What Makes an Entrepreneur (2/11) – Street Smarts

Posted on Dec 16, 2009 | 143 comments


street dealerThis is part of my new series on what makes an entrepreneur successful.  I originally posted it on VentureHacks, one of my favorite websites for entrepreneurs. If you haven’t spent time over there you should.

I started the series talking about what I consider the most important attribute: Tenacity.

2. Street Smarts - OK, so you’re a tenacious person – you never give up.  Well obviously that’s meaningless if your startup idea sucks.  I don’t think it takes book smart people to build great companies – sometimes it’s a hindrance.  But you do have to be a smart person and I personally prefer street smarts.  I’m looking for the person that just “gets it.”  They know instinctually how customers buy and how to excite them.  They have a sixth sense for the competitors’ weaknesses.  They spot opportunities that aren’t being met and the design products to meet these needs.

Because they’re street smart, most great entrepreneurs tend to prefer getting out and talking with real customers rather than sitting in a cubicle all day doing beautiful PowerPoint slides.  And when they walk in my office and present you can tell that they know what they’re talking about.  You can practically hear the “voice of the customer” when they’re presenting their concept.

I often tell people that I’m looking for people that weren’t born with a silver spoon in their mouths.  I like people who aren’t worried about social consequences of doing something they’re not supposed to. That’s why I personally believe many immigrants or children of immigrants fare well in business.  It never occurs to them to play by the same rules as everybody else; in fact, I’m not sure if they even know what the “rules” are.  It leads many of these people to be more street smart than those defined by convention.

If I were writing about the most important attributes of a VC (hmmm) one of the things that would make my list is “ability to spot patterns.”  I see the same things over-and-over again and being able to spot things and compartmentalize them is important – it helps with short-handing analysis and learning.  Thinking out loud – I’m sure that’s important for entrepreneurs as well.

So I had written this whole series the week of Thanksgiving, but virtually every day I wake up and see examples.  Two quick stories from just yesterday.

On social conventions: Two years ago I was in New York and I called the little brother of one of my wife’s best friends from Wharton.  He was at a startup that was in a super hot sector.  I saw him again yesterday for the first time in 2 years.  He told me that when the markets soured they were no longer hot.  They realized that they were selling a bunch of cool products but none that had enough economic value.  They had wasted a lot of money because they had raised a lot of money and therefore hired a large staff.  A new and experiened CEO was brought in and cleared house.  The CEO helped identify the one key product that had huge value as confirmed via customer feedback and he built the organization around this.

He asked each sales / biz dev person to call customers and tell them they had to change their contracts.  He said, “call the customers, tell them the news and let them scream at your for 5 minutes.  Hold the phone far away from your ears.  When they’re done being mad at you and when you haven’t yelled back then they’ll say, ‘OK, so what are we going to do about this?”

I loved that story because it’s so true.  Only a real entrepreneurial leader would have taken this chance and encouraged his team to make these calls.  For anyone involved I’m sure the first call was mortifying.  The second one was embarrassing.  But by the fifth or sixth it was kind of fun.  Sort of a game. You had done something you knew society told you that you weren’t supposed to do but you knew you had to anyways.  And the world didn’t fall apart.  As I always tell people, “being an entrepreneur is a gritty business.”

I was once involved with a company (not mine and not one I invested in personally) that had a great product but had blown through tons of cash and was being run by somebody who is off-the-charts smart and charming but was not (is not) an entrepreneur.  How I got involved goes in the “no good deed goes unpunished category.”  The CEO was born with a silver spoon in her mouth.  Went to the right schools / worked at the right strategic consultancies.

We were heading into this most recent recession but it wasn’t fully known yet.  I just knew that our sales sucked wind and we were burning through tons of cash.  I advocated LOUDLY at the board that we needed to cut our burn rate.  We were SMOKING cash.  The CEO told me that we couldn’t cut people in customer support (where we had 7 people for just a dozen customers and sales were sub $1 million) because we had made contractual commitments to clients that required all these people.  We couldn’t cut product development (we had 23 people!) because we had made product commitments to a large customer who was about to agree to a nationwide rollout.  We couldn’t cut marketing because they were instrumental to the sale.  “OK, then let’s renegotiate with our customer!”  I was told that this was impossible or at least imprudent.

When I was at BuildOnline (my first company) and things went “pear shaped” we called all of our customers and said, “I know that we signed contracts with you.  The reality is that the market has changed and I need to change to the new realities.  We committed to product features.  I can’t ship those as promised.  I’m sorry.  Do you like our product & service?  Yes?  Ok, thank you.  Listen, I know that if you like what we do then you’ll want a healthy supplier / partner.  I need to be able to earn a profit and with the contracts we’ve signed I cannot.  I either need to cut product development staff (and therefore can’t ship products as promised) or I need to be able to charge you slightly more for our service or for features you want to see so that I can make ends meet.  Help me understand which you prefer.”  I lost zero customers.  In fact, we built tighter relationships.  I had no choice and as they say, “necessity is the mother of all invention.”

The problem for the company smoking cash was that it was beneath the CEO to make these calls or to make the difficult cuts.  We missed our sales targets that year by 66% and the next year by 45% and never really cut costs very much.  The company incinerated cash.  And I asked to leave the board.  Or I was asked.  OK, it was very consensual.  When your board is eating in the company dining room with silver spoons you certainly don’t want awkward old me at the party asking the tough questions.

On Street Smarts / Working with customers: I had coffee with another startup founder yesterday.  Really nice guy and clearly smart.  He was at a 3-person startup where he was a co-founder but not the CEO.  The CEO was the “ideas guy.”  My coffee date told me about the product they were building.  I told him that it sounded like an interesting feature but not something customers would pay for or adopt.  I walked through my logic, “well, if a customer installs your tool on his website he’s going to have to hire an entire staff to manage the project.  If the tool doesn’t grow his revenue then how is he going to cover the additional costs – especially in this market?”

I went through more examples.  I told him that he needed to go visit these customers and understand what problems they had today attracting and retaining customers at their websites.  He needed to brainstorm solutions with them to solve their problems.  He needed to ask whether they would be willing to pay if he could deliver features that would help him grow revenue or cut costs.  He confided in me that his team had built the product because it sounded like a good idea but had never validated it with customers.  My street smarts told me it was not going to fly with customers.

I told him not to be despondent.  The thing is – 80%+ of startups build products in a vacuum without really ever testing the business value with customers or listening to their needs.  Sure, they talked to one or two guys – but didn’t do it methodically.  If you don’t understand how your product adds value to your customer base it is unlikely that it will unless you come from that industry and already know the products from your own experience.

Why do people do this when it’s kind of obvious?  Because it’s far easier to get a bunch of smart guys to show up in a living room every night and do screen mockups, to riff off of other products you see in the market and to build, then show your friends your tools than it is to network like hell meeting potential customers that you think will be bothered by your calling them.  What I explained is that the middle managers at large companies often want to feel like they’re involved with startups and are more approachable than you think.  You just have to get out of your comfort zone.

Do you have similar experiences when you built your companies?

Next up in the series: Ability to Pivot.

  • http://www.dantiernan.com/blog/ dantinpa

    Great stories. I had a similar experience to yours at Buildonline. Our purchasing software solution was supporting about 15 companies and it became clear that we were going to burn through our big pile of cash VERY quickly when the market went south. We had a huge backlog of “promised” features for a lot of customers that I had the pleasure to call. This is what they heard ” All that stuff we were going to include in the next release at no cost can't be done unless you want to pay for it. I'm going to let these developers go unless you tell me you want to pay for it. I am sorry, but otherwise, we will be bankrupt in 6 months”. Interestingly, the only one that really screamed at me was the lead consultant at one of our clients that had originally recommended us. We did not lose a single client, kept 90% of our development staff and generated $5 million in customer funded development that they found the budget to pay for. The customer funded development kept the company alive and the product and jobs live on – through 2 acquistions. It was an amazing experience of negotiating from a position of weakness that has made a lot of other client calls seem a lot easier.

  • Shane

    In my opinion, the reason that you don't connect with the customers early on is out of garden variety fear. Validating your concept requires you to stick your neck out for people to tell you that your baby is ugly. This is a huge step and not many people want to do that, even early on. Personally, I cherish all of my ideas, and I think that every one of them can be billion dollar businesses in my own universe. However, like you said, putting your ego aside by going out to customers early on avoids you wasting time on a crappy idea and freeing up time for the next great one.

  • http://twitter.com/rebounces C Fletcher

    Mark -
    “if you're idea sucks…” thanks for keeping it real (a la Dave Chappelle)!!
    We've been getting feedback from day one… encorporating, reworking… getting kicked around again… but have been getting paid for 90%+ of the feedback — the challenge there was to get the rest of the team (three total) to agree that we should charge for our product, even if it didn't work as well as expectations (who wants to pay for a product – recharged tennis balls – that doesn't exist in the market?? And the ~10% we didn't get paid were only for strategic reasons or inroads into future sales.

    Best part is… the feedback we're getting now on the product is vital to steps “C through M” of plan, but don't have to tell or show anyone anything other than Plan A.

    If you play tennis let me know and I'll give you or friends demo balls at a quarter apiece… we'd love to add your feedback to the 150+ experiences we've had thus far.

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  • http://twitter.com/helioalves helioalves

    Hi Mark,

    Thank you very much for these amazing post, they sure help a lot and make us realize what needs to be done in order to better succeed.

    What about if you have a good idea (I want to believe it is a great one :P) for a niche that has not a lot of money? I'm talking about Non Profit Organizations, I have an idea to develop a community (Yeah I know… not very original) around Non Profit Organizations and Volunteers, the goal is to create a bridge between these two groups.

    Me and a friend started to develop the idea and I knew that before we would go further we'd need to know exactly non profits' needs and thanks to this post I realized that we should start now before we develop too much the idea and what we wanted to build does not reflect their needs.

    We believe that this niche has great potential, not for the money of course but we are kinda idealists and want to help the world to be a better place to live so why not try to help these non profit getting more volunteers to their cause and at the same time try to make the project profitable. We believe that profitability and help non profits can go together. We plan to make paid plans for both non profit and volunteers, you're probably wondering why the hell volunteers would pay to help non profits :P, we believe they would if we give them the right product with the right features.

    So what would be your advice for this case, don't tell me to let it go and that nobody would pay for it, I'm stubborn… hahahah
    Should I try to get as much feedback possible form both volunteers and non profits or only from one segment?

    Thank you very much for your series, they're really useful.

    By the way, we're not looking for funding :)

  • Shane

    In my opinion, the reason that you don't connect with the customers early on is out of garden variety fear. Validating your concept requires you to stick your neck out for people to tell you that your baby is ugly. This is a huge step and not many people want to do that, even early on. Personally, I cherish all of my ideas, and I think that every one of them can be billion dollar businesses in my own universe. However, like you said, putting your ego aside by going out to customers early on avoids you wasting time on a crappy idea and freeing up time for the next great one.

  • http://bothsidesofthetable.com msuster

    Everyone has their opinion on the topic and of course the answer is subjective. My view is that entrepreneurs are born, not made. You either have the DNA for it or you don't. A bit like singing, active or sports. Within a range of entrepreneurship there is good and great so at the margin you can always get better (or not). I believe that street smarts is similar. Lot's of people grow up in the urban environment with drug dealers around them. Some figure out how to hustle and others remain mules. They both grew up in the same environment. I think you're sort of born with it but as entrepreneurship you can improve.

  • http://bothsidesofthetable.com msuster

    You have walked in my shoes and those that have not can never truly understand. You find out who are your true friends in the toughest of times. You also find out what you're made of. And to this day I'm most proud of getting through the difficult days. Much more so than any customer win. Strange, but true.

  • http://bothsidesofthetable.com msuster

    I agree with the idea on your blog that marketing 'scrappy' is good. I also believe that many people at top notch schools are phenomenal. You just have to find the ones that aren't worried about what the country club members think. I tried to leave comments on your blog but wasn't able to for some reason.

  • http://bothsidesofthetable.com msuster

    Yes, for sure. Honesty matters. And integrity. re: marketing the realities of a startup – I plan to cover that later when I talk about recruiting.

  • http://bothsidesofthetable.com msuster

    You're right. And maybe I wasn't clear enough. I had no choice. It was last resort. It was just after the dot com bubble had burst. There was no new injection of easy venture capital coming. Tough times call for tough measures. I'm sorry I didn't make this more clear, but … never renegotiate contracts if you don't have to. There are issues of honor. I agree. Thanks for pointing it out.

  • http://bothsidesofthetable.com msuster

    Yup, you've been there. And customer funded development is the best kind!

  • http://bothsidesofthetable.com msuster

    I play tennis … badly ;-) It's been a few years. The founding partner of GRP, Yves Sisteron, plays though. I'll gladly buy some at retail price if you give me details. re: charging – I think it's important. It helps you figure out whether you have a product that your market cares about!

  • http://bothsidesofthetable.com msuster

    Life isn't only about money. Serving a greater purpose is the true driver of most (not all) great entrepreneurs in my experience. There are lots of organizations out there that can speak to this topic better than I can and I suggest you get in touch with them. Obviously there's Kiva. There is also SamaSource. And there was another one that I saw at the FBFund Demo day but I can't remember the name. I'm sure you can Google it.

    And, yes, people will actually pay to volunteer. Many people want to serve. People actually give money away for free – go see Kiva!

  • http://bothsidesofthetable.com msuster

    You're right. It is mostly fear. Not only fear that 'your baby is ugly' but many startup founders just have a fear of getting in front of customers. It comes from the DNA of many tech companies – tech / product. Not sales / marketing. If that's you and you're reading this … get out of your comfort zone! It's fun.

  • http://www.metamorphblog.com Matt Mireles

    weird that my blog wasn't letting you comment. gotta look into that.

    To be clear, i am totally with you that there are lots of über quality people at top schools. But as you point out, they are mixed in with people who think the world owes them something. There's a sweet spot in there somewhere, you just gotta find it.

  • http://www.elieseidman.com Elie Seidman

    As an entrepreneur, you don't get paid (if you get paid at all) for making the easy decisions. Anyone can make those. And the worst part of making an unpopular decision is always the psychology of the time leading up to it. By the time you pull the trigger, it's a relief. The world does not end – the sun does come up. Entrepreneurship is not a popularity contest – it's not about keeping everyone (employees, customers, investors) happy – it's as you say about JFDI. In a startup, a lot of things are not going to work. The situation is going to change – sometimes rapidly. An unwillingness to make unpopular decisions and amputate a limb or two to save the body is going to be fatal (or at least very very dilutive). And like you said, it's incredibly empowering once you've made hard decisions and realized that you can live through them. That the worst part was in your head – you become stronger for having made them, not weaker.

  • http://bothsidesofthetable.com msuster

    Agreed. What doesn't kill you makes you stronger (and smarter). Another reason I like serial entrepreneurs.

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  • http://bothsidesofthetable.com msuster

    Everyone has their opinion on the topic and of course the answer is subjective. My view is that entrepreneurs are born, not made. You either have the DNA for it or you don't. A bit like singing, active or sports. Within a range of entrepreneurship there is good and great so at the margin you can always get better (or not). I believe that street smarts is similar. Lot's of people grow up in the urban environment with drug dealers around them. Some figure out how to hustle and others remain mules. They both grew up in the same environment. I think you're sort of born with it but as entrepreneurship you can improve.

  • http://bothsidesofthetable.com msuster

    You have walked in my shoes and those that have not can never truly understand. You find out who are your true friends in the toughest of times. You also find out what you're made of. And to this day I'm most proud of getting through the difficult days. Much more so than any customer win. Strange, but true.

  • http://bothsidesofthetable.com msuster

    I agree with the idea on your blog that marketing 'scrappy' is good. I also believe that many people at top notch schools are phenomenal. You just have to find the ones that aren't worried about what the country club members think. I tried to leave comments on your blog but wasn't able to for some reason.

  • http://bothsidesofthetable.com msuster

    Yes, for sure. Honesty matters. And integrity. re: marketing the realities of a startup – I plan to cover that later when I talk about recruiting.

  • http://bothsidesofthetable.com msuster

    You're right. And maybe I wasn't clear enough. I had no choice. It was last resort. It was just after the dot com bubble had burst. There was no new injection of easy venture capital coming. Tough times call for tough measures. I'm sorry I didn't make this more clear, but … never renegotiate contracts if you don't have to. There are issues of honor. I agree. Thanks for pointing it out.

  • http://bothsidesofthetable.com msuster

    Yup, you've been there. And customer funded development is the best kind!

  • http://bothsidesofthetable.com msuster

    I play tennis … badly ;-) It's been a few years. The founding partner of GRP, Yves Sisteron, plays though. I'll gladly buy some at retail price if you give me details. re: charging – I think it's important. It helps you figure out whether you have a product that your market cares about!

  • http://bothsidesofthetable.com msuster

    Life isn't only about money. Serving a greater purpose is the true driver of most (not all) great entrepreneurs in my experience. There are lots of organizations out there that can speak to this topic better than I can and I suggest you get in touch with them. Obviously there's Kiva. There is also SamaSource. And there was another one that I saw at the FBFund Demo day but I can't remember the name. I'm sure you can Google it.

    And, yes, people will actually pay to volunteer. Many people want to serve. People actually give money away for free – go see Kiva!

  • http://bothsidesofthetable.com msuster

    You're right. It is mostly fear. Not only fear that 'your baby is ugly' but many startup founders just have a fear of getting in front of customers. It comes from the DNA of many tech companies – tech / product. Not sales / marketing. If that's you and you're reading this … get out of your comfort zone! It's fun.

  • http://www.metamorphblog.com Matt Mireles

    weird that my blog wasn't letting you comment. gotta look into that.

    To be clear, i am totally with you that there are lots of über quality people at top schools. But as you point out, they are mixed in with people who think the world owes them something. There's a sweet spot in there somewhere, you just gotta find it.

  • http://reecepacheco.com reecepacheco

    Thanks Mark.

    Good exposure for us in the tech world, but trying to heed your earlier advice and not get distracted by PR hype.

    Customers are all that matters and unfortunately most of our customers (coaches and athletes) don't read Fred's blog.

  • http://www.elieseidman.com Elie Seidman

    As an entrepreneur, you don't get paid (if you get paid at all) for making the easy decisions. Anyone can make those. And the worst part of making an unpopular decision is always the psychology of the time leading up to it. By the time you pull the trigger, it's a relief. The world does not end – the sun does come up. Entrepreneurship is not a popularity contest – it's not about keeping everyone (employees, customers, investors) happy – it's as you say about JFDI. In a startup, a lot of things are not going to work. The situation is going to change – sometimes rapidly. An unwillingness to make unpopular decisions and amputate a limb or two to save the body is going to be fatal (or at least very very dilutive). And like you said, it's incredibly empowering once you've made hard decisions and realized that you can live through them. That the worst part was in your head – you become stronger for having made them, not weaker.

  • http://bothsidesofthetable.com msuster

    Agreed. What doesn't kill you makes you stronger (and smarter). Another reason I like serial entrepreneurs.

  • Keith B. Nowak

    Like most things in life I agree that the answer isn't the case of completely one or the other. Of course some people are more naturally inclined for certain tasks or skills. Whatever intangibles that are required for success in a particular area, these people inexplicable have in their DNA. Without this DNA it would be a nonstarter. That said, I believe experience and time will inevitably help a person improve, regardless of the level of talent/ability he or she was born with.

    I think the particulars of this discussion are very interesting when applied to any area (i.e. entrepreneurship, athletics, etc.). As for street smarts, I think it can be understood in the same ways as we look at book smarts or success in school. Some students are naturally smarter than others but everyone can benefit from lessons and studying. Similarly, some people certainly have better instincts for what customers want and where to find untapped opportunities. However, experience can help further develop a “sixth sense”.

    As an example, good chess players can think multiple moves ahead. Of course, someone with no ability to think this way could never become a good chess player. However, after playing tons of chess, reading about chess, and talking to other great chess players it becomes easier to recognize patterns and read opponents so knowing what will happen next becomes effortless. I think the same can be said of a good street smart entrepreneurs that start off with natural abilities and cultivate them over time to the point where they seem to just “know” things. From my personal experience, I know I am almost immeasurably better in every respect, including street smarts, after starting my first company.

  • http://reecepacheco.com reecepacheco

    Thanks Mark.

    Good exposure for us in the tech world, but trying to heed your earlier advice and not get distracted by PR hype.

    Customers are all that matters and unfortunately most of our customers (coaches and athletes) don't read Fred's blog.

  • http://bothsidesofthetable.com msuster

    I don't think we're a million miles off. As I stated I think you can always get better. But your core DNA is either programmed for street smarts or it isn't. There is no way for us to resolve this. People are religious on the topic of nature vs. nurture. Most people grow up believing the “nurture” argument. Once they have kids they quickly revert to “nature.” I see it in my own kids. They're hard wired. I've had these debates so many times that I'm comfortable to just smile and agree that we have different points of views that don't seem to be diametrically opposed.

  • Keith B. Nowak

    I intended on providing a comment that agreed with and expanded on your original point. My apologies if the agreement part wasn't more obvious.

  • http://keithbnowak.com/ Keith B. Nowak

    Like most things in life I agree that the answer isn't the case of completely one or the other. Of course some people are more naturally inclined for certain tasks or skills. Whatever intangibles that are required for success in a particular area, these people inexplicable have in their DNA. Without this DNA it would be a nonstarter. That said, I believe experience and time will inevitably help a person improve, regardless of the level of talent/ability he or she was born with.

    I think the particulars of this discussion are very interesting when applied to any area (i.e. entrepreneurship, athletics, etc.). As for street smarts, I think it can be understood in the same ways as we look at book smarts or success in school. Some students are naturally smarter than others but everyone can benefit from lessons and studying. Similarly, some people certainly have better instincts for what customers want and where to find untapped opportunities. However, experience can help further develop a “sixth sense”.

    As an example, good chess players can think multiple moves ahead. Of course, someone with no ability to think this way could never become a good chess player. However, after playing tons of chess, reading about chess, and talking to other great chess players it becomes easier to recognize patterns and read opponents so knowing what will happen next becomes effortless. I think the same can be said of a good street smart entrepreneurs that start off with natural abilities and cultivate them over time to the point where they seem to just “know” things. From my personal experience, I know I am almost immeasurably better in every respect, including street smarts, after starting my first company.

  • http://bothsidesofthetable.com msuster

    I don't think we're a million miles off. As I stated I think you can always get better. But your core DNA is either programmed for street smarts or it isn't. There is no way for us to resolve this. People are religious on the topic of nature vs. nurture. Most people grow up believing the “nurture” argument. Once they have kids they quickly revert to “nature.” I see it in my own kids. They're hard wired. I've had these debates so many times that I'm comfortable to just smile and agree that we have different points of views that don't seem to be diametrically opposed.

  • http://keithbnowak.com/ Keith B. Nowak

    I intended on providing a comment that agreed with and expanded on your original point. My apologies if the agreement part wasn't more obvious.

  • http://howhealthyisyourpersonalfinance.blogspot.com/2009/12/internet-marketing-affiliate-program.html scheng1

    It's easy to learn “street wisdom”, just talk to the taxi drivers, because they know better than the government on how to rule country. They know better than all the bosses about running a business. In fact, they “know” better than everyone else.
    In Singapore context, those who linger in coffee shop drinking cheap coffee are the ones picking up on the beat of the street.

  • http://howhealthyisyourpersonalfinance.blogspot.com/2009/12/internet-marketing-affiliate-program.html scheng1

    It's easy to learn “street wisdom”, just talk to the taxi drivers, because they know better than the government on how to rule country. They know better than all the bosses about running a business. In fact, they “know” better than everyone else.
    In Singapore context, those who linger in coffee shop drinking cheap coffee are the ones picking up on the beat of the street.

  • http://www.corylevy.com cordor91

    Interesting point – “That’s why I personally believe many immigrants or children of immigrants fare well in business. It never occurs to them to play by the same rules as everybody else; in fact, I’m not sure if they even know what the “rules” are.”

    Even though, I am not an immigrant. This totally makes sense. I wonder if there's a VC firm that solely invests in immigrants or children of immigrants.

  • http://www.corylevy.com cordor91

    Interesting point – “That’s why I personally believe many immigrants or children of immigrants fare well in business. It never occurs to them to play by the same rules as everybody else; in fact, I’m not sure if they even know what the “rules” are.”

    Even though, I am not an immigrant. This totally makes sense. I wonder if there's a VC firm that solely invests in immigrants or children of immigrants.

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  • thomas adair

    The Holy Grail to Investing.

    The ultimate business solution. The ability to cut the cost of any business expense, or just plain invest.

    Developed multiple arbitrages for the financial markets. Arbitrages that produce over 30 percent a year.

    Risk-Free Investing is not only possible, but in abundance. Just that people are told and taught that it is impossible. No risk has been in front of all, but not seen.

    I'm interested in selling, or partnering to sell, or partner in a business that uses my arbitrage.

    Athenpro.com is in the building stage.

    Thomas Adair
    HolyGrailToInvesting@hotmail.com

  • thomas adair

    The Holy Grail to Investing.

    The ultimate business solution. The ability to cut the cost of any business expense, or just plain invest.

    Developed multiple arbitrages for the financial markets. Arbitrages that produce over 30 percent a year.

    Risk-Free Investing is not only possible, but in abundance. Just that people are told and taught that it is impossible. No risk has been in front of all, but not seen.

    I'm interested in selling, or partnering to sell, or partner in a business that uses my arbitrage.

    Athenpro.com is in the building stage.

    Thomas Adair
    HolyGrailToInvesting@hotmail.com

  • thomas adair

    The Holy Grail to Investing.

    The ultimate business solution. The ability to cut the cost of any business expense, or just plain invest.

    Developed multiple arbitrages for the financial markets. Arbitrages that produce over 30 percent a year.

    Risk-Free Investing is not only possible, but in abundance. Just that people are told and taught that it is impossible. No risk has been in front of all, but not seen.

    I'm interested in selling, or partnering to sell, or partner in a business that uses my arbitrage.

    Athenpro.com is in the building stage.

    Thomas Adair
    HolyGrailToInvesting@hotmail.com

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