The Recipe For Creating a Culinary Connected Device

ABOUT THIS EPISODE

It’s hard enough to marry the worlds of hardware and software when creating a connected device.

Imagine throwing another specialized discipline with its own language and rigid ways of working into the development process too.

That’s exactly what David Rabie, Founder & CEO at Tovala, dealt with in creating a company that pairs a smart oven with a meal delivery service.

In this episode, he describes how they established a culture of collaboration that brought all three disciplines together under a unified mission.

Topics covered:

  • Bridging the worlds of culinary and tech
  • The strategy behind using Kickstarter
  • How a marketing pivot drove new growth
  • How finding product-market fit led to operational challenges

Our exclusive discount code for Tovala to purchase the oven for $89 and includes six orders is: verypossible

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We're going after a different problemand and kind of a different core customer than those meal kids, and whatmakes us unique kind of the ability to access that customer segment and solvethat problem is the oven and the connected nature of our whole business. You are listening to over the air, io tconnected devices and the journey brought to you by vary in each episode. We have sharpunfiltered conversations with executives about their IOT journeys,the mistakes they made the lessons they learned and what they wish they'd knownwhen they started all right. Hey everyone welcome back toover the Air IOT connected devices and the journey. My name is Ryan prosserand today were joined by David Rabbi, founder and CEO of Tuvalu. We're goingto be talking about the recipe for creating a successful connected devicethat lives at the intersection of food and Technology David thanks for beingon the show yeah, my pleasure, I'm excited to be here so David, you know,pun alert. Obviously I dropped recipe on purpose. You guys are doing somereally cool things with food and Food Tech. For those that don't know, canyou tell us a little bit about Tabala and the mission of making it easierfree people to eat better yeah? So avala is a connected. SMART, oven,paired with a chef prepared meal service, and so the idea is we send you,meals that are prepress wrong ingredients. You spend about a minutepreparing your dish, scan a bar code and the oven downloads, the proper cookcycle from the cloud and cooks your meal automatically in twenty minutes orless so you get kind of the best parts of home cooking without any of the painassociated with chopping, cutting, marinating, cooking or, of course,cleaning. So that's that's the vision at a high level, so there's some othersin what would seem to be the same space. I don't know like Blue Apron, comes tomind, but you're, not really in that space at all. You guys are targeted atbusy professionals and and you've. You...

...know well you're, here on the showtoday talking about hardware talk to us about what you guys are doing. That's alittle bit different and the product that comes along with the food yeah. Sowhen you, when we think about meal kit, companies like Blue Apron or hell ofresh or home chef there in the business of helping people, learn howto cook and also eliminating the planning and shopping that goes intothe weekly meal cooking process. We Are we're going after a very differentcustomer and solving a very different problem. We're really focused on peoplethat want a high quality meal on an average Tuesday or Wednesday night anddon't have time to do it and and a lot of our customers tend to replacethrough delivery with Tabala. So it's folks that are ordering from the doordashes of the world two three four times a week and a lot of our customersare people that try blue a Bren but ultimately churn because it wasn'tactually solving their problem and so we're going after a different problemand and kind of a different core customer than those meal. Kids. Andwhat makes us unique kind of the ability to access that customer segmentand solve that problem? Is the oven and the connected nature of our wholebusiness? Can you I mean we're going to get into product market fit in a minute,but can you talk a little bit about what you thought was, or you guys feltwas that unmet customer need or what your thesis was going in, that youthought those companies weren't addressing yeah t the core thesis wasthat on one side you had a bunch of companies that were sending peopleingredients helping them, learn how to cook, but but customers are still doingthe cooking. On the other end, you had a lot of companies sending people foodthat was fully cooked and asking them just to reheat it in the oven or themicrowave, and we felt like the intersection of those two was actuallythe biggest opportunity because you get to capitalize on people's desire forthe best parts of home, cooking, the wrong gredients, the smell, the home,the taste of the food texture of the food, but the convenience of the otherend where it's just scan a bar code and Valla your meal is done, so it was kindof the intersection of high quality and high convenience, where we felt likethere was nothing on the market really...

...addressing that. Well, so bridging high quality and andconvenience so like on the one side, you guys are trying to really nail theservice you're. Providing so you've got this this hardware, you got the servicebehind it, which is software. If, then, on the other side, there's food, youknow you guys are responsible for pulling that together. That's at leastfrom our point of view very unusual. Can you talk about bridging? I guesswhat I would call culinary and tech you know and really needing to be mastersof three things: hardware, software and and the you know the food piece of that.What does that look like? Let's start with that, yeah, it's a great question,that's at the core of what makes our business different. It's! What makesthe business really hard it's very hard to operate a business like that. It wasvery hard to get it off the ground, but it's also what lets us deliver on thatvalue proposition we were talking about. If, if we only did one of those threethings or even two of those three things, I we wouldn't be able to sendyou wrong gredients that require minute of preparation and and no cooking. Thereason we can do that is: We've got cheps on an ord kitchen, we've gotchips in a production facility. We've got software. That kind of sits inbetween everything and we've got an oven that we've built. That does thecooking, and so it's this full system very similar to Nesbet or curig orPeleton as companies that we often look to as cops that allows us to deliver onkind of this product promise. You know what makes it hard is. You need multiple different disciplines,working together on a unified mission, but with very different work. Styles,work, languages, backgrounds, experiences that makes things reallychallenging I'd, say and we're far from amazing at it, but but I think we havegotten some things right that have allowed us to get to this point, I haveto believe that one of the unique challenges of your company is is thatyou know that difference in skill sets. You know so. You've got people withculinary backgrounds at very you know...

...the company that I've run. You know wereally have a big focus on hardware, a big focus on software to say nothing oflike having a big focus on food, and how do you bring all of those I mean westruggle just with having hardware its software, people be able to be underone roof, for example, like agile engineering. You know engineers just gonuts when you try to wedge that into their world view. That says nothingabout like introducing a giant group of chefs with their opinions and theirwork flows. What does that look like for you guys? I mean just culturally.How do you make that work? Yeah, it's a great question and, like I said I Idon't think we're the experts by any means. There's you know continuedchallenges on that front. I think a few things that we have done really wellare build a strong company culture and onethat is very team focused, and so you combine that with a group of peoplethat have a high learning mentality and really believe in the growth mindset.We have a lot of people that want to learn. They want to learn otherdisciplines and they want to do what's best for the team. So that's a reallygood recipe. I would say for minimizing conflict and friction when folks aretrying to work together, but have their very different styles. They often sharethe same goal. So I think that's that's one piece: We've been fortunate to haveseveral people in the company that have become glue factors and and bridges asI like to say that are great at speaking, multiple languages andunderstand all the various parts of the business, so they can work really wellto bridge gaps between different functions and we've got folks like thisthroughout the organization and having those has been game changing for us,because they are the ones that really help get things done between functions.So I say those are. Those are two of the things, but but again it continuesto be challenging. As we have more people. You know it's a new challengefor everyone that joins yeah. I know that you mentioned you worked reallyclosely with your ct on the technology...

...development. He was really instrumentalin driving a lot of these things forward. Do you, when you think aboutthe technology side of the business like from a chicken egg perspective?Did you first view this, or I guess, did you first and foremost view this asa software problem or a hardware problem on the technology side of yourapproach? I mean we hired our first software engineer and first hardwareengineer within a month of each other, so hard to say which one was a biggerobstacle. I think probably hardware at the time just felta little more fontan center and higher risk and bigger challenge in some ways.But, frankly there's never. You know if you think about the three stools, thesoftware hardware and food, we really haven't ever been at a point where it'slike. Well, one is ten times more important than the other two. I thinkright really. What makes the business go is that all three of those arereally important, and you know for some parts of the organization. Some aremore important than others for our customers. Some are more important thanothers, but net net. What makes the business really special is that allthree of those have to be really important and we have to be really goodat all of them did. Can you talk about the so like focusing for a minute onthe hardware? Then, let's move to product market fit, I'm always superinterested in how people what that journey look like, but but just stayingon the product for a minute. You guys have this oven that you know helpspeople prepare the food, it scans, the bar code, it's like very integratedwith the software to call it just an ofand. I think under serves what youguys have developed, but for people out there listening that are building ahardware product they either know, or they will soon learn. Hardware is veryhard. Can you talk about in you? Guys is hardware journey. How off the shelfis what you've built versus like a total ground up rethink on like what amI thinking of counter top oven? Is that I don't know if they have the rightcategory to call it. But yeah, can you talk about the extent to which o that'sa rethink or off the shelf or a blend?...

Yeah I'd say it's a blend. It'sdefinitely not an entirely new Ofen concept and that was very deliberate.You know we felt, like ovens, were great tools to begin with anddefinitely did not need reinvention. That was our thesis there. Othercompanies that have different theses on the same device and especially as wethought about what was the primary use case for our customers, and you knowthe core use cases you order our meals, you scan a bar code and it cooksautomatically, and we didn't need to recreate the oven to deliver on that.So we worked with companies that were already making countertop ovens some ofthe the critical changes that we had to make, though our ovens are steam, obinsfirst off, so that allows the the food to be a lot juicier when you cook it sothey all have. You know. We've got two generations of ovens. Each of them haddifferent mechanisms for storing and boiling water and generating steamwithin the chamber, but it gives the chefs another lever of a different wayto heat up the food, and sometimes the steam is combined with dry heat, whichis a very powerful way to cook. That's pretty uncommon in the home, it's quitecommon in the commercial space, but you don't see a ton of steam ovens in folkshomes, so that was kind of one piece and then the second piece is is theconnected side. So the oven is wife. I enabled a D and that allows us to do awhole host of things, including updating our recipes every single week,depending on, what's landing in your homes, adding recipes for you to makeyourself to the APP adding grocery items that can cook just by scanning aUPC code. So those are all things that are enabled by the WIFI connection, andthat was a major change that we had to make to the ovens that we were workingwith. And then you know design elements, branding elements, some UX things thatwe did ourselves as well, so shifting a little bit now to product market fityou talked about. You know this is an n unusual in the home way to cook allowsthe chefs and flexibility provides an outcome that people love as far as thequality of the food. One of the questions. I ask everybody on the show,is how did you know you were building...

...the right thing? Hardware is so scary,you know, because you ma you make it first and you find out later. Ifanybody actually wants the thing- and I think that you guys are the first tohave come out of kickstarter that we've ever had on the show. So you got tostart it on kickstarter got some great traction and never looked back. Can youtalk about you know it yeah? Can you talk a littlebit about that journey? Sure yeah, it's a great question, first of reallyhumbled that were the first kick starter company to be on the PODCAST, alittle surprised, but that's awesome to hear yeah. So we did kick starter abouta year before we actually were in homes and the goal there was first prove outsome demand for the product and second get a base of early adopters that wecould kind of test things on up. Until that point we had done a lot of Betatesting just putting the hardwar in homes making the food ourselves. Thehard war was pretty different. It was something we bought off, Amazon andmodified and- and that gave us some early evidence that people liked whatwe were doing, but but very nascent and informal. The kickstarter was anotherpositive step. We sold about a thousand units on kickstarter, but our businessis not selling ovens, our business is selling food and that that was a veryhard thing to get hard data on until we were actually in market, so kickstarted was another hey. We reason to believe that we should keep up withthis thing we launched a year later and- and it was a bit of Hay all right this-is it we're putting it in market, let's cross our fingers and we weren'ttotally off base and we've got enough here that will learn our way intofinding product market fit, and you know the early data was reallypositive from customers. People love the food and that that was a hugequestion mark for us of, like all right are people actually going to like thefood? Are they going to keep ordering it? What is our retention going to looklike and in those early months, even though our many only had five itemsevery week and the ovens were were fairly early stage? Customers love theproducts and they stuck around in a...

...pretty big way, especially as we werecomparing to really anyone else doing meal meal kits or prepared food. Thechallenge was that we could not know we could not figure out how to acquire newcustomers, so existing customers love the product and our retention wasreally strong and because it's a product that people are ordering everyweek, we had pretty nice revenue figures for a new company, but we werereally struggling to translate that into new customer growth, and that wasabout a two year journey. I'd say from we launched in the summer of twothousand and seventeen, and it wasn't until late summer of two thousand andnineteen that we really unlocked it and found product market fit. I rememberyou saying previously that that retention allowed you to kind of one ofthe things we hear. A lot from from entrepreneurs is like convenient facts.Allow you to rationalize things away, and you guys had this great retentionearly on and you I said you know the world is fantastic, but you werestruggling to drive new growth, and that was a hard reality. I discoveredthat it wasn't a product problem, I believe, is the the discussion fromprevious and that there was a lot of, but that, like elevating marketing,really unlocked things for you. Can you talk a little bit about that journeyand what it looked like to? I don't know if that was customer education orawareness, or maybe you can tell us a little bit about that yeah. So the waywe got there is we kind of went back to basics. We interviewed some of our bestcustomers. These are folks that were had been with us for a year and a halflove the product high engagement, and we wanted to hear from them. How dothey describe to follow? Had what do they tell their friends about Avalla?Why do they love to Balla, and we did ten or fifteen of these interviews andreally started to pull out some common threads between all of those, so thatwas kind of part. One part two. We went and interviewed people that had spent alot of time on our website and not...

...actually purchased, and we got them onthat. We paid them, got them on the phone and just asked them. Why? Whatare the reasons you didn't get over the Hump, because clearly somethingresonated with you that you were going to spend three four five minutes on ourwebsite and from there we got another list. We took those two things rebuiltthe brand rebuilt our website and redid our pricing strategy and those were thethree major levers that we used to drive up our conversion rate, which wasthe real metric. We were tracked, you know at the time we were acquiring acertain percentage of customers that landed on our website. We needed to getthat percentage up by about twenty thirty percent, and if we could, theeconomics would start to really make sense around Lt me to Kak and startingto scale, spend on our website Din and really start to drive growth, and youknow the new website brought a lot more trust for consumers. It helped educatearound what we were doing. It answered some very fundamental questions forcustomers about what this product is, how it works, what it isn't, and thenthe pricing strategy really reduced the barrier for folks to get in and try theproduct and, and those things were massive massive levers for us and itwas almost like overnight, things started to click and we had more demandthan we could actually fulfill interesting. So it sounds like therewas a number of small iterations, but a few Eureka breakthroughs and pricingwas one of them, yes and then not to discredit or diminish. You know these.These hard earned lessons that you guys use to drive growth, but I'm guessingOvid was probably pretty good to your business. Is that fair to say that,during a time when people are in their home, a company like yours has become?Did you I'm guessing? You guys had a pretty good two thousand and twentyYeah Yeah coved was was certainly very good for us. I think we're real, reallyfortunate that we found product market fit seven months before coved surebecause yeah it gave us a lot of credibility with investors when we wentto raise money during coved that hey once once this thing starts to pass andnormalize a little bit. Our business is...

...not going to fall apart because we grew.We grew about three and a half four x before coved. You know from that pointwhen we found product market fit, but then coved was definitely a boon. Youknow is a huge driver of demand for us usage went up really every metric wentup into the right and did for a long period of time operationally. It washugely challenging because I bet we we produce our own food, so we employ alot of people and especially those first few months when no one new lefthim right and we didn't really know what Ovid was and how to keep our teamsafe, but we had to continue operating to stay in business. Those are very,very difficult times and on the supply chain side as well, just gettingproduct from our manufacturing partners overseas was a huge challenge andmaintaining inventory was hard and then, similarly, on the food side, prices forcommodities were spiking. Products were short. You know huge shortages, thingslike that that were just unique challenges we hadn't dealt with before,but from a demand standpoint. It was great two thousand and twenty. We grewthe business of ton. I've seen before, where some environmental boon,environmental, meaning like outside force, breaks it in your favor in thefavor of a company, but they haven't solved the core issues. It can actuallybe one of the worst things that could possibly happen, because it putseverything on steroids for a brief period of time, but it's notsustainable and to your point about like having solved the product marketfit issue beforehand. You know you had a repeatable process, you had asustainable business model and then this just kind of put gas on the fireis that a fair characterization on a hundred percent, a hundred percent, soeverybody that we've ever had in the show that that is an entrepreneur hashad to solve some version of their company at one point was on thewrong side of impossible. No company worth owning, isn't in some way on thewrong side of that line. Initially you solve it, it's valuable! No one elsehas you know not at your price pointer...

...in your way or whatever? Can you talkabout for to mallow what that's looked like? What you guys needed to solvecould be software hardware culinary it could be more than one thing, but whatwas one or some of those things that you really needed to solve for to behere today? Having the success you're having so many it's a long list yeah, I think amarketing one is the most black and white one that we needed to figure outhow to market the products. What was interesting is the core product that we launched withworked really well, and the product now is way way better, but I think eventhat MV would still be a very successful business from a just pureproduct Lens. We needed to build a ton of infrastructure around it to supportthat that has been challenging. You know we produce a lot of meals everyweek now and building the operational and supply chain expertise and forGerman expertise to do that on a week over week. Basis with a changing menuis very complicated and it's not something that is unique to us per se.There's other companies doing similar things, but that's a hugely complicatedoperation that has to work week over week, and you know just there cannot bea breakage there, because our customers are expecting to get our food everysingle week. So you know that was one area where, when we found productmarkets it we weren't ready and it's you know you try to prepare, but it'svery hard to know at what point you're going to find it. If ever and when youdo what it's actually going to mean, and it's funny you know we would put itinto our our investor presentations of we're going to grow this fast, and thisis when it's going to happen, but you don't really know how you're going tofind product market fit and until you do and what it's going to look likewhen you find it and we found it and all of a sudden it was like. Okay, thehot potato has gone from the marketing team to the OPS team, the OPS team. Wegot to figure out how we're going to fulfill all of these meals very quicklyand that's that's a human equation like it's, not we're, not trading in bitslike every customer that we had is more...

...food, that we have to ship out of thefacility and and we were, we were caught a little flat footed there. Thatwas that was a big mistake in insight and in size, two thousand and twenty,but that we didn't react quick enough of. Oh, my God, this house is on fireand it's just going to the fire is just going to get bigger, and unless we doeverything we can to put it out and eventually we did, but those are somepainful months for some folks on our team operational issues. You knowthey're they're, always measured in months. You know you, just by the time you realize something'swrong. You've now discovered where you're going to spend the next sixmonths of your life focused or nine months or whatever. So you talked abouthindsight being two thousand and twenty. You know always love to ask about theseface palm all star moments: Everybody's got him the thing that you know youwent for it and it just it. Just didn't, go your way. was there like a a timeyou can tell us about where you've had all this success, but this particularthing was just a total fizzle done, something that hasn't gone. You guysthis way, yeah I'd say when we were searching for product market fit. Wewere looking a lot at Peleton and Peleton's unlock was opening stores andmalls and we're like okay. We should try that, and you know same issues likepeople, don't with the bike like they don't know what makes it special it'sso expensive. They got to get on the bike, watch the take a class and thenthey get it and we're like. Oh, the same thing is true with us and no onebelieves the food is going to taste good. They don't understand how it'sgoing to work like. We just have to show it to them, and we had done a lotof events and things and the events felt good. People would give us goodfeedback, but we just weren't wired in a way where we were tracking thingseffectively to actually know like what was the Roi on events like that. Was itactually working, and so we just came back to like hey. If we can't sell thisthing in person, how are we ever going to sell it online? Like I'm S, thiswill definitely work. Let's, let's sell in person, let's get a let's open a popup and and we'll do it pop up, so it'll...

...be lower cost. We could test it out andsee how it works, and so you were still a small team. There were probablytwenty twenty five of us, and so we opened a pop up this summer of twothousand and eighteen. I think, and it just was a flop like it really didn'twork for us. We had a ton of interest and foot traffic the first couple weeksand it was mainly interest. We weren't moving that many units and then it justfizzled- and it was a huge resource drain because we needed to staff theplace and get food there on a regular basis and he was burning a hole in ourpocket because we were like well, we got to use it. If we have the space,let's figure out how to maximize it, and in hindsight it we were way tooearly for something like that and it's interesting. We couldn't sell theproduct in person either, but I think it was for some of the reasons wetalked about earlier, like we didn't, have a coherent brand message whenfolks left the pop up to go to our website, it wasn't a great flow and itwas price poorly and all those things were problems in real life. The samethe same way, they were just on our website and yeah. It was a problem, buteven for the folks- and most of our folks are still here- everyone stillbelieves that a pop up will work for us. It's just a matter of when is the righttime interesting. So it sounds like if you feel like, if you had solved forthat product market, fit the the pricing some of those key learnings. Ifyou had already sold for that, maybe the pop up outcome would have gonedifferently, a hundred percent. I think if we did a pop up now, it wouldprobably work reasonably well. I don't actually think it's the right strategyin the near term, but I think it would work because for all the reasons wefelt like it should work, then those I think are still true, except now. Weactually know how to mark it and sell the thing so taking the last twentyfive minutes of discussion, the key take aways. To my mind, one productmarket fit is crucial, something we talk about every week on the show youknow, I see you nodding your head. I think everybody in tech is noddingtheir head, if you don't, if you're, not aligned with your with your market,you're already dead, I like to say: If...

...you have product market fit nothingelse matters, and if you don't have prodic market fit nothing else, matters!That's right! I agree. The second thing you know that that I think stands outfrom today is having like really effective, crossdisciplinary communications. We talked about it at the front side of theprogram, but you've got three very different teams. Much more differentthan I think many other companies would maybe happen. Every company will havesome level of difference. It sounds like you guys have invented, I meanyou're being humble and saying you're not the best, but it feels like you'vemade some investment in trying to get that right, that difficult thing andthat that that's been important to you guys is success and and then it feelslike the third piece which I guess is kind of almost nested under productmarket fit is differentiation. You know, so you guys are not at all. Like BlueApron. You know, there's a group of people that not interested in learninghow to cook, but they do want to eat well at home and you're, saying hey, weif you're a busy professional with your own thing going on and you want to eatlike you're eating out or eat. Like you made it yourself, you are the solutionfor those folks, correct, yeah, highly differentiated, so for the folkslistening, it's it's Thanksgiving season, it's a it'sOctober for us, but they'll be hearing this in November thanksgivings justaround the corner. What's next, for you guys, what like?What can we see from you from Tobala in the near future? What are you excitedabout? What will they be seeing roll out, or that would be interesting toknow about yeah? So the holiday season is big for us to fall as a greatproduct to gift to friends, parents, grandparents,children, anyone that could use a more convenient, healthy home, cooked optionholidays are great time and like a lot of businesses, we definitely run acouple holiday promotion. So keep an eye out around Black Fridays is a greattime to watch fort of allies. One of the things I'd highlight for Q, fourand I'd say bigger picture next year...

...and moving on the goal is just tocontinue to build on top of the foundation. We've got so continue toadd more items to the menu that appeal to a broader and broader group. Makethe customer experience better and better than it is today and scale upthe company. We need more facilities, a lot more people were hiring across lotsof different functions and and really trying to go to that next level. Okay,I have a follow up question. This was not in the script at all, but so myseventy two year old father is here visiting me right now. He texted mefrom the airport and he said- and this is something only baby boomers can getaway with you texted me: What is your phone number now? What you think aboutthat hey this man texted me. What is your phone number and my question toyou is: Would this be so that that's the levelof Tech enablement that I'm dealing with there? Would this be a good giftfor somebody with that level of TEX ABBE? Could could he operate thiseffectively? Do you think so? Shockingly? The answer is yes, we havea ton of customers that are seventy to ninety years old, depending on theirlevel of tech sophistication. Some of them can set up the product. It'spretty simple, you download an APP it automatically keys in your wife. Iinformation it connects your up and automatically, but even that for someis too much in that situation. It's generally the the children or thegrandchildren that set up the oven and set up the subscription, and thenthat's it. Making the actual meals is very, very, very simple: The theinstructions are written out very plainly, not that complicated everyonecan scan a bar code and once you learn how to do it once it's super simple, sothe actual usage of the product is I'd, say, there's very few people in thiscountry that could not figure out how to do it. The set up fifty fifty andthen the ordering of the meals kind of depend. So we order it for my wife'sgrandparents we pick their meals, but but they do all the cooking themselves.Okay, so for those of you out there in...

TV Land David doesn't know this yet,but we're going to squeeze a discount code out of him we're going to publishit with this episode and if you got parents out there and you want to buythis for them, just like I am- will put something out there for you guys to tomake the purchase so the other question I was always love to ask people DavidYour neck, deep in the IOT space. You know we limit breathed as well who'sout there doing good work that the folks at home should know about that.Maybe they don't write now. Somebody in the IOT space yeah, one one companywere very close to, and you have friends with a lot of folks. There is acompany also based in Chicago called farmers. Fridge and they've started toreally expand their footprint across the country, but the their courtbusiness is making really healthy salads. They do some bowls. They dosome breakfast items and and the core initial product were theserefrigerators IOT connected refrigerators in airports, offices,hospitals that are their beautiful vending machines and they're all glass.You look at them. You're, like you, really want the product. It's verydifferent than a typical vending machine. You would look at product ismade fresh every day, so it's an awesome product. They really leverageInternet kind of activity to make those fridges, work really well and part ofwhat they've expanded into is distribution on a wider basis acrossthe country. So farmers ridges is one that we love and you know, encourageyou to check them out as you're flying to different airports or if you findyourself in the Midwest. The last question I have great conversationtoday. I think increasingly people care a lot about their food for people outthere that have enjoyed what they've heard today. How can they where's agood place to follow? You follow the story. Follow the Tivala Story. Followthe David Story, Yeah. I think a few places I think for for me. You knowcalling me on Linkedin is probably one good place for our brand. Instagram isthe best place and from a product standpoint it's the website and just tobalcom. Okay, you heard it here, that's...

...it for today, folks, if you'relistening on Apple podcast love it. If you can give us the rating, my name isRyan prosser. Thanks for listening, we'll see you guys on the Internet, you shouldn't have to worry about IOTprojects dragging on or unreliable vendors. You've got enough on yourplate. The right team of Engineers and project managers can change a pivotalmoment for your business into your competitive edge. Various close knitcrew of ambitious problem, solvers, continuous improvers and curiousbuilders know how to turn your ideas into a reality on time and up to yourstandards, with a focus on mitigating risk and maximizing opportunity willhelp you build an io t solution that you can hang your hat on. Let's bringyour Iot idea to life, learn more at very possible. You've been listening to over the AirIot connected devices and the journey, if you enjoyed to day's episode, makesure to hit subscribe in your favorite podcast player and give us a rating.Have a question or an idea for a future episode. Send it to podcast at verypossible com. See you next time. I.

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