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- [00:01]
Artie Sametti
We're building the future of intelligent operations and customer experience for the modern contact center.
- [00:09]
Brett
Welcome back to another episode of Builders. As always, this show is brought to you by Frontlines IO, Silicon Valley's leading B2B podcast production studio. If you're bringing technology to market and want to learn from your peers, we have a library of more than 1200 interviews with Venture backed founders and marketers. Where they talk, all things go to market. Of course, if you want to launch your own podcast, we offer podcasts as a service to more than 80 tech startups. The idea there is very simple. You show up and host and we do everything else. Now, with all that said, let's jump into today's episode. Today our guest is Artie Sametti, co founder and CEO of Scala. Artie, welcome to the show.
- [00:47]
Artie Sametti
Awesome, Brett, thank you for having me. Flattered to be on, of course.
- [00:51]
Brett
Looking forward to this conversation. So let's imagine that you're on a flight, Seattle to San Francisco. Someone next to you is very chatty,
- [00:56]
Artie Sametti
they like to talk.
- [00:57]
Brett
They ask you what do you do? How do you answer that question? What do you do?
- [01:00]
Artie Sametti
Well, we are Scala. We're building the future of intelligent operations and customer experience for the modern contact center. So that's just fancy talk for saying that we're technologists and operators by heart and we're really reinventing what the experience of operations and contact center and customer experience is for the modern business on how they service their end users.
- [01:23]
Brett
And what's the origin story? Why this problem?
- [01:25]
Artie Sametti
The origin story is very much Brett, comes from firsthand experience. Some of it is ptsd, scars, pain, you know, the whole full journey. But in my past life, the last decade I spent at a company called Accolade, which was a healthcare technology company that I started really in the early days to say it was in kind of product market, fit would be generous. It was had kind of handful of customers when we started and I came on board with the CEO and the chief product and technology officer at the time. We all kind of started at the same time and had a few hundred thousand, I think, lives that it supported. But really the crux of the mission and the idea was, is really delivering personalized healthcare in a really meaningful way that was very different at the time. So starting a new category called really advocacy and navigation services. So instead of like imagine calling the back of your medical insurance card, you would contact Accolade. And Accolade was comprised of health assistants, care advocates, back office specialists that would do a number of things that were tied to Member services. So they would like, help you with claims, benefits, related questions, they would help you find a provider. And then over time, Brett, we grew into something that was really meaningful in the market where we scaled the business from a few customers, a few hundred thousand lives, to thousands of customers and 20 million plus lives. And we did it with the highest MPS scores in the healthcare industry. We were a leader in driving clinical outcomes. And it was something that we're really proud of. But it was a heavy, let's just say, human driven business. And it had an element of what you would think as a contact center. But the contact center comprised of physicians, clinicians, highly certified individuals. These weren't like transactional kind of conversations. They were very longitudinal, very intense, very personal with the healthcare service delivery model. And it was something that was very rewarding. And I was responsible. I led all the AI and platform efforts. I sat within the product engineering team, reporting into our CEO Raj Singh, who's relevant to the story. And, you know, we did something really exceptional. But the interesting thing was, towards the end of my tenure is as we grew, whether it was organic or even inorganic via acquisitions that we made to expand our tam, so did our issues. You know, like they compounded. We're acquiring companies that tech stacks, different systems and siloed data sets and a lot of fragmentation. So it made it more and more difficult to drive personalized healthcare at scale in a quality way. And so it's a long winded way of me saying that there was a gap in the marketplace around how you can really stitch together, you know, this really complicated set of workflows, data, data sets, contexts and systems to really be more predictive, proactive and offensive with how you run and manage your business off of insights, recommendations and leading indicators versus lagging indicators. And for the longest time, Brett, I thought it was something that was like an accolade problem, like, oh, maybe we're just doing something wrong, like maybe this is us and, and these are just growing pains and we need to figure this out. It ended up becoming really apparent to me, as I would do speaking engagements and talking to folks or going to conferences, that this was a universal thing that all operators, no matter the size scale, whether you were Uber to Walmart to, you know, a smaller enterprise company that you struggled with this, that it was just like you were firefighting and playing defense and operations was just ended up being kind of like a cost center that was, you know, responsible for a lot. And it was just kind of hard to stitch together how to make it work in a really meaningful way. So we decided, myself and the CEO of Accolade and the chairman of Accolade, Raj Singh, who's an incredible mentor to me, we both decided to spin off and we started Scala. And so Raj is the co founder and executive chairman of Scala. He's a legendary entrepreneur builder that I pinch myself every day that he's involved as somebody that you know, I admire deeply and I'm the co founder and CEO. And so we wanted to fix the problem that we experienced in our past life, but doing in a really new AI native way that really kind of is essentially not only addressing the problems and pain points of today, but building for the future of where work needs to really shift into for operators.
- [05:53]
Brett
What was that conversation like with your wife when you said, all right, I'm going to leave health care technology, 20 million patients customers, and I'm going to move into contact tech centers.
- [06:02]
Artie Sametti
Great question. I never had any brand plans to be a founder or a CEO. That was never anything that was like on my, you know, like to do board or my like aspirations or vision board. Yeah, exactly. And so towards the end of Accolade, we did the, it was kind of funny, we did the whole private to public thing and then we did the public to private thing where we got acquired and it was just a natural time for me to pop my head up and see what I wanted to do next. And I'll be honest with you, like I had some really cool offers, Brett, for like C suite level roles for really cool high growth AI companies in the Bay Area. And I was obviously very happy with where I was at too. And so like the idea of like leaving a cushy high paying job with three young kids and I was talking to my wife and the first thing, I've known my wife since we were 14 years old and so she knew like immediately she's like, hey, like you have to do this. She was a huge supporter, encouraged it. And it was a family decision to where we even talked to our kids about it. And the one thing that like really nailed it in for me was both my wife and I speak to our kids a lot about like, hey, do things that make you uncomfortable, like really challenge yourself, you know, have a bias towards really action and just like putting yourself in positions to where you're learning and developing yourself. And so it was a little bit rich for me to like not practice what I preach. And so it was a really cool opportunity to just show my kids like I'm going to go do something really uncomfortable and I'M going to start a business from scratch and go try to build something that I'm really passionate about, have high conviction and you know, go attack this problem. And so it's been pretty amazing. And of course my wife was very pro. And so from there the journey began. And credit to Raj, he was the first one that said like, hey, it's great that we're even talking about this stuff, but none of this matters, like you got to go talk to the boss, which is your wife and around if you're ready for something like this. Because I do have three young kids and it's a little unusual for someone to be a 39, 40 year old founder with three young kids and starting a company from scratch. So but you know, we're here now and I couldn't be more excited.
- [08:03]
Brett
Has it been just as uncomfortable as you start as you thought it would be? Has it been more uncomfortable? What's the comfort level or uncomfortable level?
- [08:11]
Artie Sametti
I would say yeah, for sure. So before Accolade, I was a small business owner and so I've always kind of been in the like entrepreneurial thing. I just, I've felt kind of that pull to really understand businesses, see how I can add value. I've always been really a hands on operator and that's always been kind of probably out of an imposter insecurity perspective of like me not thinking I don't know how to add value. So I just need to learn everything and just soak things in and download. So I had remnants of like doing it earlier on in my career. And so walking into this I absolutely knew like, you know, even the Accolade story, we built it pretty early, like it was a startup basically when we started the journey and building it across the 10 year timeframe into what it ended up being from, you know, low, I would say probably Brett, it was doing 10 to 15 or maybe 20 million in AR when we got there to getting to half a billion, you know, in revenue and really going through the whole gamut of that journey of scaling that business. So I felt like I was well prepared and I walked in with just like knowing that it's going to be a grind and it absolutely has been. But I think what the cool thing is, as exciting and as terrifying as it is to take on something like this, it's so energizing, you know, like quote unquote work should like the right type of work and the right type of, you know, what you're pursuing. It should give you energy more than like suck it out of You. And so when you're building something from scratch with a team of individuals that are much smarter than you are, and we're taking on something, and then you're starting to see your kind of thesis get validated in the marketplace, and you're meeting with prospects, you're signing customers, and you're delivering value. It's the most gratifying, validating, you know, feeling. And so you just want to move faster and execute faster. And so it's very energizing. So I'm sorry if I'm ranting a lot, man. It's more just. I knew coming in it was going to be hard. It's been hard, but it's hard in a almost like fulfilling, pleasurable way, you know? And I think as a founder, you know this, and I would kind of flip the question to you is like, you have to be totally comfortable with pain and suffrage in some respect. And the cool thing is, like, it's been very satisfying because we're just seeing actual customers and partners of ours see value. And it's like, that's so cool. Like, that's why we started the whole company, was to just be able to fix a lot of the issues or opportunities that we saw in the market in our past lives.
- [10:35]
Brett
This show is brought to you by Frontlines Media podcast production studio that helps B2B founders launch, manage and grow their own podcast. Now, if you're a founder, you may be thinking, I don't have time to host a podcast. I've got a company to build. Well, that's exactly what we built our service to do. You show up and host, and we handle literally everything else. To set up a call to discuss launching your own podcast, visit Frontlines I.O. podcast. Now back to today's episode. Yeah, I always think about that, you know, quote that Elon Musk had that, you know, being an entrepreneur is like chewing on glass and staring into the abyss. And if you're the type of person who hears that and thinks, like, hell, yeah, then, like, you were meant for this. And like, some people, they hear that, they're like, oh, God, sounds horrible. When I heard that, I'm like, all right, baby, like, let's go. So I think you have to be, like, a little bit sick in the head to go down this journey and to be a founder. But that's what brings founders together and I think what they have in common,
- [11:21]
Artie Sametti
I totally agree for you, you're going
- [11:23]
Brett
through that massive scale up, which is, I'm sure, just an incredible ride. I'm sure it was Also a very painful ride. Were there any things that you took from that experience that you've plugged into your current company today to say, okay, as we start to scale this business, if we can get these things in place in the early days, it's going to make that scale up a lot easier?
- [11:40]
Artie Sametti
Yeah, a few things that point out or that just jump out to me is never stop disrupting yourself. Like you constantly have to just evolve, really like your competition is yourself is what I'm trying to say. And like that's a B. I don't care what stage of the journey you're in. Whether it's the early days to you being, you know, building out some scale and growth, the moment that stops is the moment the innovation stops and the moment that complacency starts to settle in and that starts to kind of seep itself into every part of your business, whether it's, you know, with your customers from a product development standpoint, you know, from a go to market perspective. So that's really critical. And I think we experience that at accolade in a lot of different ways. You know, whether it was earlier on being incredibly bold and cutting edge and then in moments to where we're getting scale and we're, you know, and so it. There was areas to where I know we would have played it out differently as we were scaling and growing and having that kind of through line of just like constantly disrupting yourself. The other thing is, I think one thing that's like really important too is, is it's important you're obviously working with rock stars and people that you trust and have chemistry with. But it's also nice to have like insiders and outsiders being able to just test assumptions and have people that are totally working off of call it first principles where they're just like, I didn't even understand what you just said. That's so in the weeds of the domain expertise of this thing. And that's a nice refreshing kind of perspective because you don't want to just carry baggage and carry things into kind of how you're operating. So sometimes the experience can be honestly like it can slow you down or you can leverage it. You just have to be really thoughtful around that. But in this day and age, Brad, like the thing that's been really most interesting to me is just the speed of building and product development velocity. And it could be a good or bad thing again, like you could just be really fast and messy and just have like slop everywhere and you're just like not focused or you can have incredible rigor around speed, execution and focus and you can just point it towards the thing that is exactly what you're trying to solve for and hit a fucking home run and just constantly iterate, learn and build an incredibly, you know, differentiated platform and product that you start to see that is building out, you know, in real time in a way that's really meaningful and adding value. So it's been something to our speed, execution, focus and then constantly disrupting yourself. And in this day and age, like the landscape is changing so quickly and rapidly so you just have to be able to pivot, evolve, fail, fast, learn. And we have a huge advantage as a startup to where that is your kind of competitive edge to where you could do those types of things, where it's harder probably for others to do that as they're larger and it's a bigger shift or bigger pivot for them.
- [14:36]
Brett
When you think through some of the iterations that you've made so far, the learnings that you've had, what have been some of the big ones, I mean
- [14:43]
Artie Sametti
we're learning a ton every day. Whether it's how we think about pricing, whether it's how we package ourselves, whether it's honestly our go to market strategy around, you know, we're a startup, so it's not like we have all this unlimited dollars and resources tied to like brand awareness and engagement in the marketplace. So you have to be really specific and really targeted around outbound opportunities and outbound marketing versus, you know, building out a foundation for lead gen and inbound from a product development and sales and marketing perspective. Being able to bring on this philosophy in today's day and age of like, but like if already used to equal 1 already needs to equal 5. You know, if Brett used to equal 1, Brett needs to equal, you know, 3, 4, 5x. And that's a really important concept. Not just to like for headlines of like, oh, you have, you know, revenue per employee or you just have a smaller footprint. The more important things is it forces you to think differently of how to run your business, how to make decisions, faster decisions and really think about obviously leveraging everything that's out there that allows you to grow, scale and add value, speak to value faster. And so like we're not building a software company of the past, we want to build the company of the future. And that starts with our architecture to sales and marketing. To like AI isn't just like for technology, AI is truly how are you, how are you thinking about your business differently and how is it Ubiquitous across really everything, your product, services, go to market, everything. And then how are you leveraging it in a way that's really thoughtful and done with really the end goal in mind of providing value to your customers.
- [16:21]
Brett
A lot of people that I bring on, they're a bit later in the journey and they talk a lot about right now they need to reimagine their go to market. You know, with AI and in this AI era you're in a nice position I think where you get to just imagine it's AI native from day one, you're going to be built or they go to market, be built around AI. What does the go to market look like today? I know it's still early in the journey, but maybe paint a picture for us of where it stands today.
- [16:43]
Artie Sametti
We've been really, really lucky to have incredible world class investors and backers of Madrone on Fuse who co led our seed round and we had kind of an operating plan around like all right, we're going to hire this many people and do this and blah blah, blah. And here's kind of our assumptions and this is the stages of when we're going to bring them on. We had, you know, all these things that was just our experience. We built a business in our past lives. And myself and Greg Smith, Greg Smith is our go to market head of Go to market and Growth and Nick Boone, who's our head of marketing. We've made a decision pretty early and said, you know what, like we're not bringing anybody on, we're not doing anything. It doesn't matter if we're ahead of milestones or ahead of targets like the feedback we're getting firsthand and in prospect calls and conversations we're having in the market. We don't want to have anybody in between us to get those learnings that's so valuable to us at this stage of the game. And I think it's going to be true for a while for us. So we're being really thoughtful of just like not bringing people on that are going to be a filter of that message, of the feedback that we need. The other thing is like marketing tool automation and just being really savvy around how do you use ad agencies, how do you, you know, kind of have full force multipliers around Even just like AI avatars and market outreach that you're doing, obviously like AI SDRs, AI, you know, like sales outreach efforts, how are you utilizing credits and tokens in a way that's thoughtful around your ICP and your targeted kind of Clients and customer base, again, not like old school. I'm going to hire some people, give them some type of comp commission plan and make calls and do it that way. And so we've been looking at it with the budget, with the goals that we have, what are unique ways that we do this? And the big pieces is like, we're big fans of experimentation, so we'll run a bunch of different plays and then we'll see which one works and then we'll just double down there. And the ones that don't work, we move on and we, you know, so like. But again, it's doing it in a way that's really designed around kind of like shattering the way we used to do it, which is actually in a lot of ways fun and refreshing. But it's very much driven off of this AI first philosophy of how do we leverage these things as a superpower for us to extend us and, you know, build kind of a new framework and blueprint of what sales and marketing and go to market looks like, and even distribution channels and partnerships.
- [19:02]
Brett
Have you found an AI SDR that works?
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Artie Sametti
Believe it or not, actually, earlier today, I'm looking at a whiteboard over here, knock on wood. We've been very fortunate to close deals and we've seen traction in the market. And there's some really cool things that we're really excited about. And we were counting which of the ones, like where they get generated from. And some of them in these early days are friends and family to network to. You know, obviously you're making sure that you're tapping into where you have warm intros and opportunities that you can leverage. But interesting enough, we're seeing an uptick on the inbound side that's associated to, like, AI avatar work that we're doing. And I'm stealing a little bit of Greg's philosophy with this surround sound kind of approach where you're hitting them on socials, you're hitting them with paid advertisers, you're hitting them, you know, in multiple ways. And then you're even kind of creating more personalized targeted outreach to essentially kind of meet them and show them versions of how they can kind of have Scala front center and front of mind. And so some of that stuff actually has been working for us. And the reality is, Brett, is like the investment in these things. If you get 1, 2, 3 deals, obviously the ROI is there, that pays for itself. But it's fun. You get to kind of test things out, see what's working, what's not. Working where you need to change the methodology and the approach. But they've been working for us so far and we're making tweaks obviously, and we're working with some incredible partners that are, you know, demand and ad agencies that kind of fine tune to what we're looking for in our positioning. This show is brought to you by the global talent company, a marketing leader's best friend. In these times of budget cuts and efficient growth, we help marketing leaders find, hire, vet and manage amazing marketing talent for 50 to 70% less than their US and European counterparts. To book a free consultation, visit globaltalent.co.
- [20:56]
Brett
my experience with them, and I've tested quite a bit is that, you know, for sure, like very high ROI if they work. But the other thing that's hard to measure is like the brand damage of sending really stupid emails out on your behalf. And that's always been my fear. And like the inbound pitches that I get or just like spam that I get, like, it is garbage. You know, it's like I would kill someone if they were sending that these types of messages that I get where it's like you're taking my bio and like just, you know, spitting out AI slop that pretends to be personalized that no one falls for. It's like, that's what worries me with those AI SDRs is like the slop.
- [21:29]
Artie Sametti
I totally agree. It's the guardrails of like what should it do and not do and where do you want to leverage them? But I'm with you, like AI efficacy and understanding, like when and how to leverage it, whether it's within your product development and your product suite and your platform to literally from a go to market perspective, where can it be a superpower and extend and be a force multiplier for Greg and Nick that I mentioned, yeah, it's an art and you got to test some stuff out and pull stuff back. We tend to go with the approach that like we don't go all in, like we test it out and so that it's to your point, it doesn't do what you said where you're just kind of messy everywhere and it's just a little, it's not an extension of the brand that you want out there.
- [22:10]
Brett
To your point, you said guardrails and that makes sense, right? If you hired a human sdr, like you would give them guardrails. If you didn't give them guardrails instead of like go out like they're going to send some stupid emails, like, it just makes sense. So AI is going to do the same thing?
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Artie Sametti
Yes, 100%.
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Brett
What do the AI avatars look like? Can you explain that a bit more or walk us through the strategy there?
- [22:28]
Artie Sametti
Yeah, you know, it's. We even kind of, we debate this all the time. It's like there's the very human like ones where it's like ah, it gets a little tricky and then. But you don't want them to be like cartoony obviously and like animated. But they've actually been like quite like even through whether it's Instagram or socials, they've been effective, you know. You know we're looking at, we have a obviously like a, let's just call it like a catalog or inventory of different types of AI avatars that are doing snippets and videos that are really kind of walking through our value prop, breaking down the kind of our recommendations engine, our insights, kind of a snippet of our platform and our UI and just really kind of, I would say initial hook to really put out there. That's an extension of who we are and we're not just blasting it out. Like we're very intentional of where, which avatar, who is it engaging, why, where are they? And then how do we kind of surround sound across, you know, different methods to make sure that we can, you know, capture eyeballs engagement. And these are by the way, they're not random, like they're very much targeted opportunities. And this is a, you know, at the end of the day it's a B2B enterprise, you know, platform software that we're selling. And so we're looking at intent signals of buying patterns, who's in the market, what are they looking for, what's the right kind of avatar or you know, kind of AI, call it methodology, engagement methodology to put in front of them. So there's that kind of wide range. But we've had success with the ones that are essentially human. Like that has a script, you know, and it's video based and there's different versions. But for the most part we spend a lot of time to make sure that we're authoring these and we're working with agencies that they're on kind of brand versus just like total random and they're out there and you know, and they're kind of not an extension of what or who we want.
- [24:19]
Brett
I had someone on it, slightly different space, but they're like in Voice AI. They'd been in Voice AI for like 10 years and he was telling me, which I was just fascinated by that there's like this huge debate in the community, like do you try to drive those things? Like he was doing like a drive thru software and he was saying like the debate basically in the industry was do you try to make them more human so people think that they're dealing with a human or do you make it like robotic on purpose so that they know that they're dealing with a robot? I think that's probably something similar with the avatars, right? Where you have to decide like which way do you kind of lean into? Like do you want to, I don't want to say, deceive people? Like do you want them that first pass to basically think it's real human or do you want them to like know it's an avatar?
- [24:56]
Artie Sametti
No, we talk about this all the time, but on the voice side, you know, call it like outbound outreach. Like that's conversational AI, believe it or not. We actually like making the calls and like our, like, like the humans, like you know, Greg. And like these are sometimes at the point to where they're like well someone wants a demo, they're interested, like we'll, we're going to make that call.
- [25:16]
Brett
That's important.
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Artie Sametti
It's a human to human connection, you know, and we want to have a real conversation and we want to talk through and understand their pain points and why they're looking at us, what they're interested in and how we can actually help them and provide value. On the like call it just paid socials and advertising. Yeah, like that's a great opportunity to test out and experiment things. You're right. Like it gets tricky. Like how much of this are you trying to, you don't want to like the goal isn't to try to trick anyone, you know, but I think everybody knows in this day and age that especially when it comes to like advertising that you know, there's some creative kind of grace here with some of these things. I will say from a product standpoint, the product and platform that we give and deliver to customers, we make it really clear that this is an agent, a virtual agent or an experience that you're having with, that's not with a human. Especially in the heavily regulated industries we're in. Like, you know, it's not replacing judgment and decision making that's tied to health care, financial services, banking, travel. It's more of a, an assistant, a virtual agent that is, you know, leveling up the experience and giving the end user more optionality self service, you know. And so in that case like we absolutely make it very clear here's when you're talking to a clinician versus when you're talking to, you know, call it an AI Care agent.
- [26:36]
Brett
Makes sense. Now I'm seeing that we're up on time. The final question for you. Let's talk about big picture vision so we can go out however far you want. Three years, five years, 10 years. What's the big picture vision for everything that you and the team are building?
- [26:47]
Artie Sametti
Yeah, I think, you know, the first step of this is one we believe in this shift from kind of software as a service to what we're really trying to champion is intelligence as a service. And really the crux of it being around intelligence. And, you know, in this day and age, Brett, like, you know, this AI agents and frontier models, like they're commodities. Like, anyone can tap into these frontier models and anyone, they have access to them and anyone could create an agent at this point. And again, I'm not saying anything around efficacy or quality. I'm just saying you can do that.
- [27:20]
Brett
Right.
- [27:20]
Artie Sametti
Like it's a commodity. We believe the moat and the strategic moat is the underlying data. And organizations and businesses, they have very specific, interesting data that they're sitting on top of that they need a better leverage and they have a unique supply chain and value chain that's specific to their business for whatever product or services that they're delivering to their end users, to provide value shifting and putting kind of, you know, like our. We're in this journey of how do we become this central intelligence engine operating system for operations that can stitch together that data set, their proprietary workflows, a deeper understanding of their knowledge base and really bring that together in a meaningful way for high output to really uplevel the experience and drive better decision making and just a better service delivery. Blueprint of the future. And we're in the process of building out this colored insights layer and platform that we have today. I think over time the big kind of like moonshot and the vision is, you know, we all know this, like the workforce is going to be hybrid. It already is. That's going to be agents and humans working alongside each other. I think, you know, humans are going to take on more of a supervisor role and have a bunch of agents that are going to be deployed internally, externally, that have full context and are constantly subagents within the business that are able to really rethink how we run businesses for the future. And what we want to build is we want to go from this insights layer and this platform today of what we are, which is Very unique and differentiated and solving problems of today to really building out what is an autonomous operations agentic platform of the future. And that's done in a way that we are moving operations into the future while solving their business problems, but doing it in a new way. Like AI is the new ui and a lot of the systems that operators are using today are outdated. They weren't built for really the demands or the experience of what their consumers or their end users, whether it's patients, members, whoever expect. And so we're really excited about being on the really kind of the cutting edge and the bold side of building that product and that platform for tomorrow. And that's something that just like honestly keeps us really motivated. And we have a lot of passion around where how can we make really operators and business leaders, they're the unsung heroes of the businessman. Like it's always been known as a cost center and contact centers and operations. But you know, how do we make a value creation center? How do we kind of get your people leveling them up to work on top of the value chain, you know, level four, level five versus level one types of interactions, how do we automate thoughtfully and how do we, you know, drive greater value to your organization and getting rid of some of the repeatable, mundane types of things that may not be where humans need to be working anymore. And so we feel really excited about that and there's obviously a step to get, there's steps to get there, but we think we're on our way and we are incredibly grateful to the early customers that we have and the growing customers that are coming to just constantly refine that and build something truly unique and special.
- [30:30]
Brett
Amazing. Love the vision. Really love this conversation. For those who want to follow along with this journey, where should we send them? Where should they go?
- [30:36]
Artie Sametti
Yeah, check us out@scala AI. That's our website. Follow us on LinkedIn Scholar AI is our LinkedIn page and I'm sure we have some socials and YouTube and Instagram and all that kind of stuff. I'm being serious, like ping me, hit me up on LinkedIn. Our team is always interested to engage and if there's anything that resonates tied to what we're doing, please reach out to us.
- [30:56]
Brett
Amazing. Love it.
- [30:57]
Artie Sametti
Great to meet you, Brett. Thanks so much.
- [31:02]
Brett
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