July 15, 2025 • 34 mins
In this new episode of Life on Mars, we take you behind the scenes at MarsBased to share how the first half of 2025 has unfolded for us as a team and company.
This year has marked the beginning of a new chapter, one shaped by growth, clarity, and transformation. We’ve strengthened our pipeline, expanded the team, and taken meaningful steps toward building a more mature and intentional company culture. But more importantly, we’re doing it all while staying true to our values of transparency, trust, and long-term thinking.
From company structure and team communication to leadership challenges and internal reflection, this episode is a candid account of how we're evolving to meet the demands of our clients, our people, and ourselves.
If you’re interested in how a boutique agency scales with intention, this is for you.
🎬 You can watch the video of this episode on the Life on Mars podcast website: https://podcast.marsbased.com/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
Hello everybody and welcome to Life on Mars.
I'm Alex, ceo and founder ofMarsBased, and in today's
episode, I bring you what hashappened in the last six months
of MarsBased the first half of2025, in which we are
experiencing some kind oftransformation in the company,
(00:32):
and I want to share, in allopenness and in the spirit of
transparency which is one of ourcore values, what has been
happening inside the company.
We started the year really wellcompared to the last two years,
where things were a little bitmore shaky.
In 2023, we started off losinga couple of big clients.
2024, we were in the midst ofsome kind of market
transformation in whichcontracts were shorter, the
(00:54):
sales cycles were longer andprojects got postponed or paused
or they were in a terminal endstate, so to speak.
2025 has started in pretty goodshape for us.
We have been able to have astable pipeline of sales, we
have been able to increase theteam that's something I'm going
(01:15):
to cover a little bit fartherdown the line and we have been
also extending contracts andselling longer contracts than we
have sold in the last two orthree years.
I mentioned in previous episodesthat the market had changed
since August 2022, more or less.
When the tech stocks were inheavy decline and the M&A
(01:39):
industry was really slow, the VClandscape was drying up for a
lot of startups.
Therefore, the market was notas bullish as it had been in the
past and therefore people weremore skeptical about longer
investments, longer contractsand maybe doing more
conservative approaches to theirprojects, downsizing their
(02:03):
teams to their projects.
Downsizing their teams,downsizing all the efforts and
maybe planning in a more likeshort-sighted manner for most
companies because they wererunning out of time, running out
of budget.
In the case of startups, ifthey were busy, backed or if
they were corporations, theywere maybe more tied to shorter
(02:25):
time plans and to smallerbudgets.
That being said, how did westart this year?
As I mentioned, we were able tostart a few new projects with
some of the existing clientsthat we had and that we
increased in size the kind ofprojects.
For instance, whereas we hadstarted with only the website
(02:47):
development for Everesting,which is a sports brand client
that we signed last year, thenwe started this year doing
something bigger for them.
We went from doing only theWordPress website to creating a
full-fledged app for their hallof fame, for their community of
people who have completedsuccessfully an Everesting
(03:08):
challenge, and that is somethingthat we have built in-house
here at Marspace, with a team ofthree people, and also setting
the foundations for a long-termmaintenance of the project.
What else we have also increasedthe team at a company that we
had signed a few months ago.
That is called Olafly, which isa company providing electronic
(03:29):
SIM services for not onlyindividuals but also for
companies.
As a matter of fact, we startedgiving them services only in
Shopify and now we're helpingthem to build the entire B2B
platform so that they canservice companies.
Funny fact we had used Olafflyin our annual retreat last year.
We went to Andorra.
(03:49):
We had to buy SIM cards foreverybody in the team because
it's not in the EU and thereforewe would have been charged with
heavy, heavy roaming chargesfor a team of 20 going into that
beautiful country, for a teamof 20 going into that beautiful
country.
And so this year, if we had todo it again, we would be using
our own platform, our own B2Bplatform for LaFly.
(04:13):
What else?
Another thing that we've donethis year that is significant is
we turned 11.
And while it is not assignificant as it was last year,
because the landmark of the 10years was a turning page for the
company of the 10 years was aturning page for the company and
that gave us some recognition.
We appeared in the newspapers.
We had clients flying fromabroad to Barcelona to attend
(04:34):
our big, big event of the 10thanniversary of Mars Based and of
Startup Grind, which, as amatter of fact, we haven't
released the, the talk, thekeynote I gave at that event.
Uh, I know, right now, as Ispeak, david, our marketing
person, is working on that, soit will be released very soon on
(04:56):
this podcast.
It will see the light of dayfor those who couldn't attend
the event last year.
It will come with, you know,with one year of of delay, but I
think it's still very relevantand very interesting for most
people who want to learn moreabout Mars Base, startup brand
and what we have been doing forthe last 10 years.
I don't know if there's a lotof new learnings from last year
(05:17):
to now, but most learningsconcerning sales branding, team
management, earnings concerningsales branding, team management,
specialization versus being ageneralist company, culture,
remote work and all of that.
They are enclosed in thatepisode, so it should be out
very, very soon.
What else?
I've got a ton of things tocover here.
(05:39):
I try to be as succinct aspossible because I don't want
this to go for very long.
But another thing that ishappening in the company, as I
mentioned a little bit earlieron, is that we have hired a
significant amount of new peopleUp until 2025, up until the
very beginning of this year, wewere hiring only two people per
(06:00):
year, and so the company hasgrown organically and in a very
natural way by increasing theteam two, three people every
year.
Maybe if a year somebody leftthe company, we hired a third or
fourth person, but the team wasvery organic.
It was very slow.
It allowed us to cement thefoundations for the new hires.
(06:23):
Every time we hired somebody,we really took the time to have
him or her adapt into thecompany, give him or her all of
the time to accommodate into allof our workflows, our working
philosophy, our company cultureand whatnot.
And this year we have decidedto take it up a notch.
And this year we have decidedto take it up a notch.
(06:45):
We had realized in our 10 yearsmeeting with my co-founders that
we perhaps we had been playingtoo conservatively for too long,
and I'm going to explain this alittle bit better.
What I mean here is that prettymuch every year, we kept our
growth by only hiring two people, and we had numerous times in
(07:08):
the past the occasion to groweven farther, but we turned it
down.
We turned these occasions downbecause we thought, ok, maybe
we're able to make more moneythis year, we can increase the
revenue if we hire two or threeextra people, but that would
come at the expense of something, and that something would have
been the quality of the outcomes, the team structure or the team
(07:31):
satisfaction.
Or maybe we would have been thefounders, the management layer,
we would have been morestressed and we didn't want to
strain neither the company northe relationship with the
(07:52):
employees or between theemployees and us.
And so we have always tried tohave this very slow and
sustainable growth.
But I think that we did it fortoo long, and the reflection was
the following for too long andthe reflection was the following
On the one hand, we neverwanted to increase the team for
more than this number.
On the other hand, there wasthis thing whereby we turned
(08:14):
down multiple opportunities towork on projects whose
technologies we're not an expertof, and so we could have done
Python earlier on in our companylife.
We could have worked usingReact in 2014 and 15, but we
decided to turn down all ofthese requests and, for instance
, we started doing Reactactively.
(08:35):
I think should have been around2017.
And so we lost a lot ofopportunities.
For the first three years ofthe company, we turned down
Python until two years ago.
So for the first nine years ofthe company, we turned down
Python until two years ago.
So for the first nine years ofthe company, we never did Python
, like we never did Scala orJava or NET right, and we will
(08:57):
continue not doing most of themright.
Why?
Because we relied always on ourfocus, on our specialization,
(09:21):
and because we wanted to err onthe side of quality confirms our
strategy.
The truth is, every year more orless, we have experienced or we
have had to deal with atechnology that we're not
entirely comfortable with, butwe decided to give it a go.
For instance, in 2015, late2015, early 2016, something like
(09:44):
that we were approached by acompany that wanted us to do
mobile development, and Iremember that 2014, our friend
Sergio Gago tried to hire us formobile development for Rakuten,
where he was a CTO, and weturned it down.
But one year later, anothergood friend of mine came and she
was the CEO of this humanresources company and said I
(10:07):
want you guys to do our mobileapps and I said, well, yeah,
that's great, but we don't domobile.
And she said like no, no,you're going to do mobile.
So we decided to split the riskand to share it between two
parts, and turns out that theproject was very successful,
right.
And turns out that the projectwas very successful, right, and
not only we were able to deliverit on time and on budget, but
(10:30):
also that technology, thatplatform that we developed,
helped them to ultimately sellthe company in 2019.
Big thanks to our technology,yeah, and experiences like this,
or situations like this,repeated over the course of the
years.
In 2017, we were approached byour biggest client, who, at the
(10:51):
time, we were doing Angular for,and they said do you guys also
do backend development withNodejs?
I was like no, but we couldgive it a go.
We got somebody in the companywho has experience, who really
wants to work on Nodejs, and Iwas like, well, time to give it
a try.
Right, I was successful.
That was one of our biggestclients for five years, and so
(11:14):
it was another successfulexperiment and we did a few more
like this.
I remember we tried theexperiment of working with Go
for a company called Spin in theUS in around 2018, 2019,
something like that Workedreally well with.
An IoT project went really wellwith it.
An AR project for Moody's wentreally well.
(11:37):
We will share it soon on oursocial media blog and the
portfolio.
We did some projects with AI andso we've been doing all of
these experiments and, at thevery end of the day, they have
all been successful and morethan that.
I think that most of theseprojects have worked better than
(11:57):
some of the projects we haveworked on where we're
specialists on the projects,maybe because we manage the
expectations better, maybebecause they were more enclosed,
were more defined, the riskmanagement was done more
correctly.
I don't know what happenedthere, but I know that is uh,
(12:17):
that's something that we uh, weassessed with chubby and jordan.
We said look, all of theseexperiments prove that we are a
company that can build prettymuch anything, right?
So why don't we stop saying wedon't want to do certain
technologies and at leastpublicly and we decide on a case
by case basis?
(12:37):
Right, and that's our newapproach for this year.
As a result of that, we haven'tstarted any new technology.
All of the projects we havesigned this year are with
technologies we had been workingwith in the past Python, ruby
and Rails, javascript on themobile side of things, react
Native and stuff like that.
(12:58):
But at least we are deciding,you know, on a case-by-case
basis.
As they come, we're like, okay,we could do this project.
That doesn't really fit what wedo, but it is interesting for
the company, we'll take it.
Or maybe we want to have thiscompany as a client and we'll
take it right.
So we're more open.
The other thing we have changedis we have decided to also gear
(13:22):
up in terms of team and we haveincorporated six people.
Since the beginning of the year.
We have incorporated bothbackend and frontend developers,
project manager and also amarketing person, and that you
know that could have strainedthe company.
That certainly shook things alittle bit when all of these
(13:46):
people more or less they joinaround the same time.
So it was pretty stressful fora while because we had to do a
lot of onboardings three timesmore onboardings than we do in a
regular year and they allhappen in the span of two or
three months, and so not thatwe're not prepared for that, but
we had to concede a littlething, some things here and
there and some projects theytook a little bit longer to
(14:08):
complete and we had morerotations than usual in the
projects.
But now all the dust has settledand I think that we are in a
better state than we were sixmonths ago or even one year ago
and we're really happy about theteam configuration we've got
right now and this has proven tobe a very bold move risky
(14:28):
perhaps, but not as risky as wecould have done in other
situations.
When we were approached by abig client sometimes in the past
and they're like, okay, can youhire 20 people, 20 developers
for me this year, I'm going topay for all of that, we said no,
we could have done it.
It would have been risky, thatdefinitely would have strained
the company, that would havestrained the team, the company
culture, and we decided to turndown that really really good
(14:52):
money because also, we've got alot of principles.
So what else?
I've talked about team.
I've talked about the generalcompany direction in terms of
sales, as I mentioned well,covered a little bit briefly
what we did with clients.
I mentioned in the case ofEverest Inc.
All of that.
There's new clients that wesigned in the last few months.
(15:14):
We signed also with DreamingLanguages, a company co-founded
by one of our ex-employees,pablo Roman, who was on the
Spanish feed of the podcast, sowe're going to leave the video
right here, so if you want towatch it, it's very interesting
how he transitioned from being afreelance developer for us in
2016, for three years more orless, to being a founder of this
(15:38):
community of people learninglanguages, and they started with
Spanish, now opening up Frenchand quite possibly expanding to
other languages in the midfuture.
We also signed another process,more sort of an MVP, for a
company called Topstechnica inthe industrial sectors, a data
visualization platform,mobitrace.
(16:00):
What else?
We re-signed a couple ofclients that we had stopped
collaborating with in the past,like Travel Tax-Free, for whom
we do Shopify services, andLocalistico, which is a client
that comes on and off depends ontheir funding and on their
state, but I really have to workwith them because they're
really good people.
We always enjoy it and theyreally value the quality of our
(16:24):
code, and so it's always apleasure to collaborate with
people who appreciate this kindof things that we offer.
We have increased the salesquota in terms of Shopify.
Shopify is a technology that'sbuilt on Ruby on Rails and
therefore we have extensiveexperience working with that.
(16:46):
Our first client with Shopifywas signed in 2015.
It's a German company, zapdales, which we have uninterruptedly
been working with them since2015.
It's a great company to workfor as well, but outside of that
, we work for other companieslike Singularity, singularity
Freshies, tax-free and a fewmore.
We have a great new project forSeptember, although it's
(17:09):
technically not signed, foranother consultancy from
Barcelona.
They want us to design andimplement their corporate
website, which is an interestingchallenge, and hopefully,
hopefully we'll help them with apivot they are undergoing right
now, and I don't know if I'mforgetting any other.
(17:32):
All of this comes also from it'sa derivate from, you know
having increased the team.
The fact that we hire amarketing person allowed me to
focus much more on sales andtherefore I don't have to juggle
between marketing and sales,being a one-man band for both
departments of the company.
Not only that decreases therisk, but also that increases
(17:55):
the quality of my outcome.
If I'm able to focus much moreon sales, I can be more on top
of every negotiation doing thekey account management, doing
the renewals of the contractsfor the maintenance, upselling
clients, increasing prices hereand there, negotiating new
projects or practically offeringnew services and products to
(18:18):
our clients, things we can helpthem with, like cybersecurity or
AI or redesign or refactoringor a byproduct or some
consulting services.
Right, and David is workingmuch more on covering me on the
marketing side of things.
He's taking over the podcast.
As you have seen, the increaseof the quality of the podcast is
(18:39):
remarkable.
Also, we have been much moretimely in the cadence of the
publication of the podcastepisodes.
It's helping me with schedulingproduction.
So, even like some scripting orappearing in the podcast
himself, and so this separationof concerns helps to be much
(19:01):
more focused and, in the spiritof another company culture trait
that we've got, which is lessis more, we are able to do
better output, better outcome ofour work by focusing on single
areas, right, in fact, anotherthing that has increased in my
focus on sales, I'm doing much,I'm being much more on top with
(19:25):
the relationship with ourclients, and that translates to
having much more, so many morevisits, in-person visits to our
customers.
So we have been to the Basquecountry to visit nights.
We have been to Valencia tovisit a couple of clients I go
to Madrid more often orin-person visits to clients
around Barcelona, like NievesEnergia, for instance, that have
(19:46):
been there on numerousoccasions and also visiting
their new offices.
So we have more time anddedication for that, and that
also translates to betterrelationship with the clients
and more long-term vision andalso better sales.
So that's, overall, a verypositive thing for the company.
(20:08):
One more thing about the team isthat we have decided to rebrand
some of the levels ofdevelopers.
We did have another layer thatwas called the tech leads, which
were some developers, moresenior developers juggling time,
(20:32):
doing project management andmore architectural roles in the
project, and while that had beena role in the company, we
decided that right now is afunction that you can be a tech
lead in a project.
You can be a developer inanother project.
Depends on your depending onthe project necessities,
depending on your skills as well.
(20:54):
Right and so, but we haveincorporated, as I mentioned, uh
, project manager and we haveanother figure, another role
that it sits on top of the techleads, that is, the engineering
manager, which is a role thatshould help Xavi, our CTO, to
(21:15):
the couple, to split hisresponsibilities and duties so
that he can be more focused oncertain decisions of the company
, more like strategic vision,helping in sales, helping on
doing the one-on-ones with thepeople and delegating some of
the technicalities of the tryingnew technologies or certain
(21:36):
complex challenges to this otherrole.
That right now is covered byour good friend Juan Salvador,
who is also, like you know,working shoulder to shoulder
with Xavi and helping to managethe rest of the technical team.
That is interesting.
That is a company.
(21:58):
I mean in terms of maybe growingthe company.
We don't want to increase inmiddle management because we
know that the theory says thatwhen companies increase the
middle management, that's whenthings start to go south,
because you lose the connectionbetween the lower strata of the
(22:19):
company and the founders.
In our case, we're not as big.
That will never happen.
Everybody will have the recline with Xavi the CTO or with
we're not as big.
That will never happen.
Everybody will have the recline with Xavi the CTO, or with
me or with Jordi.
So that's not a concern I'mtaking or we understand that
this happens when companies.
They start overhiring, they gointo hockey stick growth and
(22:40):
then all of a sudden they wentfrom one year being 20 to 200,
or from 200 to 2,000, right,that's not our case, that's not
going to happen.
At most, in a given year,instead of hiring two or three
people, and up until last yearwe'll hire six, seven, maybe 10.
I don't know.
But that will not create a lotof changes in the structure of
(23:02):
the company, in the structure ofthe company that forced us to
work more on building careerplans, investing more in HR, in
people, operations and stufflike that.
Our good Ellie is working onthat, and I think it's very
challenging and rewarding at thesame time to have these new,
mentally stimulating challenges,because at a certain point, you
(23:23):
know, it sort of felt a littlebit like a routine.
The company was doing the samething year after year and
therefore we were starting toget comfortable.
We're pushing ourselves alittle bit out of the comfort
zone and I hope that translatesor it is already happening, it
(23:46):
is translating into better salesand more stability for the
company.
Just kind of to wrap it upmarketing and sales a bit of an
update here.
As I mentioned, david has takenover pretty much everything in
marketing.
As you have seen, thenewsletter is back after almost
two years in hiatus.
(24:06):
Not only he managed to reviveit, it's back on good terms in
numbers and in click-throughrate, open rate and all of that.
Not that we care a lot aboutmetrics, but it shows that the
newsletter is in good health.
So thank you for reading it,and now we can share more stuff
(24:28):
than we usually do in thenewsletter, sort of a recap of
what happened the last month atMars Base.
But we will maybe experimentwith other stuff.
We'll announce there are eventsor webinars if we decide to do
so, if we launch something, somenew marketing assets and stuff
like that.
Or, if you missed, the podcastepisodes or other collaborations
where we have appeared, as Imentioned, the podcast is great.
(24:52):
Thank you for subscribing.
Thank you for sharing it withpeople.
Thank you also for suggestingspeakers.
One thing that you could do ifyou first off and you made it
this far and I know it's a bigask to watch for videos this
long of only one person talking,rambling for half an hour is
leave a comment down below.
(25:13):
I'd really appreciate it ifyou're on YouTube, because that
shows that we're doing this forsomebody and it's really
gratifying when we see thatpeople are actually watching and
commenting.
The second is send questions.
We are recording a few episodesof Q&A in the next month and we
have more time and availabilityto do it, either for you know
(25:36):
the C-levels maybe for Ellie,maybe for the project managers,
for the developers, for thedesigners let us know or you
know more than happy to answerpretty much everything and
anything you might want to ask.
And the website is alwayschanging as well.
If you take a look at the,we're publishing more portfolios
, more blog episodes, more newservices, more stuff.
(25:58):
It's more and better.
I'm really happy with the newdirection of how things are
going in the marketingdepartment In terms of
financials.
People usually don't expect that, but we do share our financials
.
Every year.
We share them on the BeWaterpage, the BeWater blog.
They share the most capitalefficient companies.
In Spain, for instance, thereis a ranking we're usually there
(26:20):
in the top 10 as a company thatwas founded only with 3,000
initial euros of setting thecompany and that's it.
And right now I think last yearwe closed with 2.5 million in
revenue.
This year we're projected to $3million.
We're close to a quartermillion per month in revenue.
(26:42):
So I think that is somethingthat's pretty relevant for a lot
of companies up there.
It's inspirational.
It certainly would haveinspired me a few years ago to
see this kind of numbers from acompany I like and look up to.
So that's why we're sharing.
I want to give back to thecommunity and we want to inspire
(27:02):
new people to create companies,because we know it is possible.
So if you're out therewondering if this is truly worth
it, it's possible, it is.
You have to put in the work andyou have to believe in yourself
and follow.
I'm not going to say followyour trims, because that's
pretty bullshit, but really, ifyou want to do a great job, you
have great relationship withpeople, they respect you and
(27:25):
you're good at what you do, youshould give it a try, definitely
.
So that's why we're sharing.
So stay tuned for the updates onthe financial side of things as
uh, with our open metrics ofrevenue and uh and profits and
all of that.
Um, you know we are very leanin terms of our uh.
I wouldn't call ourselvesstruggle, because I think that
(27:47):
we spend a lot on on stuff thatreally that we should be
spending on uh, like you know,buying the best equipment for
people to do their jobs, and wehave a company retreat every
year and stuff like that.
A frugal company wouldn't dothat.
But we are pretty lean in ourspending and we know how to
(28:08):
review all of this spendingevery three months, every six
months, every month, dependingon the company department, and
cut unnecessary costs where it'spossible, because, as a
bootstrap company, every pennywe spend it's a penny that we
have earned and work very hardto get.
So money doesn't come for free,but we are the masters of our
(28:29):
own destiny when it comes tomoney, because we don't rely on
external investment like othercompanies do.
And maybe a few words ontechnology before I wrap it up,
but that's something that Ireally want to cover with Xavi,
with our CTO, but we havestandardized our tech stack, our
technical stack.
That's something that we haddone in the last two years more
(28:52):
or less, but it has consolidatedusing ruby on rails as the
first option for the forbuilding new projects, unless
clients want a new, anothertechnology in which we will
always say like, look okay, wecan do that with no js, with
react, no problem, that's goingto cost a little bit more.
If we are in charge of choosingthe technology, we can be more
(29:14):
efficient, we can be faster andthe project is going to be
cheaper.
So you know it's a trade off,but at least we can be flexible
and offer all kinds of optionsto our potential clients.
We have been working more onsecurity lately because of the
undergoing changes in thetechnology landscape when it
(29:36):
comes to cybersecurity orbecause we have been working
with corporates that they dorequire more technical and
security audits every now andthen, and so therefore we're
incorporating this as anoffering in the company or as a
de facto part of every projectwe start.
We are going to give ourclients some security guidelines
(29:57):
so that they don't sharepasswords on Slack, they use
encryption on their hard disksand stuff like that, give and
take the permissions and rolesto the right people and revoke
them when they are not in theproject or in the company
altogether, and pretty basicstuff like that that pretty much
nobody does and I don't know.
(30:17):
So maybe we're going to go intoproviding some cybersecurity
services.
We are preparing ourselves forthe NAS2, which is going to
shake a little bit the industrylike GDPR did a few years back.
We're already working on thisand, generally speaking, more
(30:39):
proactive in terms of workingwith security and keeping things
up to date, like ourdocumentation, our handbook, is
a little bit more up to datethan never before.
Same goes for the security andtechnology guides that we've got
on our handbook, that we havepublished.
Check them out.
I think they're really good,they're really interesting
(31:02):
because right now they will bereviewed every three to six
months, and so you know they'realways going to be up to date
and relevant for everybody.
And that's pretty mucheverything for everybody.
And that's pretty mucheverything.
Maybe what can you expect fromMars, based in the second half
of the year, is theconsolidation of all the things
(31:24):
that we have described this far,maybe doing more with the
people we have after thisinitial six months of settling
with the new team or the newincorporations to the team, and
certainly also working in a muchmore solid way with the new
clients that we'll have moreunderstanding about.
We'll be able to produce moreand better work for them in
(31:48):
terms of projects.
Some clients are we'refinishing the assignment or the
construct with them.
There's going to be new ones,hopefully increasing a couple of
them.
We're having really advancedtalks with a couple of our
clients to increase or evendouble the size of our teams
there and more visits to clients, as I mentioned.
So visits to New York City togo visit Moniz and Citadel
(32:10):
Security, for instance, visitsto MassCount country, again to
people in nice, visits to uh, um, maybe some of the other
clients that we got scatteredaround europe, like zapto in
germany or blue brain in the ukand stuff like that and um, and
maybe sharing more what we havebeen doing, because the first
(32:32):
half of the year has been moreof internal processes,
optimizing, refining andfine-tuning.
Second half of the year, if timepermits and projects permit, we
will be able to share morelearnings, more of our internal
trainings, internal processesand documentation in the shape
of blog posts, of podcastepisodes, of live events.
(32:55):
Maybe we are hosting a firstlive event or a webinar.
I think it's going to be awebinar first, that in person,
with an AI consultancy fromBarcelona and an AI workshop.
That's something that we'regoing to pilot in September.
See how that goes.
And then, you know, keeprefining the company and
(33:16):
preparing for 2026, which isgoing to be a very exciting year
If 2025 turns out to be theyear, the really good year that
it's projected to be.
That's it.
I think that's all from meright now.
I don't want to go any longer.
I think it's been long enough.
Thank you, as always, for beinghere with us.
(33:37):
Thank you for following thejourney of Marspace and for
being so supportive.
Feels good when we send outsomething a tweet or an email or
a video and you reply.
So keep doing that, keepsending questions, keep sending
feedback, keep sharing this withother people you like or who
you think they would enjoy thiskind of content, and keep being
(33:59):
yourself Until the next time I'mout.
Hello everybody and welcome to Life on Mars.
I'm Alex, ceo and founder ofMarsBased, and in today's
episode, I bring you what hashappened in the last six months
of MarsBased the first half of2025, in which we are
experiencing some kind oftransformation in the company,
(00:32):
and I want to share, in allopenness and in the spirit of
transparency which is one of ourcore values, what has been
happening inside the company.
We started the year really wellcompared to the last two years,
where things were a little bitmore shaky.
In 2023, we started off losinga couple of big clients.
2024, we were in the midst ofsome kind of market
transformation in whichcontracts were shorter, the
(00:54):
sales cycles were longer andprojects got postponed or paused
or they were in a terminal endstate, so to speak.
2025 has started in pretty goodshape for us.
We have been able to have astable pipeline of sales, we
have been able to increase theteam that's something I'm going
(01:15):
to cover a little bit fartherdown the line and we have been
also extending contracts andselling longer contracts than we
have sold in the last two orthree years.
I mentioned in previous episodesthat the market had changed
since August 2022, more or less.
When the tech stocks were inheavy decline and the M&A
(01:39):
industry was really slow, the VClandscape was drying up for a
lot of startups.
Therefore, the market was notas bullish as it had been in the
past and therefore people weremore skeptical about longer
investments, longer contractsand maybe doing more
conservative approaches to theirprojects, downsizing their
(02:03):
teams to their projects.
Downsizing their teams,downsizing all the efforts and
maybe planning in a more likeshort-sighted manner for most
companies because they wererunning out of time, running out
of budget.
In the case of startups, ifthey were busy, backed or if
they were corporations, theywere maybe more tied to shorter
(02:25):
time plans and to smallerbudgets.
That being said, how did westart this year?
As I mentioned, we were able tostart a few new projects with
some of the existing clientsthat we had and that we
increased in size the kind ofprojects.
For instance, whereas we hadstarted with only the website
(02:47):
development for Everesting,which is a sports brand client
that we signed last year, thenwe started this year doing
something bigger for them.
We went from doing only theWordPress website to creating a
full-fledged app for their hallof fame, for their community of
people who have completedsuccessfully an Everesting
(03:08):
challenge, and that is somethingthat we have built in-house
here at Marspace, with a team ofthree people, and also setting
the foundations for a long-termmaintenance of the project.
What else we have also increasedthe team at a company that we
had signed a few months ago.
That is called Olafly, which isa company providing electronic
(03:29):
SIM services for not onlyindividuals but also for
companies.
As a matter of fact, we startedgiving them services only in
Shopify and now we're helpingthem to build the entire B2B
platform so that they canservice companies.
Funny fact we had used Olafflyin our annual retreat last year.
We went to Andorra.
(03:49):
We had to buy SIM cards foreverybody in the team because
it's not in the EU and thereforewe would have been charged with
heavy, heavy roaming chargesfor a team of 20 going into that
beautiful country, for a teamof 20 going into that beautiful
country.
And so this year, if we had todo it again, we would be using
our own platform, our own B2Bplatform for LaFly.
(04:13):
What else?
Another thing that we've donethis year that is significant is
we turned 11.
And while it is not assignificant as it was last year,
because the landmark of the 10years was a turning page for the
company of the 10 years was aturning page for the company and
that gave us some recognition.
We appeared in the newspapers.
We had clients flying fromabroad to Barcelona to attend
(04:34):
our big, big event of the 10thanniversary of Mars Based and of
Startup Grind, which, as amatter of fact, we haven't
released the, the talk, thekeynote I gave at that event.
Uh, I know, right now, as Ispeak, david, our marketing
person, is working on that, soit will be released very soon on
(04:56):
this podcast.
It will see the light of dayfor those who couldn't attend
the event last year.
It will come with, you know,with one year of of delay, but I
think it's still very relevantand very interesting for most
people who want to learn moreabout Mars Base, startup brand
and what we have been doing forthe last 10 years.
I don't know if there's a lotof new learnings from last year
(05:17):
to now, but most learningsconcerning sales branding, team
management, earnings concerningsales branding, team management,
specialization versus being ageneralist company, culture,
remote work and all of that.
They are enclosed in thatepisode, so it should be out
very, very soon.
What else?
I've got a ton of things tocover here.
(05:39):
I try to be as succinct aspossible because I don't want
this to go for very long.
But another thing that ishappening in the company, as I
mentioned a little bit earlieron, is that we have hired a
significant amount of new peopleUp until 2025, up until the
very beginning of this year, wewere hiring only two people per
(06:00):
year, and so the company hasgrown organically and in a very
natural way by increasing theteam two, three people every
year.
Maybe if a year somebody leftthe company, we hired a third or
fourth person, but the team wasvery organic.
It was very slow.
It allowed us to cement thefoundations for the new hires.
(06:23):
Every time we hired somebody,we really took the time to have
him or her adapt into thecompany, give him or her all of
the time to accommodate into allof our workflows, our working
philosophy, our company cultureand whatnot.
And this year we have decidedto take it up a notch.
And this year we have decidedto take it up a notch.
(06:45):
We had realized in our 10 yearsmeeting with my co-founders that
we perhaps we had been playingtoo conservatively for too long,
and I'm going to explain this alittle bit better.
What I mean here is that prettymuch every year, we kept our
growth by only hiring two people, and we had numerous times in
(07:08):
the past the occasion to groweven farther, but we turned it
down.
We turned these occasions downbecause we thought, ok, maybe
we're able to make more moneythis year, we can increase the
revenue if we hire two or threeextra people, but that would
come at the expense of something, and that something would have
been the quality of the outcomes, the team structure or the team
(07:31):
satisfaction.
Or maybe we would have been thefounders, the management layer,
we would have been morestressed and we didn't want to
strain neither the company northe relationship with the
(07:52):
employees or between theemployees and us.
And so we have always tried tohave this very slow and
sustainable growth.
But I think that we did it fortoo long, and the reflection was
the following for too long andthe reflection was the following
On the one hand, we neverwanted to increase the team for
more than this number.
On the other hand, there wasthis thing whereby we turned
(08:14):
down multiple opportunities towork on projects whose
technologies we're not an expertof, and so we could have done
Python earlier on in our companylife.
We could have worked usingReact in 2014 and 15, but we
decided to turn down all ofthese requests and, for instance
, we started doing Reactactively.
(08:35):
I think should have been around2017.
And so we lost a lot ofopportunities.
For the first three years ofthe company, we turned down
Python until two years ago.
So for the first nine years ofthe company, we turned down
Python until two years ago.
So for the first nine years ofthe company, we never did Python
, like we never did Scala orJava or NET right, and we will
(08:57):
continue not doing most of themright.
Why?
Because we relied always on ourfocus, on our specialization,
(09:21):
and because we wanted to err onthe side of quality confirms our
strategy.
The truth is, every year more orless, we have experienced or we
have had to deal with atechnology that we're not
entirely comfortable with, butwe decided to give it a go.
For instance, in 2015, late2015, early 2016, something like
(09:44):
that we were approached by acompany that wanted us to do
mobile development, and Iremember that 2014, our friend
Sergio Gago tried to hire us formobile development for Rakuten,
where he was a CTO, and weturned it down.
But one year later, anothergood friend of mine came and she
was the CEO of this humanresources company and said I
(10:07):
want you guys to do our mobileapps and I said, well, yeah,
that's great, but we don't domobile.
And she said like no, no,you're going to do mobile.
So we decided to split the riskand to share it between two
parts, and turns out that theproject was very successful,
right.
And turns out that the projectwas very successful, right, and
not only we were able to deliverit on time and on budget, but
(10:30):
also that technology, thatplatform that we developed,
helped them to ultimately sellthe company in 2019.
Big thanks to our technology,yeah, and experiences like this,
or situations like this,repeated over the course of the
years.
In 2017, we were approached byour biggest client, who, at the
(10:51):
time, we were doing Angular for,and they said do you guys also
do backend development withNodejs?
I was like no, but we couldgive it a go.
We got somebody in the companywho has experience, who really
wants to work on Nodejs, and Iwas like, well, time to give it
a try.
Right, I was successful.
That was one of our biggestclients for five years, and so
(11:14):
it was another successfulexperiment and we did a few more
like this.
I remember we tried theexperiment of working with Go
for a company called Spin in theUS in around 2018, 2019,
something like that Workedreally well with.
An IoT project went really wellwith it.
An AR project for Moody's wentreally well.
(11:37):
We will share it soon on oursocial media blog and the
portfolio.
We did some projects with AI andso we've been doing all of
these experiments and, at thevery end of the day, they have
all been successful and morethan that.
I think that most of theseprojects have worked better than
(11:57):
some of the projects we haveworked on where we're
specialists on the projects,maybe because we manage the
expectations better, maybebecause they were more enclosed,
were more defined, the riskmanagement was done more
correctly.
I don't know what happenedthere, but I know that is uh,
(12:17):
that's something that we uh, weassessed with chubby and jordan.
We said look, all of theseexperiments prove that we are a
company that can build prettymuch anything, right?
So why don't we stop saying wedon't want to do certain
technologies and at leastpublicly and we decide on a case
by case basis?
(12:37):
Right, and that's our newapproach for this year.
As a result of that, we haven'tstarted any new technology.
All of the projects we havesigned this year are with
technologies we had been workingwith in the past Python, ruby
and Rails, javascript on themobile side of things, react
Native and stuff like that.
(12:58):
But at least we are deciding,you know, on a case-by-case
basis.
As they come, we're like, okay,we could do this project.
That doesn't really fit what wedo, but it is interesting for
the company, we'll take it.
Or maybe we want to have thiscompany as a client and we'll
take it right.
So we're more open.
The other thing we have changedis we have decided to also gear
(13:22):
up in terms of team and we haveincorporated six people.
Since the beginning of the year.
We have incorporated bothbackend and frontend developers,
project manager and also amarketing person, and that you
know that could have strainedthe company.
That certainly shook things alittle bit when all of these
(13:46):
people more or less they joinaround the same time.
So it was pretty stressful fora while because we had to do a
lot of onboardings three timesmore onboardings than we do in a
regular year and they allhappen in the span of two or
three months, and so not thatwe're not prepared for that, but
we had to concede a littlething, some things here and
there and some projects theytook a little bit longer to
(14:08):
complete and we had morerotations than usual in the
projects.
But now all the dust has settledand I think that we are in a
better state than we were sixmonths ago or even one year ago
and we're really happy about theteam configuration we've got
right now and this has proven tobe a very bold move risky
(14:28):
perhaps, but not as risky as wecould have done in other
situations.
When we were approached by abig client sometimes in the past
and they're like, okay, can youhire 20 people, 20 developers
for me this year, I'm going topay for all of that, we said no,
we could have done it.
It would have been risky, thatdefinitely would have strained
the company, that would havestrained the team, the company
culture, and we decided to turndown that really really good
(14:52):
money because also, we've got alot of principles.
So what else?
I've talked about team.
I've talked about the generalcompany direction in terms of
sales, as I mentioned well,covered a little bit briefly
what we did with clients.
I mentioned in the case ofEverest Inc.
All of that.
There's new clients that wesigned in the last few months.
(15:14):
We signed also with DreamingLanguages, a company co-founded
by one of our ex-employees,pablo Roman, who was on the
Spanish feed of the podcast, sowe're going to leave the video
right here, so if you want towatch it, it's very interesting
how he transitioned from being afreelance developer for us in
2016, for three years more orless, to being a founder of this
(15:38):
community of people learninglanguages, and they started with
Spanish, now opening up Frenchand quite possibly expanding to
other languages in the midfuture.
We also signed another process,more sort of an MVP, for a
company called Topstechnica inthe industrial sectors, a data
visualization platform,mobitrace.
(16:00):
What else?
We re-signed a couple ofclients that we had stopped
collaborating with in the past,like Travel Tax-Free, for whom
we do Shopify services, andLocalistico, which is a client
that comes on and off depends ontheir funding and on their
state, but I really have to workwith them because they're
really good people.
We always enjoy it and theyreally value the quality of our
(16:24):
code, and so it's always apleasure to collaborate with
people who appreciate this kindof things that we offer.
We have increased the salesquota in terms of Shopify.
Shopify is a technology that'sbuilt on Ruby on Rails and
therefore we have extensiveexperience working with that.
(16:46):
Our first client with Shopifywas signed in 2015.
It's a German company, zapdales, which we have uninterruptedly
been working with them since2015.
It's a great company to workfor as well, but outside of that
, we work for other companieslike Singularity, singularity
Freshies, tax-free and a fewmore.
We have a great new project forSeptember, although it's
(17:09):
technically not signed, foranother consultancy from
Barcelona.
They want us to design andimplement their corporate
website, which is an interestingchallenge, and hopefully,
hopefully we'll help them with apivot they are undergoing right
now, and I don't know if I'mforgetting any other.
(17:32):
All of this comes also from it'sa derivate from, you know
having increased the team.
The fact that we hire amarketing person allowed me to
focus much more on sales andtherefore I don't have to juggle
between marketing and sales,being a one-man band for both
departments of the company.
Not only that decreases therisk, but also that increases
(17:55):
the quality of my outcome.
If I'm able to focus much moreon sales, I can be more on top
of every negotiation doing thekey account management, doing
the renewals of the contractsfor the maintenance, upselling
clients, increasing prices hereand there, negotiating new
projects or practically offeringnew services and products to
(18:18):
our clients, things we can helpthem with, like cybersecurity or
AI or redesign or refactoringor a byproduct or some
consulting services.
Right, and David is workingmuch more on covering me on the
marketing side of things.
He's taking over the podcast.
As you have seen, the increaseof the quality of the podcast is
(18:39):
remarkable.
Also, we have been much moretimely in the cadence of the
publication of the podcastepisodes.
It's helping me with schedulingproduction.
So, even like some scripting orappearing in the podcast
himself, and so this separationof concerns helps to be much
(19:01):
more focused and, in the spiritof another company culture trait
that we've got, which is lessis more, we are able to do
better output, better outcome ofour work by focusing on single
areas, right, in fact, anotherthing that has increased in my
focus on sales, I'm doing much,I'm being much more on top with
(19:25):
the relationship with ourclients, and that translates to
having much more, so many morevisits, in-person visits to our
customers.
So we have been to the Basquecountry to visit nights.
We have been to Valencia tovisit a couple of clients I go
to Madrid more often orin-person visits to clients
around Barcelona, like NievesEnergia, for instance, that have
(19:46):
been there on numerousoccasions and also visiting
their new offices.
So we have more time anddedication for that, and that
also translates to betterrelationship with the clients
and more long-term vision andalso better sales.
So that's, overall, a verypositive thing for the company.
(20:08):
One more thing about the team isthat we have decided to rebrand
some of the levels ofdevelopers.
We did have another layer thatwas called the tech leads, which
were some developers, moresenior developers juggling time,
(20:32):
doing project management andmore architectural roles in the
project, and while that had beena role in the company, we
decided that right now is afunction that you can be a tech
lead in a project.
You can be a developer inanother project.
Depends on your depending onthe project necessities,
depending on your skills as well.
(20:54):
Right and so, but we haveincorporated, as I mentioned, uh
, project manager and we haveanother figure, another role
that it sits on top of the techleads, that is, the engineering
manager, which is a role thatshould help Xavi, our CTO, to
(21:15):
the couple, to split hisresponsibilities and duties so
that he can be more focused oncertain decisions of the company
, more like strategic vision,helping in sales, helping on
doing the one-on-ones with thepeople and delegating some of
the technicalities of the tryingnew technologies or certain
(21:36):
complex challenges to this otherrole.
That right now is covered byour good friend Juan Salvador,
who is also, like you know,working shoulder to shoulder
with Xavi and helping to managethe rest of the technical team.
That is interesting.
That is a company.
(21:58):
I mean in terms of maybe growingthe company.
We don't want to increase inmiddle management because we
know that the theory says thatwhen companies increase the
middle management, that's whenthings start to go south,
because you lose the connectionbetween the lower strata of the
(22:19):
company and the founders.
In our case, we're not as big.
That will never happen.
Everybody will have the recline with Xavi the CTO or with
we're not as big.
That will never happen.
Everybody will have the recline with Xavi the CTO, or with
me or with Jordi.
So that's not a concern I'mtaking or we understand that
this happens when companies.
They start overhiring, they gointo hockey stick growth and
(22:40):
then all of a sudden they wentfrom one year being 20 to 200,
or from 200 to 2,000, right,that's not our case, that's not
going to happen.
At most, in a given year,instead of hiring two or three
people, and up until last yearwe'll hire six, seven, maybe 10.
I don't know.
But that will not create a lotof changes in the structure of
(23:02):
the company, in the structure ofthe company that forced us to
work more on building careerplans, investing more in HR, in
people, operations and stufflike that.
Our good Ellie is working onthat, and I think it's very
challenging and rewarding at thesame time to have these new,
mentally stimulating challenges,because at a certain point, you
(23:23):
know, it sort of felt a littlebit like a routine.
The company was doing the samething year after year and
therefore we were starting toget comfortable.
We're pushing ourselves alittle bit out of the comfort
zone and I hope that translatesor it is already happening, it
(23:46):
is translating into better salesand more stability for the
company.
Just kind of to wrap it upmarketing and sales a bit of an
update here.
As I mentioned, david has takenover pretty much everything in
marketing.
As you have seen, thenewsletter is back after almost
two years in hiatus.
(24:06):
Not only he managed to reviveit, it's back on good terms in
numbers and in click-throughrate, open rate and all of that.
Not that we care a lot aboutmetrics, but it shows that the
newsletter is in good health.
So thank you for reading it,and now we can share more stuff
(24:28):
than we usually do in thenewsletter, sort of a recap of
what happened the last month atMars Base.
But we will maybe experimentwith other stuff.
We'll announce there are eventsor webinars if we decide to do
so, if we launch something, somenew marketing assets and stuff
like that.
Or, if you missed, the podcastepisodes or other collaborations
where we have appeared, as Imentioned, the podcast is great.
(24:52):
Thank you for subscribing.
Thank you for sharing it withpeople.
Thank you also for suggestingspeakers.
One thing that you could do ifyou first off and you made it
this far and I know it's a bigask to watch for videos this
long of only one person talking,rambling for half an hour is
leave a comment down below.
(25:13):
I'd really appreciate it ifyou're on YouTube, because that
shows that we're doing this forsomebody and it's really
gratifying when we see thatpeople are actually watching and
commenting.
The second is send questions.
We are recording a few episodesof Q&A in the next month and we
have more time and availabilityto do it, either for you know
(25:36):
the C-levels maybe for Ellie,maybe for the project managers,
for the developers, for thedesigners let us know or you
know more than happy to answerpretty much everything and
anything you might want to ask.
And the website is alwayschanging as well.
If you take a look at the,we're publishing more portfolios
, more blog episodes, more newservices, more stuff.
(25:58):
It's more and better.
I'm really happy with the newdirection of how things are
going in the marketingdepartment In terms of
financials.
People usually don't expect that, but we do share our financials
.
Every year.
We share them on the BeWaterpage, the BeWater blog.
They share the most capitalefficient companies.
In Spain, for instance, thereis a ranking we're usually there
(26:20):
in the top 10 as a company thatwas founded only with 3,000
initial euros of setting thecompany and that's it.
And right now I think last yearwe closed with 2.5 million in
revenue.
This year we're projected to $3million.
We're close to a quartermillion per month in revenue.
(26:42):
So I think that is somethingthat's pretty relevant for a lot
of companies up there.
It's inspirational.
It certainly would haveinspired me a few years ago to
see this kind of numbers from acompany I like and look up to.
So that's why we're sharing.
I want to give back to thecommunity and we want to inspire
(27:02):
new people to create companies,because we know it is possible.
So if you're out therewondering if this is truly worth
it, it's possible, it is.
You have to put in the work andyou have to believe in yourself
and follow.
I'm not going to say followyour trims, because that's
pretty bullshit, but really, ifyou want to do a great job, you
have great relationship withpeople, they respect you and
(27:25):
you're good at what you do, youshould give it a try, definitely
.
So that's why we're sharing.
So stay tuned for the updates onthe financial side of things as
uh, with our open metrics ofrevenue and uh and profits and
all of that.
Um, you know we are very leanin terms of our uh.
I wouldn't call ourselvesstruggle, because I think that
(27:47):
we spend a lot on on stuff thatreally that we should be
spending on uh, like you know,buying the best equipment for
people to do their jobs, and wehave a company retreat every
year and stuff like that.
A frugal company wouldn't dothat.
But we are pretty lean in ourspending and we know how to
(28:08):
review all of this spendingevery three months, every six
months, every month, dependingon the company department, and
cut unnecessary costs where it'spossible, because, as a
bootstrap company, every pennywe spend it's a penny that we
have earned and work very hardto get.
So money doesn't come for free,but we are the masters of our
(28:29):
own destiny when it comes tomoney, because we don't rely on
external investment like othercompanies do.
And maybe a few words ontechnology before I wrap it up,
but that's something that Ireally want to cover with Xavi,
with our CTO, but we havestandardized our tech stack, our
technical stack.
That's something that we haddone in the last two years more
(28:52):
or less, but it has consolidatedusing ruby on rails as the
first option for the forbuilding new projects, unless
clients want a new, anothertechnology in which we will
always say like, look okay, wecan do that with no js, with
react, no problem, that's goingto cost a little bit more.
If we are in charge of choosingthe technology, we can be more
(29:14):
efficient, we can be faster andthe project is going to be
cheaper.
So you know it's a trade off,but at least we can be flexible
and offer all kinds of optionsto our potential clients.
We have been working more onsecurity lately because of the
undergoing changes in thetechnology landscape when it
(29:36):
comes to cybersecurity orbecause we have been working
with corporates that they dorequire more technical and
security audits every now andthen, and so therefore we're
incorporating this as anoffering in the company or as a
de facto part of every projectwe start.
We are going to give ourclients some security guidelines
(29:57):
so that they don't sharepasswords on Slack, they use
encryption on their hard disksand stuff like that, give and
take the permissions and rolesto the right people and revoke
them when they are not in theproject or in the company
altogether, and pretty basicstuff like that that pretty much
nobody does and I don't know.
(30:17):
So maybe we're going to go intoproviding some cybersecurity
services.
We are preparing ourselves forthe NAS2, which is going to
shake a little bit the industrylike GDPR did a few years back.
We're already working on thisand, generally speaking, more
(30:39):
proactive in terms of workingwith security and keeping things
up to date, like ourdocumentation, our handbook, is
a little bit more up to datethan never before.
Same goes for the security andtechnology guides that we've got
on our handbook, that we havepublished.
Check them out.
I think they're really good,they're really interesting
(31:02):
because right now they will bereviewed every three to six
months, and so you know they'realways going to be up to date
and relevant for everybody.
And that's pretty mucheverything for everybody.
And that's pretty mucheverything.
Maybe what can you expect fromMars, based in the second half
of the year, is theconsolidation of all the things
(31:24):
that we have described this far,maybe doing more with the
people we have after thisinitial six months of settling
with the new team or the newincorporations to the team, and
certainly also working in a muchmore solid way with the new
clients that we'll have moreunderstanding about.
We'll be able to produce moreand better work for them in
(31:48):
terms of projects.
Some clients are we'refinishing the assignment or the
construct with them.
There's going to be new ones,hopefully increasing a couple of
them.
We're having really advancedtalks with a couple of our
clients to increase or evendouble the size of our teams
there and more visits to clients, as I mentioned.
So visits to New York City togo visit Moniz and Citadel
(32:10):
Security, for instance, visitsto MassCount country, again to
people in nice, visits to uh, um, maybe some of the other
clients that we got scatteredaround europe, like zapto in
germany or blue brain in the ukand stuff like that and um, and
maybe sharing more what we havebeen doing, because the first
(32:32):
half of the year has been moreof internal processes,
optimizing, refining andfine-tuning.
Second half of the year, if timepermits and projects permit, we
will be able to share morelearnings, more of our internal
trainings, internal processesand documentation in the shape
of blog posts, of podcastepisodes, of live events.
(32:55):
Maybe we are hosting a firstlive event or a webinar.
I think it's going to be awebinar first, that in person,
with an AI consultancy fromBarcelona and an AI workshop.
That's something that we'regoing to pilot in September.
See how that goes.
And then, you know, keeprefining the company and
(33:16):
preparing for 2026, which isgoing to be a very exciting year
If 2025 turns out to be theyear, the really good year that
it's projected to be.
That's it.
I think that's all from meright now.
I don't want to go any longer.
I think it's been long enough.
Thank you, as always, for beinghere with us.
(33:37):
Thank you for following thejourney of Marspace and for
being so supportive.
Feels good when we send outsomething a tweet or an email or
a video and you reply.
So keep doing that, keepsending questions, keep sending
feedback, keep sharing this withother people you like or who
you think they would enjoy thiskind of content, and keep being
(33:59):
yourself Until the next time I'mout.
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