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Why Triple Whale is building the future of e-commerce data · The Modern Supply Chain

• Maxx Blank (00:00): We're all very clearly starting to see a world where you are looking at data, but then you're actually getting more insight and inference and intelligence and working with a Mobi or a Cloud or a ChatGPT. It's sort of like this human in the loop type of let me get some leverage and that's starting to get a bit more action oriented, make a change over there or could you publish that or can you create this create? We're seeing that right now. And I think if you go all the way to the right of this timeline, it is autonomous work being delivered for you. Izzy Rosenzweig (00:36): This is The Modern Supply Chain, the show where we break down modern supply chain strategies that help e-commerce brands shift from staying above water to predictably scaling. Today's guest is Maxx Blank, the co-founder and COO of Triple Whale. Maxx isn't just a software business founder, he's an operator first, scaling his own Shopify brand to eight figures before building the tool he wished he had. Triple Whale has since become the central nervous system for thousands of brands managing billions in GMB. In this episode, we're peeling back the curtain of the data revolution. We'll discuss why the old metric you used to rely on are lying to you and how to find your north star in the sea of fragmented data, how AI is shifting from a tool you check to an agent that acts. Maxx, thank you so much for being on the podcast. It's Maxx Blank (01:20): A pleasure to be here. Izzy Rosenzweig (01:22): So I think your background is absolutely incredible. I have a similar type of style where we're not SaaS founders first, we're operators first and you hit your own problem. But for listeners that haven't heard your background story, can you give us like, how did you get into Triple Whale? What was the story with Madison Brads? Maxx Blank (01:37): Essentially always been in entrepreneurship. Always. It's just like my calling. At the beginning of my journey into entrepreneurship, it really was around sort of software and product online and apps and things like that. Early on, I had with some friends of mine, we built a daily deal site back in the day for college campuses. Maxx, Izzy Rosenzweig (01:55): I don't know if I told you this, so did I. I started as a daily deal. Maxx Blank (01:58): Really? It was a group on Clone, right? It was Izzy Rosenzweig (02:01): College Maxx Blank (02:02): Captain. Izzy Rosenzweig (02:02): Really? Funny. Yeah. My name of the corporation is still the daily deal website name. Maxx Blank (02:08): Wow. So it was like physical coupons to Google. Izzy Rosenzweig (02:11): Yeah. I was more like daily steals, once deal a day, those days. Okay. Maxx Blank (02:15): Yeah. This was like a Groupon type clone, right? Geographical areas. So the geographical areas, college canvases. It was great. It was my foray. I was like 22 into entrepreneurship and just really consuming online of how to sell, how to market and kind of just learned on my own. Didn't go to school for that. I went to school for long-term healthcare and then that died. My next business was a marketing company and then my neck around college towns, like college event marketing. Izzy Rosenzweig (02:44): Basically the learnings that you used in marketing from your first company moved into the second company. Love that. Maxx Blank (02:48): And then I took some time off and went to Israel for a while. Then I got into another company which was Campus Casa. It was like a Zillow for college towns to find apartments around college towns. So we had some success there and then some failures and then finally got into building websites and brands for different people that had Amazon businesses and I started really understanding learn e-commerce. And that really opened the door to get into e-commerce, but working with different clients as like an agency or creative director, things like this. I was sort of like a fractional, I guess you could call it like a digital marketer for a lot of Amazon native businesses and they were trying to create Shopify websites so they could diversify their businesses and have multiple channels to sell. Doing this work, I started to learn about D2C and buying ads and sourcing product. (03:39): And some points after I had enough conviction on how the industry works, I jumped in and started my own Shopify sites. And this was back in 2016. And at that time, the easiest way to do that was drop shipping. Even drop shipping through AliExpress or drop shipping from this source or that source. And Shopify made it so easy to get started. And so I started doing that and just testing ads and different products and started to get some traction on my first store. It was like a fashion store called IV and Fig. Yeah, this was 2016. And really once I figured out to scale, once I figured out how paid traffic worked, that's when I felt sort of like, okay, I've got the ability to drive revenue to something. Ended up scaling that store in that first year to about three million bucks. And it was just like, you're like, what is going on here?This is too easy in a sense. (04:34): It was all a credit card. That's how I financed it and that was a challenge for sure. Cashflow and things like that. At some point I didn't want to drop ship anymore because there was a lot of changes in Facebook's ad policies. And you realized that that customer experience is not really good. But if you want to create something that lasts a long time, you need to start to hold inventory and bring it over here into the US. I wasn't aware of different opportunities of what you guys did. I was aware of that. So I'm like, okay, let's open up a warehouse in Chicago. Let's work with a 3PL and I'll get some freight and buy freight from a freight broker. It's just the whole world of physical inventory, that's your jam, right? That's your whole thing. I went through that experience. It was all foreign to me. (05:14): It wasn't like media buying. It wasn't like marketing, things that I really understood. I ended up running into some serious cashflow issues doing that transition to the point where I had to pause all operations and figure out how to deal with some credit card debt, which almost led to a bankruptcy, not once but twice. And at some point we ended up selling that first business. Thank God I was able to get out of it. That year and a half that I did that was really like a laboratory experience. It's where I learned a lot about digital marketing, buying media, supply chain. I went to spend a month and a half in China over that time period and really got a crash course into everything regarding D2C, everything that kind of goes into that. Towards the tail end of that experience, my wife came to me and she had an idea for a hair accessory. (06:06): And at the time to Orthodox Jewish women, they wear wigs and they often will want to accessorize them or whatever you can do. So she had an idea for pre-braided hair braid that she could just slip on and her friends would like, so on and so forth. And she decided she's very entrepreneurial like me. And we decided to open up a brand that would focus on this type of product, pre-braided hair extensions and accessories and things like this. During this, we started to advertise this to a specific niche audience, which was like the Orthodox Jewish market. It's a very small market. And that first year of sales, they did about $50,000 of sales buying ads on different sites that are specific for that. Izzy Rosenzweig (06:45): Interesting, not Meta. Advertising platforms. Maxx Blank (06:49): Now we did have a pixel on our website and we were able to retarget that traffic on Instagram and on Meta and things like that. We're building up an audience and an email list and really starting to build a brand with a very small addressable market. At some point it became apparent that we could probably go broader than just a small market of the Orthodox women. And we had a rebrand and we kind of had a new photo shoot and really got ready to see, can we take this beyond this? So we took our Facebook handy dandy pixel and made it look like audiences and we got ready to roll and we started going broad. And that second year of doing that, we scaled it to around like two million bucks. And then the third year we got it up to about like four or five million mucks. (07:40): And then that fourth year, we got it up to about $8 million. We were on Shopify, Amazon. We started doing a little bit of wholesal here and there and we were off to the race having the inventory over here in America for the US, still was not aware of sort of like solutions. And so laying out the cash, laying out the buffer or the supply chain and coordinating the shipping and all airfreight versus happens to be that it was a very cheap, a very small product so you could get into air freight. It was light, very easy to do, but we scaled that thing. And at some point a good friend of mine, AJ Orbas, and now he's my practically brothers here running Triple Whale. He's my co-founder and we'd always been in touch. We knew each other from when we both lived in Israel and he was an entrepreneur and I wasn't. (08:25): So we connected on that. We always stayed in touch. And at some point I felt like I had a real formula. I was going to stay this e-commerce thing. I was going to really maybe buy more brands or build more brands and really expand this thing out. I felt like I really understood it and could do that. I was like done with the whole tech thing. I'm like, this is a classic merchant. I'm going to buy low, sell high. And it just was easy to understand and I had it going. So at some point AJ had reached out to me because his startup that he had been working on with our other co-founder, Ivan, they had been working on basically a social network for many years out of Jerusalem and they were winding it down. Not all businesses make it. We're sure you've gone through a lot. (09:03): I've got- Izzy Rosenzweig (09:03): 99% down. Maxx Blank (09:05): And so AJ's looking for his next gig and I told him like, "This thing is working over here. I've got a good formula. You can basically come and work with me and we'll make a deal and I'll train you. " So I started training AJ on how to run ads, how to manage ads and that allowed me to move myself out of the ad account, which is a litle bit like day trading. And so he always kind of glued to it and we started working together and we scaled during 2019, like that COVID year. We scaled that business and we had our biggest year ever on Madison Brais. I had always had an idea to create a mobile app that the Shopify mobile app, really a good experience, a great app, but it didn't have all the other metrics you need to run your business. (09:52): It didn't have your ads, it didn't have this, didn't have that. Izzy Rosenzweig (09:55): It was just Shopify data. Maxx Blank (09:56): Yeah. And so you really need more than that. I always wanted a very quick high level real time, what are my metrics? What's my row as? What's my return on ad spend right now? How are we doing? What's my total spends over here? Is there a Klaviyo email campaign that went out and I could see like, okay, the revenue impact that I see today is because we set off a campaign. There's just things you wanted to see on the go. So the idea was can I create an app that would centralize all that easily in my pocket? This was already for a few years I had this idea. I had Yvonne and AJ build the first version of this app. It was called Triple Whale. I was going to- Izzy Rosenzweig (10:30): Oh, this is the birth of Whale. Yeah, Maxx Blank (10:32): Exactly. First it was called the Clarity Dash. Then if I moved it to Triple Whale, because it was a fun name, it was available. We had a good story around it. We had built the first version of this in probably 2019 at some point they had built it. We got it kind of working, but Madison just took off. So we focused really on that. At some point when COVID kind of subsided and everything was online now, it really accelerated online advertising. When COVID kind of subsided and everything started to open back up, ads became very expensive. And so our AOV and our LTV was not strong enough to kind of ride that. So the economics of Madison of Madison Braids became very tough. And so we kind of had to pause, hit the reset button a little bit. At that point, I was going to go reorganize Madison Braids. (11:23): Can we get some new products, get some new things going? Can we reorient upsells and just different things. I just needed time. Izzy Rosenzweig (11:30): AOVs, bundling, new product launchers. I didn't Maxx Blank (11:33): Want that pressure to have to pay salaries and things like that. So at some point I'm like, "AJ, why don't you go and focus solely on Triple Whale? Let's get that thing moving. I'm going to focus over here. We still working together." At that same time, AJ was not so excited about just a dashboard. He wanted to build a huge company. I just wanted to make some money. And at some point what clicked for him one day was like, "Okay, if we can get everyone's data together, we can start to automate things." And that app idea, the Triple Whale idea, that initial way to get everyone's data there, very appealing. And so we started working on that thing a lot. Mostly him and Yvonne for a good month period of time or six weeks period of time when I was trying to reorient Madison. During that period of time, they finished it and they got the first handful of people on it through our network that we had built and people started loving it, really loving it. (12:22): I think that the first couple months of that focus on Triple Whale, we got 50 customers on it. They weren't even paying us anything, but they were addicted to it. We started seeing big stores using it. We didn't charge anybody for it. And then we needed to raise a little bit of money to keep it going. And when we started to see that we could raise money easily and that we saw a clear path to make this thing grow. I just dropped Madison completely. We all jumped in and we were just basically off to the races. And within one year we had a couple thousand customers. We raised our seed round, a pre-seed seed in a series A within one year and it was just the craziest ride because we went from $0 in revenue to about 18 million in one year. Izzy Rosenzweig (13:03): It's so nuts. And I think what's amazing about that story, which I think a lot of entrepreneurs, very few realize how long it actually takes to get to that level of success. This is a 10-year overnight success. You started in the daily deal business 10 years ago, which taught you marketing, which went to colleges and then you were able to do marketing into an e-commerce store, which failed into the new e-commerce store, which then builds you the data for solving your own problem. I think that story is so underrated and probably the bigest lesson anyone can take away here is everything takes time. Nothing happens overnight and you guys willed it into reality. You grind it into reality. Maxx Blank (13:43): It's always a grind, that's for sure. I think one of the biggest lessons is that you may think that something is a failure, but it's really just a lesson to get- Izzy Rosenzweig (13:52): Door to the next thing. I mean, I have that again with my story. My Daily Deal website started, then it went to a e-commerce platform in iOS 14, nightmare story where you guys kind of blew up. Our business almost went bankrupt and then we put it into the supply chain, our core tool, literally same story from almost earlier to keep going. But back to Triple Whale. So you guys built this absolutely, I would say still one of the most important e-commerce data businesses and tools that every single e-commerce provider has to use because you're only as good as your data. Now, when you guys launched in the early part, it was growth at all costs in DC 2.1, either because Facebook marketing was so cheap. In the early days, it was less competitive to your point and everyone was making money. Then even during COVID time, there was a lot of free money, venture capital, banks, everyone's getting free money. (14:45): So a lot of buyers, a lot of sellers. But definitely over the last couple years, I think people have learned in DC 2.0, there's never been an easier time to launch a business, but also it's never been more important to be healthy and profitable. Have you seen a shift in how operators run their businesses or the metrics that they used to focus versus what they focus on now? Maxx Blank (15:06): Yeah, I have. You made a good point there. You said something very, I would say fundamental, right? It's everyone easier to launch a business. Everybody gets to launch an e-commerce business, right? All the more so now with all the AI stuff going on, that means there's just more people doing it and so therefore it's going to be more competitive. So it kind of levels the playing field. And so you have a lot of competitors. You have to really differentiate yourself. You have to really focus. And there isn't a lot of VC money in DTC. Maybe that'll change. I can see that changing with physical goods, physical things. Izzy Rosenzweig (15:40): Yeah. SaaS is tanking products businesses are now sexy. Maxx Blank (15:43): Right. And it's interesting because I think in the world of AI, physical experiences, physical goods, I think there's a premium on that experience. But yeah, if it's easier to do it, there's more competition and there's not a lot of money to be had from a starting standpoint. You need to get very specific on what metrics you're tracking towards. It's not necessarily growth at all costs. It's actually not. It's really like a profitable growth at all costs or a responsible growth at all costs because you may actually want to take less profit to push a little bit higher right now, but you have your eye on the actual metrics that you're able to have that command and control of the metrics of the revenue coming in and the expenses going out. So if it was just like a blanket, let me get ROAS at all costs. (16:28): It's more like, I want to know my NCRO as, my new customer ROAS. What am I doing with the customers I currently have? How am I thinking about LGB and bringing them back and giving them a great experience? All these things really, really matter. And so getting that granularity on the customer data, giving that granularity on your cost of goods and all the expenses of going into it and really understanding what knobs you can turn, you need it. Izzy Rosenzweig (16:52): On the podcast and at Portless, we have hundreds of different brands and we talk to them and we see to the point we said earlier, getting from zero to a million, a lot of brands are doing that. It's actually, again, to the point, it's quite easy. A lot of software out there. One to five million people start getting like, "Hey, my credit card's starting to get maxed as I'm scaling." So have you seen our brands that are starting that are the best of brands out there? Is it how many platforms they're marketing on? Is it the data they're looking at? It's no longer just GMV or just ROAS. And I think you said a metric I haven't heard before. Maxx Blank (17:26): NCROs is new Izzy Rosenzweig (17:27): Customer. Yeah, what is that? Maxx Blank (17:28): It's being the ROAS around new customers. So it's a new customer acquisition cost essentially and getting that really clean. Izzy Rosenzweig (17:36): So it's basically tightening your operation to make sure that you're healthy as close to first transaction as possible, understanding your cashflow, understanding your cost and Triple Whale allows you to connect all these data points from marketing to cost. And I guess is that one dashboard a merchant to live in? Maxx Blank (17:54): That is one dashboard and merchant could live in. Yes, for sure. Izzy Rosenzweig (17:57): How about attribution? So I think in the early days of 2021, 2022 where you guys were essentially the attribution company, is that a solve problem? Is it now more of a data company? How do you guys think of attribution or is attribution still super complex? I mean, again, iOS for Apple privacy update, Meta has since solved it, but is this still an attribution first solution or is it more of a data first solution when you think of a triple for merchants? Maxx Blank (18:25): Attribution is signal, right? Attribution is signal. Signal on the compass that you're navigating, the waters of acquisition, you need as much signal as possible. That signal is derived from data points. They're kind of one insane. Now there's a bit of a technological difference from just saying we are organizing data. We do have our pixel that does live on merchant websites that helps them understand customer journeys. So that helps you understand, oh, this is really a new customer coming from Meta or coming from Google. Still, you need that. That's the bread and butter of just acquisition in general. If we even back it up a second, right? We're understanding your new customer costs, understanding your LTV. You want to know where those guys coming from. You want to know, is this really a new customer? In order to do that, you need a good attribution solution and you need that data also stored and organized so that you could really start to go deep on different opportunities that's hidden inside your data. (19:25): And that's never been more relevant in the time of AI that it needs organized data and needs contextually sort of aware and alive data. And so we are very much a data company. We're really like a data infrastructure company in a sense for e-commerce companies. Now we started with a very simple aggregation of data. Then we moved into attribution, which was really data mixed ixel to help you understand. It's almost like the pixel and the attribution solution we have is really like a system of record of customer journeys. And now it sits in a data warehouse underneath all customer accounts and that could be queried and we have time series data saved on that and you can understand where people are coming from. And having this organized data allows merchants to unleash the power of sort of AI inside their businesses. Izzy Rosenzweig (20:13): So that's something I think people do not understand. In AI today, everyone knows the last three to six months of AI is a different version of AI. It's Agentic, but e-commerce I think has yet to see the spike here. Engineers, I don't know. I don't know how many engineers needed to get very good at Claude. There's cursor, there's unlimited solutions. But even what we see of our customers, they want to use Agentic AI, but it's only as good as your data, but they're not data engineers. AI solved the data engineers first was built for by engineers for engineers, but someone needs to help the e-commerce businesses allow Agentic AI to run efficiently, but you can't do that unless your data is not only collected, organized, structured, so agents could do their job. Is that what you guys are doing, building the foundation? Maxx Blank (20:59): That is what we're doing. Now, everyone knows this as attribution because that's where we came into it, but we have all this organized data. You can connect it essentially to anything in Triple Whale in the e-comm data stack from your customer service app to (21:16): Your reviews app. We have it all. We have social listening. There's so much in there and it's organized and it's ready for LLMs and we have our own version of a chat with your data type experience with Moby. And Moby is underneath the hood of Moby is your data, but also we partner with all the LLM providers so you can get the benefit of all of this added intelligence that's coming into the world and see how that performs under data from image generation for your products, your ads to your VO3 for your videos. So as the LMs get stronger and more intelligent, we have a way that our brands can now ride that wave with us. Izzy Rosenzweig (21:58): Yeah. LMs are commodities. To your point, you'll flip from one LM to other one. Whoever's better, who cares? Data is your oil. Data is your gold. Maxx Blank (22:07): We're making that transition right now. We've spent a tremendous amount of time and resources on creating an infrastructure for this to happen. Izzy Rosenzweig (22:17): It's crazy how, again, it's like this 10-year overnight success.You didn't mean to get into data infrastructure for Agentic AI, but Spelman had to do it and it just this natural evolution. But back to, I guess, practical. So again, I don't think most e-commerce entrepreneurs understand that Agentic AI will take over. And if you don't, you will go out of business because your competitors will use it. So Mobi is more, I guess in its early days was prompt based like, "Hey, help my data talk to me. " Where does it move into Agentic where it's actually doing things? Where do you see in the future a marketer, one marketer with Agentic Mobi running their business as one example from an Agentic perspective? Maxx Blank (22:57): The way that I look at it and the way that a lot of us look at it over here is kind of like three points on a timeline and it's not necessarily moving. They all exist at one time and at different types of sequencing. So if we go to all the way to the left of this line, you have typical dashboards and UI and what we're used to. You're looking at data and then you're going and making some type of action based off of that data. And that's the world we all know. I think we're all very clearly starting to see a world where you are looking at data, but then you're actually getting more insight and inference and intelligence and working with a Mobi or a Cloud or a ChatGPT. And it's sort of like this human in the loop type of, let me get some leverage. (23:42): And that's starting to get a bit more action oriented, make a change over there or could you publish that or can you create this create? We're seeing that right now. And I think if you go all the way to the right of this timeline, it is autonomous work being delivered for you. Izzy Rosenzweig (23:59): Like an open cll equivalent for your business. Maxx Blank (24:02): Yeah. So we have all three of those things right now. Izzy Rosenzweig (24:06): Really? The third version you guys have live. Maxx Blank (24:07): Yes. It's all happening right now. (24:10): Yeah. Not all of it is GA yet. Obviously all the way to the left, the dashboards is our bread and butter. The middle point is Moby and text, like text to SQL, tell me what to do. Prompt action. However, we have a huge release from Moby that's happening right now and it's rolling out where Moby now can push things to you. It can action things to you. It can turn campaigns off. They can create creatives. It's starting to be like a copilot. I think it's close to almost like what Claude did for engineering and cursor. We're going to have Moby do that same thing for Mark. And we also have a fully autonomous experience that once you're comfortable, you understand how Moby works, you can just let it take care of things. We have a number of clients. We probably have two dozen clients right now that are relatively big that are trying this out with our teams and we're running whole ad accounts for them right now. Izzy Rosenzweig (25:02): How autonomous do you think agents will get? I mean, I guess from an e-commerce perspective, we're seeing Stripe release credit cards for agents. So you could now have a, call it VP of operations or VP of marketing agent, which has 32 agents. One agent just looks at ROAS, one agent just looks at CAC. Everyone has their job, you don't want anyone to have bias. And then some agents, maybe you want to send a gift card to a customer. And I guess the question is, do you see a world where we're actually servicing the agents as its own commerce business? Maxx Blank (25:37): Oh yeah. No, for sure. Just think about all the things we use. You're going to give that same type of autonomy. I had a call with a very interesting group of early stage company. They were talking about KYC, know your customer with the financial stuff. KYA, know your agent and how do you facilitate that? Fraud or how do you deal with accidents and who's responsible?This whole- Izzy Rosenzweig (26:02): Insurance for agents. Yes. Maxx Blank (26:03): Yeah. Izzy Rosenzweig (26:04): That's crazy. I Maxx Blank (26:05): Started playing with an assistant app called Noah, Noah AI. I saw that Noah executive. I saw it on Twitter and I put my to- do list in it. I put my calendar in it and it's making invites and it's me following up with me on my to- dos. I'm like, I could totally see where you could give this thing your credit card and it can go buy things for you. That seems like it's probably in the next 12 months. Izzy Rosenzweig (26:30): So if there is eight billion consumers in the world, there might be 800 billion agents in the world that you could sell to in the future. It's almost a separate commerce move. But for now in today's world, not to go too ahead. Maxx Blank (26:41): Today's world's fast. Izzy Rosenzweig (26:43): Let's jump into, I guess the final question, predictions. I actually fundamentally believe what you guys are building are going to be the baseline infrastructure for e-commerce businesses to run a very different business in the future. It's only as good as your data. It's not only as good as you did, only good how you structure your data. Because in order for agents to be successful, they need structured data. They need really good direction. What does a e-commerce business look like in 2030? How many people are they? What do they look like? What does that business look like? Maxx Blank (27:11): The average e-commerce brand gets a lot further with a smaller team than it does today. If most stores kind of open and close very quickly, it's just difficult. But I think that stores, you get product markets fit quicker. A lot of times stores close because it's not necessarily for a product market fit thing. It's just like operationally like, how do I do this? What do I do? And I think that that path kind of gets cleared and you can go a lot further by yourself or with a smaller team. I don't necessarily believe that all of a sudden there are no teams and that you have a bunch of agents. I don't know if I believe that. There's always so much to do. There's always so much opportunity. There's only so much of you as a human being and keeping your mind at once. I do believe that the teams are super efficient and have the opportunity to really go down paths that they couldn't go before. (28:06): Instead of focusing so much of being in the ad account, they could focus on product experience. They could focus on other channels that didn't exist before. Izzy Rosenzweig (28:15): So if you're a builder, there's endless work to do. The question is you need humans to build these Mobies, Mobi of Marketing, Mobi of global expansion, Moby of whatever. So humans are going to run away, but you could be leaner and meaner. Maxx Blank (28:29): Leaner and meaner and smarter. I think the efficiency gains are going to be wild and I think it's going to unlock things we never thought could be unlocked before. There's always an AD test you could run, but you just can't because you're not a machine. I can see teams having agentic teams underneath them. I could see a lot of autonomous work. I could see a lot of those tasks changing and jobs evolving. And I think that you'll see a lot more businesses. I think you'll see access to building business ever easier. I just see this abundance mindset. I just see this abundance opportunity happening. Izzy Rosenzweig (29:05): It's deflationary, right? Because if you can run a big business with less cost, you could sell it for cheaper. And it's funny, and I talk about this often from a supply chain perspective, little more where the real world meets software, but that applies to robotics. And at some point, robotics be running factories and that means what does your cost of goods go down? When you buy a McDonald's burger for $5 and their cost is 375, half of it is labor. So that means your burgo is down to three bucks at some point in the future. Maxx Blank (29:34): I'd be sort of worried if we didn't find something like this AI because to your point, it is deflationary. It opens up new opportunities, new markets and new efficiencies that you never thought you could have. We're only talking about commerce and supply chain around that. There's going to be so many applications. Izzy Rosenzweig (29:49): It's ever been easier to start a business. It's never been more important to run a very healthy business. And if you just look around the corner, it is super clear for any business that wants to run a healthy business You're going to have to add a Gentic AI to your stack to compete. And to me, if you're an entrepreneur either starting or you're already at scale and you're busy, you cannot be crazy. You have to understand your Gentech AI only because your data and there's no better company than Triple Whale to be the foundation of your data to allow your agents to execute. So Maxx, awesome, awesome conversation. I think every entrepreneur that is starting or scaling needs to know about Triple Whale and needs to hear this podcast to hear what you guys are building. Where can people either follow you personally and then learn more about Triple Whale? Maxx Blank (30:35): Triplewhale.com for sure. No doubt. We have lots of events. We have a lot of exciting stuff we do. Izzy Rosenzweig (30:41): In-person stuff that AI can take. Exactly. Maxx Blank (30:42): And I think that's very important nowadays. Izzy Rosenzweig (30:45): There's Maxx Blank (30:45): Nothing like getting to you out. Izzy Rosenzweig (30:46): That's the only way to compete. That's how you make your difference. I Maxx Blank (30:49): Think so. Yeah. It's all about the relationships, real relationships. I'm active on LinkedIn and on X. Izzy Rosenzweig (30:54): Maxx, thank you so much for being on the podcast. Thank you for listening to The Modern Supply Chain. If you have questions about anything we talked about, you can find me on LinkedIn. And if you're interested in learning more about Portless, check out our website, portless.com. As always, hit that follow button so you don't miss an episode. See you next time.