I think it's also one of those issues with some of the pandemic companies of the bubble of communication, because they think that most people on Twitter or most people are posting online, they tend to maybe prefer online interactions and working from home. But a lot of the people prefer going out a lot, maybe aren't posting online. So what you get is this, you're getting good communication and driving information from a place where there's a bias because the selection bias of whoever's on that platform is more likely to be enjoying working from home or working online a lot more, whereas the people enjoy working in the field or working in other places in the rural world, they might not be posting as much. And I found this a lot on Medium as well, because that's the platform for me right now. Every time I have remote workers, a future, and everyone just assume that officers would never come back again. And I said, it's not quite the case. I can for myself, I choose to work out of an office because I want to have that separation between home and life, home and work. And this, I think, happened a bit and it infiltrated some of the investing side of things or people at the company to think, oh, this is going to keep happening like this. But there has been a shift, but it's not quite as dramatic as people might thought it was going to be. And has it been any hard lessons you've learned, both like, well, I guess, what's the hardest lesson as first a founder yourself, and then as an investor that you've learned?

Yeah, I mean, I think there's something quite interesting about how when people think about like work from home or something like that remote work, they don't necessarily think of it as being part of an ideological bubble. But you're all pretty much any sort of like belief system really is, you know, it falls into that. You know, if you're if you're in San Francisco, you're probably in an ideological bubble. If you're in Austin, you're probably just in a different ideological bubble. If you believe certain things, you're you're going to be gravitating towards other people who believe that for the most part, unless you make a conscious effort to avoid that, right? So I don't know, I think that the so that's the one thing is like, I'm trying my best. And I think it's a little bit easier when you when you have sort of this global community that you're a part of to kind of break out of that like local bubble. Though, you know, you could even argue that people who are part of sort of like the entrepreneurship ecosystem more broadly have their own bubble, right? So I think it's really important to just try and expand your awareness a little bit. In terms of in terms of personal sort of challenges or things like that, I think that there's, especially when there's like an external condition, you have to kind of decide what you're going to do to meet that decision, whether or not you're going to let it change your strategy, that sort of thing. For on deck, you know, the pandemic was was really significant for us. And it could have been significantly bad, right? It ended up being significantly good. But but ultimately, that was not clear at the time. It wasn't clear that the decision we were making was the right one. And it also wasn't clear that we even knew the right decision to make or what we should be doing. And what I mean by this is we had this we had this moment where everything was looking like it might shut down for a little bit. We had to decide whether or not we were going to postpone ODF three, which everybody had enrolled for people had paid people had quit their jobs to start companies. People had decided to, you know, take vacation time. And people were just really hyped on joining ODF and exploring starting companies. And we had to say, are we going to postpone it because it was supposed to be IRL? Or what are we going to do? And it was not clear that the pandemic would last as long as it ended up lasting, right? It was not clear that that actually shifting to an entirely digital format was the was the right thing at the time. And the reason we ended up making that transition was was largely because we felt like this was the best thing to do for our customers, our community. And the reason that it was the best thing to do was because they had timing is such an important part of the entrepreneurial journey, right? It's about a moment in time when this is the right time for you to explore starting a company. So if we said, sorry, we're going to postpone this for a month and a half. And of course, we would have found out that the IRL would have been postponed for much longer than a month and a half. We would have we were prevented so many people from making progress on exploring starting companies, right? And that would have been honestly tragic. So so we ended up doing the digital thing, right? We went digital. We did the zoom, right? But but ultimately we said, we're if we're going digital, we are not going to do what it looks like other people are going to do, which is treat digital as a bandaid. We are going to go digital as if we're never going back to in person. And I think that that was ultimately one of the toughest decisions to make. But once we said we're going digital and we need to make it as good as in person, or as if we're never going back to in person, that was really the the big change for us. Everybody else treated as the bandaid. We didn't. And ultimately, we had such an incredible experience. And so many amazing companies started during the pandemic. You know, at this point, meant the vast majority of the companies and the vast majority of the cohorts had been digital, right? So so for us, it was like, that was an extremely difficult decision to make. And you know, I think that a lot of people would have just hit pause. And people people criticized us, you know, they said, are you sure like digital really? Like, why don't you just hold out for, you know, a month or so? And I think it really comes down to knowing our customer, right? Because our customer timing really mattered for them. We're

running out of time now. So I just want to ask you, if people want to find out more about on deck, which they go to, where should they go to follow you? Because it's been a pleasure to have seen them. Sure. A lot of the people listening are going to want to find out more about on deck and how it could help them. Totally.

Yeah. And I really appreciate you having beyond it's been it's been a blast. And I've enjoyed listening to your your podcast. A lot of good, a lot of good people on here. And apparently me. So this has been great. Yeah. So so on deck, we have, we have three things that are worth calling out. We have the on deck founders fellowship, which, you know, we were now going to be in the 15th cohort. If you're listening to this, you know, 800 companies have started $1 billion raised. You can just go to beyond deck.com for that. We have our angel program, which is helping people essentially level up their angel investing. Maybe they've done a few investments. They really want to get better at it. Maybe they want to launch a fund. You know, they want to invest in on deck companies. So we have that also. And then we have on deck scale, which is for people who have who have raised, you know, money in the past, and they want to actually grow as CEOs. So that that's for people who are a little bit further along with their journey. And then for me personally, you know, my my Twitter is pretty simple. It's just my first name and my last name, Julian Weiser. And my website is Weiser.io. And yeah, it's been great to be here. So thank you for

having me.