Quinn Osha is the founder of Topmarq, an innovative online platform that allows car owners to get the best price for their used car. Quinn shares how his company applies the aggregator concept common in other industries to transform the private seller experience in the automotive industry. He also discusses the differences among the four types of innovation he sees in the business world.
Quinn Osha is the founder of Topmarq, an innovative online platform that allows car owners to get the best price for their used car. Quinn shares how his company applies the aggregator concept common in other industries to transform the private seller experience in the automotive industry. He also discusses the differences among the four types of innovation he sees in the business world.
More about our guest:
Quinn Osha is the founder of Topmarq, an innovative online platform that allows car owners to get the best price for their used car. A car fanatic since he was young, Quinn saw room for disruption in the trillion dollar automotive industry that would allow people to get better deals when selling cars. Despite starting with no co-founder and minimal funding, Quinn took Topmarq to revenue within 6 months and the company now covers dealerships with a combined volume of over 1 million vehicles per month.
------------------------------------------------------------
Episode Guide:
1:43 - What is Innovation
3:44 - Innovation: influencing business-building
5:21 - The automotive industry and Topmarq's search engine-esque feature
7:20 - Differentiating Topmarq from competitors
11:54 - Role as the aggregator
13:25 - Staying away from heavy research projects
15:04 - What isn't innovation
17:14 - Working on patents and eureka moments
18:09 - Engineering background standpoint
22:12 - Engineering and Sales: different perspectives
24:30 - TopMarq today
26:56 - What's next for TopMarq?
28:30 - Advice for innovators
--------------------------
Resources Mentioned:
Book Mentioned:
Services compared:
Previous episode mentioned:
--------------------------
OUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management.
/This transcript was automatically generated using AI; please forgive any inconsistencies. We are working to provide the correct and more concise copy of the transcript. For urgent need, please send us an email.
----------------------
Jared Simmons 00:05
Hello, and welcome to what is innovation. The podcast that explores the reality of a word that is in danger of losing its meaning all together. This podcast is produced by outlasts consulting, LLC, a boutique consultancy that helps companies use innovation principles to solve their toughest business problems. I'm your host, Jared Simmons. And I'm so excited to have Quinn OSHA.
Jared Simmons 00:29
Quinn OSHA is the founder of top mark, an innovative online platform that allows car owners to get the best price for their used car. A car fanatic since he was young, Quinn saw room for disruption in the trillion dollar automotive industry that would allow people to get better deals when selling cars, despite starting with no co founder and minimal funding quintic top mark to revenue within six months, and the company now covers dealerships with a combined volume of over 1 million vehicles per month. Quinn, welcome to the show. So good to have you.
Quinn Osha 00:58
Thanks so much excited to be here.
Jared Simmons 01:00
Yeah, I love technology. I love cars. I should say I like cars, because I know people who really love cars. I really like cars. And I'm really impressed and inspired by what you built. So I'm excited to dive in and get your thoughts. Thanks. Yeah, man.
Quinn Osha 01:17
I'm excited to talk about it. And I think the interesting thing about this business is that coming from a highly technical background, it's not necessarily as super innovative. On the product or technical side, it's much more of an innovation in an industry vertical. And so I think it's actually quite an interesting use case or business case to talk about on this podcast. So yeah, happy to chat about it.
Jared Simmons 01:40
Yeah, yeah. Fantastic. Well, let's dive right in. What is innovation?
Quinn Osha 01:45
Yeah, so I think a lot of people certainly have different impressions or understanding of what it is, I think if you polled the general public, they would tend to err on the side of like product innovation. So some kind of new technology is created, whether it's, you know, the iPhone, or the computer or something like sort of tangible and new. But ultimately, I think that what you actually see in reality is that that's the least common version of innovation. I view it in four verticals. So you've got product innovation, industry innovation, which is when you basically take something that works in one industry, and apply it to a new industry. And that's what I would consider a top mark, as we took this kayak search aggregation concept and applied it to a new industry, then the third vertical is a marketing innovation. I think, recently, you know, podcasts have become very popular. And that's, that's a relatively new innovation. You've got viral marketing, TikTok, stuff like that. Those are all kind of marketing innovations. And then the last one I view is business model innovation. So that's, you know, what you saw over the last 10 years, when we used to pay one time for something now we pay once a month for something. And that was truly quite an impressive and incredible innovation across almost all industries from this, like single payer system to a SAAS system. And I think that's kind of a things that people tend to not think about in terms of innovation, but they can be equally powerful in oftentimes, the last three are much easier to get to market and much more profitable.
Jared Simmons 03:21
Yeah, I can, I can imagine, I've really liked that you've got innovation kind of broken down into those buckets. And you sort of see yourself or top mark, as it's a as sort of playing in that industry definition of innovation, just from, you know, kind of tooling around the website a bit. I would imagine the business model aspect of things is somewhat different from what's typical in your industry as well. How does the your definition of innovation, especially around the industry, how has that informed kind of the way you think about building your business?
Quinn Osha 03:54
Yeah, it's actually it's, it's kind of interesting and almost opposite to what you would expect. You know, my background is electrical engineering. So you'll hardware, I got an undergrad and a master's. So you would expect me to come out and kind of try to innovate on you know, some hardware product? Yeah. And as much as I would love to do that, I love cars, I love autonomous technology, electric vehicles, all that stuff. The problem is that actually implementing that tends to require a whole bunch of money and a bunch of time. And those are pretty much the two things that you don't have when you're starting a business. Right? You know, right. So so you're just kind of shooting yourself in the foot. If you do that. And I don't want to be too negative on it. Like there are hardware companies that are, you know, successful if you can raise a lot of money early. But you could probably count on your two hands, the number of hardware startups that have been successful in the last, you know, five years, but it's impossible to count how many software startups have been successful. So, right, clearly, there's some kind of difference in how you apply those and certainly not all those software companies are coming up with some like totally innovative new software concept, right? They're applying one of the three other versions of innovation. And so while I like to do product and research and stuff, I really had to force myself to stick inside of, you know, the more approachable, bootstrap mobile versions. And so as I was looking at the the automotive industry, it tends to lag pretty heavily the rest of the basically world. Yeah, and so that's an advantage to me, right? Because now I can take other learnings from other industries and apply them to the automotive and it's, you know, innovative, right, in terms of what the people in that industry see, it's a totally new product, which is really cool and really powerful, right. And that's basically what we did is we saw that there are more and more car buying companies every day, but no real central location to really search, manage and figure out which one's going to give you the best offer. And nobody wants to go around town trying to find who's going to pay the most for their car. And so having that kind of search engine esque feature turned out to be, you know, quite valuable to people. Yeah. Fascinating. And then, you know, kind of all along the way, like, I guess, you know, we can get into this more detail. But I think eventually, a company starts by innovating in either the industry marketing or business model, typically. And then once they kind of figured that out, that's when they start really executing on the product innovation. And that's much more sort of, once you have the engineering team in place, you can start executing in iterating.
Jared Simmons 06:37
Is that something you see in your top marks future?
Quinn Osha 06:38
Yeah, absolutely. I mean, we're kind of already applying that I think the base technology to sort of scrape aggregate and present offers was actually more complicated than we imagined initially, there was actually quite a bit of product innovation that went into that there's there's a lot of software that we had to build and, and complexities that weren't obvious at the beginning. But it's cool now that we have that kind of fundamental product base, because we get to do that iterative innovation process of oh, okay, now we have a product that we know works, you know, where can we really make make this smart? How can we make this more effective, faster, easier to use, stuff like
Jared Simmons 07:18
that? Sure. Sure. I hear a lot in what you're describing about you looking at ways to solve the problem in sort of re application across the industry. I don't hear you talking much about your own competitors. And, you know, here's what we did to differentiate now those other things. It sounds like you were much more focused on problem to solve. And what's the most elegant and straightforward way to do that?
Quinn Osha 07:41
Yeah, I would, I would say, I have not spent a lot of time thinking about competitors. Yeah, certainly, we've thought about it within the scope of are they solving this problem we're trying to solve? Right? Yeah. And like you mentioned, like, if they're doing that, you know, how we are, they're going to do that differently? Or if it's worth doing something, but no, I'd say we, we probably don't do that as much, which is interesting, because, you know, most people would say, Oh, the automotive space is so crowded. Yeah, there's so many people in it. And, you know, it's it's just not worth it. But yeah, there's, there's so many examples of companies that have come into very crowded spaces and done very, very well by by basically innovating in one of those three verticals that I mentioned. Sure. The book blue oceans gives a great example of like the story of yellowtail, you know, an Australian wine brand that theoretically one of the most crowded spaces hard to differentiate, difficult to distribute. And they basically innovated on their marketing and their business model. And now they're one of the most successful wine brands in history. So I think looking at competition too much in a space can really be detrimental to innovating, you know, if you see an opportunity.
Jared Simmons 08:57
Yeah, I couldn't agree more. I think the whole benchmarking, you know, and disruption focus. I feel like that has gotten sort of overplayed lately in terms of people trying to disrupt an industry versus trying to solve a problem. And if you solve a unique problem, you will disrupt the industry, I think it's really great to hear you talk about for being so focused on the problem, and kind of allowing things to work themselves out. It's not a crowded market, when you're the only person that's identified that when you identify a unique problem, it's a market of one, you know, because you're the only person try and solve that.
Quinn Osha 09:31
Yeah, exactly. And I would just like to add that, like, time is always a very important factor in the ability to innovate. I think even in product innovation, like if people came out with, you know, quantum computers before there was like the network to facilitate them. Nobody would have heard of them because they would have died in infancy. Right. And so, you know, either there could be some philosophical argument of like, you know, if you invent something in the forest, but nobody sees it is that really innovation Hmm. And so time becomes a really massive component. And that's something we're definitely leveraging. Because, for better or worse, you know, the pandemic has pushed a lot of these car dealers online. And suddenly there's a lot of digitalization of vehicle sales. And so we can take advantage of that and aggregate it right. And, you know, we're doing something now that we couldn't have done five years ago is physically impossible. So it definitely can't ignore the importance of sort of the timing of your innovation as well.
Jared Simmons 10:29
Yeah, that's a great, that's a great ad. And I think that, you know, sort of being job focused, allows you to be able to react to opportunities as they come up, because it's not something you can control. But it's, it's something that when it presents itself, you're either ready to take advantage of it, or you aren't, right. I mean, there's the pandemic affected, everyone affected every industry, you know, every business on the planet. The question is, do you understand the problem that you're trying to solve well enough, to see how this new world this new way of working this new reality affects it. And that's what we're all trying to figure out. And, I think, to your point, timing is and these sort of complementary goods almost use that term, like, you know, the, the fact that the internet was, was born, you know, you couldn't have chat rooms, you couldn't have social media, you couldn't have all these other things that the internet hadn't come into, into existence. Sure, the Cold War, and a lot of the elements around, you know, the being prepared for potential attack from the Russians shape the internet, it's, you know, distributed because you don't want everything centralized in one place, in case of attack. So you're right, the world we live in, shapes our technology and our opportunities, and how we how we can take advantage of those things. So your role is an aggregator? Do you think that gives you a different view of the industry than, say, Carvanha, or General Motors or someone else? To talk to me about a bit about that?
Quinn Osha 12:02
Yeah, I think we just fundamentally view what we do differently, even though we're very close in the space. But you know, the, the more people I talked to in the industry, there's just kind of this sort of legacy view of just, you do it the normal way, right, you just do it the way where you're either a dealer or potentially a wholesaler, and you, you buy a vehicle directly from a consumer from some sort of direct ad campaign or whatever funnel that they have, and then you buy it, and then you resell it or whatnot. And we just sort of look at it from from the customer perspective, which is like, we don't care about any of that. What we care about is finding a dealer that is going to pay us the most and if not the most have the best overall deal when we buy another car, right? What what tax incentives and whatnot, or if they have a specific car that you want, right? We just come from it from the opposite perspective, ensure we're trying to, you know, help dealers, and we make the funnels more effective, and we provide a lot of value add to them as well. Yeah, that's not where we start, we start with the user experience. And I, from my experience, that's really not something people have done thus far. And I think it takes us a long way. Yeah. So that that's definitely been good.
Quinn Osha 13:25
I think we also apply, even though I mentioned where we kind of try to stay away from heavy research projects, that doesn't mean we don't use complicated tech, or, you know, your bleeding edge tech, right. Or you can apply brand new technology quite effectively. And quite quickly these days. Because all you need to do is go and find a you know, repository that's already doing it, or here, there's lots of ways to take advantage of the innovations of others in a legal and moral way.
Jared Simmons 13:53
I know exactly what you mean,
Quinn Osha 13:54
it's incredible. I mean, the amount of power that you have at your fingertips and in, it's really cool. So we're, we're kind of applying my background of, you know, a heavy research hardware tech company, sure, into this automotive space that, you know, to be totally honest, is not really spent a lot of time anything, like overly technical from what I've personally experienced, and I, you know, sure, I haven't seen beneath every everybody's skirts or whatnot in the industry, but even when they say, Oh, we're using like millions of data points to estimate this price. That's like saying you kind of open an Excel sheet with like, 5000 lines, you did some analysis, that's, you know, that's not that technical these days. There's a lot more that you can do with machine learning, you know, image processing for, you know, vehicle analysis and stuff that nobody's really doing. And I think we can apply quite quickly and add a lot of value.
Jared Simmons 14:51
Hmm, yeah, I can imagine that would be a space where those sorts of technologies you could really get out in front and leveraging those. I love your definition of innovation. And then the four areas product Industry Marketing business model. What in your mind? Isn't innovation?
Quinn Osha 15:07
Interesting question.
Jared Simmons 15:09
Yeah. Yeah,
Quinn Osha 15:10
I mean, I guess I'm more of a just a pro innovation thinker. And I would consider almost anything, where you make an effort to do something better than it was before an innovation, especially because of my view on product innovation. Yeah, is very much iterative. Working at, you know, again, a software company previously, where we used one of the products was this machine vision license plate recognition thing. But it was essentially an application of other machine learning algorithms that other people had done, and then bringing in new data and making it slightly better and slightly better. And then when the product itself was released, it was in a, like, incredibly innovative within the space. But the technology was so iterative over time, that to me being inside, it felt not as immediate right, it wasn't a big jump. It was that iterative jump. So in general, I would say like, as long as you're not just okay with doing the exact same thing over and over again. Yeah, you know, to some degree, you actually are innovating.
Jared Simmons 16:16
Yeah, progress, some sort of forward motion. That makes a lot of sense. One of the things I talked about in a previous episode, it comes up fairly frequently is, innovation is not invention. And I hear that a lot in what you're saying, now that you don't have to invent something new, you don't have to create something from scratch. For it to be innovative. You can take basic technologies or and reapply them across industries, or take what's already there and reframe the business model. And that is an innovative thing. And I think that is a super important message to sort of get out in front of folks. Because when someone goes to your website and sees what you've built, and the cool stuff that you know, it's able to do and the unique problem that it solves. It's probably easy for someone to think, oh, he must have had this mountaintop experience and this brilliant idea that he had got 15 patents for and all this stuff before he started doing this, but it doesn't sound like that was your journey.
Quinn Osha 17:13
No, definitely not. I mean, we are working on patents now. But um, yeah, you know, to keep me honest, in the future, you know, I wish maybe that was it, that there was this some eureka moment where I realized I was a genius, and everything's gonna work out. But you know, if anything was the opposite, you know, I felt like an idiot all the way along the way until, oh, suddenly, it worked. So no, it's it was definitely in the same way. Iterative for me. Mm hmm. You know, we just took it step by step and pushed where we were capable of going. In each time we kind of laid a brick, we're like, oh, well, we can lay this sort of next brick, and sort of build the house that way. And that's been honestly one of the the coolest things for me to see as a first time entrepreneur is just how far you can get if you just start, you know, doing something, right. Like you said, progress, sort of one of my favorite sayings is progress, not perfection, do something and see where you can go.
Jared Simmons 18:07
Now, that's so important. And I wonder, you're an electrical engineer. I'm a chemical engineer. Oh, cool. I never engineered a chemical Ah, but, but I have the degree. So I went right into research and development and did all kinds of things. But I do think there's something in that training, the engineering training, whether you're learning circuits, or flow processes, or whatever, just the methodical, process driven mindset of try this, and learn, and then try this other thing based on what you learned and learn from that. That really sticks out when I talk to an engineer who's an entrepreneur, it's, you know, you don't, for me, anyway, I'd never saw it as, okay, I got to build this perfect thing from the beginning. This is what makes sense right now. I'll try that. And it'll do the work or it won't. But either way, I'll know better, what should happen next?
Quinn Osha 18:59
Yeah. And I think that's a really powerful thing. And that's interesting that yeah, they you sort of see it there as well, because I was just talking to somebody else about how Yeah, I Caltech, their method of work was basically to give you problem sets that were what they viewed as too difficult for you to do on your own. And then they allowed people to work together and you know, teams and whatnot, even on the tests and stuff. Oh, wow. That's cool. And it's, you know, it makes it sound like it was easy, but it actually just allowed them to make harder questions, but it does, like you said, it gives you that ability to come up against something that looks impossible, and then just sort of break it down bit by bit. It's probably an engineering thing, because it's a sort of technical process. So I see that being consistent across most engineering degrees.
Jared Simmons 19:46
Yeah, yeah, I think I think so. It's just the fact that you're, you're almost by nature inventing every time you're building something new or revising a process. You're kind of creating a new outcome.
Quinn Osha 19:57
Yeah, and just like effect Super effective problem solving. I think one thing I'd like to mention, it's really easy to get sucked into the technology. And so something that I did pretty purposefully and I think was very powerful is I didn't stay and it sounds like you didn't either. I didn't stay in electro engineering, I did a year and a half there, then I did some project management for hardware software products, then I jumped across the vertical into enterprise sales, purposefully just to see different parts of the business. Yeah. And I think if you put yourself in these positions, where you see you know, different marketing channels, different marketing types, you see different business models, you see different industries, then you can say you can kind of see them and point to them and say, Oh, what if I put these three together? And that's where you can really become quite powerful at innovating, because you're just sort of like looking at a map of things you you've seen, and then reapplying them. Oh,
Jared Simmons 20:55
yeah, that's fair. Well said, I love people who have made those sort of random walks through careers, because it really it gives you that that perspective, you're describing it, it allows you to see things as problems to be solved, you know, and that's what you spend years in engineering, school learning is how to solve problems. But if you stay in engineering, you think all problems are engineering problems.
Quinn Osha 21:16
Exactly. Yeah.
Jared Simmons 21:18
Then when you get into sales, or you get into marketing, or you know, I spent time in market research and consulting and other management, consulting and other things.
Quinn Osha 21:26
Okay, so you've done sort of the same thing.
Jared Simmons 21:28
Yeah, yeah. Yes. I think we're kindred spirits, you and me. I think when you do that, what you do is you learn that chemicals, or circuits are just an another form of a problem. There's an analogue to that for sales or finance or accounting and it allows you to talk to people and connect with people in a problem solving way where you just kind of like, okay, well, I just need to learn the equivalent; what's your word for this? What's your concept for this? Hmm. And then we can and then we're off and running, you know? Yeah. But if, when you stay in your domain, it's hard to get that language, that kind of sort of ability to translate.
Quinn Osha 22:11
Yeah, it's, that's interesting. I definitely felt from engineering to project management. It was kind of the same org. So you could kind of the analogs were closer. Yep. But it was a really big shock, going to sales. In the engineering world, everybody had gripes about salespeople, they did this, they do that blah, blah, blah. And then you go to the sales or, and then suddenly, it's the exact opposite. Oh, the engineering or they're late. They're, you know, not building the right products, blah, blah, blah. It was just so interesting to like, pull the curtain and be like, oh, whoa, like, neither side is right. There are reasons for both sides doing what they are, and neither side understands them. Yeah. Which is, you know, I don't know, something to be learned, I guess, for the organization I was in, but definitely eye opening for me.
Jared Simmons 22:57
Yeah, it's not uncommon. You know, I always say innovation gets stymied by forwards, you know, in big organizations, it's they don't get it. And that's when you stop talking and communicating and collaborating. Okay, well, the other sales folks, they don't get it. The engineers, they don't get it. And you're right, everybody's looking at the same thing, just from different perspectives. And organization structures often reinforce those different views with incentives. Okay, well, the salespeople will be rewarded and incentivized this way, and the r&d people will be rewarded and incentivized this way, you know, so if I'm an r&d, I'm thinking about patents, if I'm in sales, I'm thinking about top line. And, you know, never the twain shall meet, so to speak. But yeah, I really love the fact that I didn't realize this, that Caltech is so collaborative. You so much collaboration, even in the test taking, because that's what the world is now and I'm sure you can attest to you know, even as an entrepreneur, it's really about collaborating and being able to connect with people.
Quinn Osha 23:57
Yeah, no, definitely. I mean, if you can't talk to people in a language they understand you're in a lot of trouble. Especially from my perspective, as a solo founder. I have to talk to the engineering team on a deeply technical level and I also have to be able to talk very surface level value prop you know, marketing channels to our sales, you know, side so being able to understand empathetically, you know how people feel in a certain situation is incredibly powerful.
Jared Simmons 24:29
Now, tell me more about TopMark, tell me about it today. It's really helpful to have heard about your background where you view things I'd love to know more about top mark as it is today.
Quinn Osha 24:40
It's a platform the long term vision is it's it's the first place you go when you decide you need to sell your car, whether you end up your selling through our portal or not. I wanted to be the first place you go to get a good price and to get a good idea of your options. The same way if you know I'm flying to New York, which I'm doing on Sunday, you know, the first thing I did, I went to Kayak to try to find different hotels in the area. That's really the goal. And I think most people can sort of understand that there's a lot of things that we can do down the line in terms of really quickly getting add value, because you do have to put in some information about your car, like the mileage,whether there are dents and stuff. The goal is, is to be able to do that just with a simple app and take some quick photos. We're not quite there yet, but it only takes about two minutes, you get cash offers, and it's a very simple process, and then we connect you with dealers that they want to buy it. I mean, there's some complications on the dealer back end. A lot of stuff there that kind of gets into the nitty gritty, but I don't know, you know, that the average person probably isn't overly interested in what happens to their car after they sell it. But it's quite complicated. But you know, it's, it's gone. And you get your cash, basically. So yeah,
Jared Simmons 26:02
yeah, that's the that's the job you're doing. Right. That's the problem you're solving, making it easy for people to sell the car. So that's really cool. You know, Kayak is a good example. I know, I use Google Flights a lot.
Quinn Osha 26:12
love Google Flights.
Jared Simmons 26:14
Those are both buy side, like I'm buying? I don't know of a lot. You know, you're on the sell side.
Quinn Osha 26:21
Yeah, we are on the sell side. Yeah. That's where we get into some of the intellectual property that they were discussing. And you know, because it is actually quite unusual.
Jared Simmons 26:31
I was trying to think of when I was going through the site, I was like, This feels really different. And I couldn't quite put my finger in. That's when it hit me like, oh, any other time. I'm using a site like this. I'm trying to buy something. Very, very novel. Very interesting. How do you think about what's next? I know, you've got a road map in your head. I can I can tell I'm sure it's on a whiteboard.
Quinn Osha 26:51
Definitely on a whiteboard.
Jared Simmons 26:52
You and I bonded over whiteboards. How do you think about what's next for top mark?
Quinn Osha 26:59
We're actually joining Oh, so I just we're not supposed to announce so so we're in a program. Yeah. For the next four months, which I'm really excited to do involves a lot of mentorship with some some previous co founder exits, you know, investment, stuff like that. But really, 2022 is just sort of pedal to the metal, we're going to start hiring almost immediately and just sort of really hoped to grow the team, grow the product, expand as quickly as possible, while you know evolving the product. The cool part for me is getting the business model in the the marketing channels far enough to a point where then we get to start playing with this product innovation and that's to me kind of really fun stuff, right? That's when you get to start mingling in the in the technology and in pushing the bounds and throwing stuff on the wall. And so I'm really excited for that aspect.
Jared Simmons 27:53
Yeah, it does kind of unlock that sort of time and mindshare to be able to do things like that.
Quinn Osha 27:58
I think like the technologist in me, you'll want to do that at the beginning. But that's where you run into all these businesses that build a product that nobody wants, or that builds really cool technology that nobody needs. You really have to, like turn that part of you off, until you get to a point where okay, now there's like this, this money funnel, and we're able to sustain it and now we get to do the fun stuff.
Jared Simmons 28:22
Vegetables before dessert.
Quinn Osha 28:24
There you go. Yeah, that's a good, good phrase. I'm gonna steal that if that's okay.
Jared Simmons 28:28
It's all yours. Before I let you go, I do want to ask you if there's any advice you have for innovators out there who you know, kind of looking at what you did and want some advice?
Quinn Osha 28:37
Sure. I think the first one is that it's really easy to look at where you get and not see the path. It was no eureka moment, there was no like, genius like night of coding that solved some magic problem. It is just been 18 months of grinding against the wall, in building bit by bit. So don't be afraid to start. If you think you can't do it, because as of 18 months ago, I was an enterprise sales. You know, I had never written a production line of code in my life. So you can get pretty far in a short amount of time. And again, I just really nail down the progress not perfection. Just start doing it if you want to do it, and then figure out things on the way.
Jared Simmons 29:23
fantastic advice. Quinn, OSHA, fellow entrepreneur, fellow engineer, fellow whiteboard lover, it's been great connecting with you and learning from you about innovation. Thank you for making the time to chat with us and sharing your advice.
Quinn Osha 29:38
Yeah, no worries. Thanks for having me. I always love talking about tech. And this has been really cool. So thanks for having me. All right.
Jared Simmons 29:44
Take care.
Jared Simmons 29:50
We'd love to hear your thoughts about this week's show. You can drop us a line on Twitter at Outlast LLC. O ut LESTL. LLC or follow us on LinkedIn where we're at less consulting until next time keep innovating whatever that means