Shawn Marcell On Selling His Healthtech Company For $350M, Bringing 6x Returns To Stakeholders in 4 Years

Few stories in the world of entrepreneurship depict the perfect blend of grit, vision, and serendipity like Shawn Marcell’s. A seasoned entrepreneur with a knack for founding, scaling, and exiting multiple ventures, his story offers a wealth of lessons.

Shawn’s company, Torus Biosystems, has attracted funding from top-tier investors like David R. Walt and Northpond Ventures.

In this episode, you will learn:

• Shawn’s background in debate and marketing shaped his ability to effectively pitch ideas to investors and attract top talent, which became essential throughout his career as an entrepreneur.
• His experience at Centocor, acquired by Johnson & Johnson, introduced him to stock options and the financial rewards of fast-growing companies, providing early insights into acquisitions and equity value.
• A personal incident involving a fraudulent lawsuit inspired Shawn’s first venture, creating a forward-facing mobile video system, which became the precursor to modern dashcams.
• Shawn’s decision to sell SensiGen during the 2008 financial crisis rather than gamble on uncertain venture capital funding highlights his ability to assess risks strategically and time exits.
• Shawn’s ventures in biotech, including Linguagen and Metamark, led to groundbreaking innovations, such as taste-enhancing compounds and advanced diagnostic tools for cancer, showcasing his adaptability across industries.
• Shawn’s connections with institutions like Harvard and MIT played a critical role in launching ReadCoor, a biotech company that achieved a $350M exit. This illustrates the power of academic-industry collaboration.
• Shawn emphasizes the importance of knowing when to exit, advising entrepreneurs to avoid getting emotionally attached and instead focus on market conditions and investor interests to secure the best outcomes.

 

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About Shawn Marcell:

Shawn Marcell has extensive work experience and is currently serving as the Executive Chairman, CEO, and Co-founder of Bifrost Biosystems.

Prior to that, they worked as a Director at AIxMed, Inc. and as a Visiting Scholar/Entrepreneur-in-Residence at Harvard University’s Wyss Institute for Biologically Inspired Engineering.

Shawn also served as a Founding Board Member & Advisor at Coagulo Medical Technologies, Inc., where they contributed to the commercialization of point-of-care technology.

Shawn has been a member of the International Advisory Council at the Monell Chemical Senses Center since 2012. In addition, Shawn co-founded and held the position of President & CEO, Co-founder, and Director at Torus Biosystems from 2020 to 2023.

Shawn also played a role in the development and growth of Weiss Tech House at the University of Pennsylvania as a Fellow and Advisory Board Member from 2003 to 2023.

Furthermore, they have lectured and served as an adjunct faculty member in entrepreneurship at The Wharton School since 1996.

Shawn Marcell has held the position of Chairman Of The Board at Kinnos and served as a Board Member at Dropworks, Inc., contributing to developing innovative technologies and solutions in those roles.

Shawn Marcell holds a BA degree in Economics from The George Washington University. Additionally, they have obtained a 4th Dan Black Belt from the World Tae Kwon Do Federation (WTF). No details of specific months or years of obtaining this certification are provided.

Connect with Shawn Marcell:

• LinkedIn
• TheOrg
• Crunchbase
• Clay

Read the Full Transcription of the Interview:

Alejandro Cremades: All righty. Hello, everyone, and welcome to the Deal Maker Show. So today we have a really amazing guest. you know I guess that they has done it so many times. you know I even lost track. you know I think that we’re going to be learning a lot you know when it comes to racing, thinking about exiting, and all of the ah building, scaling, financing, and beyond that we love to hear in this podcast. So again, without further ado, let’s welcome our guest today, Sean Marcel. Welcome to the show.

Shawn Marcell: Thank you, Alejandro. Great to be here.

Alejandro Cremades: So originally born and raised in Seattle, Washington, how was life growing up for you?

Shawn Marcell: Oh, well, Washington State’s a beautiful place and Seattle’s beautiful too. So a lot of outdoor sports.

Alejandro Cremades: So in your case, you know, ah you ended up attending George Washington University. What caught your eye about economics and numbers?

Shawn Marcell: ah Well, um I visited my, and when I was in high school, I visited Washington DC on a program sponsored by Congress called close up. And I fell in love with the whole political scene. um And so I decided that I was going to make my way out east and and go to school in DC. And um I was fortunate enough to receive a scholarship ah to be on the debate team at George Washington, which um enabled me to attend financially and um I just studied economics and political science with originally thoughts of going to law school.

Alejandro Cremades: It sounds like that ended up not being the direction that you took. Why why didn’t you take a the path of law school?

Shawn Marcell: i I was ah ah hesitant about going to school for three more years. I wanted to get out in the working world and I wanted to make my mark and I got offered a sensational position with a you know Fortune 100 pharmaceutical company called Abbott Laboratories.

Alejandro Cremades: ah You were there for about 10 years. you know Doing out of all things marketing, you got started with marketing.

Shawn Marcell: yeah

Alejandro Cremades: i mean That’s quite far away from where you are now and the type of industries and how you look at things. So marketing, how do you shift you know from marketing to other stuff?

Shawn Marcell: well i mean everything is marketing you know when i’m out pitching a company ah to raise money for it, I’m marketing. When I’m out ah hiring the management team to start a company, you know I’m pitching them on the idea. um In order to attract stakeholders to a startup, you you have to always be pitching. so um And I think you know that, and I think your audience knows that too. So marketing ah sales experience at Abbott, marketing experience was all incredibly formative for me in my early career.

Alejandro Cremades: So you were there for about 10 years, and then basically you went to CentiCorps. But one thing in CentiCorps was saying really interesting here, and that is that you experienced the acquisition that they went through with J and&J. no So what was that for you, like being able to see how a transaction like that you know takes place? I mean, what what would you say was your takeaway for you from that?

Shawn Marcell: Well, Cetacore was the first time I ever ah actually received stock options. And I was there fairly early in the game. I think I was like the 119th employee there. um And it eventually got up to, I don’t know, 700 by the time it was acquired. um And I got to experience stock options for the first time and how those can pay out materially. So I guess you would call it my my first big exit.

Alejandro Cremades: So let’s talk about then what happens because I think that that gave you kind of like a At first look at what could be becoming a founder, becoming an entrepreneur, entrepreneur which was pretty much what they ended up your first company ah being.

Shawn Marcell: Yeah.

Alejandro Cremades: And that perhaps you know came incubated by an event that happened when driving your convertible.

Shawn Marcell: Yeah. Yeah. So, uh, I was riding in my convertible, uh, which was, you know, uh, kind of a high end car and the, uh, uh, I was stopped at a light. Uh, a woman walked out, uh, on the crosswalk, took a double take on the car.

Shawn Marcell: and laid down on the pavement and accused me of hitting her. She then sued me for pain and suffering, which the insurance company handled. I had plenty of insurance, but it was fraud all the way. I was so exasperated by that that I said, there ought to be a way to reduce that. There ought to be a way to counteract that. I came up with the idea of ah the mobile video camera. ah And as you know, um that mo that technology is now ubiquitous. I mean, taxis all have them, buses all have them, cars have them, you have rear-facing cameras. um I have a car a couple cars with both rear and forward-facing cameras now, and they’re standard equipment. ah But back then, no such thing.

Shawn Marcell: so I invented ah the first forward facing mobile video system.

Alejandro Cremades: Now, racing capital there was quite a pain because i mean you were racing literally from high net worth between 10,000 to 50,000. Obviously, much different than the way that you do things nowadays because you’re a successfully exited founder and you know the game. But back then, you know fundraising, you know it sounds like it was really difficult.

Shawn Marcell: Well, difficult in part because I um had never done it before. um ah Not as difficult because you know I came from a sales and marketing background. so you know the art of pitching, I kind of was in my my DNA already. um And ah you know I went out and raised seed money ah from high net worth individuals. What we had going for us was everybody’s like, oh yeah, that idea really makes a lot of sense. They liked the idea. And so yeah there wasn’t a lot of due diligence by somebody, by a doctor investing $25,000 in the company. um They just liked the idea and they you know they liked with the team.

Shawn Marcell: um Later, when we did, um yet we raised venture capital into that company, um approximately another, I would say, 25 million or more. um you know Then we were actually had real VCs and we had to ah subject ourselves to you know deep due diligence, ah which you know we learned along the way to prepare for.

Alejandro Cremades: And you guys ended up raising $30 million, bucks forle all but you went through an acquisition. How was going through your first acquisition? What was that process like?

Shawn Marcell: um It was bittersweet. um We got to a point where ah we we had customers, we had revenue, ah a little over 20 million revenue. um We had a run rate. We needed to raise another 40, 50 million um in order to really fully commercialize and work out a few more technology and software bugs um okay that kept cropping up in the field.

Shawn Marcell: um and and And those are you know hard to appreciate until they happen. um But um it was the year 2000, 1999 and 2000. And if you remember, there was an internet frenzy. And so what happened was a company like ours with a hardware Sys platform was having trouble, was getting crowded out by everybody saying, you know if it’s not a dot com, we’re not interested. And so we we would had trouble attracting the funding going to the next level. So um we started running out of cash, actually. And um before that happened, we had a strong patent position. We had a nice book of business. um We made a deal um and were acquired by um our largest distributor.

Shawn Marcell: um of the platform and you know it was an okay exit. um It was my first time out. um you know People made money, um but it wasn’t a home run.

Alejandro Cremades: Obviously, you know, once an entrepreneur, you know, always an entrepreneur entrepreneur, in this case, you took some time off, you started the lecturing at Wharton. And then, you know, eventually the idea of your next company, Linguagen, you know, came came to mind here.

Shawn Marcell: yeah

Alejandro Cremades: What but were you guys doing at Linguagen?

Shawn Marcell: At Linguagen, I got together with a world famous scientist who was the world’s leading expert in um taste sensation. And he had ah elucidated all the gene structures of what you know as taste buds. They’re actually very specialized ah receptors and they have gene sequences. And so we took those gene sequences we cloned and expressed them um you know outside the body um in in a high throughput screening platform. And so these was like synthetic receptors, but you know the the same gene sequence. So we could use them to put ah unknown compounds um across them and see which ones li lit up. And we identified ah several very interesting compounds.

Shawn Marcell: um that are in use today. oh one was a The big one was a a compound that enhances the sweetness of natural sugar by about 50%. And so you can imagine you can add half the um sweetener’s sugar to food and beverage and get the same level of sweetness. So that was that was great ah great discovery. We also discovered a salt substitute that has no sodium in it.

Shawn Marcell: We discovered compounds that block bitterness, which you can add to medications um and other food products that have bitter aftertaste.

Shawn Marcell: um We discovered products that enhance the savory sensation, the MSG sensation without having sodium in it. um So these were some very interesting compounds. That company went public in 2005 and five um and it was eventually acquired by a large um flavor and fragrance company.

Alejandro Cremades: What was it like going through you know an IPO, taking the company public? What was it that what was it like for you?

Shawn Marcell: Oh, you know it’s it’s a very exciting process when it happens. um you know there’s um There’s ups and downs, you know and ah you know investors can be very, very fickle. ah Bankers can be very, very fickle. ah you You go into a meeting, you think they all love you. They think they all love it. They’re going to put their clients into it, and then they don’t.

Shawn Marcell: And ah but, you know, eventually, you know, a stable of investors shows up, but you know, and and a price happens. um And so we actually ah the process was actually um the a sort of a secondary public process. It was a reverse merger into a shell, but we still had to go through the same pitching of investors in order to raise the money.

Alejandro Cremades: So it was kind of like a different a blend or twist of what is more publicly known as a SPAC nowadays, correct?

Shawn Marcell: Yeah.

Shawn Marcell: that’s ah That’s right. that’s right yeah That’s what’s known as a SPAC today.

Alejandro Cremades: Okay. Understood.

Alejandro Cremades: Yeah. now Now, in this case, you know, ah the chapter closes and then a new opens for you and that is Sentigen. So with Sentigen, what were you guys doing?

Shawn Marcell: Yeah, Censogen. So this is back to my diagnostics roots from Abbott Laboratories where I ran a large diagnostics business there. um So we developed three high value um diagnostic tests on a proprietary platform. ah One was ah for cervical cancer.

Shawn Marcell: um which was the first of its kind, a molecular test for human papillomavirus. Another was early detection of chronic kidney disease, which is detected late, unfortunately, and a lot of people end up in dialysis because it’s detected late.

Shawn Marcell: um And the third was a diagnostic prognostic test for lupus, ah which can could predict flare ups of lupus, which is extremely valuable when you can start treatment earlier. So these were super high value tests. I made a deal with a company called s sequinome that had a platform um They had the hardware on which our tests ran. And I had a strategic a global strategic deal I made with them um in order they would you know provide the system, we provide the the chemistry. And um so that was chugging along and then I was raising, and we raised a seed round, big seed round, about six million or so.

Shawn Marcell: And chugging along, getting ready to do our Series A. We had a term sheet from a blue chip group of VCs. We were heading towards closing the ah the ah Series A venture capital round. And we I called up the CEO of Sequinome and I said, hey, yeah just as a courtesy, would you like to invest in the Series A? And he said he’d call me back um you know next week. And i I took that as no.

Shawn Marcell: And he did, in fact, call back next week, though. And he said, you know, don’t do the Series A. Let us just buy you. So um we yeah had a very early exit at at a nice a nice return to investors over a very short period of time.

Alejandro Cremades: How do you determine you know when it’s the right time to sell a company?

Shawn Marcell: Well, so that particular company, I had the term sheet, was um in the um ah It was in the fourth quarter of 2008. And if you remember what happened there, Lehman Brothers had just failed and the financial world was coming apart. And so I, although the venture capital funds who had signed on to the term sheet were hanging tough and said they were going to go ahead and do the deal,

Shawn Marcell: um There was enormous pressure out there. You were hearing about you know venture capital funds having LPs failing to deliver on capital calls because they’d lost all their money. um You had venture funds basically closing down saying, we’re not doing any investing until this is over.

Shawn Marcell: and you had you know fin financing sources drying up like crazy. So I basically did a risk assessment there, you know a bird in the hand, an offer in the hand with a nice return over a 24 month period, early exit, ah everybody makes money, um and or potentially risking having my deal fall through at the last minute and not getting the Series A done, which would have been would have been the end of the company.

Shawn Marcell: So um I thought it was a relatively easy strategic choice.

Alejandro Cremades: Now, easy choice, but then also a longer choice than one would have thought because you stayed under that umbrella and then rolled out and spin off you know a bunch of stuff you know before you went at it on your own again. So, um what was the um the the thought process or the reasoning for you to stick around for so long?

Shawn Marcell: and Well, at some point, you um You know, you learn what your strengths are. um You learn what you’re good at and you try to play to those strengths and so and stick to it. And usually there’s a convergence of you know what you’re good at and what you like to do. So ah i i I like starting companies. I like the excitement of you know taking the the next big thing, ah developing it out, ah building a management team,

Shawn Marcell: getting a plan in place, raising the money, um ah attracting good people, building out an organization, um and then getting it to eventually some kind of satisfying exit for the stakeholders.

Alejandro Cremades: And there, you know you you actually stayed for for quite a bit. You know you also had another ah two spinoffs you know in there that they that got acquired, which is fantastic. And then eventually, you land with a MetaMark Genetics, another spinoff, but the this one was acquired by LabCorp literally in 3.5 years. Is that right?

Shawn Marcell: About four, actually, now that I think about it. Yeah, yeah. So, um you know, that that you know that that added a huge…

Shawn Marcell: ah platform to LabCorp’s arsenal. they They were able to get a platform ah that was leading edge in a huge disease, prostate cancer, 250,000 cases a year of prostate cancer, under-diagnosed, poorly diagnosed. and There’s a huge dilemma with prostate cancer. um so and This is what we solved. With prostate cancer, if you get a biopsy,

Shawn Marcell: um A lot of times the biopsy can’t tell whether or not it’s the benign, slow-growing kind of prostate cancer, which is like three quarters of it, or the aggressive, fast-growing kind that is malignant. um If you have the benign, slow-growing kind, you don’t really need to do anything. um You can live with it. You’ll die with it. um And if you have the aggressive kind, it will metastasize and kill you eventually.

Shawn Marcell: um So the question is, do I get my prostate out or not? And most men would prefer not to have their prostate out because it leads to you know side effects that are very unpleasant like um erectile dysfunction and incontinence.

Shawn Marcell: And so the question was, how do we find the benign prostate cancer or distinguish the benign prostate cancer from the malignant kind? And so we developed the test that could do so with 90 plus percent accuracy. um and That was kind of the basis for for the platform. so Very exciting to investors, um very exciting. We just weren’t equipped to do any kind of worldwide distribution of that um as a startup company. and um you know we we we chose it the The company exited rather than go raise $200 million to commercialize it.

Shawn Marcell: um it It was really a timing issue.

Alejandro Cremades: So they say open the door to basically you getting more involved with Harvard and with spinoffs that we’re coming out of with out of Harvard.

Shawn Marcell: and

Alejandro Cremades: And and that you know led you eventually to Redcore, which was an amazing ah outcome, you know a massive outcome, actually, $350 million dollars exit. how do you How do you get connected you know with with Harvard and and to be able to do all these spinoffs?

Shawn Marcell: Yeah, so um you know it’s part of the network I’m in. um And, you know, they they that network is a startup oriented network. I mean, just, you know, Harvard, MIT, a lot of the ah schools, ah Mass General um institutions around ah the Boston Cambridge area is a a hub of translational medicine, translational health care, translational technology, innovation. um And the schools and institutions are all focused on getting um you know intellectual property and and and know-how, proprietary know-how and innovations out into the real world with applications. And so there’s a real heavy emphasis on

Shawn Marcell: The ways to do that and one of the you know, major ways to do that is is startup companies in both, you know tech and and and and biotech and so I’m in biotech um and ah so, you know when somebody like me is on the bench between gigs and These institutions love to have you come in residence and you know help mentor the technologies that they’re they’re incubating there and developing and help you to help the Institute determine which ones are ready for prime time and spin out, which ones can be you know crafted into company plans that could be pitched out in financing.

Shawn Marcell: the the The key spin-out metric is when you raise money. So, ReedCorp, we were planning the spin-out. We were pitching it while we were still in residence at the Harvard-Vies Institute. And then once we had a term sheet for a substantial amount of money, I think our Series A was $23.5 million. um So it was a good size Series A. um I mean, you could call it we we don’t call it We didn’t call it seed funding because we had a bunch of grant funding, which we called the seed funding. But the the actual first cash in was venture capital, and it was $23 million. There was four different funds, some blue blue chip funds.

Shawn Marcell: and hey Um, that was the inflection point to spin out. So then we took the cash, you know, and we were able to you know lease facilities, start building out the team further. Um, and, um, really, you know, got off to the races in terms of, you know, platform development. Um, and so, um, you know, that’s kind of the role that I play and, and the institutions like it. They, they like.

Shawn Marcell: having people like me show up ah because um you know they know they’re you you have a track record, you’re innovator, and you know they want to put their best ideas in the hands of people with those kinds of you know track records, um because you know they want to have the best possibility of getting you know a good result from the technology. And in this case, with Readcore, we did. um you know It really worked out.

Alejandro Cremades: I mean, there what you guys were doing ultimately was pioneer in the first spatial sequence ever to map the neural connections, which is really incredible. Now, now for that $350 million dollars exit, you know when you guys are about you know a series B, it sounds like an amazing exit.

Shawn Marcell: It was amazing exit. It was about a 6X return to investors um after ah just around four years, I’d say.

Alejandro Cremades: So typically, when you’re thinking about M and&A, how do you how do you think, and especially you know for the founders that are listening to us right now, how should people think about timing when thinking about M&A?

Shawn Marcell: Well, I would think about it in terms of ROI. So I’ve had smaller exits with really good ah ROI. um And I’ve had you know bigger exits with ah bigger ex exists with not as good ah ROI.

Shawn Marcell: um but more absolute dollars. ah But to me, it’s really about you know the ROI and the multiple on on money invested ah as as ah as a sort of proxy for um you know a good versus fair versus sensational exit um to,

Shawn Marcell: Timing is a big deal with with that. right and when the you know when When the opportunity shows up, um yeah you have to be ready. and have to I’ve seen companies where you know the opportunity showed up, sensational offer, and you know in order to like try to squeak out a little more value or build out more value or getting too too emotionally or sentimentally wedded to the vision, they hold out and then the opportunity’s gone and then then there’s no opportunity and things, you know, go south. i you’ve You’ve heard these stories, you’ve seen them happen. ah And I go back to my experience um with Sensigen, you know, the opportunity showed up

Shawn Marcell: It was a risky, risky time. In fact, it was a terrible time. you know Maybe you’re not old enough to remember it there, Alejandro.

Shawn Marcell: that’s um at But um i you know I took it and boy, am I glad I did because things just got worse.

Alejandro Cremades: Yeah, no kidding.

Shawn Marcell: I mean, you know yeah by by first quarter of 2009, I mean, the whole world came apart.

Alejandro Cremades: No kidding. now Now, here’s the thing, you know something really interesting you know in in in what happened next for you. You literally you know ah got started with two companies you know pretty much that you are doing simultaneously now, ah but both of them, you are the executive chairman versus being the CEO, and you’ve also decided to recruit CEOs for both.

Shawn Marcell: yeah

Shawn Marcell: Yeah.

Alejandro Cremades: Why is that the case?

Shawn Marcell: Well, you know, I’m at a stage in my career where, you know, to me, it’s not it’s not about the money anymore. um And it’s not about the, ah you know, i don’t I don’t have the time or interest in, you know, doing all the leading all the heavy lifting any longer.

Shawn Marcell: um I’ve got a lot of shifted priorities, one of which I mentioned to you earlier. um And so um now, but i I do believe that I can play a ah really key role in the building of companies, and I still like doing that.

Shawn Marcell: So I typically now, ah once I have an idea that I want to push forward as a founder,

Alejandro Cremades: Thank you.

Shawn Marcell: I will hire a CEO ah to work with me to be my partner, basically, and to you know lead the day-to-day part of it. um And then I’m the you know guy more in the background you know i i advising on you know the strategic metrics. But I also participate. I’m involved in the financing. you know I’m involved in hiring in the management team. um I’m involved in building out the strategic plan.

Shawn Marcell: um You know, I’m involved in intellectual property. I’m involved in key decision making. But day to day, um you know, there’s um younger and more energetic people than me too to lead the charge.

Alejandro Cremades: So so I guess for both semi presto and then also by frost if you could wake up in a world where you could ah experience the vision being fully realized for both.

Shawn Marcell: Yeah.

Alejandro Cremades: What would that look like in a very short simple way for people to get it.

Shawn Marcell: Well, bifrost biosystems likely to go the same way ah as read core. It’s um the next, which was acquired by 10X Genomics, a spatial sequencing company. um That company, ah this this company bifrost biosystems is the next generation of that.

Shawn Marcell: And it it’s it’s it’s super exciting for pharma development, identifying drug targets and characterizing them and taking them through all stages of development. It’s one of the most powerful pharmaceutical development tools I think ever developed. um And it’s also a powerful research tool. So it’s also going to have ah a research market as well as a pharmaceutical pharma market. but Excuse me.

Alejandro Cremades: And what about for San Presto?

Shawn Marcell: Sempresto is just, you know, innovative. I mean, so ah millions of people um have allergies ah to food and have allergies to medications and allergies to, you know, bee venom or, you know, insect venom.

Shawn Marcell: And you know these can cause death. Anaphylaxis um can cause death. ah Millions of people carry are supposed to carry EpiPen. The problem is over 60%, like 65% of the people who um have an ah an anaphylactic event don’t have their EpiPen or their auto injector with them.

Shawn Marcell: yeah They left it at home. They left it in the car. They left it in their backpack. um yeah And yeah they they just don’t have it. And so it’s not there. It’s not available. And so they end up in the ER um or they end up having a catastrophe.

Shawn Marcell: so ah We solved this problem ah because you know you leave the house without your auto-injector, um you’re probably not gonna go back and get it. You leave your house without your cell phone, you’re gonna go back and get it. So we integrated the auto-injector, the epinephrine auto-injector into the cell phone, which and the name of the company, Sempresto, in Latin means always ready.

Alejandro Cremades: So then imagine I take you back in time to that moment where you were getting, you know, about to get started with Prima Fascia, your first state company, and you had the opportunity of giving a piece of advice for launching a business to that younger self, given what you know now.

Shawn Marcell: Yeah.

Shawn Marcell: Yeah.

Alejandro Cremades: What would that be and why?

Shawn Marcell: Oh, my goodness. the The list is so long. I like to say that was my training ground where you know I made you know all my colossal mistakes.

Shawn Marcell: I mean, I yeah woo um i would have been more careful ah about making sure the technology was feasible. um We were very early on with the vision was ahead of the technology.

Shawn Marcell: And you know we just didn’t know that. um I just assumed that we could make digital video and make it you know fast enough and clean enough um to to be useful. um The day we started the company, that was not the case. Now, technology evolved along the way. And what resulted was it just took longer and cost more by the time we actually got to a point where the technology was deployable.

Shawn Marcell: So again, I would just make sure vision, uh, that state of technology or feasibility of technology aligns with vision. That’s probably the big takeaway.

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

Shawn Marcell: Pardon me.

Alejandro Cremades: For the people that are listening, I would love to reach out to reach out and say hi. What is the best way for them to do so, Sean?

Shawn Marcell: Say hi to me.

Alejandro Cremades: Yes.

Shawn Marcell: Oh, um you could find me on ah Instagram. ah You could find me on LinkedIn for sure. um So, you know, either of those two social media platforms are fine.

Alejandro Cremades: and Fantastic.

Shawn Marcell: I actually do check them from time to time or, you know, regularly.

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

Shawn Marcell: Great. Thank you, Alejandro. It was really great to be here.

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