Thomas Laurent On Raising Over $60 Million To Develop Natural, Biological Crop Protection Solutions Using Micropeptides

Thomas Laurent’s story is one of resilience, adaptability, and learning through experience. From his early days in Lyon, France, to leading Micropep Technologies as a pioneer in sustainable agriculture, he has gained valuable insights into entrepreneurship, leadership, and innovation.

Thomas’ latest venture, Micropep, has attracted funding from top-tier investors like Corteva Agriscience, Sofinnova Partners, Denis Lucquin, and Sparkfood.

In this episode, you will learn:

• Thomas Laurent’s ventures highlight the importance of learning from setbacks, such as misaligned markets and co-founder conflicts, to refine strategies for future success.
• A great idea needs a market prepared to support it, as seen in his lessons from the wind turbine and urban farming ventures.
• Shared vision and values among co-founders are essential to avoid conflicts and ensure cohesive progress.
• Thomas emphasized clear communication of value propositions, realistic projections, and alignment with investor expectations to secure over $60M in funding.
• Transitioning from hands-on leadership to strategic guidance is critical as a company scales, requiring founders to empower their teams and focus on top-level objectives.
• Micropep’s mission to reduce reliance on synthetic chemicals in agriculture demonstrates the integration of innovation with global sustainability goals.
• Success in startups isn’t just about outcomes; finding joy in the process, team collaboration, and small wins keeps entrepreneurs motivated through challenges.

 

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About Thomas Laurent:

Thomas Laurent is the Founder and CEO of Micropep Technologies, a company focused on developing bioactive peptides for agriculture. Thomas is also an advisor at SWEETECH and previously worked as a business developer for Green Technologies at Toulouse Tech Transfer.

Thomas has a background in management consulting, having worked at L.E.K Consulting, and has experience in investing and co-founding startups in the renewable energy and urban gardening sectors. Thomas holds a Master of Science in Management from ESSEC Business School.

Connect with Thomas Laurent:

• LinkedIn
• Crunchbase
• TheOrg
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: alrighty Hello, everyone, and welcome to the Deal Maker Show. so Today, we have an amazing founder you know founder that has done it you know a few times. Right now, he’s on a rocket ship and many lessons learned along the way. um But again, we’re going to be talking about raising money, raising money in tough environments, whether it is the market or whether it is you know what we experience with COVID, ah growing also outside of perhaps your ah region, right like exploring other markets and how tough that could be, as well as timing the market and leadership. no Leadership where now you know you’re growing, the company is growing and it’s time to

Alejandro Cremades: Start coaching, tutoring, mentoring you know other folks within within your organization so that you’re able to somehow replicate yourself, which is definitely a really tough transition to to do now when you’re going from early to growth. So without further ado, let’s welcome our guest today, and that is Thomas Laurent. Welcome to the show.

Thomas Laurent: thank you yeah Thank you for having me, Alexander.

Alejandro Cremades: So originally born in Lyon in France. So give us a walk through memory lane. How was life growing up for you?

Thomas Laurent: I think a good childhood, I was fortunate to grow up in a good family, good place in France. um So yeah, good education. um I spent almost 20 years in Yonge, great city, by the way, for any people going to France, definitely recommend.

Thomas Laurent: I then started my, you know, university and then college degree in business school. So I went to Paris, like probably every French people has a journey in their life where they go to Paris for whatever reason. So like everybody else, yes, and I’m there for a while.

Alejandro Cremades: And what about business? you know What really piqued your attention about business, entrepreneurship? What really got you hooked to that?

Thomas Laurent: I think you know it was ah a lot of things around people you meet in your own life have some influence. And for me, I think it was a philosophy teacher ah in high school. So I was good in mathematics, but I was not too bad in philosophy with that particular you professor. And it was the one that said, you know instead of going into like pure scientific trainings after that, maybe you should consider something a bit more generalized. And why not go for business schools?

Thomas Laurent: So I follow the advice and I think if I look backwards, I can clear myself as a as a good generalist. So I like to understand and tap into different fields. I like you know science, I’m in a deep tech company now, but I like psychology and HR and communication. So I like to touch on multiple things, but not you know to the point of like deep diving into one specific topic, like a scientific career or something like that.

Thomas Laurent: So I think that was what she did for me. like Business school, you you cover a lot of stuff through business. So yeah so I did that. I joined a business school called Essek Business School in France, doing a long time ago.

Thomas Laurent: 2003, 2006 was my business school time.

Alejandro Cremades: Now, what what one thing that he’d say that I see happening is that you go to business school and then you know you have a couple of or a bunch of of classmates that decide to you know really go at it and they start their own business. And in your case, you thought that going the um consulting route you know would be probably a more ideal ah approach for you. And you did that for four years. So out of all things, consulting. Why consulting?

Thomas Laurent: Yeah, I think it was, again, second, I think keep keepers on I met when there was an entrepreneurship course in in a like business school that I that I loved. And it was different talks, you know, and, you know, the, the welcome guests, but like, be there, the company’s successful exits, and you have, like, stars in your eyes, and you think, okay, I’d like to do that.

Thomas Laurent: But you know there was a bit of, let’s say, risk adverse and security about where should I start, what should I start. It was back in 2006, 2007. So I think the startup environment was not as much as it is today. um And one of the persons that came said that yeah that person had started his career into consulting before launching a business. And I thought, OK, maybe that’s the safest route.

Thomas Laurent: So they’re okay, I’ll go into consulting for a while, I’ll train, I’ll learn, I’ll gain some money, and I’ll be you know taught a lot of practical things that could be helpful for a startup journey after that. That’s gonna be what I did. So yeah, I joined a consulting firm for four years, learned a lot, it’s basically the professional business school after the business school, and helped me you know doing market research, calling people out of the blue to gather market information, doing financial modeling, to know think of business plans, type of skills.

Thomas Laurent: Uh, but yeah, of course not.

Alejandro Cremades: What about problem solving too? What about problem solving too? like how what what What really gave you access to in terms of problem solving, like being able to see so many companies, so many a strategic issues, so many problems, what did that unlock for you that maybe you know you’re using today as a framework for problem solving?

Thomas Laurent: Yeah, I think I developed a few skills that we have put today. So run it. Yeah, pretty analytical. ah So you look at any situation, any problem, and you try to bully down to subcomponents that are easier to grasp. So whatever the big issue is, whether it’s a raising funds or you know launching a product.

Thomas Laurent: The more information you gather and your ability to classify those information and and break that problem into smaller pieces is definitely helpful. And and your talk to do that a lot, a lot, and a lot, and a lot when you’re doing computing. The other one I think was really helpful to me is the ability to synthesize complex problem into a couple of slides, like visual presentation that are easy to grasp.

Thomas Laurent: free to simplify a problem. And I think I’m using that a lot know in my job today. And I would say, let’s say, hardcore skills that are still very useful to me. And you know the team is joking about that. Yeah, financial modeling. I’m playing a lot with Excel spreadsheets. And although it doesn’t sound fun, it’s really helpful, especially as a founder. And also PowerPoint. I’m a PowerPoint geek. I think I’ve been, yeah.

Thomas Laurent: ah Burnt with making slides fits the same format for for four years and I think investors recognize that in the job we’re doing Yeah, yeah, I think you know that there are a few things that my the professor I mentioned in interpret she said

Alejandro Cremades: So once you ah you did your stint at Daily K, you decided to go at it as an entrepreneur. And you decided to go at it with your father-in-law out of all people. I mean, that’s quite courageous.

Thomas Laurent: that I did not respect. One was do not start a business for your family. And the first thing I did after consulting was actually do that with someone from my family. But it was a ton of feelings. So at that time, it was 2012.

Thomas Laurent: um So we were living in Paris, my future wife was finishing her PhD degree. um And her father He was an inventor. He invented a lot of different stuff. He had invented a prototype for a small wind turbine concept. But he had had difficulties to you know pitch that project, explain it, to gather a bit of funding. And at that time I was a bit tired of the consulting world. I’ve done a lot of it and I wanted to to get out. ah So it was a good good opportunity, although there were some ways.

Thomas Laurent: I think the major success in that is that, well, we did get a bit of funding to be the prototype. But more importantly, I’m seeing a very good term with my father-in-law. I think it was probably objective number one in that venture.

Alejandro Cremades: So obviously as they say you either succeed or you learn. So what was the lesson to be learned out of that stint.

Thomas Laurent: Yeah, so for this one, I think it was The balance between, ah um you know, it was kind of a deep tech project and capital intensive. You do not launch a wind turbine manufacturing company without funding. um So you need to have a product concept or ah you know IP patterns that are strong.

Thomas Laurent: But also you need a market traction that makes it relatively easy to raise that type of of funding. And unfortunately for us, there had been a few startups raising capital in the small wind turbine industry in France and none of them were successful. It was all of the company finding for brokenancy bankruptcy and they raised a bit of funding, but none of them really emerged.

Thomas Laurent: And one of the reasons why was around regulation. ah There was no like good incentive for anybody, customers, to buy small wind turbines. It was much more into a small planet, for instance. So understanding that and taking the time to learn about the market conditions and see how you can fit. it In that case, what we did not fit was a good learning. that You need not only a good idea, but you need the market to be around and be there so that you can.

Alejandro Cremades: So after this, you decided to go at it again. Now, in this case, the lesson learned was alignment with co-founders. So talk to us about this, and then most importantly about the lesson around co-founder alignment that you took away you know with you from that.

Thomas Laurent: Yeah. So, um, as that’s, you know, um, wind turbine project started to close and shut down. So I was, uh, sitting to lose and looking for, you know, different startups IDs. And one that I got was to work on the urban farming.

Thomas Laurent: um And then I met a personal co-founder through a network. So I met a young graduate from other business school in Toulouse. But the guy was ah probably four or five years younger than I, ah but with the same ID. And so we thought, yeah, well instead of doing two similar projects and in the same small town, let’s work together on that. And so for this one, it was a bit less you know business planning and it was more, let’s go with the flow and and know try a few ideas, test, learn and repeat.

Thomas Laurent: um And the other co-founders did quite a good job at doing certain things. But at some point so we welcomed a third associate because we were two people from a business background and we obviously needed an agronomy call, someone with agronomy in the background. So we become a third co-founder and after six, seven months we had the the conversation, the conversation around equity speech to welcome the the other co-founders.

Thomas Laurent: um And of course, the word their vision was ah you know even speed. I was not truly into that mostly because I had funded like 100% of the initiation of the project. um I think more importantly, behind that, there was if near, I think a different vision of what to build.

Thomas Laurent: And I was more into thinking of developing a concept that could be scaled and reproduced, you know, starting in one small city in France to lose, but potentially something that could grow and, you know, um be replicated in different cities in France. And I think there were more into, which is great, by the way, as well, you know, it’s just a different vision, having a really local supplier of, you know, city-grown foods for restaurants, but not something that could scale. It was really around production.

Thomas Laurent: um And so what I did is that at some point, my wife convinced me, okay, it’s time for you to pull out and do something else, which I did, which simplified the life. So the company still exists. I think you know doing that, that helped the other funders who because they were more aligned to find their way and continue developing that company. ah They paid me back 100% eventually, so I did not lose money.

Thomas Laurent: and think I think it was already a decision to just let these guys go with their own vision, which was different than mine, but was still valid. So yeah, so second experience.

Alejandro Cremades: Second experience. So it’s always it for you. You know, you ended up and joining Green Technologies and basically there it was ultimately the um the the segue into you developing, you know, what is now micro prep technologies, which is, you know, quite a different to the other, you know, two um experiences in venture. So How did you know ultimately the journey of getting into being an employee you know lead you back into into starting now? What is your baby that is that is doing quite well?

Thomas Laurent: Yeah. So, um, I joined that tech transfer office in 2014. So there was a good stability for a while. Uh, what I liked was it was a good observer position for new technologies developing, uh, the laboratories in France. That gave me a good exposure to IP patterns, this type of assets that are different to sell than a product. And this is how I met the scientific co-founders of MarcoPEP.

Thomas Laurent: um So I was focusing on green technology, as you mentioned, and so Jean-Philippe and Dominique, my two scientific founders, they had discovered a family of small proteins that could be used for crop protection. um And again, I think I was there at the right time at the right moment. as So I think end of 2015,

Thomas Laurent: There was a conversation i around that tech transfer office for which I worked about putting the IP, the different patents that were filed on this new technology in a startup company. um So, Jean-Philippe and Dominic were pretty excited, but not as much as to leave the university. So it was more, okay, we’ll have the startup, but they needed someone to be the first and and take some risks and kick off the project.

Thomas Laurent: And for many reasons, it was a good time for me to go back again. ah I did that once. you know I quit consulting to give a fair shot. I wasn’t that afraid to do that a second time. I had some lessons learned from the first time. And for this particular experience, the you know the IP was stronger, the market port potential was bigger, and we had a better alignment from the very early days with the other founders. So I gave it a go, and we started MicroPEP in 2016. Yeah, early 2016.

Alejandro Cremades: So let’s say talk about it now you know for the people that are listening. What ended up being the business model of micro prep technologies? How do you guys make money?

Thomas Laurent: Well, we’re already a ah biotech type of company. So we’re developing no drugs. Let’s call it that way for the top plants. So we’re looking for alternatives to pesticides, fungicides, herbicides, and other stuff. um So this type of project, they requires a long time of R and&D before being commercialized. That’s the first thing to to keep in mind. So for us, it takes yeah more than 10 years ah from ID to market approval.

Thomas Laurent: um You cannot sell a fungicide product or farmer just like that. You need to know the regulatory bodies to approve the sale of your active ingredient to your products before you can make money. So we really went for a biotech business model.

Thomas Laurent: I think the assets we have developed are two ways. First, we have a proprietary discovery platform. So with the knowledge we’ve built into that specific space, we can find different active ingredients. And we are partnering with established companies and R and&D organizations to work with them so that we can develop a product for them. So that’s the first business model. And on top of that platform, we have our first product, our first active ingredient.

Thomas Laurent: that we are pushing through the market. And that was very important and is still ongoing, but it’s very important because it kind of validates the platform portfolio. So yeah, we’ve learned that through fundraising and through what we’re doing. That’s the key things. First of all, we are kind of biotech company, so you need a lot of capital before actually selling your first product.

Alejandro Cremades: So at what point do you guys experience that the moment where you’re like, hey, i think I think that this time around, this third go at it, it feels different. It feels like we’re into something.

Thomas Laurent: Yeah. To me, so there was different phases in the in in the company journey. So we did our seed round in 2018. So 4 million was basically nothing in the company. There was the IP, me, and my SAP co-founders, but we had no employees, no results. So we did a very interesting seed round with a local fund from Toulouse and a big fund from Europe called Sofinova partner. It’s a big biotech fund.

Thomas Laurent: And to me, that first phase really helped the first layer of the foundation of the company on your discovery, so the Discord platform. During our Series A, we raised our Series A just during and after COVID in 2021. It was to translate that to the first product. I think a big moment for us was a world of manufacturing process. So I mentioned we’re doing biotech, ah but for architecture.

Thomas Laurent: So where you’re working on small proteins and you have tons of companies doing small proteins for different fields, lots and lots of pharmaceuticals. The thing is when you’re in agriculture, the end customer doesn’t have the money that other people have in the farmers and things like that. So the cost of goods is kind of a top priority if you think you can launch a product.

Thomas Laurent: And so we had invested in discovering a manufacturing know system that fitted or technology that could provide something relatively cheap and with good quality. And that moment came, somehow mid-series A, where we thought, okay, we’re really onto something with that manufacturing process. We can see a potential cost of goods target that is kind of unlocking the go-to market, the market access access and anything like that. So we say to me, that’s a big one.

Alejandro Cremades: So when it comes to ah raising money, to how much capital have you guys raised to date?

Thomas Laurent: 60 million so far through seed to series B more recently.

Alejandro Cremades: And how was the experience of going through the cycles to a raising money? Because also you guys have had the opportunity of raising in tough environments as well.

Thomas Laurent: Yeah, so like I like to talk about that with some of the investors, like I always pick the worst moment in history to raise capital. So CID was okay. But then, you know, Series A, we started doing yeah COVID. So actually, I was meant to fly to San Francisco on March 2020 to make like 20 investors during a face to face event. And of course, you know, the world shut down at that time. So Transition to zoom calls and teams meeting late at night from friends and and our stuff like everybody, you know Everybody was okay. What’s going what’s going on? How do we survive? So raising capital was was We managed to do that after a year. So we closed the first round series a run in 2021

Thomas Laurent: ah Where we got, and I think, relatively lucky and good is we managed to extend that Series A in 2022 with a follow-on investment from ah another US firm, Fullon Capital. But yeah, this one was tough. In 2024, that Series B was also quite difficult.

Thomas Laurent: ah There was a lot of, uh, you know, the, the financial market was down, especially for biotech and also especially in Ag. Um, there was still some investors writing smaller checks. So seed precedes seed funding, but we were at the stage where series B started to be a bit big. I think in both cases, well, I think we did a good job at explaining how different we were, was the vision and strategy and why we could succeed.

Thomas Laurent: But also, I think we did a first close, took the money that was there and then expanded with a second close. So that’s what we’ve done. We’ve done this year. We did a first close around June and a second summer. So we took the money that was there, secured the first investors that believe, even though, you know, the amount was might be a bit smaller than than what we had looking for. Then we could welcome full on investors and end up over subscribing the wrong compared to what we had in mind.

Alejandro Cremades: And when it comes to capital raising, I mean, what what what what is your biggest stake of being able to run a streamlined and effective process for the folks that are listening?

Thomas Laurent: Yeah, I think to me there’s one big piece around the equity story that you need to understand. And and that’s definitely unique to your industry. So I spent a lot of time talking to investors, obviously, looking at the market and trying to understand, okay, what are the to exit potential, what the exit potential looks like, you know, space. Who could acquire us? What’s the IPO market? Is there any rollout, quite equity play? What are the numbers we’re talking about? You know, I mentioned in my education, mathematics and philosophy, I like to play with numbers. And I think knowing your numbers is very important because you need to know how your investors are thinking.

Thomas Laurent: So if you come and say, yeah, I’m going to have a 2 billion valuation in three years, but it has never been done before ever in Ag and the best you’ve seen in exit was 400 million. You need to but have a very, very strong, convincing story. And I’m not saying it’s impossible, but then you need to come back to, okay, what’s, what’s, you know, what’s, uh, sustain your claims of having a 2 billion exit. Um, so I think that’s the first one is really understand your industry, understand what other I’ve done before.

Thomas Laurent: what mistakes they made, or can you be different and make it your own in in the story you pitch to investors. So that’s, yeah, that’s one.

Alejandro Cremades: So talk to us too about the growth. I mean, right now you have about 55 employees and you’ve also been growing you know in different markets. So what kind of what kind of um lessons have you taken along the way of maybe like developing a a playbook or something to to be able to replicate what you’re doing in different locations?

Thomas Laurent: Yeah, I’m afraid I don’t have the playbook yet, but I’m spending a lot of time to think about it. But yeah, so in our story, so we started in France. So as I mentioned, so the first core team is in in France. And for many reasons, ah it was clear from day one that we needed to expand in in other countries than Europe. And one of the most important reason is because of regulatory. I mentioned biotech, it’s a long time.

Thomas Laurent: It’s taking longer in Europe than in other parts of the world. So it was clear if we wanted to sell products, we needed to go and US or like America. So we made that decision to move in 2022. So I moved first and we started recruiting to recruit people in the US. So now we are more like 10, 10, 15 in the US. This is a big portion of the company in France.

Thomas Laurent: And this is where you work on two time zones. Um, we’re not a fully remote company, you know, we’re not in software development where, you know, it’s part of sometimes a culture of, you know, doing pieces of work remotely. Most of the people are in the lab, so they need to be there know physically and do experiments. And we had to go through that shift of culture, like everybody that is one place having the information at the same time to two different time zones.

Thomas Laurent: different managers, different culture, communication means, and it’s not easy. And we’re still walking through that. So I don’t have the playbook of, yeah, sure, it’s gone. And so everything is flawless. But I think it requires a lot of more thinking in terms of how you organize your day, your months, your quarters, how you work with your team. we talking I mean, there’s a lot of work to be put into that.

Alejandro Cremades: so So for you, also, you know we’re talking about scaling and growth. Let’s talk about leadership. you know How do you think about that moment where, hey, we’ve been building the pipes, you know like we’ve been doing everything ourselves, like especially myself as the co-founder and CEO of the company. Now, if we want to scale, we’ve got to get other people, and also more more more importantly, coach them and mentor them so that I’m replicating myself somehow. So how how does that work, and what have you learned from that?

Thomas Laurent: Yeah, I think it’s it’s you know, it’s necessary and it’s scary at the same time so ah when you’re a funder and you started everything from scratch you put the end zone and you know going from 0 to 50 plus and You go through different stages, and very early on, you you know you roll up your sleeve and you do stuff. You have to. You have to do a bit of everything. And this is how you survive you know during the first phases. You’re tackling every subject, and you’re very present. um But after a while, for example, you have more means, so you can recruit like more experienced people than you, and that’s a good thing. ah But then you need to let go.

Thomas Laurent: And sometimes it’s how to let go on stuff you need to learn you you know about yourself or what to let go and how to let go. um So I think it took me quite some time to process that. I think I’m getting better at it. I’m not saying I’m the best at it. Definitely sometimes I pick up topics and I’m going to say, yeah, I should let them do it on their own.

Thomas Laurent: So there’s real a real transition between being hands-on, trying the directions and almost, you know, it should do this, do that, etc. All right, this is where we want to go. These are the top objectives. Now go and do it. Find a way to do it and ask me if I need help. Try to put your yourself more on the you the back seat, more as a coach on the bench, rather than, you know, being an active player on the field.

Thomas Laurent: um And it’s really a mindset and it goes with growth because you get people that are experienced so you can trust people to know take over the pieces of the work. ah But it’s also reinventing yourself because if you’re known for, you know, at first you do the first deals, then you have a chief business officer. So you need to accept that someone is going to do that much better than you. And somebody say, okay, what am I useful for? What’s my skills and what am I bringing? So yeah, a lot of processing.

Alejandro Cremades: So now with investors, employees, you know growing customers, I guess the question that comes to mind is, if you were to go to sleep tonight, Thomas, and you wake up in a world where the vision of micro privacy is fully realized, what does that world look like?

Thomas Laurent: Yeah, to me, the main driver behind that company, that project is to have ah an impact, a positive impact on the environment and through aric agriculture and the way farmers are growing their crop. So I have two kids, you know, um and of course, I’m thinking about the state of the world when they’re going to be 30 years old and with climate change and everything we’ve seen. Yeah, we know it’s going to be a tough world. ah So what’s trying to do with micro-pep is to help farmers protect their crops with products that are better for the environment and for the health. So I hope that we are going to contribute massively to that crop protection industry, that our ingredients are going to be used in many products, and that farmers not only in the rich developed countries but also across the world will be able to buy solutions with our products.

Thomas Laurent: Hopefully, that will reduce the problem of synthetic you know chemistry in water run-offs, in consumer products, ah reduce the health risk, improve soil health, et cetera, et cetera. So that’s really the key driver beyond what we’re doing.

Alejandro Cremades: So obviously now you know with all these companies that you’ve um you know created and and and now with the with the experience that you’re obtaining to with micro prep technologies and the and the nice you know success that you’re experiencing, let’s put you into a time machine and let’s bring you back in time. you know Maybe to that moment in time where you were thinking about starting a company of your own, you know that moment where you were let’s say, coming out of um of consulting of LEK. And let’s say you’re right there at that spot you know when you’re coming out of the office building you know after giving your notice. And you’re able to stop that younger Thomas and give that younger Thomas one piece of advice before entering the venture world and launching a business. What would that piece of advice be and why, given what you know now?

Thomas Laurent: Yeah, that’s a good one. I think, and I think this is what I’d probably do, I think I would say, enjoy the process. um And it’s something I realized, ah you know, startups and starting to bless is a lot of ups and downs. And when you look from the outside, you just see the press reads of the apps.

Thomas Laurent: So sometimes you look at companies and say, oh, they’re always great. But when you’re doing things from the inside, there’s a lot of ups and downs all the time. And I think that works. I think that doesn’t. And I think if you don’t enjoy the process, so if you think, OK, I just want the goal. I just want the big funding or the big exits. And you ate the process. You’re never going to go very far. So you need to enjoy and find ways to enjoy even the struggles.

Thomas Laurent: So it’s a lot about you know connecting with the team you build, spending time with your people, enjoying the work you’re doing. And when it’s tough, she’s still enjoying it. So trying to find ways to really enjoy the process, not only the looking for the end goal.

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

Thomas Laurent: LinkedIn is a good spot to reach out. Yeah. um Try to be pretty reactive on LinkedIn when I get to the station. So I think it’s a good one.

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

Thomas Laurent: Thank you, thanks a lot, and I humbled. I appreciate it, had a great time.

*****

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