking platforms and wanted fraud detection systems. It was based on very early AI—really early AI in those days.

Peter Relan: That was the model: traditional enterprise software sold to banks. We had a Stanford professor and a Berkeley professor on our advisory board. It was cutting-edge technology to solve online banking fraud. We signed clients like Citibank, U.S. Bank, and USAA.

Peter Relan: So we knew we were building something interesting—something that could generate six- or even seven-figure revenue contracts.

Alejandro Cremades: What’s so interesting is that the company ended up getting acquired for over $50 million. I mean, we’re talking about someone who was born without a name at home, who then comes to America, lives the dream, and ends up selling his own company for over $50 million. That’s quite unbelievable, Peter. How did that transaction come together?

Peter Relan: It’s a fascinating story. We weren’t even planning for it. We had raised venture capital from TPG Ventures and Walden International—two well-known firms.

Peter Relan: We were selling our technology, and one of our salespeople told us there was a public company trying to crack the same space from a different angle. They wanted to have a conversation to see what else was going on in our world.

Peter Relan: At that time, I was right in the middle of raising our Series B. So I thought, why not? Maybe they’d even be interested in financing us. Sometimes you get strategic investment opportunities from companies.

Peter Relan: So I agreed to the conversation with the CEO of this company—Entrust. And he said, “You could raise financing, but we’re going after the same market. I already have a $100 million a year business.”

Peter Relan: He was selling software to the same customers. He said, “Why don’t we combine?” It was just a casual, over-dinner conversation.

Peter Relan: And sometimes that’s how the best deals happen. We thought about it. My co-founders and I realized we could raise money and scale up, but at the same time, our main competitors—PassMark and Sayota—had just been acquired by RSA, the big security company.

Peter Relan: So suddenly, we were staring down large-scale competitors. We thought maybe a bigger partner could help scale our software.

Peter Relan: To this day, I have friends still working at that company, and they have many more customers now.

Peter Relan: But it was just over a dinner that we said, “Okay, this might actually make more sense.” We were about to scale after signing our first few customers. And Entrust had the sales team and the infrastructure. They said, “Why don’t we join forces?”

Peter Relan: That’s a very common scenario when you reach that stage—you have to decide whether to scale it yourself or partner with someone who has the distribution channels to scale you.

Alejandro Cremades: As they say, once an entrepreneur, always an entrepreneur. But for your next chapter, you decided to take a different route—and that was Uweb. How did the idea for Uweb come together?

Peter Relan: Uweb came together after Business Signatures was acquired and I had spent some time at the acquirer. I realized I loved this—I loved entrepreneurship. But I started to ask myself: Is serial entrepreneurship the most efficient use of my time?

Peter Relan: Could I do more in the next five or ten years than serial entrepreneurship, but without constantly switching roles? I didn’t want to become a traditional venture capitalist.

Peter Relan: Around that time—2005, 2006—YC had started, Techstars had started. Our acquisition was in 2006. I thought, I don’t want to be a pure investor.

Peter Relan: I’d be willing to put some of the money I had from the acquisition to work—but not as a venture capitalist. I wanted to be an entrepreneur.

Peter Relan: So we came up with this idea: why not create an incubator for tech founders like myself?

Peter Relan: These founders could come, hang out, come up with ideas, and we’d collaborate with them. Then we’d co-found companies together.

Peter Relan: I wouldn’t be involved operationally, but I’d be on the board. I’d help them raise money, develop their technology strategy. It became a way to mentor multiple startups at once—offering them my network, experience, and support.

Peter Relan: We invited six entrepreneurs and said, “We’ll pay you one year of salary.” It wasn’t a three-month program like YC. It was a full year. We gave them the same $120K that YC offered in those days, but with a year of salary to figure out what they wanted to build.

Peter Relan: That was our unique angle—we allowed them to hang out, build relationships, and start companies together with us.

Alejandro Cremades: So I guess the immediate question is: how did you learn to filter good ideas from bad ones? At that stage, it’s often just napkin sketches.

Alejandro Cremades: How do you know what’s worth exploring or investing in—and which ones to pass on?

Peter Relan: I think you just said it: someone worth investing in.

Peter Relan: We had very simple criteria. First, you should be a technologist capable of building. That was a must for us.

Peter Relan: Second, you should have great founder-market fit.

Peter Relan: For example, our first incubation involved two Australian founders who had provided IP geolocation data to us at Business Signatures.

Peter Relan: After the acquisition, they came to us and said, “We don’t know if we’ll survive. We used to supply you data, and now that contract may go away. But we’d love to continue working in fraud detection.”

Peter Relan: So they became our first incubated founders. Two engineers who wanted to do something in fraud detection. We didn’t know exactly what, but they were technical, passionate, and understood the market because they were already doing it—playing with IP geolocation, botnets, and all that.

Peter Relan: So I always look for the founders first—and founder-market fit. The idea flows organically when founders understand the pain point—either as consumers or because they’ve worked in that industry.

Peter Relan: We got into gaming. We got deeper into fraud detection. The iPhone had just come out.

Peter Relan: In fact, the founder of Discord—Discord was his second company with us—saw the iPhone and said, “That’s a great gaming device.”

Peter Relan: Meanwhile, the Australian founders said, “Fraud detection is just beginning. We want to keep going.”

Peter Relan: So that’s my filter: technologists with deep founder-market fit.

Alejandro Cremades: For example, in the case of Discord—that’s a founder you invested in for his first company, OpenFeint, and then again when he launched Discord.

Here is the final cleaned-up section of your interview with Peter Relan. All content has been preserved, with only sentence structure improved for clarity and flow:

Alejandro Cremades: OpenFeint acquired for $200 million, Discord now valued at $15 billion—which is kind of crazy. And you’ve been…

Peter Relan: OpenFeint was $100 million, right? $104 million, yeah.

Alejandro Cremades: Ah, $104 million—and then Discord. Now, what do you think are the key traits of a founder like that? Especially when someone, as they say, is lucky once but good twice.

Alejandro Cremades: What do you think are the three things that stand out in someone capable of doing that?

Peter Relan: Yeah, yeah. So let’s talk about the OpenFeint guys, and the ThreatMetrix guys too—we financed both. I recruited a CEO for ThreatMetrix and brought in a venture capitalist I know from August Capital. I’ll give you the traits, and then I’ll talk about Jason and Discord.

Peter Relan: The ThreatMetrix founders were absolutely convinced that fraud was a huge problem. That passion I keep talking about—there was never a doubt in their minds that it was worth solving.

Peter Relan: Second, they had clarity of thinking around what needed to be done. A lot of founders don’t want to confront the issues they’ll need to address to make the company successful. They cling to what they’ve done and resist change—pivoting feels risky.

Peter Relan: That’s why flexibility and clarity are critical. And third, they absolutely knew what they were not going to do. One of the big lessons I’ve learned is that focus is everything. You have to say no to just as many things as you say yes to—because passion can be misdirected.

Peter Relan: You might pick a project or take a left turn that actually distracts from the goal. So I’d say passion, clarity of thinking—including the ability to pivot—and the discipline to say no. If you combine those three, that’s a repeatable success pattern.

Peter Relan: The ThreatMetrix team was acquired by LexisNexis for $830 million. It took them 10 years. With a new CEO and venture capital backing, they built a near-billion-dollar outcome.

Peter Relan: Jason—when he came to Uweb—was just 22. He had worked at a gaming company, got his first exit with OpenFeint at 25 or 26. But he had those same three traits: clear thinking, knowing what he wouldn’t do, and deep passion for gaming.

Peter Relan: The iPhone had just come out. He built the first game for it, and then opened up the platform for other game developers. It was a great, repeatable combination of those three qualities.

Alejandro Cremades: That’s amazing. How many companies did you end up investing in through Uweb? That’s 17 years or more now, right?

Peter Relan: We’ve been around for 18 years, and we’ve done about two companies per year. So, roughly 35 to 40 companies over the years.

Alejandro Cremades: That’s amazing.

Peter Relan: We’ve had about seven good exits—around 20%, which is what we expect. We’re very good at killing projects early. There are many startups you’ve never heard of because after a year, we’ll say, “This doesn’t look like it’s working,” and we part ways.

Peter Relan: No hard feelings, no obligations. People walk away and say, “Nice time at Uweb for a year, but I’m moving on.” We’re very comfortable working at the very early stage, backing founders who are serious, but also accepting when it’s time to walk away.

Alejandro Cremades: Now, in your case—talking about walking not out, but walking in—you’ve really gotten excited about education. That’s the next phase you’ve chosen for your career.

Alejandro Cremades: And that ties into Math GPT. So, why education? And why Math GPT? What are you working on there?

Peter Relan: Yeah, so madgpt.ai is where I’m focusing a lot right now. It’s a project that came to my attention several years ago. A founder came through the standard application process.

Peter Relan: Let me take it back to a personal story. When I came to UCLA, just to make ends meet, I worked as a math tutor—a STEM tutor, really—but mostly math.

Peter Relan: What I noticed was how many first- and second-year students in higher education were making life-altering decisions based on whether they could get through a midterm in algebra or calculus.

Peter Relan: I was watching them, in real time, switch majors—potentially changing their whole careers—because they couldn’t get through one math class. And I’d try to convince them: “No, we can help you. You can do this.”

Peter Relan: Whether you’re pre-med, or studying psychology, or nursing—many non-STEM majors still require at least one math course.

Peter Relan: I recently looked into it, and close to 90% of all careers require some form of college math. It’s incredible how much of a gateway it is—even for careers like sports journalism, physical therapy, kinesiology, or of course, medicine and science.

Peter Relan: So when this founder came to me with the idea of AI-assisted conversational tutoring in math and STEM, I said, “This is really interesting.”

Peter Relan: I told him we’d start with AI-assisted human support but aim to move to full AI tutoring someday. He agreed to spend a year building the first version—even without full AI.

Peter Relan: Through that, we collected a lot of data. We created a network of human tutors delivering text-message-based conversational tutoring for students across the country.

Peter Relan: Today, we have partnerships with over 100 colleges, and we’ve delivered over five million tutoring sessions.

Peter Relan: When generative AI hit the scene, we realized that the biggest moat in AI is data. So in January 2023—right after ChatGPT launched in late 2022—we launched MathGPT.ai.

Peter Relan: Now, we’re delivering a fully AI-driven math tutor to colleges and classrooms. It’s instructor-led, used in hundreds of institutions.

Peter Relan: It’s not for cheating. It’s guardrailed and cheat-proof. Instructors assign the homework, and the AI tutor helps students work through it.

Peter Relan: For me, this is personal fulfillment. Forty years ago, I was tutoring college students as a human being—with limited scale. Today, we’ve already delivered close to 200,000 fully AI-driven tutoring sessions to college students nationwide.

Alejandro Cremades: So, Peter, if you went to sleep tonight and woke up in a world where Math GPT is fully realized, what would that world look like?

Peter Relan: That world looks like what I call universal math education. We have a free version and a paid version. The free one lets instructors show students what’s possible with AI today.

Peter Relan: The paid version enables full course management, with AI running the classroom under instructor supervision. I’d like every student from 10th grade on—everywhere in the world—to have access to it.

Peter Relan: Not just because of careers. Everyday life is full of math: buying insurance, understanding interest on CDs, getting a mortgage—all of it involves math.

Peter Relan: We live in a mathematical world. There’s also an emotional and creative world, yes, but life decisions—especially in most societies—are rooted in economics.

Peter Relan: We want every student to feel confident in math—not to feel like “I can’t do it.” Even if they choose to major in art history or sociology, it should be by choice, not by fear.

Peter Relan: Everyone should feel they have a choice. That’s why we want MathGPT.ai in every student’s hands, everywhere.

Peter Relan: And one last thing about MathGPT.ai. We’re not trying to automate away instructors and teachers.

Peter Relan: When I say I want MathGPT in every student’s hand, I also want it in every classroom—in the hands of every instructor and tutor helping students.

Alejandro Cremades: You got it.

Peter Relan: We want it to be instructor- or tutor-led because, yes, AI is intelligence—but humans bring wisdom. That combination is what will truly change the world.

Alejandro Cremades: Beautiful. Now, I want to put you into a time machine, Peter.

Alejandro Cremades: I’m taking you back to the moment when you were about to launch your first business. You’ve just come off your IPO, you’ve seen the world change—9/11 has just happened. You’re a little nervous about the environment.

Alejandro Cremades: But let’s say you could show up to that younger Peter Relan and give him one piece of advice before launching the business. What would that be, and why, based on what you know now?

Peter Relan: I have a very important piece of advice: Know what you don’t know.

Peter Relan: You may not fully understand it yet, but recognize that there are things you don’t know—and be open to learning.

Peter Relan: Entrepreneurship is a learning journey. No entrepreneur really understands it all when they start.

Peter Relan: So know that there are gaps in your knowledge. Be open to discovering them. It’s hard to balance the confidence of an entrepreneur with the humility to say, “There’s a lot I don’t know yet.”

Peter Relan: In my 30s, I didn’t know what I know today. But I needed to know that there were things I didn’t know. That awareness keeps you grounded.

Peter Relan: Your confidence will carry you to a certain point. But humility will allow you to learn, adapt, and sharpen your skills over time.

Peter Relan: That would be the number one thing I’d offer today.

Alejandro Cremades: Beautiful. Peter Relan, for the people who are listening and would love to reach out and say hi, what’s the best way for them to do so?

Peter Relan: At YouWebInc.com—Y-O-U-W-E-B-I-N-C dot com.

Alejandro Cremades: Love it. Well, Peter, on behalf of everyone and myself, thank you so much for being on the DealMaker Show today. It’s been an absolute honor to have you with us.

Peter Relan: No—the honor is mine. Thank you very much.

*****

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