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How We Shape the Future of Hardware | Mytra's Co-Founders Interview

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  1. 00:00actually the advice I would give to
  2. 00:01people trying to create their own
  3. 00:03company really work in the field a
  4. 00:06little bit like work in the field you
  5. 00:08think you have an idea for some new
  6. 00:11service or product work in that field
  7. 00:13and get insight that's something I got
  8. 00:16out of my Stanford experience you maybe
  9. 00:19you have an idea of what's really
  10. 00:21valuable and useful as a product but the
  11. 00:23best approach to creating value is first
  12. 00:26that you get insight into what the
  13. 00:28problem is my name's Chris qualty I'm
  14. 00:31the CEO and co-founder of Mitra we're a
  15. 00:332-year-old company based out of South
  16. 00:35San Francisco a little bit about my
  17. 00:37background before starting Mitra I was
  18. 00:40at Tesla for 7 and A2 years before Tesla
  19. 00:44I had various positions in renewable
  20. 00:45energy and Consulting I was electrical
  21. 00:48engineer undergrad but at Tesla I joined
  22. 00:50to lead product and hardware for the
  23. 00:52supercharger team and I launched various
  24. 00:55products like paid supercharging and my
  25. 00:58name is Ahmed Bal I am the CTO and
  26. 01:01co-founder and Mitra Mitra is building
  27. 01:05robots for warehouse material flow of
  28. 01:07trying to solve a fundamental problem
  29. 01:09with theerror flow in in warehousing
  30. 01:11Logistics and Manufacturing as
  31. 01:16well so I joined Tesla in 2014 I think
  32. 01:19this is after the dual motor b s was
  33. 01:21launched or was announced you know
  34. 01:23there's a lot of skepticism are electric
  35. 01:26vehicles going to be successful is fully
  36. 01:30battery electric vehicle or plug in
  37. 01:32hybrid you know Tesla versus Fisker a
  38. 01:34lot of uncertainty in the market then
  39. 01:36but you know I joined Tesla to to solve
  40. 01:38a very clear problem I was working on
  41. 01:41more traditional wield Automation and of
  42. 01:43course a lot of the fixed infrastructure
  43. 01:45projects that we had a tuss it
  44. 01:46beforehand and then you know this
  45. 01:48challenge of let's build a humanoid
  46. 01:50robot was was given to our team because
  47. 01:52we had an integrated robotics team but
  48. 01:54the challenges of a humanoid are are
  49. 01:56very different than building a wheeled
  50. 01:58robot on the floor legged Locomotion
  51. 02:01grasping and manipulation the kinds of
  52. 02:03of of decisions that this robot has to
  53. 02:06process a perception systems are are
  54. 02:08wildly different and so first Tesla had
  55. 02:11precisely zero expertise of humanoid
  56. 02:13robotics at the time so I had to go and
  57. 02:15figure out who the experts were meet
  58. 02:17with them try to establish a recruiting
  59. 02:19pipeline try to find the internal
  60. 02:21experts within Tesla who were willing
  61. 02:23and able and also had the foundational
  62. 02:25skill sets to be able to solve this
  63. 02:27problem I had to get myself a two month
  64. 02:29crash course in human orotic so that was
  65. 02:31really an interesting time but you know
  66. 02:34I think one of the things that Tesla
  67. 02:35teaches you to be very resourceful that
  68. 02:37wasn't the first time I've been asked to
  69. 02:39solve the problem which I had no really
  70. 02:42like deep or meaningful background in
  71. 02:44but you structure the problem you go
  72. 02:45find the information you need hop on a
  73. 02:48plane to meet with the experts as you
  74. 02:49need you do what it takes to to figure
  75. 02:51it out you know neon laid a mandate out
  76. 02:53that we needed to get a some robot
  77. 02:54walking in three months it's so between
  78. 02:57internal experts talking with some some
  79. 02:59folks out outside the company with to to
  80. 03:01get accomplish that goal I think as a
  81. 03:03whole though all robots are not created
  82. 03:05equal all robot challenges are not equal
  83. 03:08anytime you're talking about Led
  84. 03:10Locomotion or just Advanced grasping the
  85. 03:13perception that the type of data and the
  86. 03:15consistency of data the frequency of the
  87. 03:17refresh rates like I'm not just looking
  88. 03:20at a hand like I need to understand like
  89. 03:22the forces and yeah there's there's
  90. 03:24literally infinite ways I could grab
  91. 03:26something the difficulty of of repeating
  92. 03:28that and making that some sort of
  93. 03:29industrial process is many orders of
  94. 03:32magnitude more difficult than just
  95. 03:35driving a bot around the floor of a
  96. 03:37factory and you know if we think about
  97. 03:39how difficult it has been to do full
  98. 03:41self-driving cars or autonomous vehicles
  99. 03:43you know you could argue that that
  100. 03:45problem is not a solved problem yet
  101. 03:46because we don't have ubiquitous cars no
  102. 03:49driving highways and and surface streets
  103. 03:51yet right you do have companies that are
  104. 03:54driving like you can walk outside of
  105. 03:56this building you will see a car
  106. 03:57unmanned car drive by this this facility
  107. 04:00probably in 30 minutes but it's not
  108. 04:02ubiquitous right hasn't been adopted
  109. 04:04building a humanoid to operate at full
  110. 04:06scale in Factory or a home at the
  111. 04:09comparable productivity of a human is a
  112. 04:12very very challenging problem to solve
  113. 04:14I'm confident it will be solved I think
  114. 04:16the timing is everything right is this a
  115. 04:18one-year problem is this a 5year is this
  116. 04:20a 10e is this a 30-year problem unclear
  117. 04:23so after spending a year there it was
  118. 04:25it's a fascinating problem where again
  119. 04:27was able to work with some of the best
  120. 04:29and brightest at Tesla and and Beyond
  121. 04:31Tesla was fortunate to be able to to
  122. 04:33hire some wonderful people to work on
  123. 04:35these huge challenges but ultimately I
  124. 04:37join Tesla to ship you know millions of
  125. 04:39products to the public to make real
  126. 04:41impacts and I felt that most of the
  127. 04:44impact by the humanoid is dependent on
  128. 04:47solving effectively some research
  129. 04:49problems with what we're doing at Mitra
  130. 04:51this is not in the research domain this
  131. 04:53is a very like we're solving tangible
  132. 04:55problems with technology that doesn't
  133. 04:57require moonshot levels of of innovation
  134. 05:00to have meaningful impact on the economy
  135. 05:04after Tesla I I tried to just focus a
  136. 05:07little bit away from manufacturer let me
  137. 05:09think a little bit you know do something
  138. 05:11else derivatives trading and try to
  139. 05:13learn more about Ai and financial
  140. 05:15systems but the bug of manufacturing
  141. 05:18working on Hardware gotten me again and
  142. 05:21the things I did at Tesla were very
  143. 05:23applicable to rev and I thought I really
  144. 05:25wanted to help one more us auto
  145. 05:28manufacturer get off the brown I was
  146. 05:30really excited about rivan trying to
  147. 05:31help them out so I went and you know
  148. 05:33spent time at rivian helping them scale
  149. 05:36their manufacturing assistance as well
  150. 05:38that's the journey after that I was at a
  151. 05:41beach in Hawaii I still have the video
  152. 05:43while I'm recording the beach and I was
  153. 05:46going like wonderful this is great I'm
  154. 05:48done I don't want to do anything else
  155. 05:50I've solved every problem I want to
  156. 05:51solve as I'm recording the video I get a
  157. 05:54call from walty and he's asking me about
  158. 05:57hey do you remember the problems we went
  159. 05:59into Tesla during manufacturing let's
  160. 06:01really solve it at the beginning I was
  161. 06:03like I don't want to do this I don't
  162. 06:06want to do manufacturing again I want to
  163. 06:08be stay at the beach but the more we
  164. 06:10talked about how we would solve the spot
  165. 06:12go back to the fundamentals let's not
  166. 06:14just build another automation company
  167. 06:16let's do something completely different
  168. 06:18the more we talked about it the more I
  169. 06:19got excited because it's it wasn't just
  170. 06:22another implementation it's a complete
  171. 06:24rethink and that was very excited so I
  172. 06:28said okay yes let's start this company
  173. 06:30let's find the best people that we can
  174. 06:31find from our Network and pack a this
  175. 06:35B with the global Venture Capital volume
  176. 06:38decreasing dramatically startup must
  177. 06:40find a better way to stay informed of
  178. 06:44investment sentiment to survive hi I'm
  179. 06:46Si from you and we know that many of you
  180. 06:49watching are startup Founders that's why
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  192. 07:18with seasoned investors from sequia
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  198. 07:31startup to the next round and thanks to
  199. 07:33hpot for sponsoring the
  200. 07:38video so Mitra was founded because am on
  201. 07:42and I having seen a lot of these
  202. 07:44different types of challenges at Tesla
  203. 07:45and rivan wanted to find a problem that
  204. 07:48we could solve we uniquely positioned
  205. 07:51knowledgeable to tackle but also was
  206. 07:54just simply not being solved right you
  207. 07:57think of the lowest hanging fruit in
  208. 07:59your tree and again material flow is
  209. 08:02most of the work across industry just
  210. 08:04moving things around yet it's clearly
  211. 08:06unsolved I can go out and buy an
  212. 08:08industrial automation system to do
  213. 08:09almost anything I need the problem is is
  214. 08:12it cost effective is it simple is it
  215. 08:15extensible is it flexible and we said if
  216. 08:18we can design something that's just far
  217. 08:21simpler iPhone's a great example Tesla
  218. 08:23there's lots of great examples of
  219. 08:24History where to follow a new scurve
  220. 08:27scurve of adoption right a new tech
  221. 08:29technology it starts off slowly it then
  222. 08:31you know there's some acceleration then
  223. 08:33it kind of tapers off but to truly
  224. 08:35continue like linear adoption and
  225. 08:37Improvement of Technologies it's
  226. 08:39comprised of a whole bunch of small
  227. 08:40s-curves right we needed to create that
  228. 08:43new s-curve for industrial aeration
  229. 08:46there needed to be a new paradigm and to
  230. 08:48do that again when you look across
  231. 08:50history It's usually the simpler thing
  232. 08:53Waits how do we find the absolute
  233. 08:55simplest way to do this work and what we
  234. 08:58realized was that that no there is no
  235. 09:00system that was designed that was
  236. 09:02physically or kinematically
  237. 09:04unconstrained meaning I want to move
  238. 09:06things in 3D how do I move it up down
  239. 09:09left right from any cell to any cell in
  240. 09:12full 3d that was just an unsolved
  241. 09:14problem at any payload weate so we
  242. 09:16simulated said this is a solvable
  243. 09:18problem and if we can do this we've
  244. 09:20created a system that is of immense
  245. 09:22value to the industry so that's uh
  246. 09:25that's why we decided to tackle this
  247. 09:26problem fundamentally the material
  248. 09:29movement for warehouses and
  249. 09:31Manufacturing happens on pallets pallets
  250. 09:34in my view are the uh red blood cell of
  251. 09:37the global GDP everything that you see
  252. 09:39around you has been on a pallet you know
  253. 09:42the cameras are clothes or pieces of
  254. 09:44furniture all of that has been on a pal
  255. 09:47yet the pallet movement technology has
  256. 09:51been the same for the past 100 years
  257. 09:53it's a pallet it's generally the same
  258. 09:55size it moves uh it's made out of wood
  259. 09:57and it's moved with for CLI
  260. 09:59operated by humans it's the same thing
  261. 10:02and so there hasn't been an optimization
  262. 10:05on that for quite some time and in our
  263. 10:08experience when I worked with with wki
  264. 10:10we saw that the biggest problem
  265. 10:12hindering the manufacturing process was
  266. 10:14just trying to move material from one
  267. 10:17product with Factory to the other and we
  268. 10:19were thinking well let's improve that
  269. 10:21how can we build something that is super
  270. 10:23simple if you were to look at the need
  271. 10:27the basic need of moving a pallet or
  272. 10:29looking at 3,000 lb you're trying to
  273. 10:31move it from one location to the other
  274. 10:33for you to do that today you have to get
  275. 10:35a forklift a forklift has to be at least
  276. 10:383,000 lb just to balance out cuz it's a
  277. 10:40forklift heiring something in front of
  278. 10:42it it has to be at least another 3,000
  279. 10:45lb so you're moving 3,000 to 9,000 lb
  280. 10:48the forklift itself and then 3,000 lb
  281. 10:50that you want to move it just makes no
  282. 10:52sense we're we're moving 9,000 to move
  283. 10:54another 3,000 and we thought about it
  284. 10:56and we said okay this is such a
  285. 10:58unoptimized system it's nobody's
  286. 11:00touching it and it's kind of a given
  287. 11:02people that go into warehousing and
  288. 11:04Logistics called manufacturing and you
  289. 11:06see this it's uh they kind of look at it
  290. 11:08and they go okay this is our lot in life
  291. 11:10this is how things are while we saw that
  292. 11:12was like no something has to improve so
  293. 11:15we're looking at you know designing a a
  294. 11:17new primitive something completely new
  295. 11:20let's rethink the problem our Bots are 7
  296. 11:23pounds they can move 3,000 but they're
  297. 11:25700 lb so that's it and it doesn't take
  298. 11:27a larger footprint than the pup itself
  299. 11:30now when you start from there I can n
  300. 11:333,000 lb forward backward left and right
  301. 11:36up and down in full 3d with 700 lb robot
  302. 11:39that is a different math compeat and
  303. 11:42that's the approach that we're taking
  304. 11:43with Nitra now if you limit the
  305. 11:47variability of movement to the three uh
  306. 11:51Dimensions now I can start to solve
  307. 11:53things with software the boss can only
  308. 11:55do the three movements and they can uh
  309. 11:58access any part of the warehouse uh
  310. 12:00within a structure now I can start to do
  311. 12:03things with software if I want to build
  312. 12:05a
  313. 12:06conveyor I don't have to build a
  314. 12:08physical conveyor I can tell the Bots
  315. 12:09move in the direction of a conveyor or
  316. 12:11lift and so it makes your Warehouse
  317. 12:13completely software addressable which is
  318. 12:16a completely new approach to doing any
  319. 12:19of this and it applies to warehousing
  320. 12:21Logistics manufacturing anything that
  321. 12:24moves your standard pallet and that's
  322. 12:26why we wanted to focus on the pallet
  323. 12:28because that's 90% of material movement
  324. 12:31around the
  325. 12:34war kind of my take on Founder mode is
  326. 12:37is effectively as companies get larger
  327. 12:40the gist is do you still kind of
  328. 12:42maintain your level of awareness and
  329. 12:45involvement in the details of your
  330. 12:46company right very large company mode or
  331. 12:49manager mode it's like I fully rely on
  332. 12:51my team to do almost everything and I I
  333. 12:53have this little function maybe I'm just
  334. 12:55attending dinners and selling customers
  335. 12:57at a very high level I think you know at
  336. 12:59a company like Mitra you know even
  337. 13:01though we're 74 people Aman and I have
  338. 13:04no choice but to be in founder mode
  339. 13:06there's just too much going on there's
  340. 13:07too many aspects of the system you know
  341. 13:10every time a customer walks in we have
  342. 13:12one this afternoon and between the two
  343. 13:15of us we need to be fully versed in the
  344. 13:17technical stack we need to be able to
  345. 13:18answer questions of like why did you
  346. 13:20make this decision for this actuator or
  347. 13:23this design what other reliability
  348. 13:25issues how do you plan to lower the cost
  349. 13:28like things like that if you can't talk
  350. 13:30intelligently about that you're not
  351. 13:32going to drive confidence in these very
  352. 13:34sophisticated potential buyers of
  353. 13:36Parkers so for us like there's no choice
  354. 13:39but to be found or M but you know as I
  355. 13:41think about what I love about this job
  356. 13:43you know I love being in designer riew
  357. 13:45so I love the product and the
  358. 13:47engineering aspects and I know I'm onos
  359. 13:50too and that's that's something that you
  360. 13:53know as you get older as you get company
  361. 13:55gets more mature and larger there's
  362. 13:57natural pressure to say like you need to
  363. 13:58de from that you need to let your team
  364. 14:01do that and I think there's there's a
  365. 14:03balance that can be achieved where
  366. 14:05Founders are still in the
  367. 14:07details not making all the decisions but
  368. 14:11in the details enough to be aware I mean
  369. 14:14Tesla's a I don't know if it's a good
  370. 14:16example it's an example of where you
  371. 14:19know Elon had you know when he met with
  372. 14:21Tesla for his one or two days a week it
  373. 14:23was like 12 meetings in a day and like
  374. 14:25every hour some different technical team
  375. 14:27would come in and like walk through
  376. 14:29here's what's going on here's the
  377. 14:30challenges what should we do boss right
  378. 14:33and he would be making calls on like how
  379. 14:35electronic sourcing and then we'd be
  380. 14:37making calls on like wind tunnel design
  381. 14:40optimization they'd be making calls on
  382. 14:42on a whole bunch of different aspects of
  383. 14:43the business not suggesting that's what
  384. 14:46every company should do and that is not
  385. 14:48what we're going to be doing but I think
  386. 14:50it does show you that it's not like one
  387. 14:53or the other you can exist as a large
  388. 14:55company in founder mode you can exist in
  389. 14:58manager mode for us you know we're much
  390. 15:01more towards fure mode and probably will
  391. 15:05stay that way for as long as we to
  392. 15:08really understand the technical details
  393. 15:11which as far as I'm concerned doesn't
  394. 15:13end actually the advice I would give to
  395. 15:16people trying to create their own
  396. 15:17company really work in the field a
  397. 15:20little bit right work in the field you
  398. 15:22think you have an idea for some new
  399. 15:25service or product work in that field
  400. 15:27and get insight that's something I got
  401. 15:30out of my Stanford experience you maybe
  402. 15:33you have an idea of what's really
  403. 15:34valuable and useful as a product but the
  404. 15:37best approach to creating value is first
  405. 15:39that you get insight into what the
  406. 15:42problem is the reason walty and I
  407. 15:44started working together is we met at
  408. 15:46the uh the model 3 production ramp and
  409. 15:49we were customers of the systems that
  410. 15:51were there manufacturing and Logistics
  411. 15:54and material flow systems that were on
  412. 15:55the system that were in production we
  413. 15:58met there and we experienced Insight we
  414. 16:01saw what the problem really is people go
  415. 16:03hey add more automation add more
  416. 16:06technology here fine okay but the
  417. 16:09Insight that we got that the fundamental
  418. 16:11problem that needed to be solved is
  419. 16:14moving the material without you
  420. 16:16experiencing it for firsthand you miss
  421. 16:19it you think oh I'm going to work on
  422. 16:21Warehouse robotics you're going to build
  423. 16:23this nice you know articulated arm it's
  424. 16:25going to look nice and neat and great
  425. 16:28are you really really solving it no and
  426. 16:30the reason you're not solving it is
  427. 16:32because you lack the insight into what
  428. 16:34the fundamental problem is for us it was
  429. 16:38oh the thing that would unlock
  430. 16:39manufacturing is to move the material
  431. 16:42efficiently without stopping in a very
  432. 16:44reliable Safe Way You Move it in that
  433. 16:47way figure out a way to do it and it
  434. 16:49would unlock value for you in
  435. 16:51manufacturing without that Insight I
  436. 16:54think you're you would be on a long path
  437. 16:56so my advice would be get immersed in
  438. 16:59the problem Firs head and then try to
  439. 17:01come up with a solution I'll give you
  440. 17:03another very practical example today
  441. 17:06everybody in the company today everyone
  442. 17:09almost no exception has to work in the
  443. 17:12warehouse using our system interacting
  444. 17:15with the warehouse operators at our
  445. 17:17customer site everyone even web
  446. 17:20developers uh marketing everybody has to
  447. 17:23do it and the reason we did that is from
  448. 17:26my experience when I was at Tesla and
  449. 17:27building the software that I told you
  450. 17:29about it the software for the uh the
  451. 17:32g410 the way I built the software is I
  452. 17:35went to the line and I started working
  453. 17:36on the cars I started you know putting
  454. 17:39volts head and talking Fasteners and the
  455. 17:42hood on the model 3 and I experienced
  456. 17:45what the operator was experienc what
  457. 17:47kind of software was needed what did I
  458. 17:49need to finish my job pop and then I
  459. 17:52built that software and that software
  460. 17:55infected everywhere that gule that is
  461. 17:58the Insight that you need to get before
  462. 18:01you can say oh I'm going to build a new
  463. 18:03manufacturing software first work as a
  464. 18:08user of that supposed system or product
  465. 18:10that you're trying to create get deep
  466. 18:12Insight so you fundamentally understand
  467. 18:14what is the thing that you're trying to
  468. 18:16create what is the value that you're
  469. 18:17trying to create and then go okay I have
  470. 18:19enough Insight that I know so much about
  471. 18:22this I understand it at a basic
  472. 18:24fundamental level now you can come up
  473. 18:26with the new value creation after that I
  474. 18:29think that's the best advice I could
  475. 18:31give before somebody says I want to go
  476. 18:32and build Hardware there are many little
  477. 18:36tiny startups that have YouTube videos
  478. 18:38or videos that that have amazing
  479. 18:40wonderful devices and you go but what is
  480. 18:42it solving is it practical are you
  481. 18:44solving a problem it's because they did
  482. 18:47the shortcut they said I'm going to
  483. 18:48build something that looks cooler great
  484. 18:50go build it but you're not really
  485. 18:51solving the thing you need to go and
  486. 18:54immerse yourself get insight and that's
  487. 18:56why we have everybody here at the
  488. 18:58company work at the warehouse with our
  489. 19:01customers and so when they come and
  490. 19:03build a solution they build it as a
  491. 19:05warehouse operator they go oh I'm a
  492. 19:07warehouse operator who happens to know
  493. 19:09how to build applications how to build
  494. 19:11robotics you know here's how I would
  495. 19:12build it for me that's the best way to
  496. 19:15build
  497. 19:18products I mean if you look across the
  498. 19:20tech Spectrum most companies and you
  499. 19:23know Andre's famous quote heart software
  500. 19:25will basically eat the world is very
  501. 19:27true I think you know when you look at
  502. 19:29the economy you realize that 85% of the
  503. 19:33economy or GDP is driven by physical
  504. 19:36Industries physical problems 90% of the
  505. 19:39value in the tech economy has been
  506. 19:41created by mostos software there's a
  507. 19:43huge discrepancy so when we look at the
  508. 19:46problems yet to be solved that haven't
  509. 19:48really been touched by software they all
  510. 19:50involve some sort of actuation or
  511. 19:53manipulation of the physical world iot
  512. 19:56Internet of Things has been around for
  513. 19:58few decades and that starts to solve
  514. 20:01some of the problems around Hardware it
  515. 20:03gives you signal back from the physical
  516. 20:06environment into some sort of brain or
  517. 20:08software but ultimately the actuation of
  518. 20:11that requires people or something else
  519. 20:13but when you think of Robotics as
  520. 20:15applied to the physical world that
  521. 20:17closes the loop like I can build an
  522. 20:19actuator a thing to move a physical item
  523. 20:22up down left right that's hardware and
  524. 20:25the combination of that actuation Clos
  525. 20:27in the loop along with the software
  526. 20:29capabilities that can be applied to it
  527. 20:31there's a ton of potential there right
  528. 20:33this is the next Frontier the next
  529. 20:35several decades you know you look around
  530. 20:37you and you see look at all the
  531. 20:39inefficiencies in the world you look at
  532. 20:41how the trash is picked up you look at
  533. 20:42how houses and buildings are constructed
  534. 20:44you look at how telephone cable is laid
  535. 20:46you look at how physical Goods must be
  536. 20:50you know manufactured and there's a lot
  537. 20:52of opportunity for for software applied
  538. 20:56to the physical world and that's why all
  539. 20:58of of us here at mitro we're super
  540. 21:00passionate about software fly to the
  541. 21:01physical world and that comes in the
  542. 21:03form of Robotics and that is a that is a
  543. 21:06hardware hardware company the second
  544. 21:08reason why Hardware is is perhaps more
  545. 21:10exciting today than it might have been a
  546. 21:12few decades ago you know when you think
  547. 21:14of Hardware you think of silicon like
  548. 21:16making silicon ships that was really you
  549. 21:18know most of the hardware opportunity
  550. 21:20but companies like Tesla and SpaceX have
  551. 21:23come along and they said look these are
  552. 21:25Legacy Industries the script has been WR
  553. 21:28for how to build Automotive vehicles and
  554. 21:30what margins for for decades and Tesla's
  555. 21:33coming and saying we're going to do it
  556. 21:35differently everyone told you know Elon
  557. 21:38and Company they're crazy for doing this
  558. 21:40there's very low probability for Success
  559. 21:42there's lots and lots of ways that this
  560. 21:43go poorly for them but built an
  561. 21:45architecture that's significantly
  562. 21:47simpler 10x simpler or more than the
  563. 21:50existing products right there's bar your
  564. 21:52parts and shown that you can disrupt
  565. 21:55some of these industries it's hard
  566. 21:58Hardware's hard but if done successfully
  567. 22:01and done correctly there's huge
  568. 22:02opportunity to make meaningful advances
  569. 22:05in building you know electric
  570. 22:07vehicles is for some people it's much
  571. 22:10more rewarding than you know optimizing
  572. 22:12some age on a on a website or or
  573. 22:15increasing ad spend by 5% or something
  574. 22:18like that so there's been a bit of a
  575. 22:20blueprint in a Playbook that says you
  576. 22:23can disrupt very large Industries
  577. 22:25through Hardware uh through some of the
  578. 22:27more modern successes like you know
  579. 22:29Tesla WD rivan SpaceX andal couple balls
  580. 22:33like that
How We Shape the Future of Hardware | Mytra's Co-Founders Interview — Transcriptly