May 17, 2026

# Transcript: 2026-05-17

> 4 time blocks from 9:30 AM to 10:57 AM

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### Informal chat waiting for Connor
**9:35 AM - 10:36 AM PDT** | *casual*

**Microphone:**
What up? Hey you. I guess we're the only ones here, man. Really? I'm hoping Connor is going to show up here in a sec. Damn. Where's Connor, man? Dude, that would be... it would be so funny if we got stood up, man. Aw man, I would love it. Yeah. I've got faith. I mean, Connor was asking for a really long time for this meeting, so I can't imagine he's not going to make it, but that would be crazy. For real, that would truly be crazy—like fucking pressuring us for a meeting and then not going to the meeting is crazy.

Well, I mean, you know, regardless of whether the demo happens right now, we get this meeting, shit is looking good. Fire. That's fucking dope. Did you get to read my PR? 

Well, no, I didn't, dude. I totally spaced on that. 

Oh no, don't stress. I was just talking about exactly that, like the format of the prompt and everything. I was trying to do it yesterday, but then I got a 500 error for the last hour that I could work because then I had the graduation party of a buddy of mine. He graduated fine. So I was doing all that yesterday and I got caught by Anthropic, so I couldn't finish what I wanted to do and then I just sent it out to the PR. 

I mean, you left it in a great state and everything I could have asked for more, so, um, that's great. I'm happy. That's good. You really did not leave much for me to do afterwards. 

That's good, because when you gave it to me, I didn't have much to do, but I did my part and then you did your part. It's good, you know? Not having to deal with backlog from the other is good, you know, so that makes me happy. I hope that any future projects can also go like this. Yeah. Did you get to see the PR that I put up? The one that you merged in? 

Yeah, I looked at that. I like the general structure that you put together. I mean, I'll need to... I sort of just, like, I was having agents go and incrementally review the code changes to let me know what the diff was and where I would need to make any sort of changes for the Damon-related stuff, but I was just gonna wire up. So that was like the lens that I was looking at your changes through, but I'm sure there's like some more detailed stuff as far as any sort of CI work that you might have done that I didn't take a close look at other than that. 

Right, yeah. No, but that's good. The CIs, I got issues because since I'm not an owner or part-owner or anything, I couldn't add Codacy, so I couldn't get a review for duplications, complexity, or issues. Let's fix that. 

Yeah, Codacy is really good. I put an MD—there's an MD in the work that I merged. You can spin up Claude and ask him, and there's steps on how to like incorporate it. It's really straightforward. I don't think you need to read that MD, but it's there if you ever just wanna... 

You got to look at it. Yeah, absolutely. And then we didn't have the GitHub Actions, so CIs couldn't run in GitHub with GitHub runners. So I installed Make and I did the CI checks locally. They all passed and everything passed pretty good, but yeah, that was just it. 

Make sure that you can do that, run actions, and give you owner privileges ASAP here. Let's get that set. It would be good if we could create the organization so that then we can have isolated concerns, and then the organization is the monorepo because all repos are projects—the Flow Systems organization today. And then, I hate that I have fucking multi-factor on GitHub. 

I hate it too, bro. I hate it too, but you know what? It's safe. It keeps it safe, so fuck it. But I hate it. 

You gotta do what you gotta do. I can't let those fucking scammers get your shit, that's for sure. Literally, bro, and we gotta be worried about npm install. They did a whole wide attack show today—or not today, today, the past couple of weeks. I mean, I've never seen more supply chain attacks in my life. Literally insane, literally insane. So yeah, I've just been worried about that. 

No NPM installs for now. Whatever version I have, that's the version that will... You know when the dependabot comes around and says you gotta update this hell. 

No, I don't, bro. I listen to you buddy. I'm not in Connor right now. Is Connor here? 

Yes sir. 

Hey, Connor, long time no see, my man. How's it going, guys? Como está, papito? Está bien? Acho siciliano aqui, mamá minha que... I didn't see the link, I was in the bathroom. And now that I came up, you were wondering if we were going to get stood up, it was going to be funny. We were a little concerned, but we had faith. 

I was literally shitting my brains out. 

That's fucking awesome, bro. Yeah. Your body, yeah, nature—get it all out bro, you gotta do what you gotta do, amen. Okay, um, so yeah. 

Well, thank you Connor for making the time. I know it's a little late in the evening for meeting. 

It's broad daylight. I haven't left. I'm probably not leaving the house today. 

There you go. We're bringing the entertainment to you. Hopefully we'll give you a lot to discuss here. And yeah, we can show you what we've been working on and putting together as far as the demo. There'll be a couple gaps as far as what we were talking about for production implementation and what we've put together for the purposes of example and demo, but I think you'll see exactly the kind of message we're trying to convey and picture we're trying to paint here. But obviously, love your input, love your feedback. I think you can feel confident that we can move pretty quick to implement any sort of changes we might need. Okay. Gabby and I—I probably should have spent some time with him making sure we're a little rehearsed on what we're going to do, so I might sort of, like, in a disjointed manner, pass it to him to talk.

And we'll make sure that you get all the information you need to understand what we've done, but I figure you might even understand what we've done better than we understand what we've done. That's the whole deal. So without further ado, I'm going to open up our little demo: ops dashboard slash queue. 

Right now, you'll find that on this page, there's a nice mix of information regarding orders and the backlog and queue; what orders were auto-cleared based on what goods were in that order, and what potential restrictions and laws might need to be taken into account and require a human in the loop. 

Sorry, does someone wanna butt in here or something? It looks good. I mean, the first thing that comes to my head is the cost. That's a really high number. I mean, if it's just an example and that's just a random number, then... Oh, yeah. I mean, none of this is using real data; it's all mock. It looks exactly like what I had in mind: backlog, auto-cleared. I'm guessing if it's not auto-cleared, it's because there's some sort of DG compliance issue that needs a manual check. 

Yeah, so we go here, we can look at what's held currently in the queue, and we can open up—I know we've got a good example somewhere here. Maybe this one will work. We'll see, like, okay, so this is a "cargo aircraft only" battery; cannot ship through DHL and commerce, so maybe we gotta switch to FedEx. Yeah, we can approve and mark a shift in email, track the shipment, whatever. We can also send this email to our test email inbox, but it's not necessarily required for us here now since we're not actually notifying anybody. And then, yeah, I mean, there's a couple ways to unapprove stuff. Like here, you might say, "Oh shit, something was done wrong here, let's dial this back," and we can reset. Maybe something's changed; we go in and change just a carrier again for some reason. It's a handful of things that we're hoping we could sort of enable in the event that someone... 

Of course. I think it's essential for there to be like an on-and-off switch that allows a human to come in and do it all manually. Like if the fan hits—if there's some sort of... I mean, I told you before, I have no insight into any software engineering, but just from what I hear, when I assume shit happens or bugs happen, if it's sure to hit the fan, someone would definitely need to be able to come in and manually override everything. 

The company has got a lot more structure versus when I left a year ago; their sort of organizational structure has changed a lot. And to give you some context, they had a really bad backlog for these batteries about a year ago. And so every day I would have to do exactly what I'm saying: just manually stop my process and handpick orders depending on, like, is it a big wholesale partner who's got a billionaire as a customer? Or is it just some lower upper-class guy that purchased online? Literally, I'd be Googling people's names. Like, does this guy have a private yacht that he's going to have people using these foils? That's irrelevant, but it's good for decision-making. So scraping information on clients' names and caching it just so we can do a tier of importance if it's needed—I'm not saying that's something the person managing this internally would know off the top of their heads, so it's not really that important. I'm just kind of thinking out loud too. 

Yeah, no worries. Dude, this looks fucking sick. It looks super sick. Yeah, and so here I'm currently working on—and sorry, I forgot to turn on one of the transcriptions here, so I just turned on Gemini transcription now. I've got another one running, so I've got everything we spoke about before. But here's the dispatch batch page where things are getting grouped; that's what they would upload to the shipping platform. 

Okay, now I'm thinking: if you were me a year ago, walk me through it as if you were onboarding me, just to do a check-in balance. Yeah, so we already went through the queue and are still sort of showing exactly—you answer some of those questions that you might have, and I'm really hoping that it actually responds here. We'll see in a sec. I'm assuming this is a pretty big response here since there's a lot of data in the queue. 

Mm-hmm. Yeah. My concern with the chatbot is that if this is connected directly to NetSuite... They are currently—when I spoke to their CTO last time and to someone else I know that works for them, they told me that they were trying to implement the chatbot, but that they were really wary of it because anyone who's highly skilled in software engineering could get into their database and take customer information. They have been targeted; they have been hacked multiple times. 

That goes more into prompt injection, and I did work on the backend compliance to protect against prompt injection, especially with SHA256 encryption and gateways. Accessing there will be a private key and there's an admin key as well, and I believe the admin key is routed to the "god mode" that you were mentioning before. So an admin with the key needs to go to the dashboard and implement the key in the settings so that he gets validated as an admin, and that's an internal key rotation that can occur within the company. And then in parts of the injection and the protection net around it, it's all encrypted. So the only way that a hacker can get in is if a key is exposed; there's no other way.

There's no other way, and it's literally impossible to break 256 encryption because 256 is military-grade encryption. Like, there's still no technology known today that can break that encryption unless it gets exposed by a backdoor. So then the protection would be the backdoors. How can we tighten up the backdoor so no data or information is leaked?

The other thing that you would need to think about is if they want the AI, they would need to sign a BAA with whoever they want the provider to be, if it's Anthropic or if it's OpenAI or anything. And if they don't want to sign a BAA or do anything with the company directly, then they would need to localhost their model so that there's no data in the cloud or any sort of place that it might be public, right? That's why you sign a BAA; you sign the BAA to make it private for your enterprise. But that is all administration. That's administration, that's not on us.

Requirements and needs are... you know, think of this more like it was a buffet of things that they might want and then go and pick. I noticed when the core, you have like the forecasting, procurement, and the serum—that's pretty sick. I think that'll have them pretty stoked. Dashboard again, and like the seven-day calendar, all that and the other...

Yeah, so dashboard here. I mean, in my opinion, this is a little bit disjointed, and this is not to anyone's fault. We were just sort of playing around with a couple different ideas. But I think you'll find some similarities between the queue and the dashboard in its current state here. There might be a good argument to sort of fold this together. Like, here's some mocked throughput data that we've got here: the top held reasons and then some more metrics. And then obviously here are some additional metrics, and then these were the responses to "what's shipping today." And this looks a little funky; this should be formatted like a table here.

I get you. Yeah, I figured. I saw it at night and figured.

And in the calendar, if you want to go to a detailed view, you can press the day and you see what's happening this day in particular. We can add more information in terms of having a small queue or a filtered queue pop up when we click the day and everything; that's no issue. But yeah, you can go into the calendar and have a precise day view of what are the carriers that are working and the information that you would want. We can go more into detail in it depending on what you guys want to see per day, you know?

Yeah. I think that could be tricky because to walk you through a little bit of their workflow: there's two routes that the orders can take. Orders can either get placed online directly on their website and it comes in via Shopify and then it gets integrated, it gets connected to NetSuite. Then again, I don't know the technical terminology, I don't know technically how it works, but to my understanding, the order—NetSuite checks with the... there's a person who does like a check, makes sure that that order ID, the money has touched down in our pockets, then they manually approve the orders on NetSuite, which is crazy. But if they do it, that's another conversation we can have.

Yeah, but if they're doing it with NetSuite and we connect via API—or we can even do... yeah, let's keep it simple, let's do an API. If they approve it in NetSuite, that information can get passed directly to the platform, so they technically don't need to manually approve it in the platform if they manually approve it in NetSuite. We would need to see more into it because we haven't read the API documentation on NetSuite, but it is something that should be possible.

Absolutely. It sounds like, I mean, I don't know how hard it can be, but it's definitely another conversation we can have with them and this can be our getting our foot in the door. Can you show me the first dashboard that you showed me? Yeah, the queue. So for example, if you scroll down, where do you go? Where are you pulling this like AI, this hazmat strip for example? Because by experience, shipping battery to Miami from our old 3PL is like a walk in the park. And hazmat-wise, they might not even check that shit out of UPS. If it's UPS, bro, those people at UPS are lazy fucks. They don't...

So, yeah, I mean, it might be more realistic that you would see something going to, like, Russia, for example, that's like a restriction here. And I think in some cases, this is like a real potential restriction here. It's really accurate because I can tell you Sardinia, for example, is a really big hotspot, really high demand for these foils, but the electric ones—it's impossible to get the batteries there. Same thing in Corsica and Sicily. I'm just thinking off my head in Europe from past experiences. Australia is pretty easy, Germany is easy, Russia up there's no way. Yeah, so FedEx is not my carrier.

Yeah, and that's information for us to have. As far as I understand it, the way that this would go—in a realistic scenario, not like a cartoon-like mock example—would be that we're grabbing this data from NetSuite, we're cross-referencing with online sources about products that are being shipped, and mixing it with the colloquial and tribal knowledge that maybe you have or maybe the other people on the team have, and sort of combine that to give the best possible recommendation. But the idea behind the system is like, this isn't supposed to be entirely autonomous. It's supposed to be assisting the people that need to be there for that final human-in-the-loop check. And in a perfect world, it just works perfectly and it gets better over time, and the data slowly reinforces the existing systems to get stronger and more accurate over time.

But the goal is the humans sort of usher the system into that state as more data is collected and provided over time. If that makes sense.

For sure. So regarding the fulfillment aspect of this—this all sounds perfect, by the way. I think if you guys give me the green light and a date or timeframe, I'll schedule the meeting with these people ASAP. Ideally sooner than later because I have exams the next three weeks. 

Now that we're on the same page, I think we want to try and do it either next week or sometime in the week after. I know Luis is probably going to be the one coordinating with you on this, so I'm not going to speak for him or anything, but we'll make sure it works with your schedule and it's not in the middle of your finals or something. 

I'd love to make a nice pitch deck for these people and practice. Luis is a really good public speaker, so I'm sure he has no problems with that. And if it so happens that they schedule a meeting for the first week of June, I'm going to be in PR, so I can just go with Luis to their office and we can have a conversation in person. Gael, are you in PR? 

Yeah, yeah. 

See, that would be sick. Matthew, y'all could go down there, right? I might be able to come down there for June first. 

That's pretty sick. I started an internship on the 15th, so ideally before. Yeah, I mean, I honestly like the date of that first week of June for me personally; I'm not sure about everyone else's schedules. 

You can sort of like cross-reference with what you know and understand about the spec that you wrote. And you can obviously correct some things; we can tighten up a couple of things, like showing that there might be some hazmat restrictions on an order going to Florida. You know, you might be able to just sort of suss out a couple of things like that. And then we can also help fill in the blanks in your mind about what is currently fully built out and what's sort of just built for the purposes of the demo. 

Because there's a fine balance between building the entire app before we get paid, and—you don't want to bust your head fucking nuts and then for them to be like, "Mm, work tight on cash, sorry." That's another conversation we need to have internally, but I'll get to that in a second. I'm thinking the most important thing at the end of the day: this tool can be a really nice dashboard for data analytics and whatnot, but is this tool capable of automating the fulfillment aspect of it? So like going into the individual order and changing the status of ships to "pick," and then re-uploading tracking information and serial numbers once that's done. 

Yeah, so that is all working except for... I assume there's a component with NetSuite where we just can't—until we have access to NetSuite, we're just not going to be able to do that. And you don't want to do that. You don't want to do all that until you get some cha-ching. It doesn't work until we have access to their NetSuite; it would just be inordinately expensive to do it ourselves because there's just no way that we're getting access to NetSuite without dropping like ten thousand dollars minimum, I guess that's just how much the cost is. 

But in lieu of that, we've already put together databases where the user, or the agent in some cases, can update records in our databases, which is part of the reason. And yeah, we can add additional layers of validation and checks to make sure there isn't anything potentially malicious going on—problematic, dangerous, or destructive data updates. There are a handful of things we can do to protect this.

Nice, okay. And there's also a little compliance thing here. I'm so sick, like I'm fucking flapping. I don't think I'm showing you emotionally with my body language, but I'm internally frothing, dude. I want to get on and chat with these guys ASAP. 

And so we have to also—and Luis definitely has to be part of this conversation—but when we're going to sell this to them, we need to think of a business model. Off the top of my head, thinking on a spectrum of risk: the least amount of risk for them is per order; for every amount that we save them, we get something, so they don't have to pay us anything upfront. In their eyes, we're going to be some young bucks that are trying to do something cool. You guys have your brand equity—like Flow Systems has the brand equity that it has because you guys have other clients—but would this technically be your biggest project maybe with a big company? Because from what you guys told me, you guys have been doing mostly real estate agents and CRMs.

So what we've done with Flow Systems, this would probably be one of two or three of our big projects. There's just some other work we're currently in talks with for Garaje, and then there's another one, but it's mostly content-related, not AI stuff. But Gabby and I both work on much larger projects for larger companies.

Okay, well, yeah, so you guys have that backing because they know me as the kid that worked for them and now it's changing his career. I worked for them for a long time, even when I was a teenager. So they have kind of that image of me like, "He's just a kid." But you know what I mean? As I get older, things are different. I have a bad rep with them—I love them, they love me, and it's all cool—but when I first brought this up to them, they were like, "Oh, Mr. Connor Finn doing big things in the world," you know what I mean? 

Yeah, yeah. The kid is doing business now. Exactly.

It depends a lot on your guys' brand equity and your reputation as well to push this through. And when they see what we got there, they'll be like, "Holy shit!" This is because the CTO—he's halfway between a genius and a fucking retarded. He's very arrogant. This is the CTO; very arrogant guy. He's cool sometimes. The CEO and the COO are fucking Gs. These guys are super legit. 

But when I first brought this to the CTO, he was like, "Like the HTML that I originally sent you, Kim? This is cool, but blah, blah, blah." I'm like, eh. He was talking to me as if I was just a kid who didn't know what the fuck I was doing, you know what I mean? To you guys, he's gonna be like, "Whoa." They're gonna be like—the whole C-suite in general will be pretty stoked. So we're gonna change that perception of you, Connor. It's not a bad reception; it's just, you know, as being a junior person, and then you leave, you go do a master's and you do other things. They don't know what to think, right? Yeah, they need to wake up to the new you. That's it. Sack, sack, sack. 

But with that being said, the COO and I have a great relationship. He's always been a big fan, and that's kind of why originally they wanted to hear us out. They're like, "Yeah, we want to see what you got." It doesn't cost anything to just listen to us. 

Going back to the whole business model, we can either do that, or if you guys want—what's worked for you in the past? I don't know, maybe like a lump sum in the beginning? Just continue on the thoughts that you're providing as far as most appealing risk-balancing pricing structures for this project. I do like the idea of getting paid on savings, but I think it will be difficult, which sounds a little crazy. But relative to the amount of revenue and profit that they're making on these orders, that's scale. There's a little bit of wiggle room depending on what sort of volume they're doing. We can also offset a little bit of that by baking in some sort of integration costs or integration setup cost. It might be like a smaller chunk of change paying for the cost of inference, the cost of the infrastructure, and minor variable costs with the project. And by inference, I mean the AI—a couple cents and a couple bucks a day. So it'll vary pretty widely, but you can control it very easily by toggling how much the system's doing for people and how much is being handled manually. 

What I'm getting at is there's many... immediately, but also give us something to talk about at the table for sure because, from my end, they've been struggling on cash. I don't know how this year has been for them, but when I say "their year," it's basically their summer. They sell like 60 to 70 percent of their revenue within the period where Memorial Day weekend is sort of the kickoff in the U.S. I think these e-foils—people take them to their lakes more than your rich guy on a yacht in Miami with a bunch of girls with fake tits riding them. You're real, real; the best customers for this shit are guys in lakes, like things like the Ozarks, Lake Havasu, Lake Powell, those geographies, Lake Tahoe—lake houses with private docks. They have a wake boat. And you know, have you ever seen those Nautique boats with the waves where they can control the height of the waves? That's it. 

So that sort of kicks off between now, Memorial Day weekend, and ends in Labor Day. There's a good run, and it actually sets up something interesting for the project, where chances are we're going to meet right around the beginning of this period and we're going to go into negotiation. If they're super excited about it, halfway through the summer we'll have this almost perfect 50/50 split between pre-system and post-system, and we'll have a perfect test case of: Is the system working? Is it saving money? Is it doing everything that it promised? They're good. And then they can decide if it's something they want for the rest of the year or if they only want a contractor in the summer. 

Also, I'm thinking—because I remember there was a time where accounts payable was very behind to people—to save ourselves the headache, is there a way you can manually shut this off from externally? Yeah, you can put a kill switch on there, a poison pill, or sorts of things like that. You could do it and it'll sort of be like, "Oh, hell yeah, access taken." 

I'm just being super transparent here. This is a startup. These guys started this shit in the backyard of their house; they had a shack, and it burned down. Now they got warehouses. They have one in Europe and a new one in Colorado, which reminds me of something in the one in PR. Remember I had mentioned to you they were onboarding a new 3PL? So they're live, and the 3PL is not using the same system that they were using; they are using Descartes. Have you heard of Descartes before? I know how to spell it—not the Enlightenment philosopher. Exactly, that one. Sweet, sweet, sweet. 

But basically, in this platform, they have the three carriers that you saw there. So, I mean, another integration point. It gives us an opportunity to sort of provide more value because there's an additional area of complexity that we can smooth over with technology. It obviously increases the scope of the project slightly, but it's not the end of the world. It's something that we can discuss and be open about being part of, and we can determine that with them and go from there.

But yeah, nothing you said has struck me as something that we can't work around. We were a small startup ourselves; we are extremely flexible and do all sorts of crazy shit to make sure that customers can, like, pay us or give us an opportunity to do a project. So, yeah, I mean, nothing you're saying is scaring me personally, given half of our deals are some sort of weird combination of shit like this and, you know, an actual contract that works normally like other businesses. 

I'm super glad to hear that you're psyched about this. We can send this over for you to play around with a little bit and look around, provide some additional feedback. I'm just thinking if you could send me that—or I just want to make like a... I'm just going to give this to Claude and be like, "maybe get back to the game pitch deck for these people." Oh, yeah. We'll make it look less, like, Claude-generated, because I fucking hate how they make PowerPoints. 

We also have a whole demo script. I mean, I didn't follow through on all of it here, but this is part of it; it's got screenshots of the platform and all sorts of random shit we're walking through. Hey, if this touches all the bases, then fuck man, I'm not going to go ahead and make a PowerPoint. I do not think you need to create a PowerPoint because we already have the contents of a PowerPoint, but I'm not going to tell you not to. I mean, if you want to create more stuff... No, I think if you can just save... Fuck the PowerPoint and just... If we're going to put anything on the screen, we might as well just put the actual thing. 

Yeah, I mean, that's how I definitely thought about it and saw the demo going, but I know Luis likes to send a slide deck alongside whatever we're actually demoing, regardless of whether we walk through it. So it would be something we would probably do anyway. That's just my old school mind; with this Master's, like, everything is a PowerPoint pitch deck, you know? It's just how my brain has been wired. 

But yeah, this is more than perfect. Hey man, I am doing some similar AI implementation stuff for a very mature software company and like 75% of everything the system does is assisting with PowerPoint creation. So it's not just... it's everything. It's the lingua franca of business. 

Where's the next step? We got to write in stone several options for pricing and schedule a date for a demo. I'll send over all the resources we put together in the demo site. In your mind, you saw it immediately; you were spotting everything that they would want to sort of like walk through. We just want to make sure that those points are really tight, clean, and smooth. Beyond that, as you said, the pricing stuff that we'll work through—I will coordinate that on an email and figure out when we should all meet with their team. And then, yeah, maybe we'll have one more sync up with Luis prior to those being implemented in the next week or so here. 

So, just off the top of your head, Cam, what are you thinking for a number? What's the number that you have in your head? I mean, I think if we were to go the risk-averse path—if we were to go that route—I think we'll probably want to structure it so that this costs X amount of dollars. So it's like, okay, while we're getting paid on success, it's capped at how much success we can deliver, I guess, and receive compensation. 

Why so? Just out of curiosity. I mean, I think it might just be runaway payments, essentially. I think they want their ROI to be uncapped on this project. If they can cap what our ROI is on the project, they might be more willing to give us some wiggle room on the integration costs side or allow us to do a higher percentage on the savings side. But there's so much unit cost economics that needs to get worked out that, in my mind, the biggest project in between now and the demo with them is going to be figuring out what the appropriate pricing equation is. So that's probably something I'm going to need to work with you on, and work with Luis on. Obviously, Gabby, if you want to get into the nitty-gritty with us too, you can, but you know you already did the sexy part of getting this looking great. And yeah, we obviously want to make sure everyone's getting paid right. 

I assume that my answer is pretty shitty to that question? No, no, no, it's not a shitty answer. Absolutely not. I think it's one step closer to having an answer than we were five minutes ago, probably. I wasn't honestly expecting you to be giving me a number; I'm just sort of bouncing ideas back and forth, you know what I mean? Because I don't know, I could ask fucking Claude, but is that—no, I could ask it and it's going to tell you a way higher number. 

Yeah, which I was going to sit down and talk to one of my professors about. I ran into someone at university and, in this Master's program, there's like a research institution for startups and they help people get connected to VCs and whatnot. I gave him the elevator pitch and he said, "Well, look at it in the risk spectrum. If you want to be more risk-averse, then do the savings one, and that way you might not get as much money as you had in mind, but you're giving yourself a lot of credibility for future projects." He's seeing this from the perspective that it's my first project doing something like this, right? Not fully understanding that there's a team with people like you guys who are much more experienced and have done more projects. I would love to hear how his thoughts on structuring pricing might change.

But I mean, not if that's a huge pain in the ass to go talk to him. No, it's not. Absolutely not. And the guy that I spoke to said—because I went to the classic icebreakers, the games, and the networking after—the guy that I spoke to was the guy who organized that, but he wasn't the speaker. You know what I mean? That's good; I could hit him up on LinkedIn today and have a conversation with him.

All right, perfect. All right, so we got some resources there. Yeah, I would much prefer... because I mean, I'm always doing this pricing stuff by the seat of my pants, also going to Claude, usually just dividing it by four or something. You know, I know that we specifically at Flow Systems have had issues with pricing our projects previously. So for a project of this size, we would want to make sure that we do it proper and see if he's got any updated thoughts or additional suggestions. 

Obviously, I'll share the transcription of this email with you guys along with a little camping trip around that, or after that. Just after that, it should be totally fine. That's next weekend; my last exam is on the second. I fly back to Puerto Rico on the third and get to some pretty early, like at 7 p.m. Yeah, I mean, make sure that we're sort of pacing for, you know, either end of May—which I've got Memorial Day weekend off—or we can try and do it earlier. I'm happy to just play that part by ear and we can figure it out if things are really barking at us or anything. You obviously need to touch base. 

I'm thinking, why don't we aim... because the fifth I have to be in the city, but we can do it via call. Why don't we aim for the first week of June or the second week of June? That's perfect. The only week that I'm not available is the final week of May, so we're all on the same page there except for maybe Connor. Okay, so yeah, we'll plan around that. As long as it's not the last week of May, I'm sure we'll be able to land something that first week of June. Let's aim for the 5th of June, which is Friday. Actually, no, I can't do that day. Let's aim for the latest, like Wednesday the 10th of June. Does that work for you guys to actually sit down and meet with them? If you guys are cool, I'll send them an email right now and I'll copy you guys saying, "Hey, look, we have the demo ready to go. We'd like to continue the conversation; we're available any day of this week." Preferably Seth's. Yeah, I mean, let's confirm with Luis, too, just to make sure. 

Yeah, that all sounds good to me. Okay, and yeah, I'll touch base right now in the chat. All right, sweet. Awesome, I'll make sure to send over everything I had promised and we'll go from there. Perfect. All right.

Cool guys, this is exciting! It is exciting. It's a very real experience. I'm very glad you brought this project to Luis and I'm super excited to see what the reaction is. I have a few more people in mind that when I get to PR, I want to have a conversation with some former employers as well. Thinking like, I have a lot of my background is operations, warehouses, fulfillment, stuff like that. And so I think in Puerto Rico, being that we live with a little digital immaturity, it's prime real estate for optimization with this shit because you have managers running the streets, bro. They're old farts, man; they don't know how to do this shit. 

And a lot of people—that's why we're here exactly—they don't have the money to hire a consulting firm. I applied to work, dude, the way life works; I applied to be a consultant at B2A—you've heard of them? It's like one of them consulting firms. They didn't accept me and now I'm like, "You know what, fuck you guys, I'm going to consult people without the fucking ball knowledge that you guys have." You can get the knowledge that it took these guys 30 years to get in five seconds. It's crazy how the world's moving now. It's kind of scary, but we gotta leverage it. Yeah, dude, leverage the shit out of it and make money, bro. There is no better time than now.

Hey man, is this like your focus right now or do you have a nine-to-five also? I do have a nine-to-five thing; I'm a software engineer full-time. Software developer working with AI and creating... the company is named Alcanzando Horizontes. I mostly make legal work, but my contract is a little bit very restraining. So sometimes I might opt out of meetings or anything just to not show my face that I don't want more problems. I am working on a workaround in my personal life, maybe doing a trust and naming my mom on the trust and then having payments expedited over there and things, looking at the loopholes in my contract and shit. But mostly it's just like, if it's not a competing market, right? So if it's not legal, then I can work with it.

You signed a non-compete? Yeah, it's a non-compete, but it borders on unconstitutional because it says that if they fire me or anything, I can't work in anything related to my professional services for 12 months. And it's like, well, yeah, that doesn't make sense. So there are things that I can fight back on, but yeah, I'm just keeping it low and it's mostly legal. It's just ambiguous in the AI implementations and software developing part, but it's mostly the market on legal transactions.

Is this like you, just you, or is this a big company? It is a big company. They have like six or seven other companies inside and they hired me in one, and their matrix company is in California, so people with a lot of money with enterprise-grade assurance. I'm working on diverse projects that I can't communicate information on, but yeah, it's fucking intense. I've learned a lot. And yeah, right now I'm leading a complete CRM project in the department, and they only have me as a junior. So you bet my ass, once it's completely done, I'm going to ask for like double my salary. 

Hell yeah, bro. I haven't seen you in a while. We should like... PR and have a beer or something. Hell yeah, bro. Before I start C-Rub, I'm starting an internship on the 15th, and I will be fucked out. Yeah, you're gonna be off the radar man, but it's necessary. I just hope I get a full return offer from these people.

Yeah bro, Cam, y'all and I went to a summer camp when we were like little kids. Speaking of Gaulon, Jaime, you keep in touch with him at all? Jaime V? Yeah, I do. He's just, you know, Jaime, he just loves the game and he loves to play the markets and do his shit. But he's there, man. Hopefully. I haven't seen him ever, and I reached out to him last time I was in PR, but I didn't get a response. 

Nah, bro. Trying to get in contact with him, Jaime is like trying to get in contact with God. Yeah, I know, it's not for him. He's just doing his own thing and he's under the radar. But I love him. Do you guys know Fern? You and I both know Fern. Last time I saw Jaime, his older brother, and also Diego separately, but I also haven't seen him in years. I mean, we were undergrad together and then yeah, we kind of just... I mean bro, at this age, people just go their separate paths, but you know I have a lot of love for them. 

Yeah, bro. And I agree that those things won't change. It's just we just gotta focus up, you know? We gotta do our part for ourselves and that's it. It's nothing personal. Yeah. We're getting old. Yeah, bro, we're getting fucking old. Fuck. 

I mean, I signed up for this to be a student again but I'm broke as fuck. Yeah, exactly. Calling mommy and daddy's dime right now, not gonna lie, bro, and I have 100 euros left to fucking end the month, bro. I'm fucked, bro. 

I feel that. I've been there, man. The only fix is gambling. Put it all in red. Oh, fuck, man. I'm just kidding. Do not do that. Do not do that. No, it's not financial advice. No, but I get you, man. And it will get better. You know, it's like you just gotta keep pushing. We all gotta keep pushing because it's part of it, man. Don't feel down. We'll get there. It's your time. 

Yeah, so moving forward, next step. We're going to leave this meeting and prepare some materials for a conversation with them so we can go prepared, whether it be this dashboard you showed me—just like the actual dashboard and walking them through it—to make a pitch deck. Maybe we can have like a handout or something; that's the easiest part. And then I need to talk to our Arthur to ask him for suggestions on pricing. And then I'll follow up with you guys on that. I should have an answer within the next two days. 

Perfect. Oh yeah, and if I don't get an answer from him, I have a plan B. If I don't get an answer from him, then we'll figure it out. Yeah, we'll talk to Claude, see what the word is. All right. Thanks guys. I appreciate the time on a Sunday. I know you've been grinding on this. 

Thank you, dude. No, thank you, man. Thank you. Hey man, tranquilo. Excited for this. I'm glad we all got to work on it together. Hell yeah. Wait, Cam, would you actually be able to pull up to people? If not, it'll be sometime this summer. Cool. All right, boys. Cheers. Peace, guys. Bye.

**System Audio:**
Thank you. Hey you! Really? Damn, where's Connor, man? I would love it. Oh, fuck. That would be crazy. Crazy for real. Yeah. Like fucking scheduling us for a meeting and then not going to the meeting is crazy. Jesus. Let's go, let's go.

Did you get to read my voice message? No? Oh, no, don't stress. I was just talking about exactly that, like the format of the prompt and everything. I was trying to do it yesterday, but then I got a 500 error for the last hour that I could work because then I had the graduation party of a buddy of mine. He graduated finally. So I was doing all that yesterday and I got cocked by Anthropic, so I couldn't finish what I wanted to do, and then I just sent it to the PR. 

That's great. I'm happy. That's good. No, because when you gave it to me, I didn't have much to do; I did my part and then you did your part. It's good. You know, not having to deal with backlog from the other is good, so that makes me happy. 

Did you get to see the PR that I put up? Yeah, PR number four. Cool. No, but that's good. The CI, um, I got issues because since I'm not a like owner, part-owner or anything, I couldn't add Codacy, so I couldn't get a review for duplications, complexity, or issues. Yeah, Codacy is really good. I put an MD—there's an MD in the work that I merged. You can spin up Claude and ask him, and there's steps on how to like incorporate it. It's really straightforward; I don't think you need to read that MD, but it's there if you ever maybe just want to get a look at it. 

And then we didn't have the GitHub Actions, so CIs couldn't run in GitHub with GitHub runners. I installed make and I did the CI checks locally. They all passed and everything passed. So, pretty good, but yeah, that was just it. It would be good if we could create the organization so that then we can have isolated concerns, and then the organization is the monorepo because all repos are projects. 

Okay, I hate it too bro, I hate it too, but you know what? It keeps it safe. But I hate it; it's so annoying literally, bro. And we gotta be worried about npm install—they did a whole wide attack, man. Yeah, bro. Literally insane. So, yeah, I've just been worried about that. Like, no npm installs for now. I'm just, whatever version I have, that's the version that will work. You know, when the Dependabot comes around and says you gotta update this—hell no, I don't, bro. Hell no, I don't. Yeah, I ain't listening to you, buddy.

Quite actually... Connor's here! Yes! Hey Connor, long time no see my man. How's it going guys? I'm just chilling here, but my name is—see the link, I was in the bathroom and not like, you know, you were wondering if we were gonna get stood up. It was gonna be funny. That's sick. Yeah, I was literally shitting my brains out. Feel it kind of like shit that's body, yeah? Get it all out bro. Yeah, amen. All right, I'm leaving the house today so there you go today. So, you know, yeah. Okay. It's totally good. No stress. That's all. Deal. Thank you.

Okay. It looks good. I mean, the first thing that comes to my head is the cost. Really? That's a really high number. I mean, if this is an example and that's just a random number, then guys... Yeah, it's all mock. It looks exactly what I had in mind. Log auto-cleared. I'm guessing if it's not auto-cleared is because there's some sort of DG compliance issue that needs a manual check. 

Yeah, okay. Of course. I think it's essential for there to be like the on and off switch that allows a human to come in and do it all manually. Like if it's the fan—if there's some sort of... I mean, I like, I told you before, no insight into any software engineering, but just from what I hear when I assume things happen, bugs happen, if something hits the fan, someone would definitely need to be able to come in and manually override everything. 

The company has got a lot more structure versus when I left a year ago. Their sort of organizational structure has changed a lot. And they, to give you some context, they had like a really bad backlog for these batteries about a year ago. And so every day I would have to like do exactly what I'm saying, just manually stop my process and hand-pick orders depending on, like, is it a big wholesale partner who's got a billionaire as a customer? Or is it just like some lower upper-class guy that per online? Literally, I'd be googling people's names like, "Does this guy have like a hundred-foot private yacht?" You know, he's gonna have many people using these foils. That's irrelevant, but it's good for decision making—so scraping information on clients, at least name and caching it, just so we can have a better tier of importance if it's needed. I'm not saying that's something that the person who would be managing this internally would know off the top of their cards, so it's not really that important; I'm just kind of thinking out loud too. 

Yeah, no worries dude, this looks fucking sick. It looks super sick. No worries. So that's what they would upload to the shipping platform. And so like, okay, now I'm thinking, if you were me a year ago, walk me through it. Like onboarding—walk me through all just to do a check-in balance. Thank you. 

My concern with the chatbot is that if this is connected directly to NetSuite... they are currently—I spoke to their CTO last time and to someone else I know that works for them. They told me that they were trying to implement the chatbot, but that they were really wary because anyone who's highly skilled in software engineering could get into their database and take customer information.

They have been targeted; they have been hacked multiple times. That goes more into prompt injection, and I did work on the back-end compliance to protect against prompt injection, especially with SHA256 encryption and gateways. Accessing it, there will be a private key and there's an admin key as well. I believe the admin key is routed to the "God mode" that you were mentioning before. So, an admin with the key needs to go to the dashboard and implement the key in the settings so that he gets validated as an admin; that's an internal key rotation that can occur within the company. 

In terms of the injection and the protection net around it, it's all encrypted. The only way that a hacker can get in is if a key is exposed. There's no other way to break SHA256 encryption because 256 is military-grade encryption. There is still no technology known today that can directly break that encryption unless it gets exposed by a backdoor. So then, the protection would be the backdoors: how can we tighten up the backdoors so no data or information is leaked?

The other thing that you would need to think about, or we would need to think about, is if they want the AI, they would need to sign a BAA with whoever they want the provider to be, whether it's Anthropic, OpenAI, or anything else. If they don't want to sign a BAA or do anything with the company directly, then they would need to localhost their model so that there's no data in the cloud or any sort of place that it might be public, right? That's why you sign a BAA—to make it private for your enterprise. But that is all administration; that's not on us, you know?

Yeah, for sure. I noticed in the corner of your... I think we have like the forecasting, procurement, and the CRM. That's pretty sick; I think that'll have them pretty stoked. Again, like the seven-day calendar, all that, and the other tabs there. 

I get you. I saw it and I figured. In the calendar, if you want to go to a detailed view, you can press the day and you see what's happening on this day in particular. We can add more information, in terms of having a small queue or a filtered queue pop up when we click the day and everything. That's no issue. You can go into the catalog and have a precise day view of which carriers are working and the information that you would want; we can go more into detail to win it depending on what you guys want to see per day.

Yeah, I think that could be tricky because to walk you through a little bit of their workflow: they get an order online via two routes. Orders can either get placed online directly on their website and come in via Shopify and then get integrated/connected to NetSuite. Again, I don't know the technical terminology or technically how it works, but to my understanding, NetSuite checks with a person who does a check to make sure that the order ID is correct and the money has touched down in our pockets, then they manually approve the orders on NetSuite, which is crazy if they do it.

That's a conversation we can have. If they're doing it with NetSuite and we connect by API—or we can even do... let's keep it simple, let's do an API. They approve it in NetSuite, and that information can get passed directly to the platform. So, technically they don't need to manually approve it in the platform if they manually approve it in NetSuite. We would need to look more into it because we haven't read the API documentation on NetSuite, but it is something that should be possible absolutely. It sounds like—I mean, I don't know how hard it can be, but it's definitely another conversation we can have with them, and this can be our foot in the door.

Yeah. Can you show me the first dashboard that you showed me? The queue? So, for example, if you scroll down, where are you pulling this like AI... this hazmat strict, for example? Because I can tell you by experience that shipping a bag to Miami from our old 3PL is like a walk in the park. And hazmat-wise, they might not even check that shit out of UPS. If it's UPS, bro, those people at UPS are lazy fucks. They don't.

It's really accurate because I can tell you Sardinia, for example, is a really big hotspot with really high demand for these foils—the electric ones—and it's impossible to get with the batteries there. Anything in like Corsica and Sicily, I'm just thinking off my head in Europe from past experiences. Australia is pretty easy; Germany is easy. Russia up there, there's no way. France, my carrier... yeah, for sure.

So regarding the fulfillment aspect of this, this all sounds perfect, by the way. If you guys give me the green light and a date/time frame, I'll schedule the meeting with these people ASAP, preferably sooner than later because I have exams the next three weeks. 

No worries. I'd love to make like a nice pitch deck for these people and practice. He is a really good public speaker, so I'm sure he has no problems with that. But if it so happens that they schedule a meeting for the first week of June, I'm gonna be in PR. I can just go with Luis to their office and we can have a conversation in person. Gali, are you in PR?

Yeah, yeah. 

Okay, yeah. That would be pretty sick. I started an internship on the 15th, so ideally before... of course, you don't want to bust your head fucking nuts and then for them to be like, "work tight on cash, sorry." That's another conversation we need to have internally, but I'll get to that.

In a second, I'm thinking the most important thing at the end of the day—this tool, it can be a really nice dashboard for like data analytics and whatnot, but is this tool capable of automating the fulfillment aspect of it? So like going into the individual order and changing the status of "shipped" to "picked," and then re-uploading tracking information and serial numbers once that's done. 

Yeah, okay, I understand. And you don't want to do all that until you get some, you know, cha-ching confirmation. Yeah, absolutely. Nice. Okay, you're sick. You're so sick. I'm fucking frothing. I don't think I'm showing you emotionally like body language, but I'm internally frothing, dude. I want to get on and chat with these guys like ASAP. 

And so we have to also, at least definitely, have this be part of this conversation. But when we're going to sell this to them, we need to think of a business model. Off the top of my head, thinking on a spectrum of risk, the least risky for them—and most risky for us—is charging them per amount that we save them, so they don't have to pay us anything upfront. In their eyes, we're gonna be some young bucks that are trying to do something cool. You guys have your brand equity; Flow Systems has the brand equity that it has because you guys have other clients, but I don't know, would this technically be your biggest project maybe with a big company? Because from what you guys told me, you guys have been doing mostly real estate agents and CRMs.

Okay, well, yeah, so you guys have that backing because they know me as the kid that worked for them and now is changing his career. I worked for them for a long time, even when I was a teenager, so they have kind of that image of me like "he's just a kid." But you know what I mean? Now as I get older, things are different. I have a bad rep with them—I love them, they love me, and it's all cool—but when I first brought this up to them, they were like, "Oh, Mr. Connor Finn doing big things in the world." You know what I mean? Like, "Come on again, the kid is doing business now." 

Exactly. So you know, I'm depending a lot on your guys' brand equity and your reputation as well to push this through. And when they see what we got, they're going to be like, "Holy shit." This is because the CTO—he's halfway between a genius and a retarded guy. He's very arrogant. The CEO is a very arrogant guy; he's cool sometimes. The CEO and the COO are fucking G's. These guys are super legit. But when I first brought this to the CTO, it was like the HTML that I originally sent you, Kim. He was like, "This is cool, but..." He was talking to me as if I was just a kid who didn't know what I was doing, you know what I mean? 

To you guys, he's gonna be like, "Whoa." They're gonna be like—the whole C-suite in general will be pretty stoked. So yeah, it's not a bad perception. It's just, as being a junior person and then you leave, you go do a master's and you do other things, they don't know how to think right. They need to wake up to the new you, that's it. Exacto, exacto. 

But with that being said, the COO and I have a great relationship. He's always been a big fan, and that's kind of why originally they wanted to hear us out. They're like, "Yeah, we want to see what you got. It doesn't cost anything to just listen to us." But yeah, going back to the whole business model, we can either do that, or if you guys want—what's worked for you in the past? I don't know, maybe like a lump sum in the beginning? 

For sure. Because from my insight, they have recently been struggling on cash. I don't know how this year has been for them, but when I say their year, it's basically their summer. They sell like 60% to 70% of their revenue within the period where Memorial Day weekend is sort of the kickoff in the US. I think these eFoils—people take them to their lakes more than you're a rich guy on a yacht in Miami with a bunch of girls with fake tits riding them. The real best customers for this are guys in lakes, things like the Ozarks, Lake Havasu, Lake Powell, those geographies like Tahoe; lake houses with the dog, private docks, they have a wake boat. You know, if you've ever seen those Nautique boats with the waves where they can control the height of the waves, that's them. So that sort of kicks off between now, Memorial Day weekend, and ends in Labor Day.

Okay, yeah. Thank you. Also, is there a way—I remember there was a time where accounts payable was very behind to people—to save ourselves a headache, is there a way you can like manually shut this off from externally and be like, "Pay me"? 

Hell yeah. I'm just being super transparent here. This is a startup. These guys started this shit in the backyard of their house. They had a shack, and this shit burned down. Now they got warehouses; they have one in Europe, a new one in Colorado, which reminds me of something, and one in PR. So, remember I had mentioned to you they were onboarding a new 3PL? So they're live. And the 3PL is not using the same system that they were using before; they are using Descartes, which is a shipping platform. Have you heard of it before? Not the Enlightenment philosopher, exactly. Basically, in this platform, they have the three carriers that you saw there.

I'm just thinking if you could send me that, or I just want to make like a—I'm just going to give this to Claude and be like, maybe a parent pitch deck for these people.

Oh, yeah. I'll make it look less, like, Claude-generated, because I fucking hate how they make PowerPoint. 

Okay. Beautiful. Hey, if this touches all the bases, then fuck man, I'm not gonna go ahead and make a PowerPoint; this is more than perfect. Yeah. No, I think if you can just save the PowerPoint and just... we're going to put anything on the screen, we might as well just put the actual thing. That's just my old school mind. Like with this master's, everything is a PowerPoint pitch deck, you know? That's just how my brain has been wired, but yeah, this is more than perfect. Nice. 

Yeah, what's the next step? We got to write in stone several options for pricing. Okay. So, like, just off the top of your head, Cam, what are you thinking for, like, what's the number that you have in your head? 

I feel like I'm late. 

Okay. Why so? Just out of curiosity. If you think it's more... Of course. Absolutely. Yeah. Thank you. No, no, no. But it's not a shitty thing. Answer: absolutely not. No, I think it's one step closer to having an answer than we were five minutes ago, you know? That's how I see it. I wasn't expecting you to be like giving me a number; I'm just sort of bouncing ideas back and forth, you know what I mean? It's like, I could ask fucking Claude, but is that actually a good—you know? I could ask a professor, which I was going to sit down and talk to one of my professors. 

And then I ran into someone at university. In this master's program, there's like a research institution for startups and they help people get connected to like VCs and whatnot, and I gave him the elevator pitch and he said, "Well, look at it in the risk spectrum. Do you want to be more risk-averse? Then do the savings one, and that way you might not get as much money as you had in mind, but you're giving yourself a lot of credibility for future projects." He's seeing this from the perspective that this is my first project doing something like this, right? Not fully understanding that there's a team with people like you guys who are much more experienced and you've done more projects, right? 

And no, it's absolutely not. The guy that I spoke to... because I went to a seminar one time and there was like the classic ice breakers, the games, and the networking after. And so the guy that I spoke to was the guy who organized that, but he wasn't the coach. He wasn't the speaker. He wasn't "the guy," you know what I mean? I could hit him up on LinkedIn today and have a conversation with him this week. 

Sounds good. Yeah. Okay, that's next weekend. Exam is on the second, I fly back to Puerto Rico the third, I get in pretty early like at 7 p.m. I'm thinking, why don't we aim—because the fifth I have to be in the city, but we can do via call. Why don't we aim for the first week of June or the second week of June? That's perfect. The week that I'm not available is the final week of May. Okay, that's next... I think if you can do it, let's aim for the 5th of June, which is a Friday. Actually, no, I can't do that day. Latest would be Wednesday, the 10th of June. Does that work for you guys to actually sit down and meet with them? 

I can send them in, and if you guys are cool, I'll send them an email right now and I'll copy you guys saying, "Hey, look, we have a demo ready to go. We'd like to continue the conversation. We're available any day of this week." Preferably is Seth's. Yeah. Okay. I'll text you right now in the chat. Perfect. I'm loose right now. 

Sent. Cool guys, I'm fucking—this is cool, this is exciting. It is exciting. It's a very real experience. Yeah. Dude, I have a few more people in mind that when I get to PR, I want to have a conversation with some former employers as well. A lot of my background is operations, warehouses, fulfillments, stuff like that. And so I think in Puerto Rico, being that we lack a little digital maturity, dude, it's prime real estate for optimization with this shit. 

Because you have—Yeah, bro, there's money in the streets. They're old farts, man. They don't know how to fucking do this shit. No, they don't know, man. And a lot of these people—that's why we're here. Exactly. They don't have the money to hire like a consulting firm. Like, I applied to work, dude, the way life works—I applied to be a consultant at, maybe you've heard of B2A, it's like one of them consulting firms. They didn't accept me, and now I'm like, "You know what, you guys? I'm going to reconcile people without the fucking ball knowledge that you guys like." 

You know what? Hell yeah. Bro, do it yourself. Fuck that. You can get the knowledge that it took these guys 30 years to get in five seconds. It's crazy how the world is moving now. It's crazy, it's kind of scary, but yeah, we got to leverage—yeah dude, let's fucking leverage the shit out of it and make money, bro. 

That's it. Is it a nine-to-five also? I do have a nine-to-five, I think that's already. 

And software engineer, full time? 

Yeah, software engineer, software developer, working with AI, and creating the company is named Alcanzando Horizontes. I mostly make legal work, but yeah, my career is a good job. The contract is a little bit... it's very restraining, so sometimes I might opt out of meetings or anything just to not show my face that much. I don't want more problems.

I am working the workarounds in my personal life, maybe doing a trust and naming my mom on the trust and then having payments expedited over there and things. I'm looking at my contract, but mostly it's just like, if it's not a competing market, right? So if it's not legal, then I can work with it.

"You signed a non-compete?" 
"Yeah, it's a non-compete, but it borders on unconstitutional because it says that if they fire me or anything, I can't work in anything related to my professional services for 12 months. And it's like, well yeah, that doesn't make sense. So there are things that I can fight back on, but yeah, I'm just keeping it low and it's mostly legal. It's just ambiguous in the AI implementations and software developing part, but it's mostly the market on legal transactions."

"Is this like you, just you, or is this a big company?" 
"It is a big company. They have like six or seven other companies inside and they hired me, and their parent company is in California, so people with a lot of fucking money with enterprise-grade assurance. And I'm working on diverse projects that I can't communicate information on, but yeah, it's fucking intense. I learn a lot. Right now I'm leading a complete CRM project in the department and they only have me as a junior, so you bet my ass that once it's completely done, I'm gonna ask for like double my salary."

"So they can go, 'Hell yeah, bro! I haven't seen you in a while, we should literally PR and have a beer or something.'" 
"Hell yeah, bro. That's before I said because I'm starting an internship on the 15th and I will be out." 
"Ah, sí cabrón, sí, sí, sí. Yeah, you're gonna be off the radar, man, but it's necessary. So fucking get it. I won't be able to do this like if I can find you guys another client." 
"I'm going to, bro, but I just hope I have side hustle—I mean, if I don't get a full return offer from these people, you know?" 
"Yeah, else hell yeah, bro. As long as money's coming in, everything's good." 
"Yeah, dude, yeah. Okay, let's get it."

"Cam, no, you and I went to a summer camp when we were like little kids." 
"Yeah, bro, yeah, it was awesome. Jaime, you keep in touch with him at all?" 
"I was talking—yeah, I do. He's living, man. And he's just, you know, Jaime, he just loves the game and he loves to play the markets and do his shit. But he's there, man." 
"Hopefully. I haven't seen him ever, and I reached out to him last time I was in PR, but I didn't get a response." 
"Nah, bro. He's getting in contact with hype... it is like trying to get in contact with God." 
"Yeah, I know. He's just doing his own thing and he's under the radar, but I love him and I miss him." 
"Yeah, you and I both. We're not close to them, yeah, friends. Yeah, okay. Undergrad together and then yeah, we kind of just... I mean bro, at this age, people just go their separate paths, but you know I have a lot of love for friends." 
"Yeah, bro. And I agree. Those things won't change. It's just we just got to focus up, you know?" 
"Yeah, I think that. We gotta do our part for ourselves and that's it, it's nothing personal. Yeah, we're getting old." 
"Yeah, bro, we're getting old. Bullshit. I mean, I signed up for this to be a student again but I'm broke as fuck." 
"Yeah, exactly. Oh, mommy and daddy's dying right now, I'm not gonna lie, bro, and I have 100 euros left to end the month, bro." 
"I feel that. I've been there, man. I feel that. Put it all in red. It's not financial advice." 
"Yeah, no, but I get you, man. And it will get better. You know, it's like you just got to keep pushing. We all got to keep pushing because, yeah, it's part of it, man. Yeah. Don't feel down. We all got this shit. Hell yeah."

"Yeah, so moving forward, next step. Yep. We're going to coordinate this meeting date, prepare some materials for a conversation with them so we can go prepared—whether it be this dashboard you showed me, just like the actual dashboard and walking them through it, or to make a pitch deck. Maybe we can have a handout or something; that's the easiest part. And then I need to talk to Arthur to ask him for suggestions on pricing, and then I'll follow up with you guys on that. I should have an answer within the next two days. Oh yeah, and if I don't get an answer from him, I have a plan B. If I don't get an answer from him, then we'll just figure it out ourselves." 
"Yeah. Yeah. Oh yeah, I'm down. Bye boys." 
"No, you've been grinding on this road. Thank you, dude." 
"No, thank you, man. Thank you."

### Discussing interface and workflow unification
**10:51 AM - 10:53 AM PDT** | *meeting*

**Microphone:**
...is here, and how can we unify the interface to sort of tie together workflows, their runs, and make you know the...

### Technical discussion on system configuration
**10:57 AM - 10:57 AM PDT** | *work*

**Microphone:**
To the building of a flexible system that can sort of be configured using L&M's properties, using the base primitives that we have in our system.

---

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<summary>Background Noise (1 blocks)</summary>

### Silence and no audio detected
**9:30 AM - 9:30 AM PDT** | *background-noise*

**Microphone:**
. .

</details>

Cameron, Gabby, and Connor held a demo review meeting for their Flow Systems operations dashboard targeting an e-foil shipping company where Connor previously worked. Connor was enthusiastic about the demo—which showcases order queue management, hazmat/DG compliance checks, auto-clearing, dispatch batching, and calendar views—and validated its accuracy against his operational experience. The team discussed pricing models (per-savings vs. lump sum with capped ROI), security architecture (SHA256 encryption, prompt injection protection, BAA requirements), and the client's tech stack (NetSuite + Shopify + new Descartes 3PL). They agreed to target a client demo in the first or second week of June (by June 10th), with Connor pursuing pricing guidance from a university startup advisor and coordinating with the client's C-suite.