For the Love of Bacon & Innovation

Matthew Rooda solved a major issue for hog farmers through starting SwineTech. He raised more than $6 million in venture capital and has been recognized by Forbes 30 Under 30. Tune in to hear valuable advice from an entrepreneur who knows what it takes to grow a business and stay ahead of the competition. 

Chapter Summaries 

• 00:40 Introducing Matthew Rooda
• 02:46 In the Swine Industry
• 06:14 Accelerator Program
• 08:59 Pitch Competitions
• 11:27 Earning Patents
• 15:55 Starting & Growing the Business
• 19:10 Finding First Paying Customer
• 22:30 The SAS Model
• 24:02 International Exposure
• 28:02 Big Dreams for Pig Flow

Key Takeaways

• We knew what our roadmap was going to be our core value proposition. So I just started to Google business plan competitions, and I applied for them all.
• An accelerator is a group of individuals that have created a curriculum for entrepreneurs that have recently started a business or at UN, or are preparing for an inflection point in their business. And so you go in, they helped me meet with mentors. They help you refine your pitch and really take that next step within your business.
• One lesson learned is after we raised that seed funding, because we are already on a venture path, we probably paid ourselves too late. And so that's definitely a discussion founders need to have it's all good to, to bootstrap, but once you do accept that funding, making sure that you're not wasting time compensating for too low of an income.
• And so the question shouldn't be, can somebody copy you? Because they're most likely going to copy you different because they don't understand your core vision. The real question should be is your vision right? Because if your vision is right, the ability for other people to compete or catch up or keep up is tough.

Resource Links 

• Swine Technologies
• LinkedIn Matthew Rooda |SwineTech LinkedIn
• Blog | Podcast| Facebook | Twitter | Instagram
• United States Patent and Trademark Office

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people with real useful advicefor people with big dreams.
I understand and big dreams.
I turned an investment of$200and a lot of great advice from
some really successful peopleinto my big dream Proforma.

(00:31):
That today is a half billiondollar company.
Well, if you're a bacon lover,like I'm a bacon lover, and I
know many of my friends arebacon lovers.
even from their post out onFacebook, I have a fascinating

(00:52):
guest today.
He is a Forbes 30 under 30,person, and he is the founder,
president and CEO of a companycalled SwineTech.
Please join me in welcomingMatthew Rooda, Matthew, thanks
for joining.

Matthew Rooda (01:11):
Hey, thanks for having me, you know, based on
that bacon reference, I wasactually at an event in Ohio and
they got bacon vending machines.
I kid you not.

Greg Muzzillo (01:19):
Really.
And is it warmed up?
Does it serve it warm or cold?

Matthew Rooda (01:23):
No, it's like served cold.
It's like an Oscar Meyer baconvending machine.
It's pretty cool though.
It's been a neat initiative.

Greg Muzzillo (01:30):
Well, very good.
What will they think of next?
All right.
Matthew.
I really enjoyed our talk priorto starting the recording,
because it gave me a greatunderstanding of far deeper
understanding of what it isSwinetTech is doing.
And it really is fascinating,but let's start at the
beginning.
I think at some point you wereactually pre-med right?

Matthew Rooda (01:53):
Yes.
So growing up, I did a lot ofwork in the swine industry all
the way down to contractvaccinating facilities when I
was in fourth grade.
So strong work at ethic, selfdriven.
So I wasn't, I wasn't beingforced to work, but it was
something I loved to do.
And then I went to college and Ireally wanted to try something

(02:14):
different.
My dad actually told me as alifelong pork producer, do
something different, checksomething else out.
And so I really loved the ideaof helping pigs be born.
I thought being an obstetriciancould be that next step of
something, a little differentthat I would really enjoy.
And so I studied genetics andbiotechnology throughout college
and in that time managed swineoperations, but also worked as a

(02:37):
medication aid in nursing homes.
And that allowed me to reallywiden my horizon and really put
me in a place to start thecompany we have today.

Greg Muzzillo (02:47):
All right.
So all of those things, thoseexperiences and your father told
you try something different atthe end of the day, you kind of
came back to the same industry.
But I'm sure he's excited to, beable to share stories and share
the enthusiasm for the industry.
I'm sure he loves.
So talk to us about the foundingfrom the very idea.

(03:11):
I think we're gonna start this.
I think you're the co-founderactually.
So having the idea, having thediscussions from discussion to a
business, right?
The very early like, Hey, Ithink we're a business we're no
longer an idea.
Let's talk about those veryearliest of moments.

Matthew Rooda (03:31):
Yeah.
So it all started when I wasmanaging, a faring house.
It's where all the mothers givebirth, in Iowa and my freshman
and, sophomore year of collegewhile I was there, we were doing
really well.
But one really frustratingaspect of pig production is that
mothers as they're giving birth,if they're not attended to in a
timely fashion, cuz ofeverything going on, may roll on

(03:53):
and crush their little babypigs.
And so I could have, have workedso hard, but walk in in the
morning and see seven dead babypiglets underneath of a mother.
And that was really frustratingand, you feel really bad for,
for them.
And I knew there had to be abetter way.
Well, during that time AmazonAlexa was coming out and voice

(04:14):
recognition was a big thing.
And when you go into a pig barn,you very quickly within a day or
two, we'll be able to hear thesound of a piglet squealing and
know if that piglet is in dangerof being suffocated under its
mother.
So you, you run over there, youget the mom up and you save the
pig's life.
Well got to the university ofIowa and the university of Iowa

(04:35):
sent out an email and said, wehave$3,000 for a student with a
good business idea.
And if we liked idea and we give$3,000, we also have a program,
a student accelerator, which youget free college credits, along
with some other funding.
And so I started thinking, youknow, there's this problem
around piglet crushing that Iknow is a global issue.
I should talk about this.

(04:56):
And so I reached out to someprior employers had them send me
their production data.
Then I sat down with theuniversity in that session and
showed them the data of theproblem across multiple
operations, significant sizedoperations.
And they were like, you are thefirst person to ever come in and
actually show us data to supportyour problem.

(05:16):
And that led us to eventuallygetting that$3,000 and getting
into that student accelerator,that was that first step.
Because in that go ahead.

Greg Muzzillo (05:28):
Was there a partner involved at that time or
did you later bring in a partner

Matthew Rooda (05:33):
Just after that?
Basically I brought in thatpartner just after and just
during, really just during thatprocess, me and my best friend,
an individual named AbrahamEspinoza from Mexico who was
studying at the university ofIowa and okay.
He was studying computerscience.
I said, you know we shouldreally go for this and at least
give this a shot.

(05:53):
And he was all about it.
And so we went through thisaccelerator process where we had
to find two other people to joinour team.
And it was kind of tentativewhether they were on our team
long term or not, but it'ssomebody for the program.
And in this program, we had theopportunity to put together what
they call the business model,canvas, understand your key
components of your business,case and business model.

(06:14):
And we went through thatprogram.
And during that time, anindividual from an accelerator
in Iowa came up to us and said,Hey, I've been following you
guys through this program from adistance.
And I like what you're doing.
Our applications are full, butwe'd love to accept you guys as
an 11th team to our accelerator,which was a 90 day Techstar

(06:35):
style accelerator.
And then we'll give you$25,000.
And the only, key thing that youneed to decide within the next
48 hours is you got to drop outof college for a semester.

Greg Muzzillo (06:48):
That's a big, that's a big ask.
That's a big ask, but explain toour listeners, cuz some of them
don't know what is anaccelerator?

Matthew Rooda (06:57):
An accelerator is a group of individuals that have
created a curriculum forentrepreneurs that have recently
started a business or arepreparing for an inflection
point in their business.
And so you go in, they help youmeet with mentors, they help you
refine your pitch, help you,really take that next step
within your business.

(07:17):
And for us it just taking itfrom concept to proof of
concept.

Greg Muzzillo (07:22):
Of some accelerators are university
college, related.
Some of them are actuallyindependent, maybe funded by
angel investors or whomever butthey sometimes can also just
provide office and some minimalsort of support.
And just an environment whereall kinds of people with all

(07:43):
kinds of ideas are sharingtogether, networking together
and, lots of good things canhappen there.
So thanks for that explanation.
Al l r i ght.
So you ge t a, become a part ofthis accelerator an d t hen tell
us more.

Matthew Rooda (07:55):
So we're a part of this accelerator.
We learn to present our companyand in a more line, a
professional way the, the leaderof the accelerator was Eric
Engleman and, he and his team ofadvisors were, were just
incredible at helping us refineour presentations.
And that really set us up toacquire the capital that we
needed to even get to a pointwhere we were a viable business.

(08:16):
And that's where we went fromaccelerator stage into pitch
competition stage.
Yeah.
So let's talk about that alittle bit because even, I am
only mostly familiar with pitchcompetitions at the college
level where the entrepreneurshipprogram at a school and my wife
and I, we were talking aboutthat we co-sponsor the$50,000

(08:39):
big idea Gator competition atthe University of Florida.
But so most of what I'm familiarwith is university related pitch
competitions, where one of themembers of the team has to be a
student or a recent graduate ofthe school.
So tell us about these otherpitch competitions that are not
university related.

(08:59):
Well, so within the universityrelated pitch competitions, they
are, there are many universitiesthat accept applications from
students from otheruniversities.
Baylor's a big one.
BYU does that along with manyothers, Princeton, Harvard.
I guess at that time we hadalready put together a pretty
good presentation.
We knew what our roadmap wasgonna be and all our core value

(09:22):
propositions.
So I just started to Googlebusiness plan competitions and I
applied for them all.
And like you, I think there wasa website called grasshopper and
there's, there's all these onesout there.
You just got to Google and yougot to dig.
Within that though.
It's for us, the hardest partwas how do you get accepted once
you're on stage?
We, we did very well.

(09:42):
We won 25 of the 31 we competedin, but I might have filled out
like 90 applications to, presentat business plan competitions.
And you really start to get on acircuit and you start to see the
same people because once youfigure it out, it's a pretty
good source of revenue to reallykeep your business moving on.
And typically the people thatare good at it find a way to get

(10:04):
to the other competitions aswell.

Greg Muzzillo (10:06):
90 applications.
And over what period of time inpitching, in these various
competitions over what period oftime and how much money did you
raise?

Matthew Rooda (10:18):
So we really started competing in business
plan competitions that the, thevery beginning of 2016 with the
QEC competition in Queens,Canada, we came in second in
that one.
But then quickly went on toPrinceton and MIT and, and
Harvard and Microsoft and allthese others and got first and
within about a year, year and ahalf, we were able to acquire

(10:39):
just over$300,000 in nondilutive grants from these
competitions.
And that really allowed us tobuild out the proof of concept
hardware that we needed to raisea seed round of funding.

Greg Muzzillo (10:54):
Okay.
By non dilutive, explain a lotof people don't know,

Matthew Rooda (10:59):
No strings attached.
Here's a check for$50,000 andyou do with it what you think is
best for your company?

Greg Muzzillo (11:06):
No ownership, correct?
Just yeah.
More of a grant if you will.
Yep okay.
So for a year, year and a halfyou're going around north
America sounds like actuallyraise eventually$300,000.
Is the business up and runningyet or no, there's still no real
operation or sales or revenue.

Matthew Rooda (11:27):
No operation sales or revenue.
We were definitely in a spotwhere we were building out a
technology that would use voicerecognition to hear the squeals
of baby pigs and then take thatover specific time domain and
communicate to a wearable placedon the mother's side that would
alert her to safely get up andsave that piglets life in an
autonomous fashion.
So there were, there were fourdifferent inventions that we

(11:49):
needed.
So we were going to Vietnam andJapan to find the correct
adhesives that were medicallysafe for placing on an animal.
We were working in North Dakotawith our plastics manufacturer.
We were all over the placeduring this time just setting up
what we needed to get ourpatents in place and the product
in a place where we could make aproduction run after a seed
round of funding.

Greg Muzzillo (12:10):
Even that process of earning patents, intellectual
property is expensive and timeconsuming.
How many patents do you havetoday that are either whether
they're still in the processbeing filed or they've been
granted, how many patents do youhave?

Matthew Rooda (12:27):
So it'd be four patents and then, four,
trademarks as well.

Greg Muzzillo (12:35):
Yeah.
That patent piece as, a personwho judges business plans at
University of Florida,University of Notre Dame Case
Western Reserve University etc.
I think that's one of the bigthings that I know I look for
is, Hey, this is a really greatidea, but once you start doing
it, what are you doing to, youknow, know kind of close the
door on other organizationscompeting with you?

(12:57):
Because just to breedcompetition by itself is not
really a very affordablebusiness.
I know, you know that right?
Protecting your concept is ahuge piece and part of it, how
did you go about finding theright patent attorney being able
to afford it, being able tounderstand the process of it

(13:21):
all, tell our people about theimportance of that and how you
went about it.
Yeah.

Matthew Rooda (13:25):
So what we did is we worked with local
entrepreneurs that have donethings like this in the past,
and they recommended who to workwith and who not to work with
and who might be the best fit.
I think when we looked atpatents, it's definitely a great
barrier to competition.
But then we also take a look at,other things we do in software,
right?
And we look at Facebook andthese other companies and we had

(13:45):
an advisory who told us, youknow, you're gonna have things
you can't protect, you can'tbuild a moat around, but you're
the only one who has thespecific vision of where you're
going.
And so the question shouldn'tbe, can somebody copy you
because they're most likelygonna copy you different because
they don't understand your corevision.
The real question should be isyour vision, right?
Because if your vision is right,the ability for other people to

(14:07):
compete or catch up or keep up,it's tough unless they have just
incredible amounts of funding.
And so that was something weheld dear to heart and we really
took both strategy to heart and,pushed with those.

Greg Muzzillo (14:17):
There's no doubt.
First mover advantage is a hugeadvantage also with, or without
patents and trademarks.
And by the way, you didn'texplain it, but it's the same
people typically in a law firm,the intellectual properties,
people that deal with the USPTO, right.
US patent and trademark office,that can help, give you great

(14:39):
advice around that.
And you can learn a lot and Ibet you did Matthew at USPTO.Gov
right?
You can learn a lot about justexamining what patents exist,
what trademarks exist.

Matthew Rooda (14:53):
They actually uspto.gov even has a, like a
fourth grade math assignmentabout saving pigs.
So we competed in a competitionwith the and we got first place.
We award a gold medalist as fromthe US PTO office as a student
in the undergrad category.
And then a year later we see onthis fourth grader thing evolved
from innovation.
It was hilarious.

(15:14):
Wow.
So someone out there's learningto save pigs in math

Greg Muzzillo (15:17):
You know, all right.
So I'm fascinated, by the story,I didn't know, there were that
many resources to go and raisemoney, and I'm really loving
learning all of this.
So at some point though, you'vegot the patents, you've got the
products, you've got all of theprocesses, et cetera.

(15:40):
At what point, how many yearsafter starting raising money and
having the idea for that firstpitch, how many years, or how
months or whatever did it taketo go for from being a real
business with your real firstcustomer?

Matthew Rooda (15:55):
So with a real product manufactured in a
scalable way, it was probablyabout three years.
We really didn't.
We really didn't start any ofthe product manufacturing
outside of prototyping untilyear two.
So that first year or first ninemonths was mainly understanding,
okay, say, how are we going toapproach this whole thing?
What is our strategic plan?

(16:16):
And then the next year was howdo we get the initial grant
funding that allows us to provewhat we're talking about can
actually take place.
And then with that, we had thesocial proof from all of these
competitions and agencies to goout and say to investors, look,
we have something of potentialvalue.
Would you be willing to give usa seed round of funding that
allows us to go chase this?

(16:38):
Did You have an initial seedround of funding?
Prior to even being a revenuegenerating company?
We did.
So we got a little over, one anda quarter million a nd, a nd
funding just to go out there andget the, t he molds and t hen
materials we needed to, putthese devices and farms and hire
on some, engineering talent,from a local aerospace company.

(17:01):
And, that really allowed us tomove forward.
I guess, one name that's notableto mention in the accelerator
process, post that first founderwith Abraham, we brought on
somebody named John Rourke andJohn was, an individual with a
background in NASA, the PentagonRoyal air force, just a very,
tech d riven individual, butvery scrappy.
And so coming up with prototypesand being able to, move and

(17:23):
pivot very quickly was a realstrength of his that allowed us
to have the prototypes.
We needed to go raise a seedround.

Greg Muzzillo (17:29):
And that seed round that one and a quarter
million dollars was diluted.
They took some owners I'massuming in the business.
Yep.
All right.
So, and I know you've had otherrounds and you've raised up to
over 6 million, so you're doingsomething very meaningful.
During those first couple ofyears though, prior to having a
big over million dollar seedround, how did you and your

(17:52):
partner feed yourselves?
That's a long time to be goingwithout a revenue generating
business.

Matthew Rooda (17:58):
So I was actually working as a medication aid in a
nursing home during a lot ofthis process.
And so that's, that's how I diddid that on my part.
I think my COFA founder wasworking at, old Navy for a
little while and, we reallyweren't able to pay ourselves.
So cuz I mean, we could havepaid ourselves, but we wanted to
put every dime back into thebusiness and do whoever we were

(18:20):
bringing in.

Greg Muzzillo (18:21):
And I like seeing that when I review a business
plan, I get a little disturbed,when people put a lot of money
in that for them selves as asalary early on.
I guess that's maybe because I'ma bootstrapper and I've talked
to a lot of other people thatsay, no, I'm perfectly fine with
it.
They need to get focused on thebusiness, et cetera, but, good
for you guys.

Matthew Rooda (18:40):
For you guys.
And one, one lesson learned isafter we raised that seed
funding, because we were alreadyon a venture path, we probably
paid ourselves too late.
And so that's definitely adiscussion founders need to have
with their investors and withthemselves and understand, you
know, it's all good to,bootstrap, but once you do
accept that funding, making surethat you're not wasting time

(19:02):
compensating for too low of anincome.
So that's probably something Ispent a lot of time doing is
wasting time cuz we didn't payourselves enough.

Greg Muzzillo (19:11):
That's a great point.
And and having that conversationwith your seed round funders is
a great idea that, that ourlisteners should hang onto.
All right.
How did you find your firstpaying customer client?

Matthew Rooda (19:27):
So first paying customer client came and from a
recommendation from one of our,mentors throughout the programs,
they had knew someone who knewanother person who, who had then
brought us there.
The university of Iowa does areally cool thing with all the
other universities in the statecalled the Okoboji
entrepreneurial Institute.
They take eight students fromall four universities and they

(19:49):
bring them to one location.
You actually live with anentrepreneur for a week.
Well, in that scenario, theentrepreneur, one of the
entrepreneurs, there was, uh,best friends with another guy
who owned a pork productioncompany.
And that's what allowed us toget in there as our first paying
customer.
Yeah,

Greg Muzzillo (20:05):
Yeah.
Yeah.
Some people think thatserendipity, I think it's all
law of attraction, great thingshappen when people have positive
energy, positive thoughts andthere's no accidents.
Right.
All right.
So I know you mentioned thatyour business pivoted, so you
get the first customer andthings are underway.
Talk about the evolution now ofthe business and how, of course

(20:28):
we've had COVID to deal with.
Of course there have been otherissues, in the swine and pork
industry.
Talk about those issues and talkabout how you pivoted to what
the business is today.

Matthew Rooda (20:41):
Yeah.
So we raised that seed fundinground and a big portion of that
went towards university testingat the Kansas State University
to ensure proper welfare.
So we actually got to work withTemple Grandon, which is a big
name in animal welfare and, andthat was pretty awesome.
validated that the technologywas not only safe, but it was
effective.
So we went out, got some morecustomers.
Uh, we had some customers thatwere seeing incredible benefits,

(21:02):
but then we ran into some thatweren't seeing the benefits that
we were expecting.
And over the next couple ofyears and thousands of hours of
video data and, trial work, wereally found that yes, our
technology can work incrediblywell at saving pigs lives, but
there's a big, there's a biggerpeople component to it.
if you bring a technology intoan environment and it says

(21:23):
there's a problem, it stillrequires the person to respond
and then carry out specificactions.
Well, in our industry, we lackthe ability to understand
compliance to a lot of theprocesses that happen day in and
day out.
And so that was preventing notjust us as a precision
technology company, but manyprecision technology companies
in our industry from actuallybringing a product to market and
getting past that initial testphase to a pure scaling, and

(21:48):
real, really realizing successon, on a high level.
So what we did is we steppedback, worked with 65% of the
industry and focus groups andbuilt what we call Pig Flow,
which is a workforce and swinemanagement platform that allows
teams to better collaborate withone another driving, efficient
workflows process compliance andpay it cares.

(22:09):
And what that's doing is it's aplatform for not just the
industry and its employees toproperly run their businesses.
It's also a platform forprecision technologies to ensure
compliance in the management oftheir products.
And so that's really setting usup as a key foundational company
to this industry.
Is that

Greg Muzzillo (22:27):
Is that A SAS, model?
What's the revenue model.

Matthew Rooda (22:30):
It is.
So we went from a razor blademodel, you know, where you sold
a piece of hardware for a cost.
And then there were recurringfees that came with that to just
a pure cost per animal managedmodel.

Greg Muzzillo (22:40):
Razor blade model.
I think everybody understandsright.
Give away the razor blade tomake money on the blades itself.
Right?
Yes.
Um, and, and that's what you'retalking about there.
Explain how your razor blademodel worked, what prior to
becoming a SAS model?

Matthew Rooda (22:57):
So we had the hardware, the listening system
and the wearable component forthe mother as she was giving
birth.
And that came at an upfrontcost, let's say of a thousand
dollars.
And then we had the adhesivethat would take that wearable
and allow you to transferableattach that to a new mother
every five days as, as they weregiving birth and, going in and

(23:17):
out.
Well, that patch itself was adisposable.
And so they would have to buyrecurring patches.
Got it.

Greg Muzzillo (23:24):
Very good.
And SAS is software as a servicewhere people are just sort of
paying to rent or you use, orwhatever your technology, not
necessarily buying anything, canpeople still buy, all of that
stuff.
The products also is that alsostill a revenue center for you.

Matthew Rooda (23:43):
It, it is still a revenue piece for us right now.
We're more focused on Pig Flowand that's the key pivot that
was a big success for us, justbecause pig flow is a
foundational tool that will helpproducts like smart guard, that
piglet protection technologysurvive and thrive in, in a
world of change in thisindustry,

Greg Muzzillo (24:03):
Fascinating man and your a bright young man, to
just sense, an opportunity, tosee a problem and sense an
opportunity, and yet not getstuck on that original idea to
sense a different challenge andto sense an even bigger
opportunity it's really quite agift.
I know that, you know, we talkedabout this prior on here.

(24:26):
I know that over time, um, swineand pork has been kind of big in
the news.
It's an international challenge.
And I know that you got involvedinternationally.
Tell us about that.

Matthew Rooda (24:38):
Branstad who's the ambassador of China was the
ambassador of China, was thegovernor of Iowa.
And so when we started out ourbusiness, we got to know him
well.
And so that's what allowed us todo that over there.

(25:00):
We also got to meet with some ofthe largest producers.
In China they had a diseasecalled African swine fever,
which was a virus thatoriginated from warthogs in
Africa and eventually madeitself to China.
Well, 50% of all production ofpork in China was done in the
backyard of homes.
And so it was it.
Yeah, it was not nearly asadvanced as what it is in the
United States and Europe.

(25:20):
And that's what allowed a lot ofthat to spread so quickly.
So we saw just a, decimation ofthe industry over there, which
really provided an opportunityfor other areas of the world to
supply pork to China.
They still have not been able torecover from that.
ASF is the acronym for Africanswine fever.
That's spread to Germany, it'sspread to as close as, I wanna

(25:44):
say the Dominican Republic.
So there's a lot of concernright now that this ASF might
make its way into the UnitedStates.
And so for the last two years,our government and our industry
have collectively workedtogether to, to plan for how
would they respond.
So that way we don't see the,the impacts that China did.

Greg Muzzillo (26:04):
And I would imagine that that would drive
demand for your technology,because if and where there is
great compliance, there arebetter, I would imagine fences
around, keeping this out,keeping that Problem out.

Matthew Rooda (26:18):
Yeah.
Bios better biosecuritypractices, making sure that,
what is going on is safe andsecure.

Greg Muzzillo (26:24):
Awesome.
Matthew, you're a fascinatingguy who is built a fascinating
business, no wonder you're aForbes 30 under 30 award winning
entrepreneur.
Now tell us, you've alreadybuilt a dynamic business, a
successful business withinternational recognition.
What are the big dreams you haveleft for this business and for

(26:48):
your life?

Matthew Rooda (26:49):
Yeah.
So with this business, the bigdream that I might have is that
we can, at one point in time, asa society have complete welfare
assurance and traceabilitywithin the supply chain.
And that's gonna really take alot of collaboration through our
industry, safe and secure porkthat focuses on pigs, people
planet.
The sustainability story thatcomes with this pork should be

(27:11):
the first carbon neutral sourceof protein, that's consumed in
this world.
So that could be prettyexciting.
Personally, it's, it's kind ofan open book.
There's a lot of directions thatI could go.
There's, there's a lot of peoplethat I've been able to meet, and
there's a lot of change that'sgonna happen when we look at the

(27:32):
last 10 years, so much hashappened.
So I can't imagine what theworld will look like in the next
60 years.

Greg Muzzillo (27:38):
I'm highly confident Matthew, that you will
find more challenges thanopportunities, to apply your
creative problem, solving skillsand create new and exciting
opportunities for you and theworld.
Matthew, thank you very much forjoining us.