From a failed nightclub at 19 to a $50M deal | Daniil Shcherbakov

Strategy & Tragedy: CEO Stories with Steph Melodia is the best business podcast for curious entrepreneurs featured in the UK's Top 20 charts for business shows.

Hosted by Stephanie Melodia, Strategy & Tragedy features candid interviews with entrepreneurs who have scaled - and failed - their businesses - sharing their lessons in entrepreneurship along the way. From Simon Squibb of 'What's Your Dream?' Internet fame to Lottie Whyte of Sunday Times Top 100 Fastest-Growing company, MyoMaster. From exited founders like Nick-Telson Sillett to subject matter experts like Alex Merry in the public speaking arena and Matt Lerner, the GOAT of Growth.

This is one of the best podcasts to listen to if you're looking for educational and inspirational content on Spotify, Apple, Google, Amazon, YouTube or watch the clips on Instagram, LinkedIn, TikTok, or YouTube Shorts

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In this week's episode, Stephanie Melodia interviews Daniil Shcherbakov, the Co-Founder & CEO of TonTon Games where he succeeded in raising $1M in pre-seed investment. He is a serial entrepreneur and mentor, a vocal advocate for mental health with refreshing perspectives on all things entrepreneurship. He is also a passionate gamer, startup mentor & lecturer at Cambridge.

Watch on YouTube via the link below or keep reading for the transcript, where Steph and Daniil discuss:

• First business failure at 19: Daniil opened a nightclub in his hometown of Samara, Russia, after success as a party promoter, but it failed within six months due to operational complexity and inability to sustain regular events beyond the twice-monthly model that had worked for promotions.
  

• The importance of having a North Star: Daniil emphasizes that while strategies can change constantly, founders must have a clear guiding principle to distinguish what's good or bad for their business, especially since founders often can't be unbiased about their own products.

  
  

• Bold networking in Silicon Valley: To get Eventbrite integration for his event marketing platform, after emails went unanswered, he flew to Palo Alto and pitched directly to Eventbrite's chairman Kevin Hartz at a conference registration desk, focusing on how his solution would make Eventbrite more money rather than just its features.

  
  

SM: Daniil, welcome to Strategy & Tragedy. Let's rewind the clocks and start your story with your first failure at aged just 19.

DS: With great pleasure. First of all, I have to apologise to your audience because of my Russian accent but I'm not going to change it for anyone else is what makes me I like, we've just discussed behind the scenes whether I can do British accent or not. I can do it, and it's even more hilarious than me talking.

SM: Well, now you've mentioned that you're gonna have to show our listeners.

DS: Yeah. Okay. So I could say, lovely. Or or like, sorry. And, of course, some like, you know, me and my missus, geezer, all of those things. So just as a reminder to the listeners, like, my goal for the end of this cancel podcast to be canceled at least a few times. So so be it.

SM: I'm here for it, Daniil. You've got my my permission. Let's go for it. Let's dive straight in.

DS: So speaking of my first parking failure. So I don't know whether you are becoming or being born as an entrepreneur, but if I, like, dive back into my early childhood, what I did is I went with my grandma's went with my grandmother to the Market Square when I was, like, four or five, and I was selling plants with yours. So, like, you know, this is where when it's all started. And, obviously, I was more like a kid, but I enjoyed, like, talking to people, getting a good price.

I never understood what I did exactly, but at least I liked it. But fast forward, when I was, I think, 16 or 17, I got just into my first year of university. My father told me, Daniel, if you would like to go on dates, go and get you some money. You are on your own. I'm not going to fund your affairs.

And I'm like, okay. What can I do? Knows how to tap into the cultivation of a 15 year old. Absolutely. So, I was and I still is and, actually, a lot of, my friends saying that I need to not even grow, but, like, to change my musical preferences, but I was at that time into hip hop and r and b, and I'm still listening to exactly the same music than I did. Pharrell Williams, The Clips, Kanye West

SM: You're already canceled. You mentioned Kanye West.

DS: Yeah. I know. But, like, Kanye West before he became a Nazi. So let let me put it this way. Like, you know, my beautiful dark side twisted fantasy and earlier than that, the favorite album. So We named up Eminem in in there as well.

Like, we can't talk about rap without mentioning, at least. Here is the funny bit. Yeah. Now, I can listen to Eminem. But if you think about me obviously not being a native speaker, most of the music that I listened at that time was primarily because of the music itself, because I couldn't understand the thing.

It's more more about the grooves, the right Mom's spaghetti. Now I get it. And now I can listen, but I believe it's just already too late. So I admit that Eminem is a great lyricist, and I think, Kendrick is the one who is, like, taking the stick from him and becoming also great. I'm not taking this from them, but the music that I was born and raised was basically beats done by Timberland tunes.

So So Justin Timberlake, Neli Fortado, Kelis, all of this, Gwen Stefani, all of that kind of stuff. Yeah. I love it. By the way, to your viewers, I can highly recommend to watch a biopic about Pharrell Williams, which is called Piece by Piece. Okay.

And it's done in LEGO. Okay. Love that. Let's connect this back to entrepreneurship. Absolutely.

And I I told you that I'm going to detour and turn everything into Iran. So I have your opinion. I know how direct it is. Becoming British because I'm a very and I'm apologizing after it. And I keep doing my thing, but doing apologize, you know?

You can do whatever you want as long as you apologize. Do it anyways. I seek forgiveness, not permission. So I got into this type of music. And in Russia back then, it was, like, I think, 02/2010.

No one was no one was into that kind of music. And if you think, like, no one even globally was aware about Pharrell Williams before he he get out with Happy or Lucky with Daft Punk. So it was very, very niche even in the Europe. Mhmm. Like, I mean, Western Europe, it was mostly stays, but I got into this music.

And somehow, in my hometown Samara, just to give you your audience an idea, this is where all of the night cars are coming from. Russian cars that are basically made like a tank to survive the nuclear weapon strikes. So all of those LADAS, all of this hilarious boxy cars, they are from my my hometown. Wow. Okay.

So, anyway, found these people, and we started becoming some sort of a club promoters. So we're running parties. It was hilarious, but it is what it is. We were kinda successful. And then we decided that, gosh, let's create our own nightclub.

We were able to get a loan in a bank, but this is a funny bit. In our mind, we were best promoters in the world, and perhaps we definitely wasn't bad, but we definitely wasn't good entrepreneurs as well. So our whole idea is that we got a loan, built a nightclub, like, construction is a nightmare. That's why I still don't have any kind of property. Don't want to deal with this.

Like, also, my wife is pushing me to get one, but that's another conversation. Anyway, we opened the nightclub, like, put all of our thoughts. No. We don't have much knowledge by the age of 19, to be very honest. So, anyway, we opened it, and we shut it down in half a year.

Can I just ask, were you any further? What I feel like, you know, I'm trying to put myself in, like, a 19 year old Russian boy's world. What gave you the confidence to go and get a bank loan? I believe, basically, because we we want experience enough. Mhmm.

That's the point. So it it it it was absolutely. The naivety, and no one stopped that one was basic. I couldn't say pushing, but Enabling. Absolutely to do it.

And this was kinda cool, and we wanted to be liked by girls. Let's face it. And being a 19 year old with a night club, this is fancy and all of those kind of stuff. Quite a lot of swagger. As a 19 year old with your own club, that could've, yeah, got you.

And I have to mention, we even recorded some music. And by the way, it's not shit. I can even listen it now and not being embarrassed by that. Okay. It's tough to that's Okay.

Okay. Like, I I'm not turning red after listening to it. That is impressive because gang that listening to, like, early I can't even listen to, like, early podcast episodes. I feel like even my interviewing has got better in in two years. At least I hope.

Let me know. Why did it fail? Just didn't make money. Primarily because we were great at promoting parties. Mhmm.

And the way promotion works, you rent out a nightclub, you're paying the fees, then you get a portion out of a bar, and basically in Russia that was the things that you also pay for the entrance. That's how it works. So it's kind of very simple. You don't care about the waiters. You don't care about alcohol kind of operational stuff.

Obviously, you get a very tight margins, but it's economically feasible to do and profitable. But with a night club as a full fledged operation, it's it's much more complicated to say at least. I can imagine just so many more overheads. Right? People stealing.

Just to, like and I don't want, let's say, to blame anyone, like, you know, everyone is trying to survive. I get all that. But all of those kind of controls and, like, basically dealing with people which is essentially isn't it's not about tech, AI. No one heard about AI at the moment. But anyway, it's about dealing with people, different kind of people.

And the more complicated the business is, which obviously promoting a party and having a night club with a party is kind of a different level of complication. Right. This is what we didn't really, like, thought about. Also, we were hosting a parties, I believe, once or twice every month, not more than that. So, basically, two days per month is this way.

But for the night club, it is at least every Friday and Saturday. And we were basically didn't have that many ideas what to do, like, you know, whom what kind of DJ to bring and so on. So, basically, organizing an RNB party twice a month is a good idea and people are into it. But, basically, having those kind of parties thrown away twice a week, this is a bit of pretty quickly. Yeah.

It might be of an overkill. And on dealing with people, the public, it's another level when you're talking about nightclub. Right? Because you're attracting a different sort of crowd potentially, but also you have them very lubricated up with a lot of liquor or music and all the rest of it. So it does add that extra level of complications, shall we say.

Okay. Hilarious. I love you taking us back in time in these first forays into entrepreneurship. Let's touch on hacking luck, taking risks. Tell us the story as we sort of move along the timeline here.

When you pitched at your uni open day, so you're still at similar sort of age, like late teen, I imagine. Who was the judge on the panel on where that led you to? Yeah. By the way, these stories are deeply interconnected. So, basically, the nightclub failed by the time when I was year of my university.

And in Russia, it's Is that right? Five years, basically. At that moment, we didn't have the separation between bachelor's and master's. It was just we call it a specialist degree, which is five years. So, basically, I had one year before graduation.

Nightclub failed. All of my dreams and aspirations of becoming the nightclub magul, whatever you call it, vanished like like this. And I felt kinda lost because, like, I had a steady income, I believe even more than my parents at that moment had. So, like, you know, I I was living still with them. So, like, I had plenty of disposable income, buying clothes, going shopping, places, you name it.

And then, like, everything turns into dust. And that was some sort of a great lesson that I learned that nothing is forever. And you have to always be prepared for some shit coming. And this is, I believe, what kinda made me a better entrepreneur. So at that time, I was actually thinking, okay, what else can I do in my hometown?

Although, I love my hometown, Samara. It's actually over a million, citizens. So it's big. It's not small just by any means. Don't get me wrong.

But still, it's not Moscow, Saint Petersburg. So I was I'm a geek. Obviously, it's kinda visible from the way I look now, but I just was thinking, okay, what can I do? And there was nothing to do in my city at least. This is, like, in my own eyes and in my own hat, and I couldn't see whether it was true or not, but I just thought that is the way it is.

So I thought, okay. I need to go to master's to get a master's degree in Moscow. And I love tech, still do. And I found a very interesting program, which is called master's in e business. And they had so called winter school.

So for the, promising applicants, they basically invite them for a week into Moscow, and where they basically tells them about the program. It's basically week long open day. Let me put it this way. To get a sense of the different type of programs on a faculty because there was, like, business analytics, e business, data science, just to help you to understand what it's all about. And within this program, there was so called business competition, like, business ideas competition or something.

Long story short, I won it. And Do you remember did you have to pitch a business idea? Yeah. What was your business idea? It was a e menu for the restaurants instead of a paper menu.

So and it was a novelty at that time. So it was, like, 2000, what, 1314. So iPads just became usable because you fur you remember the first generations that were kinda laggy with very short battery life. So it was kinda thing. And the whole idea is that let's save the planet, and, like, you know, stop using a lot of planets.

Very easy to update the menus, that kind of stuff, and to order, so you save on waiters, that kind of it was, like, it wasn't, like, a stupid idea. Obviously at all. No. No. Well, the proof is in the pudding now in present day, which is quite common.

Right? Here now, twelve, thirteen years ago. So this was quite, I imagine, very innovative at the time. So you won? Yeah.

I won, and one of the judges was actually an alumni of this specific program that I wanted to get into, and he offered me a job. So before even I get into the masters in Moscow, I already had a job in a startup, and I was actually the first employee. So the startup was all about virtual reality, what was kinda on a rise at that moment. So it was before Oculus, not Oculus. Facebook bought Oculus for $2,000,000,000, I believe.

So, Google hasn't released their cardboard. So it was, like, very early early days. And what I ended up doing at the age of what? 21, 22, I believe, I was responsible from launching and creating from scratch in China, in Shenzhen, mobile virtual reality headset. So it wasn't a copy kit of some sort of white label OEM we created really from scratch, and we ended up distributing, over 50,000 units worldwide.

And we were available at Amazon, Best Buy, MediaMark, Saturn in Germany, HMV in The UK, and many other places. So I'm kinda proud of it. I you should be proud of it. And what this leads to is competing against the giants like you mentioned Google before. You've got, what was the other one as well?

Like, yeah, Oculus. I I Oculus. Samsung was Samsung. Absolutely. So take us to that business decision at that point with those huge competitors.

So I think as many things in life, there was a lucky coincidence. So the way the company started by the founder, he had a gaming studio before. And actually, at the time that they he created this kind of a spin off. And this gaming studio just just out of fun created a virtual reality roller coaster for smartphones, which wasn't shitty. And at that time, trust me, there were a lot of very poor quality content for the VR.

And eventually, and even suddenly, they got 1,000,000 downloads out of nowhere, so completing traffic. And it showcased them that perhaps there is a demand for it. And there was no proper headsets in the moment. So basically, our pitch to the retail chains and stuff that you're not only getting the headset, you're also getting a bunch of games developed by us as a developer. So at a certain period of time, Fibrom, that's the name of the company, was the biggest mobile virtuality developer in the world with over 25,000,000 downloads worldwide without a single cent spent on advertising.

Wow. So by the time and we basically got, like, you know, I believe success is a product of luck. When you not only do things, but you have to be in the right place at the right time. This is what happened. So we were already in the virtual reality industry at the times that hype happened, and everyone got into this industry and so on and so forth.

So when all of those big players like Samsung, PlayStation, Google, HTC, you name it, got into the market. We've already there. And what we decided, we decided to do a teeny tiny pivot. Obviously, it was major for me, but very logical from the business supported it. So we shut down the hardware department.

So, basically, we did not produce the second version of our headset, and we focused primarily on the software. And right now, I believe to date, we are the only one Eastern European, developer of the virtual reality games that are available everywhere. PlayStation VR, Oculus, HTC Vive, and all of the other headsets. So we are kinda became universal. So we just had the adjusted by the market, and we we want we want delusional thinking that we could compete with those company budgets.

Yeah. Like, you know, if you cannot win, just become an ally. Yeah. Yeah. I love that.

And that is kind of a snippet of inspiration to our listeners for that strategic decision making in business because you the entrepreneurship is a world of contradictions. Right? Like, you've gotta be deluded enough to, like, go after something and has the have this, like, b hack, this crazy goal that you go after. I can do I can do it and, like, have that sort of done. But at some point, you've gotta face facts and sort of see when the writing is on the wall.

And when you've got such huge competition, that crossroads that you guys arrived at reminds me of the Netflix store. I always use this example, but where they were at a crossroads. Again, we all know now the humongous success. Of course, hindsight is a wonderful thing. But there was a point where they had to decide, do we continue retailing DVDs, which at that point was successful and revenue generating and profitable, or do we double down on this other direction that's enticing and interesting to focus on this kind of streaming side of things?

The rest is history, of course, but I think it's such a common trap that founders fall into, like, the freedom trap. And I think especially if if any of you have come from, like, employment and you're making that leap, I definitely know from for me at least anyways, there's almost this abundance of options. There's almost, this freedom. I can do all these different things. I can do this, do this, and and it I think it's really challenging for entrepreneurs to get that focus, to make those decisions.

Even the word decide, it the the side in it comes from, like, homicide, suicide. It comes from actually killing off. And when you decide, it's actually more about strategies and what you say yes to is what you say no to. So I love that you did that. That's why I believe it is so important to have a north star.

Yeah. So, like, me as an entrepreneur, I'm absolutely fine with strategy being constantly changed. Yeah. What I'm not very happy with, you don't have any strategies. Yeah.

You don't have any strategies. Doing everything, and you don't have a judging point. Right. So what is good and what is not. Yeah.

So and I believe founders, they kinda considers their products as babies. Mhmm. Mhmm. And when you have a baby, you cannot be non biased to it. So you don't see a lot of red flags that you might see being an external observer.

And this is why having a north star, so basically, inability, to make a distinction between what is good and what is bad for your business helps that much. Yeah. That's a great tip. Thank you for sharing that. So you mentioned something earlier about you can do the right things, but it's right time, right place, I e luck that enters the equation.

So I wanna double click into this. I have been working on this talk called hacking luck, and I'm obsessed with the ways that we can still stack the odds in our favor. It's true that there are things outside of our control. There are externalities that have a bearing on our success. With that in mind, you have to tell gang, this is a good one.

I'm very excited about this. You have to tell the story of stacking the odds in your favor by taking a flight to Silicon Valley and pitching to the head of Eventbrite. By the way, I believe this story perfectly bridges the gap with Netflix story. Because if you think about Netflix and their competition with Blockbuster, Netflix was an outlier, and they had nothing to lose. And I believe when you're an outlier and you're into the in this position, you basically are way better positioned to make and take risks.

Exactly. And this is why I believe they did what they did. I believe if they were an industry leader at that moment, they are very unlikely to do this. And they and they might be disrupted by third players that you never know, but that's it. So You've got nothing to lose when you've got nothing to lose.

Absolutely. So this is what happened in the stories that you wanted me to share. And by the way, this is, I believe, a great example of what good business development are. Because I believe people always mix up business development with sales, with accounting, but business development is all about opening the doors. Basically sticking your foot into the door other than basically once you're already in and you do something.

It's all about the opportunities at the end of the day. So what happened? Right after Fibram, I was invited to lead the, international, launch of the marketing platform for the event organizer. So the whole idea is that as many industries out there, events industry is not digitalized at all. A lot of things are manual, always a lot of the legacy solution.

What's more for the small and medium event organizers, at that time, there was absolutely no solution for managing your current audience. And as we know from basically, one zero one marketing, it is six times cheaper to, retain your existing customer than to find a new one. Mhmm. So this was the whole idea of the tool that you get a snapshot, a dashboard, and a CRM that has all of your audience. You can segment them, send targeted communications.

So, basically, imagine a Mailchimp on steroids and specifically for the event industry as the features basically natively integrates into your existing ticketing solution. Nice. So that's kinda simple pitch. Yeah. Yeah.

It was a gap on the market. So Mhmm. We get the solution, and it was a spin off of the successful Russian ticketing solution that created that kind of a tool for their customers. And I was invited to launch it abroad to The States specifically. And after some research and there was no Chargebee T at that moment, so I had to do everything on my own.

And by the way, I always say that Google, I is the main reason why I'm successful in life, relatively successful. But still, that's why I'm here now because I just know how to Google. And, like, you know, it's easier to say than to master. Trust me. A lot of the people have no idea that you can just ask Google.

And as you know, Google know all of the secrets. So, like, anyway It's amazing how far we've come in a very short space of time. Right? Because you could this is almost reminiscent of, like, previous generations. Even talking about, like, going to the library and having to, like, book and, like, read through the book to find the certain information, and then we could just Google.

And now we have got, to your point, chachypete or perplexity, and it's like this crazy exponential growth in recent years. Anyway. But I still do I wanna make a small detour because there is kind of a hot topic about that, one team unicorn one one team member unicorn is coming. Yeah. I completely disagree with that.

Okay. Let's have your hot take. Yes. I will explain to you. So a lot of the, like, there are a lot of, snake oil seller thing.

Let's say into you, like, buy my course and you'll find out how to create a successful business just using AI with no team members and stuff. Or a lot of, let's say, articles on, let's say, the, one team member unicorns are coming. And anyone could beat. I completely completely disagree with that because in the current level of AI technologies development, only the people who know how the end result should look like could really take advantage of it. So I will give you an example.

If you don't know how's a good cold email should look like, you will think that, ChargeGPT or Perplexity or whatever else, Grok give you a great, basically, cold emails, but they do not. And so it's a great partner. So I believe if, let's say, an extremely experienced founder that know it all, like, have been several times into zero to one process, one to ten, ten to 100, he could basically speed up a lot of the processes by instead of hiring people doing this is on his own. But it's not for the people who have no idea about entrepreneurship and basically trying to pursue the fast money and thinking that they're going to get filthy rich just because they're going to create. That does make sense.

What you call to mind there is you still need, like, the prompting, the checking. You still need to almost like we talk about building a business, not a prison. And so many entrepreneurs make that mistake as well where they create this bottleneck and you're still reliant. You can't go on holiday. You'll change your laptop because you still need to be managing this copilot.

The costs rack up as well. I mean, I know it's still cheaper than, I guess, like, a full time salary, but, like, all the AI tools I'm using, they've all got upgraded plans. And and, yeah, I guess And they are cheap now? They're cheaper now. Yeah.

Well, we've seen the chat GPT PhD level service. But just the last one before I forget is to your point on the different functions and areas of expertise as well. Right? So it's your point on, like, you need to know what a good cold email looks like or what a good HR plan or whatever the different function is. So you have to be in those situations to be able to to basically cut the corners Yeah.

And use AI instead of hiring someone. Exactly. And a core ingredient of being a good entrepreneur is the humility as well. Right? The humility to know that you don't know everything, that you're always learning.

So how can you simultaneously be the expert in that subject matter, that domain to be able to manage an AI effectively? Okay. Getting back to our point, once again, I very sorry for the audience, all of my inappropriate comments, and this is my British nature is basically speaking right now after five years in The UK, I believe. Like, I could never become British. I'm well aware of that.

So the best I can be is to be genuinely curious alien here. So, like, I'm well aware of that. Genuine curious alien. All good. All good.

You don't need to apologize. Yeah. Alright. So let's get back to you flying through the valley. After research, we are realized Thanks to Google.

That's where we got. Yes. Thanks to Google. Yeah. Okay.

After research, I realized that most of the small, medium, event organizers are using Eventbrite as a core platform for their events. So the most logical next step would be to get an API synchronization with Eventbrite So we can get the data and then we could sell our solution to the Eventbrite organizer. So easier to season. But, anyway, they had an open API. But in order to get into the system, you need to have some sort of a, I don't know, check on their end that everything is working.

They had an email there that, let's say, once you are done, here is our documentation, message to this email, and we will turn on the integration on our end. So we did everything, then I messaged to the email, no response. So I was bombarding them with emails, I believe, for a few weeks. And at that time, I was kinda hopeless because no respond. And it was nothing to do with me being Russian or whatever.

I don't want to play any kind of nationality card. No. It's just like how big businesses work. If you don't have any external push or let's say any person inside, it's very hard to get into. Yeah.

So and and we were kinda nothing to lose at that moment. And I created a plan, a very strange not like strange, but like a desperate plan. Let me put it this way. Is that a Creative. Yeah.

It's a creative plan, Daniel. You're not getting the top It's basically the lack of my vocabulary. So I just, you know I'll fill in the gaps there. It says the way it says. But anyway Yeah.

I created a plan, creative plan, that, a founder of the EvenBrighton. And that time, the chairman of the board, Kevin Hartz, he was holding a public master class in one of the conferences in Silicon Valley in Palo Alto. And I just decided, gosh, I have nothing to lose. I'm going to fly into The US. I had a visa, and I'm going to meet him at the registration desk, and pitch him our idea because, like, you know, it won't be worser than that.

Listeners, take note. So this is what I did. I remembered. I, based on his photo, how he look like. Then I was strategic in two ways.

First of all, if you have been to kind of this mogul entrepreneurs and Kevin Hart is from PayPal Mafia, just to make it very clear. So he's, like, from that time. Mhmm. Those kind of people, right after their speech is finished, they're being basically surrounded like rock stars by a lot of the entrepreneurs, giving their their business cards. So they might give the entrepreneurs the business cards and never reply to them away again and blah blah.

That's true. So I knew that this is is a way. So I remembered how he looks like. And I was waiting for him at the registration desk for an hour with my laptop with all of the tabs of our tool opened because Internet at the conferences sucks. So I had to be prepared.

And also I prepared the pitch, but not how a solution is cool. But how our solution could help even Bright to make more money. This is also kinda important if you think. Because when you create a product, you always think that your solutions go or your features going to sell your product. But nope, your product, when it's being because it makes the life of a user better in any way, financially, in any other way around it.

So Kevin Hartz came with his assistance. So, I pitched him with even more horrible Russian accent. So, obviously, it's slightly improved after five years in The UK. But, anyway, we had a proper conversation. I remember for twelve minutes.

And by the end of this conversation, he had a call with the chief strategy officer of Eventbrite because Eventbrite's, headquarters located in San Francisco. And we actually had a meeting next day with chief financial officer and chief strategy officer at Eventbrite headquarters. And from that, it all started. We ended up being not just partnered, but integrated as a white label into the event organizers, account, and we were available to 10,000 event organizers worldwide. I'm done with my pitch.

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