If you have been reading FoG for a while you know that I firmly believe that density matters. Denisty is extremely important for startup communities. And with all its sprawl Atlanta has a startup density issue.
The reason I bring this up is that Urvaksh Karkaria set off an Atlanta startup firestorm on Twitter last Friday with his article on how the downtown Flatiron Building could be redeveloped into an entrepreneurship hub. Urvaksh followed up on that article today. Evidently real estate in the technology section creates page views.
My initial take, inspired by a NPR interview with Neil deGrasse Tyson on the new Cosmos series and the gravitational forces acting on Europa, was this. Potential energy is decreased by the distance between gravitational masses. It's just a scientific fact.
Having startup hubs located in Downtown, Midtown, and Buckhead is not optimal. They are too far away from each other to create the kind of density Atlanta technology startups need now. I say this from a somewhat unique viewpoint.
These days I spend about a third of my time in Tech Square working out of the offices of BLH Ventures/KontrolFreek. I took Kyle Porter up on his offer and also spend about a third of my time working out of the SaleLoft space in Atlanta Tech Village. I don't mix Tech Square and Village days. At six miles they are just too far apart. But there are great things going on in both places. It is interesting to see a startup start out in one location and then end up in another. It happens quite often. But once a startup gets settled in one of these places it is seldom that I see it at another. The Atlanta startup hubs are fairly distinct in population.
While on a micro level Downtown, Midtown, and Buckhead are too far apart, on a macro level something very different is happening. A stronger gravitational mass across the city of Atlanta has the ability to increase the pull of other startup resources in the direction of the city when taken as a whole. Resources from other industries. Resources from other parts of the country. The Atlanta technology community is becoming more interesting to those that are currently not involved in it. It is creating more gravitational pull.
Sometimes more is more. In this case more is good.
|Posted in Accelerators , Current Affairs
Yesterday I walked down the hall at Tech Square to sit in on a few sessions of the Georgia Angels Meetup. I had a particular interest in the deal flow panel that included Stephen Fleming, Jennifer Sherer, Jennifer Bonnett, Michael Blake, Sanjay Parekh, Katie Elizabeth, and Allyson Eman. Quite the group. And so were the folks in the audience and on the other panels.
Here are my takeaways.
1. There are a lot of startups in Georiga. The Atlanta Technology Angels (ATA) had 413 companies apply for funding in 2013 and there are currently 470 ATDC member companies. Add in the 175 or so that are members at Atlanta Tech Village and that is a lot of startups!
2. According to Stephen Fleming Georgia Tech alone is producing over 100 startups a year.
3. Due to the tremendous growth of the Atlanta startup community the original mission of StartupLounge has been acheived. Michael Blake, one of the StartupLounge founders, declared mission accomplished. To quote, "there is plenty of Series A funding to go around." I agree. Michael seems to think the issue now is getting a Series B. He also thinks it is a much more complex problem to solve.
4. The ATA funnel looks like this. 413 startups applied for funding. Of those that applied 79 were screened. About 20% made it to the screening. Twelve investments were made. Approximately 3% of the companies that applied to ATA were funded.
5. Due diligence matters. The rate of investor return increases dramtically when they invest more than 40 hours in due diligence.
The meetup was a good one with more capital in the room than I care to count. Hundreds of millions of dollars looking to find a home in Atlanta startups. Good stuff.
|Posted in Angels, Venture Capital
Force of Good has been an active blog going on eight years. It started off using a standard Typepad template. In 2008 Paul Stamatiou moved the design from three to two columns and Blake Perdue created the custom design template that is currently being used. With the exception of the move to Disqus commenting in 2011 the look and feel has been pretty much unchanged in six years.
It's time for a facelift.
While I still love the relatively clean design of the blog I have managed to clutter it up over the years. Moreover the site is not optimized for mobile and visitors that are accessing FoG via mobile is growing rapidly. I intend to move to a single column design to address this change in audience behavior.
I can provide pretty good creative input and design direction. Wireframes even. I lack technical design skills and need some help with that work. Blake is a bit too busy at the moment to lend a hand. If you are a reader of FoG, have design skills, and are looking for a fun quick project I would love to hear from you.
|Posted in Networking, Web/Tech
So I am spending more and more time these days advising concept stage and seed stage startups. And I had an interesting conversation with a pair of entrepreneurs the other day about press releases and marketing. They had reached a significant milestone and put a release on the wire. They were waiting for coverage.
I had the break the news that you don't really get coverage from putting a press release on the wire. You have to work it like this.
Somewhere along the way it came up that they had dropped a low four figure amount on a PR agency to help them with their release and to create a list of potential writers to contact. I love using an agency at the appropriate time but for companies without funding or revenues getting attention is a core competency that someone on the team needs to develop. It will both save you some money and people that write about startups prefer to talk with founders over flacks.
While we were having this discussion one of the founders started having a bit of a text exchange with a writer for a national news website focused on information technology companies from startups to Fortune 1000 firms. Seems he had networked his way to the writer. Hot space. Got same day feature coverage.
Do your own PR.
|Posted in Marketing, Startups
I have been reading and thinking a bit these days about the sources of startup ideas. How ideas that are worth turning into technology startups come to life. The best work I have found on this is by Daniel Gulati who actually conducted some primary research on the matter and wrote it up for the Havard Business Review. Good stuff but I don't think he has it totally right. As I have thought about this it seems there are two primary categories that serve as sources of startup ideas; those that occur naturally and those that are manufactured.
Natural or organic startup ideas just happen in the course of your life. It is almost by accident. The aha moment when you experience some pain, could not find something to fix it, and have a sudden realization that you should go out and solve the problem yourself. This is how Charles Brewer came up with the concept for MindSpring and David Cummings created Pardot (Pardot was a pivot). I believe this the best source of startup ideas. It's just kinda hard to plan an accident.
Another natural situation that occurs is when you are working at a company and discover a customer need that no one is addressing and for whatever reason your employer does not wish to address that particular market. The most obvious of these in Atlanta was ChoicePoint, which was spun out of Equifax. Endgame came out of ISS in the same fashion. ScoutMob actually got their start when EarthLink shut down its municipal WiFi network and some of the laid off employees founded SkyBlox.
The second large category of startup idea sources are those that are manufactured. The most prevalent manufactured startup idea is created of necessity. It is also known as a pivot. The original startup concept is not as successful as desired so the team has to figure out some other model. Examples abound. The aforementioned SkyBlox pivoting into ScoutMob. The Sunday Paper becoming Half Off Depot. Viture moving from a walled user generated video service to a social platform. CipherTrust was a pure message transfer agent before becoming an email security company. I could go on.
Finally there are purposely generated startup ideas. While I have an ongoing list of startup ideas that I think about, just sitting down and coming up with good startup ideas is incredibly hard. It's so hard that I am extremely hard pressed to give examples. I agree with Paul Graham (and his Ideas for Startups and How to Get Startup Ideas are most reads). The best way to get startup ideas is to look for problems. Problems where you have some domain knowledge. Problems where you know other people that might be able to validate them. Problems that you could potentially solve. While problems to solve abound not many of them meet the criteria for evaluating startup ideas.
The catch-22 around startup ideas is that in some ways purposefully generating them seems more challenging then stumbling upon one. Startup ideas are best generated if you are working on something else than trying to generate startup ideas.
|Posted in Entrepreneurship, Startups
One of the things that I have been pondering lately is how I can evaluate startups and startup ideas more systemically. There is good reason for this; I am looking for my next venture. And as I was contemplating how to go about this a thought popped into my head. Evaluate them in the same manner that investors do. Which took me back to a lesson I learned from Merrick Furst, the founder of FlashPoint.
Merrick taught an undergrad entrepreneurship class at Georgia Tech. I sat through some of them. During one Merrick explained a venture risk framework that most investors used even though they generally don't talk about it. The framework included management risk, market risk, product risk, and funding risk.
From an early stage investors perspective all startup milestones should be focused on reducing management, market, technology, and funding risk. And if you are going to be investing the most precious commodity in the world, your time, it is not a bad lens for an entrepreneur to use as well.
Looking at startups and startup ideas through this lens leads to a host of questions to ask to evaluate the risk inherent in the opportunity. You need to get to a point where you can decide if the idea is something that could become a real company. Below are some of the questions to ask.
- Is there extreme need/pain being felt by an individual or group?
- Do they have money to spend?
- Are there enough people feeling the pain, or put another way is the market intuitively large enough to create a meaningful company?
- Is there any potential potential impact of government action?
- Is management team passionate about the market?
- Can a team of A players be attracted to the startup (many of which are asking the same type of questions listed here)?
- Doe the team have experience in the space with deep domain knowledge.
- Does the team have the ability to leverage personal networks to build the business.
- Does the team have strong past professional relationships built on mutual respect and trust.
- Does the team have shared values and work ethic.
- Can a product be created to address the market need with the team that can be assembled?
- Can a compelling step function improvement unique selling proposition be created?
- How can long-term sustainable differentiation be created?
- Is the business model capital efficient?
- Can it get to revenue within one year and a repeatable sales process within two years.
- Can the team fund it to cash flow positive or further investment?
You also need to ask yourself if the startup is one where you can have an impact. You have to look at it through the lens of your own personal experience and the value you can bring. For example when I personally evaluate startups or startup concepts I look for a business to business SaaS or SaaS like Internet company with a consumer element where sales and marketing are key drivers to business success. I know I can have a significant impact on these type of businesses.
Your lens is likely to be much different. Know what it is and focus on it.
Look at startup concepts and startups through the lens of investors and your personal experience. If you do you are more likely to find a winner.
|Posted in Entrepreneurship, Startups
Tonight I am giving a presentation on naming and positioning at Founders Institute Atlanta. In prepping for it I uncovered an old draft article on the subject of naming. It was part of a series of posts on startup marketing that I published back in the summer of 2009.
While a number of articles have been written on startup naming by the likes of Guy Kawasaki, Jason Calacanis, and Dharmesh Shah, I but together my own simple five point framework for startup name characteristics. I hesitate to call them requirements because in today's day and age if you are going to meet all the requirements it would take a pretty good chunk of change that concept and seed stage companies can not afford.
I will also say this, I am not sure if the company name really matters. If might give you an edge but it may not be a big issue. It is an subject that deserves some serious cycles but if you take a peek at the winners in the Atlanta tech space it is hard to discern if the name matters at all on ultimate company success.
This is the most element to me. A startup name needs to be memorable. To be memorable it needs to be brief. Four syllables or less. Less is good. Think eBay, Google, Netflix, Twitter, and Yahoo!. All two syllables. Two syllable names also seem to have the best verb potential. Dropbox it to me.
Part of the reason is that you don't want the name to become too long is that people will have a tendency to cheat on your name. A great example of this is Internet Security Systems. Great descriptive name, but so long people just called it ISS.
A bigger part of the reason is that you want the brand and word of mouth effects that a memorable name provides. Having a memorable name greatly increases word of mouth marketing potential.
The name needs to be memorable not only to people but to machines. Machines such as search engine crawlers. You want to be sure it is unique enough that you can own it via SEO.
2. Easy to spell and pronounce.
You want someone to be able to spell and say your company name correctly unprompted after hearing it one time. This, along with shortness, are the two most important elements in my book. If it is not obvious know to spell you will spend the rest of your time with the company dictating the letters over the phone every time you talk to someone for the first time or they ask for your email address.
If it is not obvious how to say the name you are going to have a much harder time building a brand. And this may sound a little out there but people have to like the way it makes them feel when they say the name. Xobni does not exactly roll off the tongue with pleasure. You want your name to make people smile.
No hipster buy a vowel names allowed.
3. Reflect product capabilities or be evocative.
Some of biggest brands on the Internet today have names that do not reflect their product capabilities but are evocative. Amazon, Google, eBay, Yahoo.
Some of the biggest brands on the Internet today have product capability names. Facebook, LinkedIn, NetFlix, The Weather Channel.
While I prefer product capability names I will also say this. If you go down the road of your company name reflecting product capabilities it can create issues if you have to pivot. More likely than not you will pivot.
4. Trademark clear.
This might seem obvious but you have to ensure that you can get rights to use the name for the purpose you want. Simple United States Patent and Trademark Office searches are a good place to start but are not definitive. If you have the money a CompuMark search can be undertaken.
The key to the mark being clear is if it has the potential to create confusion in the marketplace. You find a trademark clear name you should start the process of registering it as soon as you use it in commerce.
5. Able to secure web properties.
You want to be able to obtain the .com domain and the company name on the big three social networks (Facebook, LinkedIn, Twitter) if appropriate for your market. The .com has to be available or available for a price that you are willing to pay, now or at some time in the future. Successful companies cheat on this all the time. Twitter was Twittr. Delicious was Del.ocio.us. Do what you have to do to grow the company and then getting the right web property in the future seems to be a enough common practice that you can pursue it if you have to do so.
|Posted in Marketing, Startups
On Tuesday night I made my way to Athens to the Four Athens open house at the invite of Jacqui Chew. Mark Dewey came along for the ride.
It was a fun night. First and foremost Jim Flannery is doing a bang up job of building a startup community in Athens. It was interesting to see what is happening there and will be even more interesting to see how the community evolves.
While we were not technically road tripping, you put a few people in a car for three hours they are going to talk about stuff. Jacqui told me I had to write about my musings during the trip. Here they are.
Growth Hacking Is A Joke
It is just another way to say customer acquisition marketing. And don't even get me started on viral marketing. The transmission of viruses does not typically happen through choice.
So Is Customer Discovery
I love The Fours Steps to the Epiphany but I have to tell you that customer discovery is simply the first step in marketing. Marketing defined by the man who literally wrote the book on it:
"Marketing is the science and art of exploring, creating, and delivering value to satisfy the needs of a target market."
The science and art of exploring. Exploring and discovery are such closely related words they are almost synonyms. Customer discovery is just another way to say market research that is a little less intimidating to geeks. The term customer discovery makes marketing research approachable by non-marketers and that does have significant value.
My personal definition of marketing is a bit more straight forward. Figure out what people want and create it. The figuring out what people want is pretty hard.
And a big by the way, the problem with marketing is that most marketers stray from the purpose of the discipline.
Do Things That Don't Scale
Somehow or the other we got on the subject of the recent purchase of Jim Beam by Suntory.
A long time ago Jim Bean was one of my customers. So was Maker's Mark (which should be the preferred bourbon of the maker's movement). Maker's Mark in beautiful Loretto, Kentucky. Maker's Mark that sells over a million cases of bourbon a year. Maker's Mark with demand is so high they considered reducing the alcohol strength of the whiskey (it takes a long time to build supply) so that they could keep up with demand. Maker's Mark with the trademarked wax seal.
You know how they apply that wax seal? The bottles are hand dipped by people at the end of the production line. I am sure they could automate the wax application if they wanted to do so. But having those people hand dip is part of the heritage. Part of what makes Maker's special. Part of why I am talking about it now when I observed it more than half a life ago.
Delight does not scale. Sometimes it is better to do things that don't scale. While I have developed my own thinking on this over the years Paul Graham has an excellent essay on the subject.
Atlanta Has Management Talent
Someone made the comment that Atlanta has no management talent. I called BS. I could name at least 20 people that are capable of scaling and running a technology business in Atlanta. What Atlanta lacks is viable startup concepts. The city needs better ideas.
Atlanta Has Money
If you have a viable concept and a decent entrepreneur or two you can get funded here. I bet we talked about 20 companies that are in the process of raising funds. To be quite frank I seeing things funded here at a stage and valuation that were never seen five years ago. If you want to raise money in Atlanta and can not do so you have to look no further than the mirror to understand the reason why.
|Posted in Accelerators , Entrepreneurship, Fun, Marketing
So the number one question that I seem to be getting these days is "what are you going to do next?" My three word answer, and I really like three or four words, is "I don't know." What I am really most likely to do is do what I do best, and a better four words, I build Internet companies.
Something that most folks that have not worked with me do not understand from reading FoG is that I am much more analytical in my work than what and how I write here. I am analytically anal.
So the first thing I did when I decided to leave nCrowd was to make a list of the things that I could do next. The final document runs eight pages with career options, the short-term opportunity, upside opportunity, potential obstacles, and how to overcome them. Here's the list of the options that I came up with (in no particular order than how they initially came to me.
- CEO/President/COO position at a early stage Internet where I come in and get it ready for the next stage of investment and run the business.
- Head of business development/marketing at venture backed technology company.
- Independent consulting on funding/marketing/business development issues facing small early stage Internet companies.
- Consulting on digital strategies at a consulting company or digital agency.
- Marketing position at a mid size company.
- Division President position at a mid size company.
Options are good.
The most interesting thing about this list is that I asked my wife, Abby, to review the document and my thought process. She had four words for me. The same four words I have said to entrepreneurs time and time again. Hundreds of times.
"You need to focus."
|Posted in Entrepreneurship, Personal
So the other day in response to my post on the money comes last a guy named Micheal Lang had an interesting comment.
"I as read this, I was recalling that these words sounded a lot like the MindSpring manifesto (I was one of the very early MindSpring subscribers) and then I saw who wrote this and laughed."
First of all I love any early customer. However Michael is not exactly right. MindSpring did not have a manifesto per se, we had some values and led with them. But somewhere along the way we did develop a marketing manifesto. Essentially how we wanted to communicate with customers and prospects. If I generalize it looked something like this.
- Tell the truth plain and simple.
- Avoid ad speak.
- Talk with a voice that is your own. Make that voice someone you would want to go up and talk to again and again.
- Promise only what you deliver.
- Give people something to think about. Have a unique vision for the way the world should work. Let the world know.
- Leave no doubt as to what is for sale.
I think it has stood the test of time.
Along with three or four good words and a solid positioning statement I think every technology company needs a marketing manifesto to ensure consistency in their communications. Not sure if the above holds for everyone out there but I could make a strong argument that it is a good place to start.
Every company should have a marketing manifesto. Seventy five words or less.
|Posted in Marketing
A couple of months ago the good folks at Hypepotamus asked if if I would participate in their "How I Work" series in which people share their daily routines. I was flattered and of course accepted. I am republishing the full text here with their permission. You can see the original article here.
Lance Weatherby (@lance) builds thriving internet companies. His current focus is achieving aggressive and successful growth atnCrowd, the third largest company in the local offers market. Lance was previously a Startup Catalyst with Georgia Tech’s Advanced Technology Development Center (ATDC), the organizer of the first Atlanta Startup Weekend (which is happening again this weekend), and co-founder of Skribit, Socialytics, and Twitpay.
Three highlights of your career (so far):
1) Well, the biggest career highlight so far has to be joining MindSpring when it was a startup, going through the IPO process, and growing it into a great company for a period of time. I scaled pretty well with the company and ended up running sales and marketing there. It was a special company at a special time and many people that I worked with there remain my closest friends today.
2) Another thing that I am proud of is to see people that I have helped along the way have some success. When I look around Atlanta I see people that I taught a little something to go on to bigger and better things. To know I played an important role in someone’s career development makes me very happy.
3) The third thing has not happened yet. I don’t know what it is but the best is yet to come.
What’s your current venture?
nCrowd, Inc. We operate online local commerce marketplaces that connects merchants to consumers by offering goods and services at a discount.
What’s your current role?
I am the COO. I have been with the company for about two and a half years. I came in as part of a $7 million venture capital round in 2011. During my time at nCrowd I have directly managed sales, marketing, product development, and technical operations. I joined to grow the business and in terms of sales we are about four times the size of when I started.
What time do you typically wake up?
Depending on what is going on the product development front some time between 4:00 and 6:00am. Much of development is overseas and if we have something big going on I get up and help out with the development/deployment effort.
Describe your typical morning routine:
I wake up before my family, grab some coffee and head straight to the computer. I work for a bit and then gather with the rest of the family to get ready for our day and the kids (I have a 15 and 13 year old) off to school. It is a special day when I get to take them to school and we get a treat. Then off to the office for a dev meeting and more work on that front. Around 11:00 am I start to shift my focus from development to sales and marketing activities.
Is lunch a time for solace or socializing? Why?
A little of both. I try to stay connected with my network in Atlanta and lunch is a good time to do that. If I don’t have that type of meeting I typically spend lunch at my desk working.
How often do you check email?
Too much. I make a habit not to let email take over my day. IM is even worse than that. Just because something beeps or bounces at you does not mean it deserves your attention.
How often do you check social media?
These days about three times a day. Morning. Early afternoon.Night. And when I am waiting for someone/something.
Describe your typical afternoon routine:
Afternoons are spent more with the sales team addressing their issues and meetings with outsiders.
What time do you go home?
Either before or after rush hour. If before I work at home for a period of time before returning my attention to family.
Describe your typical evening routine:
A little exercise (I play a lot of tennis these days), dinner with the family, and some down time with them as well. More often than not I return to the computer before I go to bed. The last is a bad habit I want to break.
What daily habits fuel your success?
Just showing up, putting in a good effort, and doing just a little more than the next guy is a big part of the battle. I try to stay up to speed on industry trends and opportunities to find the intersections of success.
What daily habits hinder your success?
I love the Internet but it can sure send you down some rabbit holes.
What tools/tech are essential to you?
iPhone, Macbook Air, and of course the Internet. That is everything you need. You have those three things you can do just about anything.
What’s one piece of advice you wish you could go back in time and give to your younger self?
It is easy to say now but was hard to do then. Life is too short to spend time doing things that you don’t want to do with people that you don’t like. Do what you love with people that you like. I am very fortunate to be able to follow my own advice.
|Posted in Entrepreneurship, Fun, Management, nCrowd, Personal
Back in December I wrote an article called All About The Money. My basic point was that many great entrepreneurs are money motivated. And I have no problem admitting that I am money motivated as well.
The day after I wrote this Dave Willams came out with this Facebook post:
"The problem with business is that the #1 goal taught is to maximize shareholder wealth. This can't be done without first focusing on maximizing employee, customer and corporate health first. Shareholder wealth is an outdated and shortsighted metric."
I agree with Dave 100%.
Being all about the money does not equal maximizing profit or short-term shareholder wealth. It does not mean putting the money first. The money is a single leg of a four legged chair.
First and foremost a company has to focus on doing an excellent job of serving customers. It all starts with customers. Customers are what create value.
Secondly a company must provide meaningful work for its employees. It must do this for no other reason than without providing such work for employees it will not be able to retain them. If a company can not retain employees it can not do an excellent job of serving customers. Moreover, customers can tell when the employees that they communicate with are not provided meaningful work. They can hear it in their words and see it in their actions. Employees are the brand. Treat them well.
Third, a company has to be a force for good in its communities. It has to be a good corporate citizen. It must do so to provide meaningful holistic work for its employees. Which is required to do an excellent job of serving customers.
Fourth, a company must deliver (or make a reasonable promise to deliver) exceptional returns to investors. Without doing so the company can not be an force for good in its communities, provide meaningful work for its employees, or do an excellent job of serving customers.
So being all about the money is really being all about the community, the employees, and the customers. It all starts with an intense focus and passion for the customer.
The customer comes first. The money comes last.
I would be remiss not to mention that this point of view is heavily derived from the written misison of MindSpring Enterprises, Inc. and the beliefs that I developed during my time with the same company.
|Posted in Customer Focus, Entrepreneurship, Management
Over on A VC today Fred Wilson shared that he was basically starting over on email in 2014. Archiving everything. Starting from scratch.
Given his position and popularity I am sure that Fred gets quite a bit of email, much more then me. But I was feeling a bit overwhelmed myself back in November as Black Friday approached and the marketing emails were on the rise. Back then I made a simple decision. I was going to unsubscribe from all emails. If it did not come from a real person I did not want to see it.
I am about seven weeks into this experiment. What a difference it makes. Instead of spending my first 20 minutes every day wading through mail I have about 10 fresh messages in the morning.
I do not have so much incoming mail that I need to do the nuclear option like Fred. Most likely either do you. Try the unsubscribe option. It worked wonders for me.
|Posted in Management, Personal
It is amazing what nCrowd has accomplished since May of 2011 when I joined the company. At that time we were active in two cities and using an off the shelf e-commerce platform. Today we are a leader in the local commerce market with sales from Boston to Honolulu, have built a proprietary platform (along with a few mobile apps), and taken on the role of consolidator in this young industry. Leading our development, sales, and marketing teams over the past two and a half years has been a very rewarding experience. It has been fun. It has been challenging. We have accomplished a lot. I am extremely proud of how far nCrowd has come during my time with the company. 2013 was a record sales year.
However, it seems to me that I have done all I can do for the company. To quote Keith Rabois.
"Every day matters. And it is better at this point for me to be doing something different every day."
While I remain excited about the opportunity before nCrowd I will be leaving the company in the near future.
I will be forever grateful to Alan Taetle for introducing me to Brian Conley and having the conviction to lead our Series A. I am thankful to Brian for his confidence in bringing me on board to expand the business, the faith he showed in me when he increased my responsibilities, and his graciousness in handling my decision to leave. I am thankful to every member of the team that I had an opportunity to work with, learn from, and share a laugh.
But it's time to move on.
Every end is a new beginning. I will be writing about my next adventures soon.
|Posted in nCrowd, Personal