Neil Patel

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Tim Creswick has already raised hundreds of millions of dollars to help unlock more economic and business growth potential in one of the world’s most popular financial capitals. His venture, Vorboss has acquired funding from top-tier private investors.

In this episode, you will learn:

  • Raising capital for infrastructure projects
  • Tim Creswick’s top advice before starting a business
  • Releasing yourself and your business from limitations


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About Timothy Creswick:

Timothy Creswick is the CEO of Vorboss Limited, a technically led internet service provider with one of the UK’s largest networks. He is an experienced Chief Executive Officer with a deep understanding of technology and processes, creating value with a clear strategic vision.

Timothy has a background in engineering, numerous skills within technical software and IT, and extensive knowledge across fiber, infrastructure, telecoms, cloud, and connectivity verticals. He has demonstrated a history of building an organization from the ground up, leading and growing a high-performing team to deliver best-in-class connectivity services to businesses across the UK and Europe.

His company, Vorboss, is currently deploying London’s newest business-only fiber network, providing the first real alternative to BT Openreach that networks and businesses can rely on. The network is built to meet the future demands of 5G networks and 100Gbps connectivity. Vorboss is the first provider in London to connect enterprise buildings at 100Gbps, with end-to-end ownership of the fiber path.

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Connect with Timothy Creswick:

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty hello everyone and welcome to the deal maker show. So super exciting founder that we have today you know we’re going to be talking about bootstrapping for quite a while doing a side hustle with multiple jobs you know until you know now you know like he’s saying really building something meaningful. you know a rocket ship so also you know I find that the way that he engineered you know the um, the way that he is being going about deal making with his business is also quite unique. But again I don’t want to make anyone wait any longer. So let’s welcome our guest today, team chriswick welcome to the show.

Timothy Creswick: Hi Alejandro great to be on.

Alejandro Cremades: So originally borning in in in Cambridge. But you moved quite a bit you know Switzerland then back so give us a little of our walk through memory lane. How was life growing up. So.

Timothy Creswick: Yeah, so um, it’s it’s something that that we dig into a little bit in therapy is that I don’t have tons of memories before the age of 5 or 6 and I have no idea why that is but maybe maybe someone can write in and tell me but um, but yeah, so so i. Predominantly grew up in in Switzerland until I was I was twelve years old um and that was an interesting experience. Um being being ah an english kid my my mom’s english my dad’s canadian um, but I went to an American International School so my education was really in the american in the in the in the us system to the age of 12 um. And I think my my parents ah kind of thought it would be a great idea to move back to the Uk to to do to sort of prepare for higher education in the Uk. It’s it’s kind of hard to do that as an expat. So so a lot of that experience early on was was um I often tell people I’ve I’ve spent a lot of my life feeling like an outsider. Um. You know as ah as a foreign child in Switzerland it’s it’s quite a tough time. Um, and and you don’t you know it’s it’s certainly not day-to-day. There’s a lot of things that that aren’t super easy and and unfortunately having men developed. Um, a fairly strong american accent through schooling through my dad um moving back to the Uk and my parents decided to move to a very rural part of the Uk in in the southwest. Um I went to what certainly some of your your north american listeners would would think of as being um.

Timothy Creswick: Being a kind of a hogwarts-esque ah very british ah, all-boy school. Um you know school uniform. Um, you know, quite traditional and and and that was a real kind of fish out of water experience and and in a part of the Uk which was. I can describe as ah, a very homogenous environment right? Like it’s it was 95% young white males all in ah in uniform right? like there wasn’t a huge amount of of of ah variation there. So um.

Timothy Creswick: So yeah I think ah that that definitely resulted in in quite a lot of um, quite a lot of bullying um and and and ah pretty quickly got me got me changing my got me changing the way I speak so you can obviously hear now I’ve I’ve lost that american accent. Um I figured out. You know there’s only so many times you you can say yogurt the wrong way and and eventually like you you figure it out and and and make adjustments. So ah, that was a big change. A lot of adaptation. Um, and I spent the next I finished my kind of high school in in the southwest. Um, and again that whole time really being. Again, just feeling a bit like an outsider and it was only um, much later in in around 2009 that I I moved to London and and I’ve been here since and that’s really, ah, it’s really now that I sort of would but tell people I’m ah I’m I’m a londoner and and that’s probably the 1 place in the world where.

Alejandro Cremades: And how do you think that you know feeling that they like out of place. How do you think that shaped your personality.

Timothy Creswick: But people don’t ask me where I’m from anymore.

Timothy Creswick: Yeah, it’s it’s It’s a really interesting one I would like just thinking about this doing this this call with you and and doing this podcast with you and and I was reflecting On. Um I call it kind of the sanitization paradox right? which is like the the hard things we go through that kind of. Make us stronger. Um, you know I I vividly remember coming home from school and coming home from high school and in tears some days like and and then you think back and you’re like well it’s it’s made me a much stronger person like it’s made me care a lot less about what people think um. I had a much easier time in the early days running my business when nobody around me understood. Um why I would be motivated to do it or why I want to do it. Um, you know I wasn’t really too concerned about what people think and I think it it adds that resilience it creates that resilience. So. You know I don’t have children but but I often think like if I did it would be a real struggle to know you know how much how much kind of difficulty would you want them to experience to build that resilience. Um, versus you know how much would you want to protect them and and and make sure they don’t They don’t have to feel that Discomfort. So I don’t Know. Um.

Alejandro Cremades: Now in your case I mean at 13 you were already experiencing with a starting businesses. You know what were you doing at 13

Timothy Creswick: I Guess is the simple simple answer. They.

Timothy Creswick: Well, yeah, so this is ah it’s kind of a funny story um being ah, an expat kid in in Switzerland you you never really, you don’t need an an allowance right? like you’re never going out and you’re never really going out on your own. Um and and spending money so moving back to the Uk. It quickly became. You know suddenly I had like a whole world of things I could actually do on weekends and and and and after school and and and but my brother and I kind of went to my parents and said hey we we need an allowance. Um and and my parents suggested that we ah we we kind of ask around. At school and find out what um you know, kind of find out what what allowance people get how much pocket money they get and um I guess we were both like very straight-laced and very honest and we we went and conducted a bit of a survey and came back like a week later and and said hey look we’ve asked around you know these are these are the numbers and um. I guess we’d assumed quite naively going in that my parents would pick kind of the average um and of course what they did was pick pick a number that was lower than the lowest number they heard ah because they they you know they said they didn’t want us to to be spoiled. So yeah there we were with like very little pocket money. My brother basically figured out. How to make do with that. Um I was kind of frustrated and so I I suddenly was highly motivated to try and make some money. Um and I don’t remember exactly how it came about but I essentially started mowing the neighbor’s lawn and then the next neighbor’s lawn and then the next one after that.

Timothy Creswick: And very quickly I was mowing every single lawn in the neighborhood. Um, and and actually in in many cases. Um I was doing it twice a week. So this was some of my colleagues like to joke my first attempt at growth hacking. Um, figuring out very very quickly at the age of 13 that. Ah, the the thing that everyone kind of a lot of people don’t don’t realize about ah a simple blade of grass is the the longer the blade of grass the the more of it that attracts sunlight and the more photosynthesis and the faster it grows. So if you cut the blade of grass while it’s short. It doesn’t have time and it doesn’t grow as fast and so there’s less grass to cut and so the trick was if you could convince people to let you cut their grass twice a week. It was way way quicker to do than than than having to coming to come back once a week and and you know you could obviously make twice as much money. So um I didn’t have to quite go as far. Um and it and it created ah a slightly uncomfortable situation because I think um, this was quite lucrative I would go home from school I would mow 2 or 3 lawns every single day. Um, and and I was making hundreds of pounds a month. Um, which was. I think I think like 2 orders of magnitude over what my what my parents thought was that was a good allowance.

Alejandro Cremades: That’s amazing now in your case you know you ended up going to Oxford and you studied engineering and computer science. So why would you say that got you into into that you know type of um, subject.

Timothy Creswick: Well, yeah, so um, pardon me I um, it was actually through the law mowing I’d been that was the first time I build any software. So. It all kind of connects through in this in this really weird way and as it often does when you look back on on things. But um I I realized very early on that to get to get people to pay my bills. You know when I started out I would just write a little receipt stick it through the letterbox you know and it was £3 would believe it or not to per lawn. It didn’t matter how big it was so there was ah a slight flaw in the business plan. Um, and and people would take sometimes six nine 10 weeks to pay and I figured out really quickly if you gave them a printed bill and invoice. Um, then they would pay you almost immediately. Um, so. As a kind of fun project I was you know I’d been chatting to a school teacher I think I had a book on on basic and and I I wrote in in Ms. basic I I wrote a really really simple billing application and I would get home from school I would start it up I’d press the button. Print out 3 invoices and then go and mow a lawns stick the invoice to the letterbox. So it was. It was kind of at that point that I first started playing with software and that that stuck with me I was I learned I taught myself to code I was building websites when I was kind of 16 um I I did.

Timothy Creswick: Loads of other kind of stuff around around that space. Um, and then all the way through University I was I was really coding to pay my bills. Um, so I you know I built some online stores for like a photography company and few other things. Um I actually built ah a. An Epos system a point ofsale system for some of the bars at University Um, and and that was that was you know a pretty good way to a pretty good way to to make some money on the side. So um, that combined with just ah, always a fascination with how things work. Um. Meant I can’t avoid knew engineering was a direction I wanted to go in ah computer science was a way to um to actually make the engineering easier for me Anyway, Um, ah when I when I elected to do that It meant I didn’t have to spend as much time doing thermodynamics. So um, so it was kind of ah a big win for me.

Alejandro Cremades: Now in your case I mean you you probably have one of the longest side hustles that I have seen in in quite a while I mean it. It took you quite a bit to really make the jump but you know obviously now you know you’re you’re you’re full blown. You know with the company but walk us through. How was that process like because I mean you were working as a part-time Ceo for quite some time until finally everything crystallized so I guess you know as part of those sequence of events. How did the idea you know come to you and then what was that process like of of combining so many like. Things seem parallel for so long.

Timothy Creswick: Yeah, it’s from the outside it looks like so the business is um is coming up to seventeen years old now. Um, so yeah, it’s it’s been a long and exhausting journey. Um, and and you know in that life time of the business. We’ve probably had. 2 or 3 major pivots as well. So it’s kind of difficult because on the from the outside it. It looks a lot like this sort of sudden success as as is often the case but the reality of course is like there are so many blind alleys you go down. There are so many things you try like you know and and I often kind of have to give this advice to people is like you know. 1 of the probably one of the great features of ah of a good founder entrepreneur mentality is like something fails and you just go but okay next thing and like within within like I don’t know 2 minutes of having understood that something has fully failed. Um, you’re already thinking of what’s next. Um, and and. Packaging up that learning and moving forward and I think you know what’s missing in that journey of course is no evidence of all the stuff that went wrong. Um, and and so yeah, there was a lot of time of just trying things and trying things and trying things and and where we are now is the product of of then having um, having really. Just in the perfect position at the right time with all the right knowledge having we’ve having built it up and then having been able to match that with finance I often describe the last three years or so of the business last three 4 years as as having like threaded a needle. Um you know I sat there one evening when it really kind of.

Timothy Creswick: when when I really figured out what what the opportunity was and and you look at it and it’s like this impossible you know it’s a little bit like when they talk about you know on the ah those apollo missions the re-entry that the window of like the of of the approach back to earth of of like being like trying to try to. Um. Trying to bring a spaceship into something as as thin as a piece of paper if you were to hold it up across a room you know and and it sounds impossible. But as you you constantly adjust as you get closer and closer and closer and closer and and you know and we’ve and we’ve we’ve achieved it. But um, you know a lot of people said what we’ve done in the last three years would be absolutely impossible.

Alejandro Cremades: Now Let’s talk about that moment where finally there’s no more side hustle. You know this is this is now real. You know is is is full time full time time to rock on. So how did that happen.

Timothy Creswick: Well so so I mean to be fair like I’ve been this is this has been my full-time job now for at least 8 years um I did have in the early days so you know to give you a sort of brief history right? Um I started the company as a software business. Um, the idea originally was that we would. We would essentially be like a software consultancy again bearing in mind it was 2006. There was a really different world back then and we did okay at that. Um, but but never made any money It’s a really hard you know ultimately or just a consultancy. It’s it’s dollars for hours and and. Ultimately, the success of the business falls down to like a resource matrix. Um, it’s it’s it’s not actually the business I thought I was in um and I’ll I’ll skip through several years of of discovery but we essentially ended up realizing that there was a huge opportunity to be very very good at providing. Fiber connectivity to businesses and I suppose that’s kind of the the probably should have mentioned this earlier right? like that that is now what I spend you know 20 hours a day thinking about um but. Ah, but yeah, so the the fiber connectivity business is huge and obviously the the big transition in the last ten years if you think of 2012 to 2022 is um, the way in which we depend on connectivity has been um, transformed but transformed in a way that was.

Timothy Creswick: You know to to use the the sort of um sees the metaphor sort of you know, like like boiling a frog right? Like we’ve we’ve ended up in a world where if I pull your connectivity like you cannot do what you do, but but we kind of got this little by little over 10 years. Um, and. Um, and that’s true for you. It’s true for almost every business that that we see and particularly in in you know places like central London. So um, so that’s that’s been my main focus prior to that. Um, you know I wasn’t drawing I was I was drawing a very very small salary from the business. It was always. reinvest reinvest the profit you know the the business was bootstrapped with with really very very little funding early on um and then we always just reinvested our profits for the first first 15 years that was the model. Um, and so ah. And the very bottom of the list of things we paid for it was my salary. Um, and so yeah I had these opportunities to do a few a few other like part-time cto roles and those were the things that that kind of paid the bills. Um, yeah.

Alejandro Cremades: So for the people that are listening to really understand the business model of borbos. What? what? what ended up being the the model. How do you guys make money.

Timothy Creswick: So where where the real growth came from is is off the back a little bit of ah, a regulatory change and an opportunity that that that presented in London but it’s actually super simple. Um London is um. You know, like any major city. Ah ah, a huge a huge economy. It’s predominantly a knowledge economy. Um, which means that it’s businesses and officers that are where where fiber is really the first utility. Um, and you know covid’s actually really demonstrated that like for knowledge workers. Um, and you know you’d be a great example here. Um, you’re someone who’s still been able to do what you do um from really anywhere as long as you had as long as you had 2 things like your brain and connectivity. Um, and and so ah, we’ve really very fundamentally. We are a business-to-business. Ah internet service provider. And and and asset owning fiber owner. Um, so ah so the key is we we build and operate um a massive fiber optic network in Central London and we use that to connect um the most demanding businesses. In the city. Yeah.

Alejandro Cremades: Now for you Guys. You know it’s been ah, Interesting. You know Also um, moment intime you know when it comes to the transactional site I mean you guys recently did um, corporate round sort of speak and. You know, also very unique know in the way that they that was done Now. So Can you walk us through how that happened and you know what was that process like and the experience of going through that. So.

Timothy Creswick: Yeah, sure. So um, it’s always really interesting, right? because my I have I spent a lot of Timothy Creswick: e like with with ah with startups in the tech scene and obviously with software development skills. You spend a lot of time like networking that space I’ve been involved in startups and and you know. Early on it was always like I would go to startup networking things because it’s partly how you how you stop feeling like an outsider like just being around people who are doing similar things. Um, and in that community you know we we ended up raising um a little over two hundred and fifty million pounds so at the time. Ah you know 330000000 us. Um, it’s a huge amount of money in like a startup world. You know the company was 25 people when we did that? Um, but we’re in infrastructure right? So in infrastructure. It’s a little bit different and this is like this is kind of in infrastructure a pretty normal amount of money to be dealing with um you know people forget that every week. Ah there’s a billion-dollar infrastructure transaction happening somewhere globally. It’s just that no one ever hears about it. They’re often you know, ah cell tower companies or or um hyperscale data centers ah fiber assets and telcos. It’s it’s all the stuff that like. Most people just aren’t super interested in and never really hear about so um, so so the real challenge is the transaction is kind of unique when you look at it as a like ah a small business or a startup or on a tech scale but it’s actually kind of unique in infrastructure not in terms of the size but because.

Timothy Creswick: The biggest challenge is that um, no one really invests in what I would describe as seed infrastructure. So finding an investor that that was willing to um was willing to to to work with us to actually build an asset and take on some development risk. Um, was probably the the biggest challenge there so you know when you think about those transactions that happen every week globally and they’re then they’re they’re massive. Um, ah, they are typically massive infrastructure funds. You know they they will be in the scale of sort of $10000000000 plus funds as a minimum. Um. They’ll be doing billion dollar ticket size transactions but they’ll be backed typically with um, like pension fund money and the requirement is that they can they can trade assets they can buy and sell infrastructure assets which will typically be data centers cell towers fiber. Um, and. Other kind of telco and telco stuff. Um, increasingly a lot of five g infrastructure so they combine and sell those assets and that’s kind of the basis upon which they raise their funds. What they can’t do is take their fund and use it to to create an asset that’s seen as quite risky whereas obviously the assets themselves are very low risk. Um, they provide very stable returns and they’re quite low risk. So so that was always the challenge is is um, how do you How do you match the funding with with an ability to go and actually create one of these assets and so a little bit of this has led to some underinvestment right? It means that.

Timothy Creswick: Doing what we’ve done is super unusual like these these these massive assets tend to just get bigger and bigger and bigger because they can you know they can They can take a little bit of their profit and reinvest it in growing or buying or building a bit more fiber and building a bit more infrastructure but very rarely does anyone come along and create a brand new asset in this space because it’s so hard to fund it. And that’s really been the exciting thing that we’ve been able to do.

Alejandro Cremades: Because how much hey couple have you guys say gotten into date for this. How much capital have you guys raised for the business. Okay.

Timothy Creswick: Sorry say that again. So a little over 250000000 sterling so yeah like that 330000000 us

Alejandro Cremades: 330 okay got in and typically like when you raise money for a company like this versus like the typical you know startups you know, like how is the approach. What? what? What are typically the expectations. How do you deal with that too.

Timothy Creswick: So I’m not going to lie that that we did that in in 2020 and um, that was the hardest I’ve ever worked in my entire life. Um, you know we ah it was during Covid um, and. You know when you’re selling a ah 250000000 pound investment. Um, you know people really want to do the due diligence and they want to do the the due diligence on on the plan. Um and the team. Um and they they yeah, there’s ah, there’s a., There’s a lot riding on your ability to go and do something pretty insane and and the plan we had was on the face of it going to be very very difficult to execute as well.

Alejandro Cremades: Now for you guys you know, like for the people that are listening to um you know it sounds like you guys have been in so in in in in in rocketing mode I mean skyrocketing this thing because I mean in the in in the in the last day you know few. I mean like in the last year or so I mean you guys have right? You have you have hired over 300 people.

Alejandro Cremades: So Timothy Creswick: you guys have been going on a hiring spree you know in in like no time you’ve hired over 300 people I mean how do you go about doing that without things breaking too much. You know when it comes to culture and things like that.

Timothy Creswick: Yeah, it’s it’s been um, it’s been quite a ride. Ah, there’s there’s a whole bunch of stuff right? like I often say like all the kind of most interesting problems. There’s there’s never like 1 thing. It’s it’s always a good solution is always made up of of probably probably a hundred little things that we do that we do well. but um but I think you know one of the one of the benefits we have is is the business was around for 15 years before that. So. There’s a lot of stuff that you you know that we worked out like before we before we went into that we you know we had. We’ve been working with difficult clients. We’d we’d sorted out. You know, very demanding clients that meant that we needed you know high levels of compliance. We’d you know we’d done a lot of the kind of difficult like Iso27001 and and other regulatory stuff. So you know a lot of the practices and the ways of doing things. We’d had a lot of time to think about and develop and and. And kind of be very clear about who we were I think where you see this go wrong. A lot of the time is ah is a startup that’s only been around two or three months and then gets funding and so there is no culture There’s no seed for the culture right? It’s it sort of then grows in an uncontrolled way whereas I think we had a really really strong and very. Ah, concentrated sense of of our identity. You know what matters? um who we are kind of like morally and ethically as a business and and where that sits and so when you then come and inject a lot of capital. You actually have ah a seed that you can grow and and and that really carries forward.

Timothy Creswick: But I think one of the most important things we did um you know shortly after shortly after we we we closed the the fundraise um the the leadership team the kind of core team at that time I sat them down and I said if if we do 1 thing. Well, it’s it’s make sure that when we’re done. We actually still want to work here. You know we can. We can easily go out and hire. You know the focus was that was year one we had to hire about 200 people right? and and so like it it is certainly possible to hire 200 people. What’s hard is hiring 200 people that you want to work with and so in a year’s time when you come to the office you look around and go yeah I I definitely still want to be here and I think I think saying that out loud made made a huge difference for us I think we you know we all took that really to heart because I think it is really easy to imagine that you could hire. You could hire a few hundred people and then make the place really alienating. Um and and suddenly feel like you’ve diluted all of the stuff that was good. So I think we put a huge amount we put a huge amount of work into that I think we’ve always hired on culture over skills. Um, you know we sort of. Ah, semi-famously. We’re known for our um for our no egos no asoles hiring policy. Um, we we sort of joke about it but it but it is real right? like I don’t care how good you are at your job if you can’t play with the team if you can’t make people around you want to work with you then then.

Timothy Creswick: You won’t succeed here.

Alejandro Cremades: I Love it now. Imagine you were to sleep tonight and you wake up in a world team where the vision of Orba sees say fully realized what does that world look like.

Timothy Creswick: Ah, pretty pretty amazing. Um I think you know we haven’t covered too much of the background about about the way this is set up in the Uk. But but as of at today. Um. 80% of our market is served by 1 incumbent provider that that used to be the government owned monopoly. Um, we’re we’re challenging that and we’re challenging it hyper aggressively and with a very very different methodology. So I mean.

Timothy Creswick: Monopolies are ah bad at several things. But 1 thing they’re particularly bad at is innovation and so you know on the surface level. You know if we look at London and we look at businesses in London you know they they appear to be doing fine. They all appear to be connected. They all have fiber.

Timothy Creswick: But it is a huge constraint for those businesses. So for us success looks like success looks like getting into the majority of those businesses covid has particularly given us an opportunity to to really have a bit of a winner takeall strategy. Um and and to just do better to provide. Way more bandwidth and to effectively remove that constraint one of the examples we use a lot like most people that that we talk to now ah like in particular when we’re selling have unlimited data on their on their phones. You don’t think about you know it’s very easy to conceptualize like when you. When you first kind of got unlimited data. You stopped thinking about your data usage. You stopped thinking about how many gigs of data you needed and now you you go out and you can sit on the train and you can stream Netflix and you’re not thinking. What’s it costing. Um, so we can conceptually we can understand that you know you can go out and buy a car that does one hundred and forty miles an hour you don’t need it to do that. But it means you’re never thinking am I near the limit of how fast it can go and I think um, we’re not there with with commercial connectivity which is insane because it is. Technically completely possible to provide practically unlimited connectivity I e it is technically completely possible to provide way more bandwidth than businesses need at essentially the prices. They’re already paying um but the history of our industry means that no one is incentivized to do that and.

Timothy Creswick: And so businesses are suffering under these constraints and particularly with the massive adoption of cloud it just means um it means the whole economy is being held back so we have this kind of on the 1 hand insanely ambitious but also very modest view that um. We’re just going to be that that bit of infrastructure. No one sees that everyone in 5 years forgets about and and what to really answer your question head on probably the dream is people stop talking about bandwidth they they it’s just it’s so abundant. It’s just there. And the same way that you don’t question whether the electricity cable coming into your house is big enough when you buy a new appliance. You don’t scratch your head and go do I have enough electricity like it’s never even crossed your mind. Um, and that’s exactly how it should be with connectivity in in our view. So I think moving the discussion away from that and into the world of unlimited. And that’s that’s really where we want to be.

Alejandro Cremades: I love it now you’ve been doing this for 17 years Tim, that’s quite some time and them full of lessons learned right? and if I had the opportunity of putting you into a time machine and I was able to bring you back in time you know perhaps to that moment. You you know back in 2006 where you were thinking about a world where you know warbush you know will really you know, bring that to cover that gap in the market if you were able to sit that younger self and give your younger self that younger Tim one piece of advice before launching a business. What would that be and why given what you know now.

Timothy Creswick: Yeah I do you know I actually think about this a lot partly. We employ an awful lot of young people here so that you know with 350 people I think the average age is 28 so a lot of people asked me questions about starting the business how it started you know and and um. The hardest thing for me is is is the would you do it again? Um, so I I think maybe it doesn’t answer your question but like I think I would be very reticent to talk to me in 2006 because I’m pretty sure I would put me off. Um I think if I had known then how hard it was going to be um. Think if I had any idea the amount of the amount of work and sacrifice and and difficulty and and as I say you know it’s worked out very well for me. Um, you know I’ve been extremely fortunate financially the paradox for me is if I look back over the last seventeen years financially it has been a slam dunk like it definitely was the right thing to do but right up until that moment where it’s successful. It looks like a financially terrible decision. So it’s kind of for every guy like me the the problem is there’s there’s 10 other people that weren’t quite as lucky that did all the right stuff at all the right time. And just one one piece of luck didn’t pan out. 1 thing didn’t pan out and I think that’s the danger right? like to some extent you know there there is a good amount of of luck and and good fortune involved in these things and and if this was your strategy if you would have backed 10 people as you know, ah you know.

Timothy Creswick: 1 makes it and 9 don’t so you know it’s a real paradox for me as to like whether whether I would ever advise someone to take the course that I did um but in terms of the one piece of advice id I give myself? um I think it was it. The most shocking thing for me was was really understanding that there are no limits that. Ah so many limits that we have we impose on ourselves and and and and really to just dream to dream bigger like I think I think I always felt like. Had to just shoot for the next step the next increment and actually I think it would have been possible to accelerate faster had I had I really had the um the confidence to dream a little bit bigger and I think that’s something that I’m still learning today is is how to. How to unpack that and how to um, how to create really really massive. Um, massive targets because actually my personality is such that if I fail to hit a target. It doesn’t it doesn’t bother me but I need the big target.

Alejandro Cremades: I love that I love that Tim so for the people that are listening. What is the best way for them to reach out and say hi.

Timothy Creswick: Ah, Linkedin is is probably the the best way find me on Linkedin um, but but also you can you can reach me ah on my company email which is Tc for Tim Craszik Tc at

Alejandro Cremades: Amazing. Well hey Tim thank you so much for being on the deal maker show. It has been an on earth to have you with us today.

Timothy Creswick: Thank you very much. It’s been a pleasure.

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