Episode 103

Stan Liberatore, founder of No Limit Technology, discusses his journey from a corporate background in software development and recruitment to entrepreneurship. He shares the early struggles of No Limit, including financial instability and the importance of relationships. We also learn about the rise of Save the Kids, a nonprofit he co-founded, which has raised significant funds for pediatric cancer research and is now establishing a new lab at USF. Liberatore explains the importance of community involvement and his hope for the potential for Tampa Bay's tech scene to grow further.

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Joe Hamilton 

Joining me on SPX is the founder of No Limit Technologies, Save the Kids and a bunch of other cool stuff, which we’re going to get into today. Stan Liberatore, welcome, sir.

Stan Liberatore 

Thanks Joe for having me.

Joe Hamilton 

So what I like about what you do, you got a great business, you’ve been successful. We’re going to dig into that. And there’s lots of different ways to grow your business, and you’ve done things that grow your business by also growing community, which I think is super cool, and you bring a ton of energy to to the region, and when you do it, which I think is much needed.

Stan Liberatore 

thank you, sir. Yeah, so that means a lot coming from you.

Joe Hamilton 

So let’s, let’s go back. You know, we’ll get a No Limit, which is a tech staffing firm. Yeah, you know, pretty straightforward business, but you’ve done great with it. What were you doing before No Limit?

Stan Liberatore 

So I’ve had my stint in software development and recruitment. I started my career off as a researcher for a much bigger staffing firm than than me, and kind of just moved my way up as a recruiter, account manager, account exec, and then I got more into managing projects. Later on, I, you know, acquired PMP, CSM, CSPO, built a handful of like products for myself and and others, as you know, as a project manager, also did some banking, you know, worked in healthcare, you know, selling EMR implementations. So, yeah, I mean, I kind of have, you know, a very niche background, but it was all, you know, driven by, you know, pre sales. You know, it’s all been pre sales and project management. So

Joe Hamilton 

it sounds like a lot of that stuff was all employee and all your current stuff is entrepreneurial. Obviously, running projects, building products, is entrepreneurial, even inside the corporate environment. So how’d you walk that line? You know, was it sort of a progression where you just assumed you’d be employee and all of a sudden the entrepreneur burst forth? Or were you always kind of entrepreneurial

Stan Liberatore 

I kind of knew early on that I’ll never forget this one time I sold a really big project, and it was for a healthcare system, and I saw a check come in, you know, it was a receivable, and it was for like, ten million and I was like, Man, I am on the wrong side of this table. And I knew that probably about, I’d say, 10 or 12 years ago. And, I mean, I opened up No Limit tech, you know, probably, you know, I mean, just seven, seven years ago, so it took me some time to get to a comfortable place, to actually go out and, and you first, always need that first client, right? You can’t really do anything unless you, you know, have the relationship and, and really, that’s been my business, Joe, it’s just relationships. You know, I’m in the relationship business. You know, building an ecosystem has just been very natural. I think it kind of blossomed because it just transcends capitalism, you know, because we’re actually trying to do something, you know, for, you know, mankind.

Joe Hamilton 

It’s where capitalism meets, meaning. Yeah, makes sense. So those early days of No Limit, then you saved up a little with, with the set with, you know, with the paycheck, you grabbed one. It was

Stan Liberatore 

Very little, and I actually had my third child with my wife, and it was probably the most unopportune time to start a business. But, you know, I wasn’t trying to go to work for anybody. Again, it was actually right after, kind of me being a process consultant, salesperson for a company called Blue Line at the time, which got acquired by Three Bridge and Turnberry. And actually was I. Kind of kicking myself a little bit, because if I would have stayed, I probably could have been one of those legacy guys, but I always wanted to be the guy. I just kind of knew it, yeah, a long, long time ago. You know, being in a corporate machine or part of the matrix is just, I always just wanted to, you know, be turning the gears versus being the gears.

Joe Hamilton 

That makes sense, yeah, yeah. I mean, most great entrepreneur entrepreneurs say they’re unhireable, right?

Stan Liberatore 

I think I’m jaded. I’ll never go back again. I’ll, I’ll go broke before I go back again.

Joe Hamilton 

Moving the other direction from that, yeah, yeah. So obviously, you know, small businesses are hard. Cash flow is hard. Getting clients is hard. You’re responsible for everything. So when you think back, you know, the first year or two of No Limit, how much of a struggle was it? Was it pretty decently smooth? Or, how do you remember?

Stan Liberatore 

Oh, man, it was so tough. I’m not gonna lie. You know, I only had one client, and it was about fulfillment for that one client. So I was doing everything. I was on one man show, and but I did deliver. I think I went broke for two to three months, you know, before I got any receivables. And I remember, I’ll never forget it was like, I mean, if I could just cross $100,000 in revenue, you know, you know, then I’ll make it, you know. So each milestone over the years has been just that. It’s been a very rewarding trip. Because, you know, if I always look, I mean, obviously, as an option, I don’t think you’re ever like fully satisfied, because you always want more revenue, but at the end of the day, like during, you know, a flat, you know, moment, or, you know, even times like now, where it’s just kind of stable and there’s just a lot of volatility with the market And the rates and all that. It’s fun to look back and see where I was, and I can kind of just chuckle, you know, and that that just doing, being able to do that just rest, it puts, kind of my, my nerves at ease.

Joe Hamilton 

Yeah, looking backwards, you always feel like in the moment you’re right on the cusp, but looking backwards, your cusp now is a way bigger cusp than it was back then. And, yeah, it gives you some perspective on it.

Stan Liberatore 

But, I mean, I don’t think it’s for everybody you know, because I know it’s it’s really tough, like with hustle culture and the younger generation, not like everybody wants to be an entrepreneur, right? And, I mean, that’s what we want to hire, you know, at No Limit Tech is, is someone of that mindset and that can basically run on their own. Like I give them, like, you know, some guidance, I give them a manual or a playbook, and then I’m saying, Here, here’s your matrix. Here’s the input that I need in order to get the output right. Don’t worry about the output. That’s what the team’s for, right? But at the end of the day, like not everybody can do it, you know? And that’s the toughest challenge is, is the way our model is, is now it’s very heavy, focused on your output. And you know the deals that you can actually be a part of and attached to, and you get paid on, on on your delivery. You know, whether you’re in sales or you’re in recruitment, everybody in the company is attached to revenue, you know, whether they’re a consultant or a contractor, you know, or or salesperson or recruitment, yeah. So we all win, yeah.

Joe Hamilton 

And it protects the business as well, because then you have variable labor, you you know, everybody gets paid when the money comes in, yeah. And take some of the stress off.

Stan Liberatore 

But it’s tough, man, because this, you know, I mean, I’m not going to lie. I’ve gone through, you know, a handful of people over the last seven years, and it’s not for everybody you know.

Joe Hamilton 

For people who aren’t familiar. You know, the recruiting businesses. Essentially, you’re going out to businesses trying to get them to employ you, to find people for them. And on the flip side of that, you’re actually looking for the people to fill the role. Fill the roles, and then you typically get some percent, 20% or so of the first year salary as a fee. And so it really is, truly, it’s a, you know, almost a two sided marketplace where you have to, you have to have connection to the talent. You have to have the place to plug the talent in and have those relationships. And if you can bring those two together, you know, then it’s a nice, you know, it can be a nice, a nice revenue, but, you know, like you said, and there’s also, you know, the marketplace, the hiring place, can go up and down with the economy, and it can change drastically,

Stan Liberatore 

Yeah, and it’s really, really weird, right now, you know? So, I mean, I’ve been doing this, you know, for, you know, 18 to 20. Many years now, and it’s just I’ve never seen the environment the way it is now. You know, with everything that’s going on with the economy, and then you know the you know the civil you know, issues that we’re dealing with in the US, and then the wars that we’re dealing with outside the US and the election, and then the real estate’s weird, you know, the rates are weird. You know, it’s like, you know, it’s just, and then, you know, that’s kind of creating a lot of riffs all the way from, you know, big banks to big tech and and now there’s a lot of rumblings about pushing the workforce at that kind of level back on prem, you know, less hybrid, more back on prem, on premises, you know. And it’s really creating some issues for, you know, guys like myself, you know, because the talent marketplace is just not, you know, they think they’re still driving the market, and they’re not, you know. And what’s going to be scary is that, I’ll never forget, I was talking to kind of, you know, someone that’s pretty high up there, you know, that that rubs elbows with other billionaires and, you know, and they were talking about, I mean, this could have just been gossip, I don’t know, but they were talking about cooling the market, you know, the talent market. And the problem is, is it got so out of hand, like everything else, almost like real estate, honestly, I think we’re kind of like in a talent bubble. I mean, yeah. And now there’s been right, but this book, but that’s that, but that’s crazy. Now that I say it out loud, I’m kind of got goosebumps right now just saying it out loud, because I’ve never said it out loud before. I’ve thought it and I’ve been trying to figure out what it was, but that’s what it is. It’s a talent bubble, you know. And I feel like, you know, with all the Big Four and the big banks, I mean, they’ve gone through, I don’t know, in big tech, you know, too. I mean, they’ve gone through countless layoffs and riffs, and it’s, and it’s creating kind of a snowball effect, you know. So it’s interesting, but I also see a little bit more opening up for startup and SMB, you know, because they’re not really, you know. They just want the talent, you know. So it’s just very interesting.

Joe Hamilton 

So when, when you know, if people move back on site and less hybrid, does that help you? Because you’re regionally focused, and it starts to make you compete less with national recruiters, you know, because you, you know, you do have more of a leg up here locally, and if they need to be here locally, is that ultimately a good thing?

Stan Liberatore 

I think now we do, because we acquired some of those contracts, yeah, so, you know, so, I mean, I think we’re in a really, really good place. I mean, we kind of also work really well with integrators and resellers, like, really, really, well, ideally, you want to, you know, prime, you know, client, but at the end of the day, you know, you also want to be, you know, helpful to whatever connections you have, you know, and however you can make a deal work, would be ideal, right? Sure, sure. But I mean, as a business owner, I want the, I’d like the end client to be my client, right? So, and it’s funny, because I was rapping with Brian Murphy the other day at the overlay quest, yeah. And you know, it was like he was in my brain, I told him, because at the end of the day, like, in order to truly scale, you need, you need to have the prime as your, you know, as the contract, yeah, you know. But you know, for the time being, I know a lot of even big, even big, bigger firms than me. You know, they have both, and they scale both, and there’s two different silos for each, you know, there’s a there’s a place for each. So however, we gotta make it work. We’re gonna make it work.

Joe Hamilton 

As you’ve grown the business. I was gonna ask you about your, you know, you mentioned coming out with the one. How did you get your second client?

Stan Liberatore 

Just selling, you know, networking events. You know, as a recruiter and I probably placed 1000s of people over the years. It’s really easy to remember a recruiter when they hook you up with a gig, right? So I, I made it a point to, you know, make sure that I’m LinkedIn with everybody that I got their contact information that I stay in touch. I mean, that’s kind of half the battle is also making sure that you got the right tools in place so that way you can, you know, stay relevant. And I always got educated too. Like, like I said, I have some some letters behind my name. And, you know, I’m always, you know, taking executive coaching classes. I did Fidelis leadership. I did Dale Carnegie. Like, you know, I really invest a lot into myself and to not only developing my presentation, but also mixing and shaking the right hands, you know, to make sure that we can grow. So that’s a big part of it

Joe Hamilton 

One thing I mentioned at the top of our, of our recording is you, you’ve grown, you know, you’ve done biz dev, things to help you grow that also help the community and some really cool things. So I want to, I want to cover a couple of those.

Stan Liberatore 

Hiring right team, right? So, I mean, I don’t want to forget that it’s not all about me, sure, at the end of the day, I can only be as good as my team then. So, I mean, at some point it was, you know, to get to where we’re at today, I couldn’t just be a Swiss Army Knife full time, right? I had to start divvying out more responsibilities.

Joe Hamilton 

So when you when you think of your team, and you say, the right team, what are the adjectives that you would use that describe, right?

Stan Liberatore 

Grit, perseverance, trustworthiness. I mean, those are our core values, because it takes, you know, somewhat, a lot of trust to rely. I mean, we all rely on each other at the end of the day, and you’re you’re only good also as your connection. You know whether that’s a connection with your client or with the with the candidate. So we have an offshore presence, and that’s just to augment our staffing capabilities onshore. And I’ve been through 1000s of offshore folks, and I finally, you know, found the right partnerships there. So, you know, that was also kind of a big challenge, you know, and there’s also, like, a lot of fake skill sets out there. So having the right people, not just, you know, showing them methodology on you know, what to go through in order to properly vet out your your resourcing, but also kind of looking for cues on when someone might be trying to, you know, kind of oversell themselves and their skills. And that’s, that’s an art in itself, and teaching that is just something that you learn over experience. The industry really jades you, to be honest.

Joe Hamilton 

That was my next questions, because it is a very Jade worthy industry on a couple fronts, right? I mean, working with outsourcers, you know, I’ve done my share of it, and it can be really frustrating. There’s just some built in, you know, obscurity to, you know, seeing what they’re doing and understanding what they’re doing. You know, it’s, it’s very competitive, sales driven. How do you keep the, how do you keep people from, you know, sinking into the jaded swamp.

Stan Liberatore 

I mean, I think we’re still trying to figure that one out, to be honest. Joe, um, after seven years, I finally feel like I got the right core legacy team with no limit. And, you know, I think more will be revealed once we get, you know, into q1 q2 I fortunately, I think at that even this stage made all the right moves as far as hiring and firing, and I was kind of talking about this last week during another interview, and just kind of understanding who someone is and what they’re about. I mean, I think a lot of people can always say the right things to you until you actually start working with them. You don’t really know. So just knowing when to hire and fire has also been crucial. Cool, I don’t know if I answered your question, yeah.

Joe Hamilton 

I mean, sure, it’s you answered it by saying, yeah, it’s you’re just still figuring it out. I mean, at the end of the day, there is probably is no magic bullet for it, yeah, but you know, you don’t, you don’t have that energy about you. You know, you’ve been, you’ve been grinding since day one, and you know, you still come in with a general lightness, and, you know, an up for it-ness.

Stan Liberatore 

And for the competition. You’re right. I mean, it is fierce. I mean, it’s 25 some odd 1000 firms out there, you know, I think also, to answer your question, we do one thing well, which is it cybersecurity, cloud and DevOps like that’s a big focus for us is, you know, cybersecurity staff log, but we kind of also done a lot of project based stuff where we kind of present a full team and package, like a full team as a package, you know, for like PCI and governance and risk and compliance and SOC and all that stuff so but again, that’s a lot of sub work. So you know that at some point we’re going. To grow past that. Just got to figure it out as we go

Joe Hamilton 

Cool. I want to hit it on a couple of the you know, the projects that you’ve done as sort of augmenters to your business that have ended up being cool things in and of themselves, Disrupt the Bay. Tell us. Tell us how that started Disruptive the Bay an annual health tech conference. I got involved with hims way early on in my career. HIMS – Healthcare Information Management System society, they supply all the continuous education credits for all healthcare professionals globally, and I was the program’s chair for the southeast region, for North and Central Florida, and they needed a conference in Tampa. And, you know, I was trying to figure out what that looked like. And I just started, you know, I did kind of like a little pilot before I actually did the actual conference for them, which was the Softworks Security Summit. And there was only, like, 100 people there, and bunch of techies had some, you know, keynotes. I think Monica CARDONE was like, one of our keynotes. Who’s the chargebacks 911, CEO, and, you know, a handful of others. It wasn’t a health tech focused conference at that time, but we made, like, a few $1,000 and I wasn’t in the events business. And I was like, Well, what am I going to do with this? And my, one of my, you know, advisors, who is also a business partner with me, through no limit, was, you know, like, well, we should found, you know, something you know, for the community and fun, like a mission. And we picked pediatric cancer because he lost, you know, his baby brother to atrt, you know, which is a baby brain cancer. And then, you know, a few years back, my, you know, one of my best friends also lost his baby girl to a TRT. So it was, it was a no brainer on, you know, what we were gonna, you know, give all this money back to. But I think it worked. It’s worked out really well because of that. And it’s helped create kind of like, like a spirit of rotation within the board, and knowing that, you know, all the money is given back to organizations that are doing real research for pediatric cancer, I think that’s kind of helped the board just being its own, like self cleaning oven, you know, so, and That’s what we’re really and what I mean by that is, is it’s really hard even for me to say that I was, I, you know, when I met Kyle Matthews, and he kind of helped me. Kyle Matthews was the founder of BMB, which is now beat childhood cancer, and they’re multi million dollar, not for profit, funding research. They just funded dfmo, which is known as iwoulfen, their labs up in Penn State, they have a full time dedicated physician, oncologist, pediatrician, and you know, that’s been where a lot of our money has been going over the last, you know, handful of years. And then more of our money has also been going to atrt research. And those are two different things, right? But earlier on, what Kyle planted this, I mean, he planted a seed, and it was, you know, that you need an or you needed to love Tampa if you want your business to grow, and if you want Tampa and St Pete to love you, you gotta, you gotta give back, you know, and, and he was right, you know. And I had a couple other mentors validate that. So it was kind of a no brainer to create, you know, Save the Kids. Out of that little bit of profit you made, and deciding what to do with it, you started a 501, c3 called Save the kids, disrupt the bay. Ultimately end up rolling under that as a DBA, right? And now you’re actually doing things as save the kids, and you have a couple things coming up for that. So tell us. Tell us what’s coming up.

Stan Liberatore 

Yeah. So we got our our Roaring 20s, Gatsby gala coming up on November 8. You know, you can find more information on Savethekids.info in the top of the actual site page. And then we also have our golf tournament, our Save the Kids annual Golf Classic. It’s our fourth one, so we’re pretty excited about it, and that’s going to be at West Chase. You can find the information on the same site, but that’s on october 28 So, yeah, come out, Joe. You know, like come out and support. Man, yeah, I’ll comp two tickets. All right.

Joe Hamilton 

Cool, yeah. Are you worried? You know, it’s funny, Save the Kids. Now, is taking on such a life of its own, you know, is there? Is there? How much of your time, you know, how do you splitting time between the two? Because, you know, you’ve got two big, two big babies now.

Stan Liberatore 

I mean, I think they just kind of work hand in hand at this point. Like. I’m really comfortable with my team and where we’re at, and we finally got to a place where I got the model, you know, kind of nailed down. And like I said, My business has always evolved because of Save the Kids early on, I knew, selfishly, I needed, you know, another reason to reach out, you know, to people that had decision making abilities. And it was through, you know, a community endeavor like save the kids and disrupt the bay. And that also helped me kind of connect with, you know, a lot of health tech execs in the southeast. So they’ve always kind of just helped each other, but honestly, like between you and I, I find a lot more joy out of the work that I do is save the kids, because I’m actually like, giving back and and it’s also really tough watching kids die. You know, I’ve seen some kids die because of pediatric cancer, and it’s just kind of not fair. I mean, I got a few kids of my own, so God forbid, you know, there’s not a solution if one of them gets diagnosed with something, you know, I think every kid just deserves, deserves a shot,

Joe Hamilton 

A lot of the work that we do, we walk the line with public and private, and we have a foundation, but we also have a group, and they’re, you know, we we kind of unabashedly say they’re two sides of the same coin, that same mission, you know, even the ones for profit and one’s a nonprofit. And, you know, we’ve, we’ve been, you know, it’s, to me, it’s an interesting line, because there’s a lot of times there’s a maybe stigma is too harsh of a word, but you know, to sort of say, you know, one is helping the other, right? So you found a way that you can actually do good work, but it gets you in front of the people who could also become your, you know, become clients for you. So, you know, as far as you putting that out there into the community and seeing that one helps the other. Has there ever been any stress around that, or have you just been able to walk that line and

Stan Liberatore 

I’m always stressed? Yeah, yeah, man, I’m always stressed. Yeah. I mean, but I mean, that’s, I’m already wound tight, so it’s not that I’m not used to.

Joe Hamilton 

As far as feedback goes, you know, you know, there’s, not been really the fact that one helps the other. If people just been mainly able to accept that you’re doing great work with Save the kids, it may also help the business.

Stan Liberatore 

Well, I mean, that’s kind of how the board is designed, too. Yeah. I mean, at the end of the day, like, I think a lot of the business owners and the execs, you know, get a lot of out the same way. Yeah, and I think that’s by design at the same time, though, I I think it’s, it’s a balancing act, because, you know, obviously we need to stay focused on our mission, which is funding as much. Because, I mean, there’s no one that works for Save the kids, like there’s no employee, yeah, they’re all, you know, the board is completely comprised of business owners and execs and, you know, people that work in the healthcare system startups. I mean, there’s, you know, so, so I think also, when appointed, like, I kind of, we kind of collectively have that discussion. Because, you know, if you get someone in there that’s just, you know, looking to get versus give, right, right out of the organization in our mission, then, you know, it kind of does, doesn’t look good, yeah, you know. So we, you have to be careful with that. Yeah, so there is a balancing act there. But I mean, all of our, you know, all of our financials are discussed, or any board meetings, you know what I mean? And I look at, I mean, yeah, I’m the chairman, but I’m not. I just try to help move the needle. And honestly, I’m, it’s just a glorified outreach chair, because I’m fun, you know, I’m asking for sponsorships. I’m asking for, you know, extending invitations to the gala and the golf and, you know, it’s I also rely on everyone else to kind of have a part.

Joe Hamilton 

I think it’s an interesting model to explore, because so many companies spend so many millions of dollars on marketing, and you’re accomplishing marketing while also accomplishing good. And you just wonder if, if that was a bigger part of of people’s, you know, more accepted and more normal way of getting your name out there that has this great byproduct of, you know, helping, helping with cancer research, or, you know, equivalence, that it might not be a bad path forward for a lot of businesses to dig into a little more. Yeah.

Stan Liberatore 

Well, I mean, sometimes I do, you know, pay a little bit more out of my own budget too than I expect. But in the grand scheme of things, like when the the party’s over in the golf tournament. It’s over when disrupt the bay is over. You know, being able to hand over a fat check to, you know, our benefactors, our beneficiaries, is is very rewarding, especially because they’re actually, I mean, just five months ago, DF dfmo was approved. And, I mean, that’s public knowledge. You can go and find that anywhere, and that is because of the consortium I’m a part of. It’s great, yeah. It’s a great feeling, yeah.

Joe Hamilton 

One of the other challenges you have with what save the kids is what to give the money to. Obviously, you have a theme with childhood cancer, so how do you specifically decide who you’re going to give the money to, and who are you giving the money to.

Stan Liberatore 

I mean, it came down to two organizations, because we know they were directly impacting research, research or families that were affected, and that’s BCC and Hope. And BCC has been all about neuroblastoma, whereas Hope’s been more about atrt. And what’s really exciting is that we’re spinning up a new lab right here in our hometown, at USF, and we’ll have our own dedicated physician oncologist, a researcher specifically looking at targeting treatments, immunotherapy and genomics, so that way they can kind of refine a new treatment plan for babies that are affected by by that brain cancer.

Joe Hamilton 

And that’s 100% driven by save the kids.

Stan Liberatore 

It’s not 100% driven. We’re going to be a huge part of it. Yeah, right.

Joe Hamilton 

That’s great, yeah. So that’s, that’s, that’s real, tangible work, yes.

Stan Liberatore 

So you’ll be seeing kind of some more, you know, press on that in the upcoming weeks. But we’re extremely excited about that, because all the research that we had been funding in the past has been, you know, in a different area in Penn State. So it’s just exciting to have something, you know, at this scale, you know, globally, right here in our backyard.

Joe Hamilton 

Let’s finish up by talking about Tampa Bay a little bit. You’ve been, you know, figuring on the pulse with our tech scene. We’ve had a couple large exits, you know, a couple unicorns, you know, we’ve got these people like Cathie Wood moving to town, saying, This is an innovation town, yeah?

Stan Liberatore 

The Carousel of Progress.

Joe Hamilton 

Carousel of Progress.

Stan Liberatore 

That’s what she says, yeah.

Joe Hamilton 

So how are you feeling about the state of of Tampa Bay, as far as its place in the in the National Innovation conversation?

Stan Liberatore 

I think we need to, you know, keep moving the needle. Yeah, we have some bigger players in town. I think over the years, investors have been just very risk averse, and that’s, you know, not, I don’t think that’s a real investor. Again, you know, I’ve only done stuff seed here and there, so I haven’t been, you know, a big time investor. So I don’t, you know, I don’t want to judge, but at the same time, I do know the startups, and they’re, you know, a lot of them are extremely bright, and they hustle, and sometimes they just don’t get out in front of the market fast enough. And I think investors really need to start looking at, aside from looking at the product and looking at the technology, but they need to look at the founder and the CEO. Because, you know, even if you got someone that just is, you know, like me just, like, too dumb to know that they’re beat up, they’re, you know, they just keep getting up, you know, like, that’s, you know, you need to, you need to maybe think about investing into that, even if you just get a piece of the TAM, because at the end of the day, if you get a piece, that’s still worth something sure, you know, but yeah, I mean, I’m all for the Carousel of Progress. I mean, our our headquarters is right here downtown St Pete office Central, Ave and, you know, I would like to see more. I mean, I was looking at property, commercial units myself, you know, to invest in. So I’m, I’m a big advocate of, you know, getting more deal flow in. I mean, that’s why I disrupt the bays around so we can syndicate, you know, outside investments to startups in our Tampa tank. You know, that’s part of the program is to vet out really solid Health Tech, you know, companies to pitch to VCs and to, you know, the healthcare system and our panel of experts in the healthcare system. So I’m all, I’m all for that, and I’m very much looking forward to disrupt the bay 2025, as. Soon as we get through these two events, you know, again, because it’s a huge undertaking to put on just one event, let alone two, especially when your whole board’s volunteers. I mean, I think at some point we do need that full time person, you know, kind of like, you know, Tampa Bay tech or some of the other groups that are here that have not for profits, but you know, we’re just, we’re just not there yet, you know. So hopefully next year, that’ll, that’ll happen, cool.

Joe Hamilton 

I’ve enjoyed the conversation. I said it’s been fun to fun to watch your your journey you’ve been, you know, you deserve everything you’ve gotten. And  And I think the best is yet to come. So we’ll continue to support you and keep on bringing the energy.

Stan Liberatore 

I will man. Thank you. I appreciate it.