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In this episode, Kevin hosts a conversation with Nate Bosscher, a SaaS creator and consultant, about his path toward creating notable SaaS products. Nate shares insights on designing products, finding clients, and developing consulting processes. They also dive deep into some of the projects Nate has worked on and how his products like 'Status List' and 'Testing Taxi' came about. Nate advises finding the right balance between work and family life and shares his business problem-solving philosophies. This discussion provides a valuable look at the realities of launching a SaaS product, the challenges involved, and the potential rewards.
Nate: https://twitter.com/natebosscher
Testing Taxi: https://testing.taxi/
Searching For SAAS Podcast: https://searchingforsaas.com/
Nate: https://twitter.com/natebosscher
Testing Taxi: https://testing.taxi/
Searching For SAAS Podcast: https://searchingforsaas.com/
Creators & Guests
Host
What is Multithreaded Income Podcast?
In the "Multithreaded Income Podcast," host Kevin Griffin navigates the nuanced landscape of generating multiple income streams as a technologist. Aimed at professionals who wish to diversify their revenue while maintaining a focus on technology, this podcast dives deep into unconventional strategies, untapped opportunities, and actionable advice.
Kevin Griffin: Welcome
back to the show, everyone.
I'm joined by my good friend
and guest, Nate Bosscher.
How are you today, Nate?
Nate Bosscher: I'm doing well.
How are you, Kevin?
Kevin Griffin: Good.
I'm so glad to have you here.
We've been in the same community for ever.
And it's fun when I get to talk to my
friends about stuff that they're doing,
because I feel like I should know more
having be in the same community with you.
So we just spent the past being 15
minutes catching up because it's been
so long since we've chatted, but we're
just gonna kind of just jump into some
conversation about some of the things
you're working on, uh, for any audience
member out there, Nate is a consultant.
He's also a serial SAS producer,
creator, and has lots of insight.
Into the process of building products,
uh, and the process of consulting.
And I would actually say this, like,
we're not going to go deep about any
of your consulting clients, but you've
talked about some of the projects
you work on consultant to consultant.
You work on way better problems than I do.
Like your problems just seem so much
more fun than the problems that I.
Nate Bosscher: Well, that's a high praise.
Wow.
Kevin Griffin: Well, let's go.
Let's start there.
So you do.
We're not going to talk about the clients
that you have, but where do you find
some of your clients for consulting?
Nate Bosscher: Well, honestly,
a lot of it is word of mouth.
Like, um, yeah, I just kind of found
a way into a network and just, yeah,
just talk to people, do your best,
and hopefully they tell other people.
Hmm.
Kevin Griffin: It's kind of
amazing how that works, right?
If you do a good job, people
know you do a good job.
The work kind of finds you
Nate Bosscher: Yeah.
Yeah, yeah, I just try to be a service
and help out however you can, right?
And, um, it's pretty neat.
Kevin Griffin: Uh, so on top of the
consulting that you do, you have
a, let's say a variety of products.
Uh, do you mind talking to us
a little bit about the projects
you currently have going on?
Nate Bosscher: Yeah.
So I have a status list, which
is a uptime monitoring service.
Um, so I've been running
that for a couple of years.
Um, yeah, it's a nice little
SAS, nothing too crazy.
Um, then I also have testing taxi, which
is, and it's infancy, uh, so that's
probably, uh, I don't know, three or four
month old project and, uh, we're just
getting into, uh, alpha testing, uh, just
a small group of people and, uh, kind of
getting the initial polish figured out.
So, yeah.
Kevin Griffin: Where does the
idea for the SAS has come from?
So let's say statusless.
Where's the idea for statusless come from
Nate Bosscher: So status
list, um, came from a friend.
Friend was saying, Hey, like, wouldn't
it be nice if we could just have one
place to, you know, kind of aggregate
all the, all the status pages that
are out there, you know, let's say I'm
running my app on AWS and I also have
an email service and whatever else, you
know, wouldn't be nice to aggregate it.
And, uh, that was a cool idea, but
it didn't really pan out so well.
So then you kind of pivot
and figure things out.
But I think in general,
the ideas are kind of.
Yeah.
Yeah, you just kind of keep
your ear to the ground.
And, um, yeah, one I've kind of found
really helpful is just to, um, kind of
plug into some different news outlets and
just see what's going on in the world.
Like, you know, what, what are
new startups that are going on?
What are people talking
about and just kind of.
Suck on the fire hose, like
just get blasted with different
ideas and information.
And you kind of after a while, you
just kind of, you kind of see your way.
And you're like, oh,
that's kind of interesting.
And like, I wonder if there's
a hole in that, that market.
Yeah.
Kevin Griffin: when
you built a statusless?
Well, we'll just kind of pick
on statusless for a minute.
You, you build that.
How do you.
Start the process of promoting
that marketing out to people.
How do you get people in the
gates to even use the product?
Nate Bosscher: Yeah.
Well, it was status list.
That sure was a bumbling road.
Um, I think when I first started
it, I, um, there, there's a, I
was trying to get it listed at
the Heroku store at that time.
And one of the requirements of the
Heroku stores, you have to have 10 people
sign up for your private, uh, alpha.
And, uh, I remember being like, Oh no,
where am I going to find 10 people?
And like, how much do I have to pay
them to use my app and all that?
And, uh.
Thankfully, some of my friends were
very gracious and willing to try it out.
And that kind of got the ball rolling,
at least to get me excited enough.
Um, I felt that was the hardest thing
was just to be motivated for that.
Um, and then, yeah, I just, uh, did a
combination of some ads, a little bit of
paid ads, did some SEO stuff, um, very
badly, but it somehow worked a little bit.
Um, and then also just finding,
um, yeah, like through the Heroku
store, I found that kind of a
distribution channel there where.
People are already going there.
And so just trying to, uh, yeah,
put your best foot forward in that
market and find a way to differentiate
from the competitors there.
Kevin Griffin: Well,
let's rewind a little bit.
We're talking about what you're doing
now, but one time you were working a full
time job and you decided that wasn't.
That wasn't what you wanted to do.
You wanted to make the move out into,
I would assume consulting and then off
the products, you want to tell us a
little bit about that tipping point.
And when you decided you didn't want
to work the full time job anymore.
Nate Bosscher: Yeah.
So I was working at a, uh, a place
that did a daycare software and
I actually really liked it there.
We had a lot of fun.
Um, there's, there's a small team,
uh, had a lot of, a lot of kind of,
yeah, insight into different areas
of the team and things like that.
And I really enjoyed that.
But, uh, yeah, at some point you kind
of, I kind of wanted to get out of there.
I wanted to do, do kind of my own thing.
And I actually did want to do
a product as my first go, I
didn't want to do consulting.
And, uh, so I thought I had this, I,
this idea for an ERP system, which,
you know, looking back, that was a
very crazy idea, but, uh, a friend
of mine had, you know, expressed some
difficulties in the, the business he was
in about ERP solutions and whatnot, and
I thought, well, I can make a better one.
Kevin Griffin: So for people
that don't know what ERP
Nate Bosscher: And there's enterprise
resource planning software, and that is
a big fancy way of saying how to like,
you know, keep track of shipments and
production and like, uh, like think
manufacturing and that sort of stuff.
And, uh, basically it's just a, yeah,
it's like kind of like accounting
software, but for like the day to
day operations of like a factory.
Kevin Griffin: means,
Nate Bosscher: And, uh, so, yeah, I
thought I would build this product.
And, um, so I kind of set out to do that.
I spent a couple of months.
You know, working nights and weekends
to try and build that and, uh, kind
of had consulting in my back pocket
as sort of a, a bit of a backup plan.
Um, but yeah, totally just jumped
off the end, quit my job with like,
yeah, not, not a real big plan of
like, you know, what's, what's next.
Kevin Griffin: did you have any sort
of foundation already in place before
making that jump or was it just a, all
right, I have to start making money now.
Nate Bosscher: Hmm.
Kevin Griffin: or else I
Nate Bosscher: Yeah.
So I kind of, yeah, I thought that
this product needed to work and
that I had enough of a product
there that I could sell it.
So, you know, week one was
let's go sell the product.
Kevin Griffin: Uh, that's a, so
so much more risk than I think
a lot of people I've interviewed
before, uh, would have ever taken.
Um, are you still up for
making big risks like that?
Or are you a little bit more conservative?
Now,
Nate Bosscher: So I am definitely,
like, very conservative, I think,
compared to a lot of my friends, um,
when it comes to that sort of thing.
Sure, like, that was my, my one jump
off the, the edge of the cliff, but
I think it took all of two weeks,
and I had a very different idea
of how I was going to do things.
Um, I, I, very thankfully, I was so
blessed to have like some friends who
ran a consulting company and, uh, they
said, yep, we, we could use your help.
Um, and I ran away, jumped on that.
That was, I, uh, I jumped into that with,
uh, two feet and, uh, I did a bunch of
consulting for a couple of months, uh, and
started finding my own consulting clients.
And really like from that point
on my, my strategy has been
to make enough consulting.
So that I can pay the bills.
And the big unlock there is
I have control over my time.
I get to decide how much I work.
I get to decide when I work.
Uh, for the most part, and that gives
me the flexibility to be able to work
on these other products and be able
to, uh, to fail because ultimately
that's what I didn't realize.
Like, I was actually pretty
bad at making products.
Um, and I wouldn't say like, I'm that
great now, but like you, if you set
it up so that you have a fallback so
that you have like, Um, a way to keep
going, like to fight another day,
basically, um, then you can learn, right?
And it's not like if you don't learn fast
enough, you're going to have to go back
to full time work or something like that.
Kevin Griffin: so speaking of time,
how much of your time now is consulting
versus working on your products?
Nate Bosscher: Yeah.
So I aim for three quarters consulting
work, one quarter, um, uh, other
projects, uh, kind of fluctuates a bit,
but that's typically what I aim for.
Kevin Griffin: How does, so you have
status list and texting, um, testing taxi.
Nate Bosscher: Hmm.
Kevin Griffin: How do those
look from a support standpoint?
Are you spending time?
Having to spend time
supporting the customers there.
Is there anything that could
derail your consulting work?
I know I have this problem as as a
consultant where I'll be working on
something and then there's a squirrel
moment from the another client that
so I have to deviate my attention.
Um, and you're your own products.
Does, is there any conflict there?
Nate Bosscher: Yeah.
So really with my consulting, like I
really treat that as a tool to allow
me to work on my, my side projects.
And so I set up things intentionally
such that I don't have to be on
call 24 7 that, you know, I'm not
pushing a release the day before I
want to work on other things, right?
Like I'm taking that extra time to test
certain things or to de risk certain
things, um, just to avoid that stuff.
And that's been, uh, that's been a huge
unlock just being able to, you know, um,
even, even when I'm doing construction
for our client, I'll, I'll keep that,
um, the process very isolated, you know,
maybe, maybe we have a weekly call or
something like that, but like, other than
that, everything goes through email, um,
clients don't expect anything better than
like a one business day response time.
Um, often I respond like within
five minutes, but you know, um, just
that expectation and that sort of
thing, um, kind of setting yourself
up for success that way, I guess.
Kevin Griffin: I love it.
It also gives you the opportunity to
take a Take a day off if you want to.
Nate Bosscher: exactly.
Like, um, my son was in the hospital last,
last year in the winter, a few times,
uh, with asthma and that, and, uh, yeah,
just to be able to just be there, right.
And not have to worry about things.
It's, uh, I, I feel like, you know,
one of the benefits of doing your own
thing or consulting or whatever is that.
Like that's the kind of the point
is at least for me to have that
freedom right to kind of choose
How you want to run your life?
Kevin Griffin: Let's talk a
little bit about failures.
You kind of mentioned the ERP SAS
idea that didn't quite work out.
Uh, are there any other projects
that didn't, that you had started
made some progress on and decided
they needed to not exist anymore?
Nate Bosscher: Yeah.
Yeah.
Well, there's a long line of them.
Um, I think the most, the most pointed
ones that I can remember at this
point are, uh, I did a receipts tax
receipts program, um, for non for
profits, um, that died pretty quickly.
I did a product called product sonar,
which was like a, um, a scraping
utility for, uh, hardware stores.
That one, that one lasted about a year,
uh, before we finally shut that one down.
Um, and I'm sure there's lots of
little ones in between that have
kind of died really quickly, but
Kevin Griffin: Well, I remember you
talking about product sonar, uh, in
the community that we're both in.
And.
It was a really cool idea and some
of the proof of concept stuff you
were putting out there was unique
and I wasn't seeing anyone else doing
it because as I remember it was.
The price of a, a two by four at one
hardware store, it might be cheaper
to one place versus another place.
I, if I recall correctly, you were
trying to position it towards the store
owners to help price their merchandise
accordingly to their competitors who
might be right down the street from them.
Nate Bosscher: Yeah, exactly.
Like, uh, contractors are very
price sensitive, um, especially on
commodities, which would be like your
two by fours and that sort of thing.
And, uh, anyone who's got the
lowest price, you're, you're
winning the, you're winning the day.
And, uh, basically I was positioning it
as like, how long, how long are you going
to be the guy that's more expensive?
Right?
Like if you can, uh, find out that the guy
down the street just put his price down.
Well, why don't you just put your
price down right away instead of
waiting for, you know, a month or
two and when all your customers leave
you and then you finally realize.
Kevin Griffin: And you were doing this
kind of on the tail end of COVID pandemic.
So like a two by four was six to eight.
U.
S.
Dollars.
It was crazy expensive for a two by four.
Um, I know I was very sensitive
for buying lumber back then.
Um, what's ultimately
killed product sonar?
What's made you go?
All right, this isn't working.
I need to scrap it and
move on to something else.
Nate Bosscher: I guess really, um,
it was just a traction problem.
Um, I, I kind of held on for, for quite
a while just because I would talk to
all sorts of different people in the
industry and they were just so excited.
Um, they thought this
was the next best thing.
And, um, even had like some of the
industry leaders that were, you
know, lined up and ready to go.
And, uh, yeah, just it, uh,
there was all these promises, but
never anything really fulfilled.
And so then it was like, well, you know
what, I'm going to put a deadline on this.
And if, uh, nobody's paying for
it, then, you know, that's it.
And, uh, so I had like a, I think I
had one or two customers on it, but
yeah, not enough to really justify it.
It was a really fun problem though.
I, the developer in me was just
thrilled to work on that problem.
Kevin Griffin: Well, it seems
there's a lot of tech underneath
this underneath the scenes.
That's Makes a problem like that.
Just fun to work on.
Um, I know you're showing us some proof
of concept like you, uh, essentially
scraping data off of different websites.
And here everything's
in a different format.
You try to get that all into a
common format and then and then do
comparisons and stuff like that on it.
Um, have you been able to take any
anything you learned or built from
products on our transition into,
say, status lists or texting tasks?
Testing taxi,
Nate Bosscher: That's a
tongue twister, right?
You
Kevin Griffin: know, you screwed
me up at least three times so far.
Nate Bosscher: Uh, I think, I think I
got to rebrand it and just call it taxi.
I think that might work better anyways.
Um, yeah, I did actually, when I
was, when I was finishing up products
owner, I was having a good chat with
my friend Josh and, uh, he said, you
know, what, what can we take from
product sonar and build off of that into
something else for another industry?
And that's really where testing
taxi came from or what we're
calling just taxi for now.
Um, it, uh, it was, it was originally,
um, like the first, uh, proof of concept
for taxi was, uh, yeah, something very
similar to the scraping, uh, utilities and
a lot of the underlying tech was the same.
Um, but then, uh, yeah,
just kind of pivoted it.
Kevin Griffin: So you mentioned
josh and a mutual friend of ours.
You have a podcast with them searching
for sass, which is still going on.
And friends of this podcast should
definitely go listen to that.
Because what I what I appreciate
about searching for sass is you're
having these deep conversations about
identifying a Market building a product
around it, the marketing aspects of
it far deeper than I think anything
this podcast would ever talk about.
So if anyone's interested deeply in SAS,
you should go look for searching for SAS.
Um,
Nate Bosscher: Well, I appreciate that.
Kevin Griffin: Yeah, absolutely.
It's, nice to see podcasts
go really deep and I wish
sometimes there are 100 subjects.
I just want to go deep in and
you, you guys are going deep.
Uh, but let's, let's kind of talk
about that a little bit more.
Let's say If someone out there is
listening goes, I want to build, I
want to build a sass and I think I
think that's actually the question.
We all start with is
like, I want a product.
I want to build a sass.
I want that sweet M.
R.
R.
Nate Bosscher: Mm hmm.
Yes.
Yeah.
Kevin Griffin: that, uh, where
would you recommend someone start?
Like they don't even know
what they want to build.
They just want to build
Nate Bosscher: Mm
Kevin Griffin: Where do you go
find some of those initial ideas?
Nate Bosscher: hmm.
Yeah.
Huh.
Like finding ideas, I guess is one,
one air, one branch of the tree
and maybe like, what would you do
is the other branch of the tree?
Um, I think, uh, yeah, to find ideas, I
think really just, uh, one thing I've done
is, uh, you know, remember RSS readers?
I think nobody uses them
anymore, but I love them.
Um.
You can, uh, you can get the,
the RSS feeds to aggregate
with something like Feedly.
And what I'll do is I get, um, all
the TechCrunch, um, feeds that I
find interesting, uh, you know,
with like different funding, um,
information or, um, with new startups.
And then, um, sometimes I'll throw
in some, some Harvard Business
Review type stuff or, um, just other
podcasts, even just to, just to scan
the titles and see what's going on.
And.
Um, yeah, a lot of times when you,
you got to dig into them, right.
And, um, kind of figure out, well,
what's this company about, right?
Like, so, you know, some, you find
some company that, uh, they've
got some new CRM and they have
their whole angle on the market.
And, um, what I like to do with
that is just kind of pull it apart.
So I look at the landing page and say,
okay, like, who are they trying to sell
to, like, what is their value proposition?
How are they different from all
the other people in the market?
Um, and just try to get my head
around what, what is this and, um,
how, how would I grow this company?
If I was in charge and I found that to
be a really useful exercise, because
as I'm going through that, I'll do
that for, you know, 10 or 20 companies.
And after doing that, you
kind of get this idea of.
Huh?
Like, why would they do it that way?
And you kind of start to learn and
you, you, you see, well, well, they
did it this way in this market.
Well, like, would that work in
like a totally different market?
Like if this, if that trick worked in the
CRM market that I could, you know, narrow
it down to people who, uh, you know,
have dog breeding or something like that.
I don't know.
And, you know, you want
to go over to like.
You know, landscaping or something.
It's like, well, you could, you know,
figure out what, what you could transfer
over and maybe there's some things to
learn there, but I definitely think
that's the idea, the idea side of
the tree, I think, is a information,
uh, fire hose type of situation.
Kevin Griffin: do you think it's
worthwhile to try to do a sass outside
of, uh, an industry or a community
you might not be a member of?
Um, you know, like with the, we'll
use products, products on our, like
you were kind of focusing on, say,
contractors, contractors who are buying.
Uh, commodities at hardware
stores or lumber supply stores.
But I'm going to venture a guess that
you're not a contractor buying lumber
at lumber, uh, lumber supply stores.
So you're kind of venturing out of your.
Comfort community into another community
and while products are might have
work, could that work in other cases?
And you just mentioned other
industries, dog breeding, dog training,
daycare used to work in daycare,
Nate Bosscher: Yeah.
Yep.
Kevin Griffin: it's not something
that I've ever worked on, but could
I'm assuming it could work because
I think people do that all the time.
How do you make something like that
work without taking too much risk?
Nate Bosscher: Yeah.
So I think like to.
To be a part of a community, like
to serve a community that you're
not already a part of, I think is
a really tricky, tricky challenge.
Um, there's just so many, um,
Hills to climb to get into there.
Um, like first off, you, you don't
know how to speak like those people.
And so you're not really one of them.
You don't really have
a reason to be there.
So you feel kind of awkward and,
um, Yeah, you don't understand the
fundamental problems that they have.
You might understand the
surface level problems.
Um, and it just takes time.
Um, so, you know, if you've got six months
to just go and hang out in communities and
whatnot, then yeah, maybe you could do it.
Um, and you also have to just
be really careful like to, to
understand what someone is really
saying when they're talking.
Um, you know, they're saying one thing,
but they actually mean something else.
And, uh, to be able to piece that
together is, is really difficult.
Um, yeah.
And I think the, the way to de risk
that is really just to have consulting.
Like you do that on the side.
Um, that's the, that's the
life ring that keeps you going.
Because I think what I've learned over
the years is that like, it's really hard
to start a successful software company
and like so many people fail at it.
Um, And like, I'm not different,
like I fail at it too.
And so what I really need
is the most kicks at the can
and the most time to learn.
And the way that I can buy that is
by having the ability to control my
time while still making an income.
And so that's what I aim to do.
Kevin Griffin: So back
to controlling your time.
I know you have a young family.
Um, do you make any special concessions
between for for life work balance?
Nate Bosscher: Hmm.
Kevin Griffin: to make sure you're
not working all the time because
you have technically 23 things
that you're you're working on.
Um, you're consulting in your products
and then you have family time.
How do you divide your attention
between two very important things?
Nate Bosscher: Yeah, so I
guess that's, uh, you know,
that's a tricky thing, right?
Especially when you're getting started and
you know, it's, it's, it's hard when you
get started, you don't have a client list.
You don't have like, um, yeah, good
contracts or anything like that.
I think, um, yeah, I really, I've
sort of set a rule for myself that
I'll just work a regular work day.
And for me, that's eight to five.
And, uh, anything outside of that
is, uh, an emergency or a special.
Special thing like that's like, you
know, twice a year that happens.
And, um, really I just, I try to
spend a lot of time thinking hard
and not, uh, working too hard.
So like finding ways to, you know,
find better paying, um, gigs, right.
So that I can make sure that I can
have more time to spend with my family.
Um, or having, um, yeah,
the more flexibility in my
schedule and yeah, I'm not.
I'm not aiming to, um, I could
probably make more money if I just
consulted all the time, right.
And fill my schedule chock full,
but I choose not to do that so
that, um, I'm able to have time
to work on these side projects.
I'm able to, um, have that
flexibility to be with my family.
And, um, really, I think that's a, it
sounds like a, Oh, that would be nice.
But in reality, I think if I was to work
nights and weekends on a side project.
I would burn out.
My family would burn out.
It would not be good for anybody.
And, uh, really, so really it's, that's
a very short term approach in my opinion.
Um, yeah, and this, this seems
to, this makes it fun and like
gives life and I don't know.
Kevin Griffin: I think you and I
have very similar philosophies.
I work my eight to four
or five ish whenever.
And when I'm done at the end of the day,
there's, there's no more work to be done.
Nate Bosscher: Mm
Kevin Griffin: And that amount of time
I'm at my desk, I'm here in my office.
I have to be able to get work done on
all the initiatives I have going on
work wise or income producing wise.
And that if I don't get it done, It
doesn't get done until I come back
out to the office at a later time, um,
which makes it extremely stressful and
difficult at times, depending on what
what is demanding your time and effort.
But it also, I think, is more freeing
in the long run because I'm not worried
about it when I'm inside and so.
I'm not one of those folks who I don't
worry about my consulting clients when
I, as soon as I walk out that door,
uh, they, if anything goes wrong, they
know how to get in contact with me.
There's nothing on the phone,
there's no email, there's no slack.
Um, I'm oblivious to all my
products as soon as I, I leave.
Nate Bosscher: I, I think that's a, I
think that's a huge deal, just being
able to, to switch focus on one thing,
uh, and to, and then to turn it off.
I think that's huge.
Kevin Griffin: If we were to
look kind of five years into the
future, what's your ideal scenario?
Is it still consulting and kind of
sassing on the side or would you love to
just go full time on one of your sasses?
Nate Bosscher: Yeah.
My goal, my goal has always
been to go full-time on SaaS.
Um, and yeah, basically my, my plan
is to kind of stair step my way there.
Um, yeah, already status list is, you
know, making, making some inroads there.
And, uh, I'm hoping that testing taxi
will, will take off and, um, yeah,
either support just me or maybe grow it
out to a team or something like that.
Um, obviously I'll, I'll need to,
uh, take care of my consulting
clients, the existing ones.
Um, but yeah, that's the goal.
Kevin Griffin: So actually I want to
ask you, so both your SASSes are just
you, you have no other members on the
team, and so if you're looking at the
two SASSes, whichever, I think you said
status list is kind of the producing
more at the moment than what the Testing
taxi is, um, at what point do you hire
another person to help you with that?
Uh, and what type of person is that?
Is that a developer?
Is that a support person is a,
I don't know, something else.
Nate Bosscher: Yeah, I guess
that's really, uh, like a
business kind of decision, right?
It's like, what's going to
make the most sense here.
Um, what's the, uh, the best
return on investment, so to speak.
Um, I try to try to run
everything through that.
Even my time, that seems
to work quite well for me.
Um, but, uh, yeah, for a status list, I
think probably that's a support person.
Um, I get pretty, it's
pretty low volume support.
Like it's, yeah, it's not much.
Um, And I think with, uh, with taxi,
like, I, I, I don't foresee that being
a large, um, a large support thing.
Um, obviously that remains to be seen.
One of the, one of my philosophies
on problems is to wait until
there are problems before trying
to overanalyze them, you know,
do your best to kind of mitigate.
But, um, yeah, so far it's been pretty,
pretty low lift on both of them.
Kevin Griffin: Nate, kind
of wrapping things up here.
Uh, any final thoughts for
someone out there that might
want to start their own sass?
And,
Nate Bosscher: Yeah, well, I, I think
it's, uh, It's going to be different
than you think it is, but it will also be
better than you think it is in some ways.
And, um, yeah, don't, uh,
don't be afraid to screw up.
We all do.
And, uh, I, uh, I wish you all the best.
Yeah.
Kevin Griffin: and if we.
One more information.
We can go listen to searching for
SAS, wherever you get your podcast
from, uh, Nate, anything else you'd
like to promote while you're here?
Nate Bosscher: Yeah.
Find me on Twitter, uh, at Nate
Bosher and, uh, yeah, we'll
see you around on the internet.
Kevin Griffin: All right.
Well, Nate, thank you so much for
hanging out with us today and thank
you everyone for listening and
we'll see you on the next episode.
Nate Bosscher: Great.
Thanks, Kevin.