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Transcript

Delivering Everything Right Now · What's Your Problem?

0:15
Speaker 1: Pushkin. If you live in a city, you've probably seen
0:22
Speaker 1: ads for one of these new instant delivery companies. You
0:25
Speaker 1: download the app, go on your phone and order the
0:27
Speaker 1: kind of stuff you might buy at a drug store
0:29
Speaker 1: or seven to eleven, and then in like twenty minutes
0:32
Speaker 1: or a half hour, your stuff gets delivered to your door.
0:35
Speaker 1: I have one of those apps open on my phone
0:37
Speaker 1: in front of me right now. It's called gopuff. The
0:39
Speaker 1: apps called gopuff. It's one of the oldest and biggest
0:43
Speaker 1: of the instant delivery companies. And also right now I'm
0:46
Speaker 1: talking on my computer to the co founder and co
0:49
Speaker 1: CEO of gopuff. Can you hear me loud? Claire? Great,
0:55
Speaker 1: thanks for doing this. I've been reading about you and
0:57
Speaker 1: playing with your app. Can you just say your name
1:00
Speaker 1: so I have it and so I don't say it wrong. Yeah,
1:02
Speaker 1: of course, Raphael illashayev. As it happens, I live in
1:07
Speaker 1: Brooklyn and New York, and go Puff delivers to me,
1:10
Speaker 1: and so I thought a fun thing to do, if
1:13
Speaker 1: it's okay with you, would be that I order something
1:17
Speaker 1: now and you sort of talk me through what's happening
1:21
Speaker 1: as a way of understanding both your company, how it
1:23
Speaker 1: works now, and also some of the things you're trying
1:25
Speaker 1: to do. You know, It's sort of the thing of
1:27
Speaker 1: the show is the problems people are trying to solve,
1:29
Speaker 1: like I love it. I love it, problem too and
1:33
Speaker 1: I love it. I'm Jacob Goldstein and this is What's
1:37
Speaker 1: Your Problem, the show where entrepreneurs and engineers talk about
1:41
Speaker 1: how they're going to change the world once they solve
1:43
Speaker 1: a few problems. Raphael and as co founder started go
1:47
Speaker 1: Puff back in twenty thirteen. They were college students delivering
1:51
Speaker 1: munchies to their friends. Today you can go on the
1:54
Speaker 1: gopuff app and order most of the things you'd find
1:56
Speaker 1: at the drug store, snacks, diapers, advil, and the company
2:00
Speaker 1: is trying to figure out how to add more stuff
2:03
Speaker 1: like produce and hot food. Gopuff operates in hundreds of
2:06
Speaker 1: cities and they've expanded from the US to the UK
2:09
Speaker 1: and France. And the number of problems the company has
2:12
Speaker 1: to solve boggles the mind. Competition, technology, logistics, hiring, politics,
2:18
Speaker 1: it is all here and today on the show, we're
2:21
Speaker 1: going to do it in real time as I place
2:24
Speaker 1: in order to figure out how the business works and
2:26
Speaker 1: the problems they're trying to solve this is fun. By
2:29
Speaker 1: the way, I've never I've never done this a live order.
2:32
Speaker 1: I'm enjoying too. I'm enjoying too. So okay, so I
2:35
Speaker 1: got the app There it is, and it says on
2:39
Speaker 1: here fifteen to forty minutes. So let me see. So
2:44
Speaker 1: the first thing is like, what do I order? So look,
2:46
Speaker 1: I'm going to order. What I'm going to order oreos.
2:49
Speaker 1: To me, the spirit of gopuff is oreos. I assume
2:52
Speaker 1: you have you do have oreos, So it's seven to fifty.
2:54
Speaker 1: So seven fifty for a bag of oreos is like
2:57
Speaker 1: higher than the grocery store, right, I would say it's
2:59
Speaker 1: pretty pretty in line to like middle tier retail, closer
3:02
Speaker 1: to what you would experience in a drug store. And
3:04
Speaker 1: then looks like my minimum order is twelve ninety five.
3:07
Speaker 1: So let's see. I mean, I feel guilty about the
3:09
Speaker 1: oreos we always need, say bananas, yeah, out of stock.
3:12
Speaker 1: It looks like you have bananas, but they're out of stock.
3:14
Speaker 1: You have let me see, should try they're too popular?
3:18
Speaker 1: Let me just see? Am I just well? You have
3:20
Speaker 1: fugie apples? Okay, eighty nine cents for fogie apples, So
3:22
Speaker 1: let me just get some fujie apples here, maybe about
3:25
Speaker 1: of water. You're a gatory appreciate cardon milk, maybe smokely
3:32
Speaker 1: um Sky's hustling, always always be selling, always being um Okay,
3:38
Speaker 1: so let's see. It looks like there's a two ninety
3:41
Speaker 1: five delivery fee and then there's a tip which it's
3:45
Speaker 1: auto populating at three ninety nine. So that's fine. I'm
3:47
Speaker 1: gonna go ahead and place the order just so we can,
3:49
Speaker 1: you know, pass go here, place order. Let's do okay,
3:52
Speaker 1: my order is being placed in here just for fun.
3:55
Speaker 1: Started the Stopwatch on the cassio twelve. Let's do it
3:59
Speaker 1: two twelve. I love it. So I just well, first
4:01
Speaker 1: of all, what's happening now? I just pushed a button
4:04
Speaker 1: and something somewhere in the world just happened in what
4:08
Speaker 1: warehouse that you want right? Tell me what's happening right now?
4:10
Speaker 1: So there's a micro fulfillment center somewhere in your neighborhood.
4:14
Speaker 1: I don't know where you live. So in a neighborhood
4:18
Speaker 1: in Brooklyn, they received an order and they got routed
4:21
Speaker 1: to a packer. Okay, so like did a bell ring?
4:24
Speaker 1: Did somebody like get a buzz on their Yeah, like,
4:28
Speaker 1: what really happened? There's an actually a buzz. Yes, there's
4:31
Speaker 1: vibrates vibrates on their handheld device. So I'll take you
4:34
Speaker 1: a kind of step backwards. When we were building out
4:36
Speaker 1: this thing, and we're building out all the technology within
4:38
Speaker 1: the four walls of the building, and then later on,
4:41
Speaker 1: you know, the last mile, we realized that there was
4:44
Speaker 1: nothing out there that can solve this for us. We
4:46
Speaker 1: didn't want to build all this software to power all
4:49
Speaker 1: these buildings. But the reality is, because nothing like this existed,
4:53
Speaker 1: we had to build a whole bunch of proprietary software
4:56
Speaker 1: to then pick and pack and then ultimately been in
4:59
Speaker 1: batch so put it into a batch of orders and
5:02
Speaker 1: then eventually send it out to the end customer. And
5:05
Speaker 1: you have to do that constantly under thirty minutes, right,
5:07
Speaker 1: So I just, oh, yeah, under thirty minutes. And also
5:10
Speaker 1: I want to pause here just to make a distinction
5:12
Speaker 1: clear that might not be obvious to people listening, and
5:15
Speaker 1: that is this is not instacart. This is not You're
5:19
Speaker 1: not a company that has people picking things up from
5:22
Speaker 1: existing stores. Right. This is your MicroWarehouse and you own
5:28
Speaker 1: the oreos and the apples. I just bought right, you're
5:31
Speaker 1: paying for the warehouse, you're paying for the apples. This
5:34
Speaker 1: is the opposite of like an asset light business, right,
5:37
Speaker 1: you're buying all this stuff and reselling it. Just classic retail. Yeah. Yeah.
5:41
Speaker 1: The problem with a third party delivery model it's notoriously
5:44
Speaker 1: unprofitable and it's not consumer centric, right, So when you
5:48
Speaker 1: don't own the inventory, you can't really tell the customer,
5:51
Speaker 1: like the same way that you just saw the bananas
5:53
Speaker 1: were out of stock. If you're ordering from a third
5:55
Speaker 1: party app you know, twenty five percent at a time,
5:57
Speaker 1: you're ordering an item and then you get in a
5:59
Speaker 1: replacement item instead of the item that you've order, or
6:02
Speaker 1: to ask you for something else because there's no real inventory,
6:04
Speaker 1: so they don't know. I'm placing the order for a
6:06
Speaker 1: thing that's not there, and it can a company that
6:09
Speaker 1: doesn't know that it's not there. That's right, You know
6:12
Speaker 1: that because it's your banana. That's not that's it is
6:15
Speaker 1: it is our banana or as our milk. Wait, I'm
6:19
Speaker 1: gonna pause and say my order is on the way.
6:20
Speaker 1: We're running behind on the interview, it's going too fast.
6:23
Speaker 1: But tell me, what does this fulfillment center look like, yeah,
6:26
Speaker 1: it looks like somewhere in between of a retail location
6:30
Speaker 1: and you would expect an Amazon warehouse to look like.
6:33
Speaker 1: Think about you know, seven to twelve thousand square feet,
6:37
Speaker 1: so larger than what you would expect the drug store
6:39
Speaker 1: to look like, smaller than what you expect a grocery
6:41
Speaker 1: store to look like. But we can pick a lot
6:43
Speaker 1: more inventory inside of the building because there's no walk
6:45
Speaker 1: in traffic that's going through the aisles. The building is
6:49
Speaker 1: optimized for you know, rapid picking, because the key is
6:53
Speaker 1: that you want to pick it as fast as possible,
6:55
Speaker 1: throw it in the bin. Then you have an algorithm
6:57
Speaker 1: that then determines like, hey, do we send out this
6:59
Speaker 1: door order right away or do we wait another dirty
7:01
Speaker 1: seconds to forty five seconds to an order work that
7:04
Speaker 1: could come in that's from the same block or the
7:05
Speaker 1: same name. A right, so we could have been and
7:07
Speaker 1: batch it better. Okay, so the driver is on the
7:09
Speaker 1: way or the delivery guy is on the way, let's
7:13
Speaker 1: talk a little bit about that. I mean, first of all,
7:17
Speaker 1: is he an employee of yours or not? So all
7:20
Speaker 1: the folks that are working inside of the four walls
7:22
Speaker 1: in the buildings are employees anyone that's delivering an order,
7:25
Speaker 1: A driver partner there ten ninety nine d a contractor. Okay,
7:28
Speaker 1: So I mean, what are they making? Fifteen bucks an hour?
7:31
Speaker 1: Twenty bucks an hour? So the national average is eighteen
7:34
Speaker 1: to twenty four bucks an hour. How much of what
7:36
Speaker 1: you eat do you order from? I order Go Puff
7:39
Speaker 1: between two and four times a day. So wow, I
7:41
Speaker 1: was a big user. If you got something on the
7:43
Speaker 1: way Now, I ordered in the morning, I got coffee.
7:46
Speaker 1: You try and break it, You try and do something
7:48
Speaker 1: really hard when you order all the time, all the time.
7:50
Speaker 1: I'll order from like a whole bunch of different categories.
7:53
Speaker 1: I'll order from items that I know that are not
7:55
Speaker 1: located in newar Introl inside of the warehouse. And I
7:58
Speaker 1: always order from a pseudo account, so no one notes me.
8:00
Speaker 1: So I'm constantly looking at things and then like, you know,
8:04
Speaker 1: my operators, I don't know if they love or hate me. Right,
8:07
Speaker 1: always always funkle, and you know how we're going to
8:11
Speaker 1: move forward. So if your order comes and it's not
8:14
Speaker 1: just right, you call the you call the warehouse and
8:17
Speaker 1: be like, okay, right, it's not hot. First, I'm trying
8:20
Speaker 1: to understand the root cause, right, it's not like like
8:22
Speaker 1: what you don't want to do is like this is
8:24
Speaker 1: just a blame game of like, hey, this person messed up,
8:27
Speaker 1: and like what caused this defect? And then you drill
8:30
Speaker 1: in like one or two layers deeper with like was
8:32
Speaker 1: it a process issue? Was it a tech issue? Like
8:35
Speaker 1: was it a staffing issue? Like like there's a whole
8:37
Speaker 1: host of issues that could have caused that problem. Ninety
8:41
Speaker 1: five percent at a time, when there's a problem, it's
8:43
Speaker 1: within something new that we're trying to do. So it's
8:46
Speaker 1: it's activated by me because I'm ordering a lot of
8:48
Speaker 1: the new stuff. I want to be testing it, and
8:50
Speaker 1: like they'll they'll be issue because it's like it's it's experimenting.
8:53
Speaker 1: So like you don't want to like fault people too
8:56
Speaker 1: hard for trying and like you want to fail fast
8:58
Speaker 1: and learn quickly, you know what I mean. So you
9:00
Speaker 1: don't want to hit people too hard for trying stuff
9:03
Speaker 1: and not working out the first time around. That's okay,
9:05
Speaker 1: you know, I mean, we'll learn and we'll move past them.
9:07
Speaker 1: We'll you know, we'll get better. Dex Can you talk
9:08
Speaker 1: about out a problem you're trying to solve now, one
9:13
Speaker 1: of the hardest problems for us to solve is grocery.
9:17
Speaker 1: Grocery meaning basically produce fruits and vegetables. Fruits and vegetables. Yeah,
9:21
Speaker 1: so okay, first of all, tell me why it's a problem.
9:23
Speaker 1: The products don't have an expiration date, so like a
9:25
Speaker 1: banana might start looking bad, you don't want to start
9:28
Speaker 1: delivering that product. So it's a whole host of new
9:31
Speaker 1: technologies that we have to build in to go inventory,
9:34
Speaker 1: to really make sure that, you know, we could deliver
9:36
Speaker 1: it properly and profitably. And in two, the retraining of
9:40
Speaker 1: all of our associates. You have to train people what
9:43
Speaker 1: does a good banana look like versus what a bad
9:44
Speaker 1: banana looks like? You know, you can't put it into
9:47
Speaker 1: the machine, like you can't automate the meaning of a
9:49
Speaker 1: bad banana. Yeah, and in some sense, yes, So okay,
9:53
Speaker 1: I'm just gonna pause here and say we're at seven minutes.
9:56
Speaker 1: We're do a time check. Seven minutes looks like I
10:00
Speaker 1: can actually see It's like when you're, you know, calling
10:02
Speaker 1: an uber or something. I can see where the delivery
10:05
Speaker 1: guy is and the dude has looks like moved away
10:09
Speaker 1: from my house a little bit. So I guess I
10:10
Speaker 1: was not first on his list. The order might have
10:13
Speaker 1: been batched, so like the keys that still keep it
10:16
Speaker 1: in the in the delivery window that they use it.
10:19
Speaker 1: Like again, what a lot of people would do, or
10:21
Speaker 1: a lot of people that are entering the space for
10:22
Speaker 1: the first time would do is just like optimize, like
10:25
Speaker 1: bring it as fast as humanly possible, And that might not.
10:28
Speaker 1: I don't know what's happening specifically with your order, because
10:30
Speaker 1: obviously I'm not I'm not I'm not looking at it.
10:32
Speaker 1: But like the reality is is like we're optimizing to
10:36
Speaker 1: build the best kind of consumer experience and build a
10:39
Speaker 1: long staining, generational, profitable business. So, Okay, you were early
10:43
Speaker 1: to this business, and tons of other people with huge
10:46
Speaker 1: amounts of money are coming to copy you and do
10:49
Speaker 1: what you do, like lots of you know, startup VC
10:52
Speaker 1: funded businesses. But I also just read yesterday that like
10:55
Speaker 1: Walmart is trying to get into instant delivery, and both
10:59
Speaker 1: of those seem like potential problems for you in terms
11:02
Speaker 1: of like competition. What I'll tell you is, like I
11:05
Speaker 1: mean this in the most amount of respect, right, the
11:08
Speaker 1: vast majority players just won't exist six to twelve months
11:10
Speaker 1: from now, because the twelve months that is a fuego
11:14
Speaker 1: take and you're not saying in five years, you're saying
11:15
Speaker 1: in one year. Yeah, not all of them, but most
11:18
Speaker 1: of them. And here's why. Right, this business, if you
11:21
Speaker 1: don't focus on building out the tech early, and you
11:25
Speaker 1: don't focus on fundamental economics early, right before you scale
11:29
Speaker 1: the business, it's a fricking disaster. Right. You could be
11:32
Speaker 1: losing twenty thirty forty dollars every order that you deliver.
11:35
Speaker 1: So the easiest thing to do is to open up
11:37
Speaker 1: the building, right, the hardest, like, it's much harder to
11:40
Speaker 1: operate these buildings and operate improfitability and to deliver against
11:43
Speaker 1: the consumer promise every single time. And that took again,
11:46
Speaker 1: that took us a lot of years and a lot
11:48
Speaker 1: of iteration, a lot of work to do. So I
11:50
Speaker 1: just I just know what it takes to build a
11:52
Speaker 1: business like this, and if you don't invest in the
11:57
Speaker 1: fundamentals of the business early, the results are disastrous. My
12:03
Speaker 1: order is still on the way, apparently according to the app.
12:06
Speaker 1: The clock is still ticking, and we'll be back or
12:09
Speaker 1: a break to talk about more problems and see how
12:11
Speaker 1: long it takes my order to arrive, and now back
12:20
Speaker 1: to my interview with Raphael. I will say, for those
12:23
Speaker 1: of you keeping score at home tracking my order of
12:25
Speaker 1: oreos and apples, we're going to skip ahead a few
12:28
Speaker 1: minutes here and pick up the interview around twenty eight
12:31
Speaker 1: minutes after I placed the order. At this point in
12:35
Speaker 1: the conversation, we're discussing Gopuff's acquisition of this liquor store
12:39
Speaker 1: chain called Bevmo. Gopuff made the acquisition a couple of
12:42
Speaker 1: years ago. It costs them three hundred and fifty million
12:45
Speaker 1: dollars and go Puff has been trying to solve this problem.
12:49
Speaker 1: How do you keep this liquor store chain running as
12:52
Speaker 1: retail stores where customers can go and chop well at
12:55
Speaker 1: the same time using the stores as microwarehouses for its
12:58
Speaker 1: delivery business. The reason we bought it was because of
13:00
Speaker 1: the liquor licenses, so we could deliver alcohol in California
13:04
Speaker 1: in an easy way. And we did the same thing
13:06
Speaker 1: in Kentucky with a chain called Liquor Barn, and we
13:09
Speaker 1: where did these retail locations And our biggest problem, and
13:12
Speaker 1: the problem that we still have today, is how do
13:14
Speaker 1: you keep the integrity of the retail location while making
13:18
Speaker 1: it into what we call an omni store. So the
13:20
Speaker 1: store like a micro of a filment center within a
13:23
Speaker 1: very popular chain. Right, that's producing hundreds of millions of revenue.
13:27
Speaker 1: What's an example of the thing that went wrong in
13:29
Speaker 1: that in that setting? So I'll give a like an example.
13:32
Speaker 1: Let's say like something exists on the store shelf. Right,
13:36
Speaker 1: we never had walking customers before, and we have an
13:38
Speaker 1: active inventory account that's integrated between bevmo and Gopa. Let's
13:42
Speaker 1: let's say a customer there's a one bottle of something
13:44
Speaker 1: left and he took it, and it's physically in the cart,
13:46
Speaker 1: in someone's cart, So the inventory system is saying there
13:49
Speaker 1: is one of these bottles that exists in the shelf.
13:52
Speaker 1: So I go on the app and the app is like, yeah,
13:54
Speaker 1: you can buy that bottle of whiskey, and I pushed
13:56
Speaker 1: the order and then somebody who works then then would happen.
14:00
Speaker 1: They would go to the shelf, they would scan the shelf,
14:02
Speaker 1: they would look at the shelf and there's no bottle there.
14:04
Speaker 1: So that like, that's what we call an inventory defect.
14:06
Speaker 1: But the defect shouldn't exist because the bottle physically, like
14:09
Speaker 1: the way that we solve that problem is like anything
14:11
Speaker 1: under a certain amount, we're just gonna market out of
14:14
Speaker 1: stock because we're not so sure one or two bottles left.
14:18
Speaker 1: You just don't let anyone we're gonna market out of stock.
14:20
Speaker 1: And like that took us, like we didn't we thought
14:23
Speaker 1: there was something wrong with the system. And then the
14:26
Speaker 1: engineers and product folks and everything we laugh about this
14:29
Speaker 1: all the time. The best person to fix a packing
14:31
Speaker 1: problem is the person that's packing the order, right, So
14:34
Speaker 1: it took us speaking to the people in the ground
14:36
Speaker 1: to like be like, hey, like what's wrong with it
14:38
Speaker 1: with this, Like like wait, there's something wrong with our
14:40
Speaker 1: inventory management software, and like somebody worked in the store.
14:42
Speaker 1: It's like no, man, somebody some customer just had the
14:45
Speaker 1: bottle in their cart. What that's literally exactly what happened.
14:48
Speaker 1: Instead of like going to the MFC's and really figuring
14:52
Speaker 1: out what the problem is, yeah, the stores, Yeah, yeah,
14:56
Speaker 1: we try to solve it an HQ and that just
14:58
Speaker 1: didn't work. So like you gotta have a bottoms up approaching. Sorry,
15:02
Speaker 1: I apologize, but I have to interrupt. Were at thirty
15:04
Speaker 1: one minutes. I'm gonna stop to stop watch. Just got
15:07
Speaker 1: a text your non content Go Puff order has been
15:10
Speaker 1: delivered to the address you provide it. You want to
15:13
Speaker 1: just hold on one sack. I'm gonna go downstairs and
15:15
Speaker 1: get it. Great, you're right back, and now back to
15:34
Speaker 1: the show. I just went to get my order from
15:36
Speaker 1: Go Puff. I think it worked. Let's see. Okay, let's see.
15:49
Speaker 1: I love this. Yeah, right, it's action. It's like this
15:52
Speaker 1: is this okay? So let's see at the apples. You'd
15:58
Speaker 1: be glad to know the apples look good. Great, we'll
16:02
Speaker 1: do the apple test here, you're ready, good crunch or
16:07
Speaker 1: good apple? And we got the orioles. I love it. Yeah,
16:11
Speaker 1: it worked. Were you worried at all? I think there's
16:17
Speaker 1: like like like a sub level of worry, especially about
16:20
Speaker 1: the apples because it's a new business. Great, let's do
16:25
Speaker 1: a lightning round. We close this show with like a
16:27
Speaker 1: bunch of fast questions, just fast. What's one piece of
16:30
Speaker 1: advice you'd give to somebody trying to solve a hard problem?
16:33
Speaker 1: Listen more than you talk. What's the hardest thing about
16:37
Speaker 1: growing is physical real world business? Insanely quickly. I mean
16:41
Speaker 1: I'm thinking I'm talking from my perspective more than anything else.
16:44
Speaker 1: We're working sixteen seventeen hour days, seven days a week. Yeah,
16:48
Speaker 1: and after months and months of doing it, it just waited,
16:51
Speaker 1: Like you're like, the business hasn't gone into the place
16:54
Speaker 1: where we got we wanted to get to, wen't raise
16:56
Speaker 1: any money, and like you start to deteriorate a little bit,
17:00
Speaker 1: you know what I mean, Like remaining mentally strong as
17:02
Speaker 1: you're building these operationally complex businesses, especially if you're acting
17:06
Speaker 1: as a founder operator, is probably one of the hardest challenges.
17:12
Speaker 1: What's a thing in the world outside of your business
17:15
Speaker 1: that you think should be faster. Maybe transportation probably should
17:18
Speaker 1: be faster, right Like we had we had concords twenty
17:22
Speaker 1: years ago, and I think we took a step backwards
17:24
Speaker 1: on transportation. If everything goes well, what problem will you
17:28
Speaker 1: be trying to solve in say five years. So I think,
17:31
Speaker 1: you know, gobus business can become a lot more broad
17:35
Speaker 1: than just what we're doing right now. What I mean
17:37
Speaker 1: by that like if you look at Amazon's business right
17:39
Speaker 1: like FBA fulfilled by Amazon is larger now than the
17:43
Speaker 1: retail business than Amazon owned products. And by owning all
17:49
Speaker 1: the infrastructure, we're starting to think about, like, you know,
17:52
Speaker 1: what are ways that we can utilize all the infrastructure
17:55
Speaker 1: and all the technology that we built to empower a
17:58
Speaker 1: whole host of e commerce websites to power their delivery.
18:03
Speaker 1: How will you know when it's time for you personally
18:05
Speaker 1: to do something else. You know, it's a great question.
18:08
Speaker 1: I used to think about that kind of all the time.
18:10
Speaker 1: I think, you know, you get one chan unless you're
18:11
Speaker 1: like Elon Musk, right, you get like one chance in
18:13
Speaker 1: life to build something really really generational. And when I
18:17
Speaker 1: said generation, I mean multi hundred billions in market cap
18:20
Speaker 1: and like a lot of magic needs to happen for
18:22
Speaker 1: you to get like timing, product, market fit, resources, damn,
18:26
Speaker 1: Like a whole bunch of things need to like come together.
18:30
Speaker 1: I'm not embarrassed to say I don't think I'll be
18:32
Speaker 1: able to do this again at this Yeah, Like I
18:35
Speaker 1: think this is our chance to do something really really
18:38
Speaker 1: a generational once once in a lifetime. And it's like
18:41
Speaker 1: it's so much bigger than money. It's so much bigger
18:44
Speaker 1: than you know, like how I'm gonna feel on how
18:46
Speaker 1: I'm gonna behave if I sold this thing. So I
18:49
Speaker 1: love doing this, not sounding a cliche, but like I
18:52
Speaker 1: really enjoyed doing this more than anything. I don't really
18:54
Speaker 1: have any other hobbies. It's a good thing, working sixteen
18:58
Speaker 1: hours a day. Right, It's like family and go Puff
19:01
Speaker 1: and most like go Puff. It sounds like, yeah, I
19:05
Speaker 1: mean this is my life, so you know, it's uh.
19:09
Speaker 1: I can't even imagine right now life would out it
19:11
Speaker 1: as crazy as that sounds. Thank you very much. Great
19:14
Speaker 1: to talk guys. Thank you. Rafael ilishaiyev Is, co founder
19:20
Speaker 1: and co CEO of Gopuff. Today's show was produced by
19:25
Speaker 1: Edith Russolo, engineered by Amanda ka Wong, and edited by
19:28
Speaker 1: Robert Smith. The music by Luis Gara. What's Your Problem
19:32
Speaker 1: is a co production of iHeartMedia and Pushkin Industries. If
19:35
Speaker 1: you like the show, please leave a review or rate
19:38
Speaker 1: us on whatever app you're using to listen. If you
19:41
Speaker 1: do not like the show, I've taken enough of your
19:43
Speaker 1: time already, no need to leave a raining. I'm Jacob
19:46
Speaker 1: Goldstein and I'll be back next week with another episode
19:49
Speaker 1: of What's Your Problem.