John Corcoran 12:24
And so you’re, you’re a small team, a couple of years out of school, and you this small team of six people or so ends up generating hundreds of millions of dollars for Bell Atlantic.
Vivek Khuller 12:36
It was unbelievable. I mean, I couldn’t have picked a better job, or no one could have gotten a better job than I did. We were just six people. When we started, we were about 10 people, by the time this thing got fully done. And of course, this is the implementation team that I’m talking about the coding team. And guess what, like, in three years, these services were so popular that they ended up making 10s, if not hundreds of millions in new revenue for the phone company.
And the biggest lesson I learned from that experience was that if you are skilled, motivated, you know what to do, and you’re actually solving the right problem, a small team can make a massive difference in the world, you know, so as an engineer, in my very first job, I felt redeemed, that I was able to create something that, you know, millions of people found useful and are using it on a day to day basis. Very few people get this kind of an opportunity in their life where they actually work on something that is being used in, you know, by lots of people, and it actually helps improve your life.
John Corcoran 13:46
That’s an incredible scale, right? How are you already having, you know, however many 10s of millions of customers and being able to deploy that it’s amazing, by the way, I thought when you mentioned the prices, right? That you were gonna say like, the idea for this was inspired by like, Showcase Showdown or something like that. And I thought that’s where you’re going, but I guess not. But um, so you worked there for a couple years, and then you end up getting into Harvard to get your MBA and you go to Harvard? What is that experience? Like?
Vivek Khuller 14:12
Yeah, so you know, one thing I learned at Bear Atlantic, now Verizon, was the importance of like, people skills, being able to scale an organization and that attracted me even more than just the coding part. Now that that was a pretty good coder. And that made me you know, one that was one of the reasons I wanted to go and get an MBA. But then what really ended up happening is a good friend of mine got into Harvard. And he invited me over to Cambridge to visit him or just to just hang out.
John Corcoran 14:45
In an even colder place than college.
Vivek Khuller 14:49
Luckily, the weekend that he invited me over was for Labor Day weekend. That’s kind of the best time of the fall.
John Corcoran 14:59
and never you England or you never liked that in Boston.
Vivek Khuller 15:05
Yeah. So yeah, I went to visit him and I fell in love with the whole experience. And I said, You know what I’m gonna apply and the same in a couple of months, I took my GMAT application. And I’ll tell you, I mean, going to Harvard and going to HBS was perhaps the funnest experience I’ve had in the educational setting. That was such a life changing experience, both in terms of not only what I learned there, but also some of the most incredible people I’ve met. And, and the professors and just the mind, how it opens up your mind.
And basically, it’s, uh, you know, it, two years in that place basically prepared me for any challenge in the world. You know, like, there was nothing that you you get, you read about so many cases, and so many situations, that you realize that there are human beings who have done such an unbelievable things under a lot of difficult situations, that when you are faced with those situations, you can easily do the same, because you read that others have actually done it successfully.
John Corcoran 16:04
I definitely want to clarify communications. But before we get there, you had a couple of interesting stops along the way, you end up being an entrepreneur in residence at a couple of different venture funds for a period of time, which is a really interesting position because well, you can explain to people what it is exactly, but it’s kind of like you join a venture fund and they give you some money, and they say come up with an idea and come back to us when you have a good idea.
Vivek Khuller 16:30
How does it work? It is a position that under normal circumstances shouldn’t exist. I mean, it’s somebody paying you to start a company. I mean, this, it actually makes no sense. All right, somebody’s paying you to take a risk.
John Corcoran 16:45
Well, in fairness, though, I mean, they’re getting a piece of it back so that if it pays off, you come up with a great idea. They’re kind of betting on you.
Vivek Khuller 16:54
Yeah, you’re right. You’re right. And, you know, like, I was, as I, you know, I tell people, This I, my success, or wherever I am, is more due to luck than than any other thing. And I’m just lucky. And this is, you know, this, I was at after Harvard, I went to work for an amazing company called Sycamore networks, that built optical switches. And there, I came up with an idea. That was pretty compelling. And I was able to assemble a really good team to be able to execute that idea. And based on those two things, I was given an opportunity to become an EIR at one of the top venture funds that had offices both in Boston as well as in Silicon Valley, and I chose to come to Silicon Valley. So between that venture fund and another venture fund that was located literally four doors from them, I spent two years in the valley, both on the venture side, in trying to incubate an idea that, you know, that ultimately became the company that I’m running today.
John Corcoran 18:02
And what was your initial impact? What year was it when you arrived in Silicon Valley? And what was your impression of it when you got there?
Vivek Khuller 18:10
You don’t. So he arrived in 2004. So it’s so just imagine 2004, I’d already graduated from HBS. For five years, I was still, you know, my, my wife at the time was still on the East Coast, we were splitting times between the two coasts, I was trying to start a company and, you know, when you are an EIR, you’re on a, you’re on a pretty short leash, I mean, they are tracking your progress. And so you have to make progress pretty quickly and make things happen. And so a lot of pressure. And I was sharing a room with a friend of mine.
Literally, the room was as you know, like, there’s a small room and I was commuting every day to Sand Hill Road. So it was not a coolie. I mean, even though the position is highly respected, and one of the toughest jobs to get in the world, you are just working on starting a company and commuting every day. And, you know, guess what, I mean, my very first idea that I came up with, which actually moved me from Boston to the West Coast didn’t pan out. And then I had to shift gears and come up with another idea. And that took another year. And that ultimately ended up coming to various networks, the company that I started, which is now the holding company in which I hold Cliff like communications as one of the assets.
John Corcoran 19:33
And you ended up having to switch to a different venture fund because the new idea was more appropriate for the other venture fund.
Vivek Khuller 19:41
Yeah, so the first venture firm had hired me for a specific idea that will be from Boston to the West Coast. Once that idea didn’t pan out, then that deal got done. So then I looked for another venture fund that was willing to give me a holding place for some time to come up with another idea and Uh, you know, literally the new venture fund was located four doors from the one that I was working at. And when I spoke to the partners, a good friend of mine worked there. And he helped put in a nice word for me as well. And yeah, I mean, then stayed there for a year and came up with the vetoes networks, and then got started, and
John Corcoran 20:21
the various networks. So you end up starting it in 2005. And an interesting aspect to this business is that you were right on the cusp before the launch of the iPhone, which happened in 2007. Two years later, two years into this company, how does that impact DiVitas networks?
Vivek Khuller 20:41
Yes, so you know, on one side, I’ve been an extremely lucky person, alright, but not in this instance. There are times you will, you’ll see in my story that I’ve been hit with things that came out of nowhere. So for example, we started the company in 2005. And the company’s idea was to allow, you know, small businesses to be able to issue phone numbers to their employees that they could use on their mobile devices, right? As a fairly simple, straightforward idea that didn’t exist at the time. And then when we started at the time, there was no Android, there was no iPhone. And we were focused on Nokia’s Windows Mobile and, and blackberries.
All right, those were the three dominant platforms. And guess what we finally get done. And it was not easy to do it. Because voice is not an easy thing to implement on these new handheld devices, and then the iPhone and the Android platforms come from, they come from nowhere. And at the time, they didn’t have the API’s we needed. So everything that we had worked on, and I’d raised about 40 plus million dollars until that point, pretty much, you know, the way iPhone and Android took the market. I mean, they just basically took the floor from under our feet.
John Corcoran 21:56
So it’s like the market, like the consumer, the customers, they all are demanding iPhone, or they’re demanding Android. They want this product, but it can’t do the things that you were doing for the customer previously, actually.
Vivek Khuller 22:08
And I made 40 million bucks by then alright. And we are just finished and the CEOs and CTOs and the decision makers were all beginning to use iPhones or Android. And if you couldn’t run your app on those two platforms, you basically had no product, right? So the investors at the time didn’t, didn’t have the appetite to give us another, you know, large sum of money to try and put this over to the newer devices. And also, the new devices at the time were not mature enough that they had the API’s that we needed, all right, because it was pretty early, even in their evolutionary stage. So I had like $2 million left in the bank. And my investors basically told me that, listen, we don’t care what you do with that money, you can either shut the company down gracefully, because we had some customers or go do something else, but don’t come back to us for any more money.
John Corcoran 23:05
So, let me paint a picture here. So you’ve spent 38-40 million . You have 2 million bucks left in the bank. And I’m guessing you’re losing customers, and the market has shifted, and you don’t have enough money to invest back into the company to to invest in the need to create a new solution. And also, iPhone and Android won’t support it, because they don’t have the API’s.
Vivek Khuller 23:27
Is that right? Yes, yes. I didn’t even have this 2 million in the bank as yet, because I think I’d already spent the 40 million. And this 2 million that I’m talking about basically came as a lifeline. After the 40 had already been spent, and I had no money left, literally I was one payroll away from not being able to make payroll.
John Corcoran 23:47
It is a period of time that you’re paying yourself minimum wage.
Vivek Khuller 23:51
No, at the time, I was still getting paid, like you know, a small CEO salary, nothing, nothing major. But when this happened, when we decided, okay, that this company is not going to go anywhere, then that’s when the investors basically gave me 2 million bucks. And they said, here’s $2 million, and don’t ever come back to us. All right, this is all you’re gonna get last little bit. Okay. And that’s it. And that’s when you know, I got in touch with these. This group that was working independently in Montana, and this is clearfly, this is a clearfly. And they had started a company in out of Montana that originally was going to use the technology that we were developing at the DiVitas to sell as a service because we were developing a product that would be sold to companies as as a as a box as a system, whereas this company wanted to use our our technology and create a service out of it.
And when they realized that, you know, our company is not going to make it and then they basically said, okay, you know, what are they gonna do so then they basically suggested that why don’t we merge the two companies and figure something out together and near the time where you’re saying some traditional landline services to just make ends meet, alright, and provide themselves some time. And they had an investor, a local entrepreneur out of Billings, Montana, who ended up becoming one of my closest friends, all right? When the two companies merged, basically what we did was the 2 million that my investors gave me. I used that to pretty much buy that company out of Montana, merge the two companies and create this new entity that we basically, you know, called Clearfly Communications today.
John Corcoran 25:38
And then what exactly did they do other than believing in you and feeling like, let’s work together on this and figure something out? What did that get you? By buying? Clearfly?
Vivek Khuller 25:48
I don’t know. I mean, you know, we, it was just, you meet people, and they, they feel that you are, they trust you and they feel that okay, maybe together is going to be better than alone. We didn’t know each other. Honestly. I mean, there was, there wasn’t as if I knew these guys from before, or they knew me, it was pure risk and trust at the time and got. So you know, and we came together and, and then what I did, I had 80 people working for me at the time, including 30 people in India and I to gracefully shut all of that down. So I laid off 78 people, except myself, and I counted, wow, I had to lay off 78 people. And that was one of the most difficult things I’ve done in my life.
They can’t even do that over the course of a day. Yeah. And we do that in a very graceful manner, just because India had different rules and in letting people go. So that was the reason why the investors had left me with the 2 million bucks so that I could do things gracefully, without causing any lawsuits or anything. But then what we did is we minimized any expenses on these layoffs. And we tried to save as much money as we could for the new entity to have any chance of succeeding. So I shut everything down on my side that we were doing in California and India, and I basically invested everything in this team out of Montana, and we decided that, you know, for the foreseeable future, and I came from a telco background, so I believed in that. So we decided that we were just going to grow the traditional landline business.
John Corcoran 27:27
That was profitable?
Vivek Khuller 27:29
And was not profitable at the time, but we could make it profitable. Okay, that’s when I took the salary cut. So you are talking about the salary cut that happened in 2010. So that’s almost 11 years after I graduated from Harvard.
John Corcoran 27:43
So just imagine starting 11 years after you graduate from your MBA from the top university in the world. And your classmates are out there flying around on the corporate jets, and you’re making minimum wage.
Vivek Khuller 27:55
Yes. And I graduated top of my class, Alright, that was a pretty reasonable student. And, you know, and you expect that you’ve always done well in your life, you’ve never like you’ve never been number two. Number three, always be number one. I mean, that’s how we are wired, alright. And then you realize 10 years out, you have nothing to show, you know, you, the company that you started, is worth nothing. And you have to start all from scratch. And then I basically said, Okay, I can’t go back to the VCs and raise more money.
That’s not the strategy I wanted to follow after I just blew up 40 million bucks. So I decided, Okay, I’m going to just save as much as I could out of that 2 million bucks that I had in the bank, and then slowly grow this company, I put myself on minimum wage for almost three years. And then when I started seeing the company turn around, then we started paying ourselves, you know, bringing up our salaries to where the market should be. And guess what I mean today, you know, today’s What 2024 So it’s almost 13, you can say 13 years, we’ve created one of the most well run one of the most efficiently run, you know, telecom companies probably in the country, if not in the world.
John Corcoran 29:07
I have so many questions about that. But what was it like in 2010? When you told other people and this is three years into the iPhone, which is like the hottest consumer product of all time, you’re like, we’re gonna double down we’re gonna focus on selling landlines and meanwhile, there must have been people whether his relatives or friends or you know, who said like you’re crazy.
Vivek Khuller 29:31
It was absolutely crazy. There is no one no one. People said Wait, you’re talented, why don’t you go get another job and form another team or work for another company for a few years? figure something else out or go join another venture firm? Try it for another time? And I just said no, I’m done. And there are things like, for example, the team that I met in Montana, I just liked those guys. They were you know, like that, like you see, you can divide your day of 24 hours into three parts. All right, and let’s assume you are divided into three equal parts, eight hours of work, eight hours of personal time and eight hours of sleep.
All right now, not that we sleep eight hours, but just assume that. So the two most important decisions you have to make in your life are the eight hours of work. Who are you going to spend that with? And what are you going to work on? And the eight hours of home is who you’re going to marry? And what are you going to do with how you’re going to run your house, right? Sleep is like, keep that aside. So when you do, it’s very hard to find good partners, both in your life and at work. And when you find them, you just hang on to them, and you make it happen.
So for me at the time, the idea was less important. And I said to myself that with these three guys, four guys, including my CFO who’s been with me from day one, you know what, together, we can make it happen. And at the time, I was like, I was so done with new things. And I just said, You know what, this is something I’ve always done. I’ve been a telecom engineer, let’s just build a pure telecom company, but do it with people that you can actually feel that you can succeed. And that’s what ended up happening. And the same thing happened at work at home. You know, the three years after 10 years of graduation, at minimum wage, California, minimum wage was not easy. At my house, I mean, my wife put up with it, and she supported me. And if that didn’t happen, I wouldn’t be where I am today. I mean, it’s the support of your partner at work, partners that work and the partner at home.
John Corcoran 31:38
Yeah. And it’s interesting, because now some of these legacy landline companies AT&T and Comcast want to get out of the landline business entirely. And one of the things we talked about previously was, why do you think that you’ve been successful? Going into the landline business while these corporate behemoths are trying to get out of it entirely?
Vivek Khuller 31:59
Oh, you’re so right. Literally, earlier this week, I got this letter from at&t informing me that AT&T has filed for some kind of petition to the government that they don’t want to be in the landline business and be required to provide landlines. I mean, that’s how badly these guys want to get out. So one of the reasons we have succeeded is because the large guys who have run these businesses in old traditional ways, and their cost structures are so out of whack with what they can make out of this business. They want to get out of it. But that doesn’t mean that people don’t need this, these landlines. Alright. So that’s the reason we’ve been successful, that we’ve been able to provide service with support, and at a cost point that people are willing to pay and are happy that these existing players have not been or cannot move forward. And, and no one again, you know, the, you know, No one wakes up in the morning and says, I want to be in the landline business, right?
John Corcoran 32:58
Yeah. That’s what’s so brilliant about it, though, right? You know, I mean, everyone else is going to spend millions of bucks developing some iPhone app that no one asked for. Right? And, and you’re selling picks and shovels that people have been buying for generations.
Vivek Khuller 33:12
You are right, and I don’t wake up every morning and look behind my back and see, okay, 10 guys chasing me and no one’s chasing me, no one. So it’s, it’s it is, it’s one of those things, you know, and you know, John, it’s like, it’s things come together. Like, for example, I’m a telecom engineer, it’s a basic service that people need, we’ve been able to figure out how to provide that with the cost point and with the support that people expect, all right. And so I’m, you know, you’re training the right way. It’s the domain that, you know, it’s the ln, it’s the efficiency of the users of technology. So it’s not that we have, we don’t use technology, we use cutting edge technology in my company. But we are providing an end product that looks, you know, like an old product. It is an old product, but the way it has been delivered is pretty cutting edge. And that’s where our secret sauces are.
John Corcoran 34:06
And it kind of comes full circle, because now you’re actually developing an app. So talk a little bit about what inspired that and why now’s the right time. And it wasn’t previously.
Vivek Khuller 34:16
Well, the app is you know, so it’s going back. The app is exactly the original app I wanted to do 15 years ago, all right. The only thing is I didn’t want to go back and raise venture capital for it. Especially now that we have, you know, 10,000 customers nationwide. And, you know, we have 150,000 or so, you know, lines that we serve every day. So, you know, and we have, we have a highly profitable company and we can afford to do this on our own. So, you know, so I just wanted to wait it out. I wanted to first make sure that the company was profitable, then I wanted to make sure that you know, we were all taken care of in our lives where we didn’t feel that we worked and where you didn’t see anything out of it.
So we want to make sure that we all get paid. Well, that we weren’t struggling, like we were struggling earlier on in our careers. And then once all of that was taken care of, I said any remaining money, I’m gonna start restarting the original version that I had, and this time around, I’m gonna do it on my own without any help. Just Just the way I built, we will clarify, or we didn’t raise any venture capital, after we, we, you know, we restarted in 2010. And we’ve done a pretty good job of building that company. So that gives you the confidence to do this new thing as well.
John Corcoran 35:39
How do you decide how much is okay to invest in this new vision? Without me, I’m sure you’re not getting anywhere close to investing all of your profits. But sometimes, you know, companies have a vision of some new idea that they want to develop, and they want to fund it with the cash flow of the existing business. So how do you decide how to balance those two tensions? How do you decide how much to bring in?
Vivek Khuller 36:02
Very good question. And, I have a pretty clear idea about that, at least for myself, where I don’t want to raise money is it is going to be up to a point which is called product-market fit, right? So I want to do the betas, I want to make sure the product works, I want to make sure the pricing is right. And once the product works, and the pricing is right, then you have to tweak the features to make sure that there is a product-market fit that happens. Once that happens. All right, then after you need money to scale, that’s when marketing is required. Education is required. And that’s where I would feel much more comfortable in raising external capital to scale that into that stage I because then, until that stage, the capital is very expensive. And the investors come in and they expect control. And you know, we’re not, that’s not something I’m going to entertain at all. Yeah,
John Corcoran 36:59
yeah. Any other thoughts on why the partnership with the Montana company sounds like there are multiple partners involved? Why do you think it worked out?
Vivek Khuller 37:10
Ah, you know, it worked out for several reasons. One, we even though we are quite different. And as you mentioned, I originally come from India, and then grew up here, and we all share the same values. That’s hard work, integrity, transparency, you know, and being able to being able to say, where you if you have a different point of view, but being respectful, but at the same time, you know, like just going and getting things done and then doing what you say and saying what you will do very simple things but does not happen a lot of times in your life. And, and I’ve you know, I’ve been around the block enough number of times, I mean, these value systems, and we all grew up in a very similar setting like all of us come from very middle-class backgrounds. Like my dad was a fighter pilot in the Air Force. My partner, Chris, and his parents are from an educational background.
They were teachers, Tim and Cody, Cody’s dad was the head of police at Helena. Tim’s dad was the leading plumber in the Billings area. So you know, like we all like to come from very hardworking backgrounds, middle-class backgrounds, where the value systems are the same. So we all connected at that level. And plus, we all are also winners, I mean, these are guys who are extremely good at what they do. And you expect quality and we expect things to work. And once once all of that happens. And then the other thing, which is very interesting is we all have very complementary skill sets. I have never met a guy who’s as good in sales as my partner, Chris, I’ve never met a guy who’s as good in operations as Tim or a CTO, who self-taught himself and has built the entire system. single-handedly encoding All right. And then my CFO, Mitch, I mean, it’s like, I mean, these are, this is like what I call a dream team that finally came together. So even though the idea is really unsexy, common values but complementary skill sets. I mean, that’s what really brought us together and has kept us together.
John Corcoran 39:26
That’s a great lesson devic. You mentioned that when you were growing up in India, you were inspired by American-made 60s and 70s vehicles. You bought yourself a 1974 Bronco. Your father was a fighter pilot flying planes teaching others fly planes, you now own a plane. Tell me what was that like for you? If you can remember the moment of either buying the Bronco or buying the plane? Was there was that an emotional moment moment for you either of those,
Vivek Khuller 39:56
you know? Yeah. So you know like There are things you need to motivate yourself in life. All right? And we aim for us boys, boys and in our.
John Corcoran 40:08
boy inside of you.
Vivek Khuller 40:12
We love God’s collecting toys. Yeah, we like toys. And, you know, for me. It was as if somebody asked me, How much money do you want to make in your life? Like, I can never answer that question because no amount of money is enough. All right? You always need more. But if you ask me, like, what do you want in life, right? I could say, Okay, I want complete control of my time, I don’t want anybody to determine what I do and who I meet. And like, who I want to be with, I want to make those two decisions completely on my own without minimal external, you know, requirement. And, money does enable that, alright. If you get to a certain stage in your life, both in terms of your professional success or whatever, once you get there, then you have to recognize that you reach there. And from there, from there on, it’s all upside. All right.
You basically got to where you want it to be, and, and having a truck or a car from the late 60s, early 70s was always a dream of mine. And I found myself in a really good body shop in Columbus, Ohio, and we worked over the phone, and I’ve never met the guy till today. And I got myself a really nice 1971 Bronco, which we co-designed together, we chopped off the back and it’s a pickup truck, which was never intended to be a pickup truck. Alright, so that’s one and then you know, well, no, it’s like, my dad was in the Air Force. And I said, Okay, you know, my dad was the first person in the family to fly a plane. And let me be the first one in my family to own a plane. Right? That was a goal. It wasn’t like I should have that much money, I’d never really thought about it that way.
John Corcoran 41:59
So that’s great. That’s great. That I love those stories. My grandpa was a B-17 pilot for the United States Army Air Corps, then now the Air Force during World War Two. So I love hearing stories about, you know, family ties to planes. This has been great. Vivek, I want to wrap up with my gratitude question. So I’m a big fan of gratitude, especially expressing gratitude to those who’ve helped you along the way in your journey. And I love to give people just the space and the opportunity to, to shout out and share any specific stories if you have them, about people who’ve helped you on your way. So who would you want to mention?
Vivek Khuller 42:33
You know, so I, let’s do this. I like to divide that into two parts. One is your personal life, the other is your professional life, right? And nobody gets to success without the help of others. If I were to pick, on my personal side, of course, my spouse who put up with me for all these years, even though she thought she was marrying a Harvard MBA, and this Harvard MBA didn’t make any money for the first, almost 15 years after graduate, alright, so being able to put up with that it requires a special kind of a person. So that would be my number one person on the personal front. Besides of course, you know, your parents will continue to believe in you and they support you, because there are times in your life when no one else believes in you.
Alright. But on the professional front, I mean, you can’t get to where someone like I am today without the help of others. And I think if I would list that, I would do it in a reverse chronological order. The first and foremost would be the four partners I work with every day at Clif Light, right? None of us knew each other. It’s not as if we grew up with each other. And to be able to build what we’ve done together. It’s incredible. My investors, who originally believed in me, you gave me the opportunity, you gave me the platform. Willis grants, the gentleman who invested in Clearfly when they were just poor people in Montana at the time, I was not there. But now, Willis is the only remaining partner in our company. And we’ve kept him because he’s such an incredible guy. And I’ve learned so much from him. And then my body someone to help me get the EIR venture partner role, when my first role ended up. And then also, you know, like the first person who gave me that job at Verizon, when I was waiting outside, hoping somebody would not show up.
And this person instead of going and getting coffee, and getting a walk on campus decided, Okay, why don’t I interview this kid who’s sitting outside wearing a suit and a tie? And that lady pattern love. I mean, I just, she’s the one who gave me my very first opportunity to allow me to flourish as an engineer and do something, I mean, build such an incredible piece of software that everyone is using, even today. How can I buy it? There is nothing that I can do to like that stuff. Just feel gratitude. And I mean, I’m still in touch with her. She’s retired in Florida and she still remains one of my favorite people on this planet.
John Corcoran 45:08
It’s amazing how something like that decides whether Should I go get a cup of coffee? Or should I take this kid who’s sitting here waiting patiently and give him another interview? How can just really?
Vivek Khuller 45:21
You know what? I’m tired of 30 minutes this person didn’t show up. Let me go get coffee and she decided to interview me. And that interview opened up the doors to Bell Atlantic.
John Corcoran 45:32
That’s amazing. Yeah, Vivek, this has been such a great opportunity to hear your story and to share your story. Where can people go to learn more about you and clearfly and, and connect with you?
Vivek Khuller 45:45
They should just come to our YouTube channel, link.
John Corcoran 45:49
Yes, of course, we will point them in the direction of Clearfly, but I believe it’s clearfly.net
Vivek Khuller 45:54
Yeah, it’s clearfly.net. And then I’m also on a couple of boards. I’m at the Board of Computer Science, School of Computer Science at the University of Maryland at CMNs. Computer math, math, computer, mathematical, natural sciences. So I’m on the board there. And I’m also on a board at Stanford Medical School. There’s a center focused on Asian Health. So, you know, I’m on the board there as well. So those are two places where you can find information about myself.
John Corcoran 46:30
Yeah. Great. Thanks so much.
Vivek Khuller 46:30
Thank you. Bye bye.
Chad Franzen 46:35
Thanks for listening to the Smart Business Revolution Podcast. We’ll see you again next time and be sure to click Subscribe to get future episodes.