Episode Summary

In this Prime Talk Podcast Sponsored by GETIDA – Nick Tuzenko – Co-Founder & Managing Director of Accel Club talks about What It Takes To Be A Successful Brand Aggregator on Amazon, also more information about his life’s journey. #NickTuzenko #AccelClub

About Nick Tuzenko of Accel Club – Nick is an entrepreneur with a background in management consulting. Before Accel Club, Nick worked at Boston Consulting Group and as Managing Director at Busfor, a leading bus transportation marketplace, acquired by BlaBlaCar in late 2019. Previously, we built successful e-commerce businesses which ended up becoming leaders in their local markets. This experience provided invaluable insights into the way e-commerce merchants operate and what difficulties they face on a daily basis. This expertise enables us to give sellers the smoothest possible exit experience and for us to maximize their earn-outs.

Find the Full Episode Below

Yoni Mazor 0:00
Hey everybody, welcome to another episode of prime talk. Today I’m having a special guest I’m having Nick Tuzenko. Nick is the co-founder and managing director of axial Club, which is an FBA brand aggregator based in Amsterdam, Netherlands. So Nick, welcome to the show.

Nick Tuzenko 0:21
Yeah. Thanks for joining us. Thanks for having me here.

Yoni Mazor 0:25
My pleasure. So today’s episode is going to be the story of you know, the story of Nick Tuzenko. So you’re gonna share with us everything. You know, who are you? Where were you born, and where did you grow up? Where’d you go to school? How did you begin your professional career station to station until we reached where you are today in the world of E-commerce. So without further ado, let’s jump right into it. Yeah, let’s do that.

Yoni Mazor 0:47
So start from the beginning. Where are you from? Where were you born?

Nick Tuzenko 0:50
Yeah. So I came from Ukraine. Yeah. I was born in Ukraine. Like funny fact about me is that I have a twin brother. So it’s like, here’s like, like, like this same. Yeah. Even like funnier that we have like, like, professional life together. So yeah, we’ll just like, give more details on that. Like, like further. So yeah, we’re in Ukraine. Which part of Ukraine by the way? Which part of Ukraine? Yeah, it’s like Venus. So it’s like a central part of Ukraine. How do you say, Vinita? Please? Yeah, so it’s gotta be like Romania. Yes, we’re like, close to, I guess. Maybe. We heard that. That’s close to the Black Sea, right? Yeah. Got it. Very cool.

Yoni Mazor 1:32
Again, when you were growing up your parents, what kind of industries were they involved with?

Nick Tuzenko 1:37
Yeah, so they were just like, like, usual people. So Father was like in the construction industry. Mom was like in retail. So yeah, but nothing like entrepreneurial or like some big corporation. So it’s like, like really? Like usual stuff.

Yoni Mazor 1:54
Got it. And growing up did you do anything that tries to make money and money on the side? Anything entrepreneurial? When you were growing up your twin brother?

Nick Tuzenko 2:01
No, it’s one sort of knowing that there were like two of the things in my life. Yeah, there was like football, like soccer, like football. And the second one, I suppose. Like math and physics. So I’m really like, was about that. And we applied with my brother to, like diginomica Key maybe, you know, that’s like,

Yoni Mazor 2:21
Yeah, okay. Yeah, it’s a sports club. Yeah,

Nick Tuzenko 2:23
They have like, really great academies. So we fly there. But um, we have like, some

Nick Tuzenko 2:29
Boring problems because I was a house that we can play this as demanded amateur, but we can’t like do that, like, professionally. So it was like, I guess like, then yeah, we will. 1011 years old. And we can sometimes we can like have like professional life in sports. And we just like fully, even though we already ever good like at math and physics. We like fully switching to competition, math, and physics. So

Yoni Mazor 2:54
so from the physical athletics, you wanted the mental athletics? Yeah,

Nick Tuzenko 2:57
Yeah. So we just like switched. And like in two years, we won like mess competition in Paris. Two. And it was like very funny because we both won. And then we have the same number of points.

Yoni Mazor 3:10
Or like twins, right at the same score that same brand, the same score. So you both won first place? Yeah. So

Nick Tuzenko 3:16
We have the same number of points. So we have like both like gold medals. And

Yoni Mazor 3:20
That’s pretty cool. After that year,

Nick Tuzenko 3:22
We applied to be like to study in key Meissen. It was like hitting math like liken. We’ve underspent the last three years before like university. And also it was all about competition. It was all about math and physics competitions across the world. So there were like some in Kazakhstan. There was some in Mexico, there was some inspiration. It’s like an international competition, like National Olympians in mathematics. So like, there’s like each country has like five pupils that are present in the country. And China has like, like 1 billion people or Ukraine or Russia or whatever, or the SA. And, yes, it’s like, like 80 countries represented. So like, everyone is there. And yeah, we have like, almost like both, like lost like Alex silver medals. For like, first of

Yoni Mazor 4:14
All, they also silver bastille Yeah, it’s pretty incredible.

Nick Tuzenko 4:19
And after that, I was like, it was really funny because like, only there’s like five places represent the country. And we have like two of them. Yes. It’s like not that’s

Yoni Mazor 4:29
40% of your country’s representation in the mathematical Olympics.

Nick Tuzenko 4:35
Was a reality we were proud you know, to do that. And you also have some kind of like, covering because like when we return of the competition you always like Matthew like presidents, so I don’t like all the presidents of Ukraine so I’m just like posting you so

Yoni Mazor 4:53
You are going to visit the Presidential palace and give or presidential residency. And then go there. Shake your hand. Good job, you and your brother.

Nick Tuzenko 5:02
President. I love that stuff. Yeah,

Yoni Mazor 5:05
They probably saw you a few times a year. Like, yeah, you come in again, how you been? You know, every time you went a competition?

Nick Tuzenko 5:10
Yeah, it’s silly fun. It’s good. You fee the and there’s like to, to, to present your country all that stuff in a really, really like on something. So I guess like from that years, something like mobile ambition was born. Yeah. So like, like, an up to that. I guess this is why like, then we went to Moscow to study here at Patsics and Technology University.

Yoni Mazor 5:38
Okay, so let me get this straight. So when you graduated high school and Ukraine, you decided to change the country to move to Russia to Moscow, at university? And how old were you when that happened? 1718.

Nick Tuzenko 5:50
Yeah, it was like 16 or 16 or 15. It’s pretty, it’s pretty early. And you and your brother just you know, only asked for my birthday. So you and your brother? Yeah. Yeah, yeah. So we thought about like Caltech or MIT. But it was like, damn, like, we were only 15 years old. And just like, again, it’s a long, long commitment. Yes, I like to make something MIT or Caltech anything, spend like seven, eight doing. D.

Nick Tuzenko 6:21
And be at that time, just, like, whether it’s more like competition, like, or it’s more like, like physics, and we really would like to be science, because like competition is mathematics is like, they are not that close to the like real science here, which is much more like boring. Yes, you need to spend hours, hours, hours, and repetition. Something like you also likes thing about like competition sell. So yeah, we just we like to, to make that commitment, like for seven, eight years. And that’s why we joined like, yeah, we applied to Moscow University came to Moscow inside there for several years. And after that, we understand that we would like to try something in business. And it’s usually like if you have like a lake eat academic background that is, like the easiest way to do that is mentioned consulting, or investment, banking. And we applied for JP Morgan to McKinsey to BCG and up together and decide.

Yoni Mazor 7:20
We’re gonna get to that in a minute. But again, once again. Right, so before we jump into, you know, graduating, in go into the professional world. So once again, well, let’s start the year. So what was the US you? You started in university and you graduated from Moscow University? Yeah,

Nick Tuzenko 7:36
It was like, sometimes. Yeah. So

Yoni Mazor 7:39
That’s when he graduated. He started when we started. Okay, and when did you graduate? 2014 15 2014. Yeah. Right. So 2014, you and your brother? You graduated from the same school with the same degree and everything and you both hate the professional world? And would you say was Boston Consulting Group BCG? Yeah,

Nick Tuzenko 7:57
It was like management consulting. So we thought about investment banking or management consulting in Jordan BCG. So

Yoni Mazor 8:05
At BCG in Moscow, and Europe or the United States. Got it? And what compelled you to go there? Instead of going to the world of science? This is more of the world of business, right?

Nick Tuzenko 8:15
Yeah, we just figured out that’s what you like about like all this like physics and math competition is more about competition than the pieces from us. And like, we know something we like very, very well at that. Because you can’t like represent your country at international level. And one something if you are not able to, if you’re not skilled, even talented, so we have some, like Ash and understand his mess. But what is really like driving us like what’s giving us energy was like a competition? And we do understand that okay, like, like businesses, or to some extent, it’s a very competitive space.

Nick Tuzenko 8:49
And it’s all also about like, engineering. Yeah. So when you’re doing like business when you’re building the teams, when you build the tools when you’re, especially nowadays, yeah, when like, like, everything’s changing so fast. There’s like, this very dynamic special in, in the tech industry. So we believe that it’s a great idea, you know, to try to apply our skillset of talents in business, and just like eating out some window or some, like, some reach, like, like, academic background in business itself. And it’s just like, so. So usually, you know, for people from raising them around to start measuring a sponsor, we just like, Okay, this is like the easiest way. Let’s do that.

Yoni Mazor 9:32
That makes a lot of sense. So you can always it’s very competitive, but you need to be available, very analytical, really good with our understanding models and business models and stuff like that, which is kind of engineering but on the business level, side and financial side. So you hit Boston Consulting Group, BCG, your Moscow, and what do you do there? What kind of work is what kind of company is working for industries?

Nick Tuzenko 9:51
Yeah, so it’s like usual management consulting work. So you have like, very, very different industries. You have very different people. Looks like for two weeks for six months or two years. And there’s like, a little like Mustapha for bank industry, for the oil industry for the tech industry, retail industry. So it’s just like, again, it’s more about like, the real agile all that is like, uniting all this project is like about strategy and operations. But it could be like in any field for any company. Yeah. But definitely, it was like for big corporations. So there wasn’t

Yoni Mazor 10:31
Big corporations and specifically in Russia.

Nick Tuzenko 10:34
Yeah, in Russia in Switzerland. And like, it’s like consulting itself is very international space. Right? We can easily see Moscow doing projects for Dubai, Switzerland, or any other places that are

Yoni Mazor 10:49
You there, the clients are international cooperation, multi, multinational corporations, you, but then they can assign the world to global teams that can be a team in them. And Moscow can be the team in Berlin to be the thing in London. So whatever the workload is, will meet basically

Nick Tuzenko 11:07
70 to 80%. Usually, like local companies, demand is coming from them, but 20% of the projects will come from different countries. Yeah, it’s

Yoni Mazor 11:16
Nice, any special project you were proud of, or you found that to be extremely special or interesting?

Nick Tuzenko 11:22
Obviously, like, like, 90% of the project, I was engaged, like, was great. And drive the value. And in that time, I just like, was very fascinated with how I’m like, I was like, very young, I don’t know anything about it, like, because I’m banking industry, or about retail. And in three, four weeks, I can like, really, really, like contribute value. And it was so fascinating, that in that time, I said, like how much like common sense means in business? I’m like, it’s so so about common sense. And in that time, I just like figure out that, you know, it’s like sometimes people who spend two years of expertise, they are so tied to that expertise. They just like starting losing, like common sense. Yeah. Yeah. And, and just like, Okay, I’m like businesses so, so fascinating. So much like,

Yoni Mazor 12:09
Yeah, they’re trapped in dogma and a mindset. And there’s a particular experience that worked, maybe things have changed over time, and the logic changes, and common sense even changes. So they got to adapt over time and not get stuck to old models. But so give us an example you touch retail, give us an example of that situation, take us there, give us a taste of, you know, your experience for you know, for that project, with the retail industry that took you three to four weeks and sees what’s going on.

Nick Tuzenko 12:34
Yeah, so talking about retail, there was like one project, it was about distribution centers. So there was like a big one of like, the three biggest retailers in Russia. And we were just like modeling and optimizing all the process for one distribution center, and then scale that through a whole the country. So for 200 more, which they have like. Yeah, so we just like, like 15 18% optimization. And when you apply that to the big corporations, and they have scale, it just like fascinating how many like Bell value in money, definitely in optimization, you bring a circle, it was like really great. The other example is, was like, we’re doing, like some operational stuff for an oil company.

Nick Tuzenko 13:27
Or like oil company, there’s always like, something that you’re doing on the ground, and something you’re doing like, on the ground. And there was like, as a case when we just like synchronize, like, for big, like teams that were doing that. And for this sequence data synchronization, like all the plans are the roadmaps of how they’re doing that, what the speeds were, what the KPIs were also, like green, like, like, I would say, like, like dozens of millions of dollars to the company to complete p & l, like two or three months.

Nick Tuzenko 13:56
And so yeah, just like really, really like re Tonic has the common sense to have more like wider understanding of the strategy and the real operations when you touch something and bring it to to to the company when they are operating at scale. So it’s different from what you’re doing. For example, right now startup, it’s different. Usually that kind of like homelessness, and like, like, let’s say the optimization is working when you’re like having, like billions of dollars around you, and each like even like, that’s 3% Like upraise whatever any metric would bring like 100 million dollars to the company p & l. So yeah,

Yoni Mazor 14:39
The economy of scale, definitely every percentage point is worth a lot in total dollar value or ruble value if Ruby value if you’re in Europe and Moscow,

Nick Tuzenko 14:48
All these companies, they are trading in London or New York, so it’s like Delhi.

Yoni Mazor 14:53
Got it. But I want to understand let’s say, for example, you mentioned you know, we helped you did a project on distribution center to see where you know, There’s opportunity to optimize and the optimization was about 18%, you know, more efficiency saves a lot of money, less money being wasted.

Yoni Mazor 15:07
And then they applied it to 200 locations in the distribution centers, which is amazing. A lot of impacts. But so what do you analyze what’s going on? And then you use mathematics, you what was the actual ability? Are the functions that have to calculate what’s going on? What’s the opportunity to take us there for a moment, let’s I want to dig a little bit deeper into that.

Nick Tuzenko 15:27
Yeah, it was like an international team, we are working on that. So we have like, some guys from Belgium office, and some guys from London office. So it’s more about like, what’s like when they’re overlapping of like, expertise that BCG is bringing, when we’re in Ireland, for our experts from different countries, because I’ve London, in Belgium, the retail is much more mature. And also like the solutions are great. And from the other side is more like just to know to align the company, strategy, and company processes.

Nick Tuzenko 16:00
So how the trucks, for example, going into the distribution center with the schedule for different suppliers of goods, whether your frozen goods should be like priority bread, rice, or whether you’re like Office products, shipment race, so like, like some kinds of like real optimization tasks, doing like different like in legal tools, but on like Excel, but also like more like Alteryx, or like some more like big data analysis, working with different SK use for different product category, understanding how to put that in each order, and also have the internal logistics of division and how the external logistical decisions should work.

Nick Tuzenko 16:40
What should be like the schedule for the workers, whether it’s like three, like eight hours, like three times or 12 hours two times was the like, decrease in productivity, there is like 12-hour shifts, not like eight-hour shifts. So all that stuff is just like taking all that parameters, all the factors and trying to make sure that your solution Have you like to have you propose to organize that is more optimal, it’s more like sub-optimal, then what is going on right now.

Yoni Mazor 17:08
God, I think I got it. So if I can help with this. So Boston Consulting Group has so much experience in it can see the whole spectrum. So on the spectrum, the CEO, your company, this retail company is based over here in the spectrum, we see other companies or we have experienced seeing other companies that they’re, you know, 80% more efficient, and they’re in a better place on the spectrum. So all that wealth of knowledge and know-how and experience plus tools, proprietary tools to do calculations to calibrate the reality for that and client and retailer. So they can take proper action and strategy and change the strategy and the operations. So it creates the value of So. Yeah, that’s pretty

Nick Tuzenko 17:44
Obvious. It’s like in 80 countries all across the world. Yes. So it’s like, you can source that expertise. There is some new stuff. But then we also like trying, you know, to reach some, like experts, and also like, but when I say like, it’s like a mix of like, common sense. There may be some benchmarks or some best practices, but like, like, like, nothing can work without.

Yoni Mazor 18:08
Yeah, but you gotta go localize it because maybe the infrastructure that’s available in Belgium is not fully ready or available. And Russia, for example. So you start, you got to calibrate that and use that common sense to say, Yeah, I can get you 80% more efficiency. Because if you do exactly what’s in Belgium, but you can’t do that your common sense is that we’re not in Belgium or Russia. Yeah, we’ll see what’s available or not actually might get even more, but we can get more efficient, maybe it’s a bit more developed for that need for that requirement. That’s what kind of localization and common sense is needed to understand the parameters around you. I’ve ever Interesting. Okay, so how long did you send BCG? What was the evolution for you there?

Nick Tuzenko 18:43
Yeah, it was like two years plus. And after that, I’m just Yeah, it was also like, the, during journey with my brother. And we just, like, talk to each other and just decide, you know, it’s like, it’s a great time, like, we used to, like very, very young. To, to, to try something like more turbulent more than Namic more, even though like consulting is really like, you have different projects, you have tight deadlines. You’re working with like great people with experts who are like in the field for 20 years, and you’re ready to start to speak the same language whatsoever. But then I just excited them to join like, startup and after like

Yoni Mazor 19:18
The is already 2016 Right? So because 214 to 16 you were at BCG, Boston Consulting Group and to succeed you join a startup and you join a startup once again what your brother

Nick Tuzenko 19:26
my brother joined like if he can join like industry, so he’s joined like, even bigger for so yeah,

Yoni Mazor 19:35
Okay, so you both shifted to the startup industry but different companies this time Yeah. Yeah, God Okay, just making sure

Nick Tuzenko 19:42
Yeah, so I don’t like the boss for and at that time.

Yoni Mazor 19:47
What’s it called boss four is the name of the company

Nick Tuzenko 19:49
Must support Yeah, must for how do you spell that last like bus and for us?

Yoni Mazor 19:53
Digit for the bus for God. Okay, well, what are they doing? What’s that about?

Nick Tuzenko 19:58
Yeah, so it’s like, as a marketplace for bus tickets. So whatever you would like to trip to, like from whatever, from any city in Russia, in Ukraine, in Poland, in Belarus, you can go to a website or the US like the whole Eastern Europe marketplace. Yeah. Yeah. So it’s like, yeah, we were launched in central achier. Marketplace. And still their opposite largest. Yeah. So I joined like as the chief strategy officer. And I launched like Poland, I launched Belarus. So I launched like new markets, and also figure out about like, m & a strategy.

Nick Tuzenko 20:41
So it’s like bide my time I joined. We also like, raised a big round of funding. So it was like 20 million equity fund $20 million equity round. So we have like, some resources not only to grow, like, organically but also organically. And this also, I do believe that’s very important for what we’re doing right now. Because I’m like, I’m not like only like, like, no, these be like, m & an as the investment made.

Nick Tuzenko 21:09
But I also like to understand that from the operational side, so yeah, like, like being like a strategy. Officer. I also like, develop this like m & a plan, and have like half a year be like Chief Strategy Officer, I became like managing director for main markets for Russian for Belarusian. And then I just like, execute m & a strategy. And also, like didn’t know the operations or the growth or the marketing. So it was like the, managing director for this conference. And yeah, so we bought like four local players, and integrated them into our team. And I was almost like leading this team. So it was like helping right now, you know, to do all them & a to like understand,

Yoni Mazor 21:54
Yeah, give me give us an example of this m & transactions where you did so you mentioned four of them, but you can take one or maybe they have similar portions. So how do we identify them? How do we reach out to them? How do you calculate how it makes sense to you? Well, how big was the deal? Was it a few $1,000? Or was millions of dollars and touch us about a little bit that

Nick Tuzenko 22:11
Was when I joined. We were only like apps and websites. So we’d have like, like, we were more like, like, consumer customer-centric. But then we realized that like, you know, to build something more of a vertical to be not only like, like, great partners, great Apple, a great website for the customer, but also be a great partner for the bus carriers and bus stations.

Yoni Mazor 22:35
Right? You need the product, that’s a product, the product routes, right bus routes, so you need to have in a huge amount for this to be very, very valuable for the consumer, which is the passenger. Yeah, we have like 50 sold and different roads last route. Yeah,

Nick Tuzenko 22:51
Yeah. So we are covering almost every seat here for these poor countries. And then we also realize that it’s to innovate in this industry, to have like, some great functionality of your app or website for the customer need really to be like very, very deep integration with both carriers and bus stations. So this is why we tend to do like to be in that space to and we bought, like, several like ERP system for bus stations

Yoni Mazor 23:25
In basket ERP, which is an Enterprise Resource platform, right? It’s

Nick Tuzenko 23:29
The system where bus station or bus carrier works. So each like trip is like being born there. So each ticket is sold through this system, each planning each, like seeds, everything is like there, and how we like, partner with them, and like to sell some tickets, you need to get it from some system. Yeah, so we have like, more than 114 different API integrations with all the systems and we get like tickets from that. So anytime consumers come to our website, booking a trip with us, we are putting that in their ERP. But when we bought these companies we own like, like also ERP so you know, the scale at which we can innovate this API integration and different functions isn’t really like just like exploded we can like for example, give functionality to book when you are booking you know, like who is like next to you whether it’s like a woman or man and all this like all this functionality?

Yoni Mazor 24:28
Yes, it sounds like this was a technology play this ERP system you know, it is proprietary it’s software that can help you explode and scale and improve their entire experience for you know, the carrier that you’re working with plus the consumers, the actual passengers so they get more visibility. No more has the experience and just more utility.

Nick Tuzenko 24:44
Yeah, so we’re gonna look at airlines, you have like pricing, like dynamic pricing. The passenger seat is just lagging for 510 years. You didn’t have any dynamic pricing and he also liked implementing tools for carriers for bus stations. It’s not to play with the price. Like if there’s like less demand, you know, to drop that if there’s more demand typically on the conversion that

Yoni Mazor 25:06
You apply the algorithm to save, you know, for this route is weak and not really, you know, creating any passengers, so lower the prices, and all generally pastures are

Nick Tuzenko 25:15
Poor customers like seasonality, like pop conversions rates, are growing or decreasing. So all that sound Yeah, and given that, like empowering bus stations and bus carriers, so the other also, like, themes that we both like, was like the someone who’s like doing, like, white-label solution for carriers and bus stations, and bus stations, has like, organic, big organic audience. Africa. Yeah, they, like customers, would like to buy from some aggregator like a boss, they would like to buy the tickets online from bus carriers, or bus stations. And we’re giving them like a solution, say, Okay, we’re not only your party, but we also like, like, it’s the interface for the customer. So you can also like, have some, like, like, the white-label from like a solution from our side, you can brand that onto your name,

Yoni Mazor 26:07
Right? So let me help you with this. So if I’m a bus carrier, small town, and Ukraine, Poland, whatever it is, I don’t have a website, I don’t have anything, I just have buses. So you partner with your company. And they’re you create the website for them, you create the whole experience for them. So they can, you know, phase out the customer and they buy the tickets directly from the best carrier. That’s how you create more skills,

Nick Tuzenko 26:28
Using our ERP. They were much more efficient in their operations. Then their tickets were on our website. And also they can they have like a website from our company. So they have their website. And we also like helping them be very like GDS, as a global distribution system. So we also like through our API, giving the tickets to like, like one Saudi and other agents all across countries, offline or online. So yeah, this was like technology, technological play, but with a lot of operations with us, like customer support is always like, engineers, as always, like marketing. So yeah, it was like really, really great stuff. And in late so the 19 there’s like blah blah car is like the French unicorn.

Yoni Mazor 27:19
What’s it called again? Blah, blah, car. Blah, blah, car?

Nick Tuzenko 27:24
Yeah. Yeah, this is like a French unicorn.

Yoni Mazor 27:28
How do you how you spell this blah, blah? Car is one-word blah, blah, a car with three words.

Nick Tuzenko 27:31
This is like one word like blah, blah, car.

Yoni Mazor 27:34
Okay, don’t just say okay, what do they do French unicorn?

Nick Tuzenko 27:37
Yeah. And it’s coming from the name of blah, blah. Car. Yeah. Because like, they do you like carpooling. So when you’re going back from Valencia to the other city, you can post your tweet on their website or in their app. And if you go in the same room, and you see it the time is Dude, you just like a book with them with this like, traveler and you like you just like sharing the cost of the like gasoline or like the cost of the

Yoni Mazor 28:07
The actual cost of transportation to the actual person making the trip.

Nick Tuzenko 28:10
Yeah, so it’s just like a sharing economy. It’s just more like carpooling but like inside the city between this news. So that’s like doing that from Southern I guess like eight or eight or nine then we might be like France. They are from France from Paris. And but they have like a big business in Russia, Ukraine, and other central Europe markets. And what

Yoni Mazor 28:34
Does Sam Brown now with? blah blah car name?

Nick Tuzenko 28:36
They have the same thing. Yeah. So they are really big like in Mexico in Brazil. So they just wanted not to expand their offering not just on the west carpooling. So when you like writing your car, but also with like, commercial transport, like these buses, so to kind of like to be like a one-stop-shop for any like road trip. Either you would like to go on this bus or you would like to go by carpooling.

Yoni Mazor 29:01
Yeah, just integrating bus rides between cities makes perfect sense for them.

Nick Tuzenko 29:05
Yeah. And they just like awful. Yeah, we just discussed the liquid view and Vosper was fully acquired by public art. So we just like

Yoni Mazor 29:15
Ostium and an exit. Yeah, so

Nick Tuzenko 29:17

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