The SaaS Operator Podcast

You're listening to the Bootstrap SaaS Operator, the podcast where we interview founders who

are actually in the trenches.

We talk about the transparent journey of how they built their SaaS companies, how they

grow them and what they would do differently if they would do it all over.

Hey, folks, with us today, Lukas Tehrman from stage-timer.io.

Lukas, super happy to have you.

Yeah, hey, nice to be here.

Cool.

To get this out of the way, let's dive into what problem does stage-timer.io actually

solve for your customers?

Right, so we're jumping right in.

My product is kind of interesting.

Let me contrast it to what many others do, because I'm active on Twitter.

I see what other people do in the SaaS space.

Many people do Twitter tools, a bit more unpopular now with the expensive API, but they do growth

tools.

They basically kind of do SaaS for either developers or other SaaS people.

That's what you see a lot, or at least a lot advertised.

We stumbled into an industry that has nothing to do with coding and marketing at all.

We stumbled into the event production, video production industry.

There people kind of need to keep time of what's happening.

There's this production room where a lot of people sit in front of big screens and they

have to say, camera one, go here.

Interview is taking place in two minutes.

This is coming up.

So there's a lot of timing stuff happening.

We built a countdown timer for this purpose.

It counts down to these kind of keystones.

These people can say, well, I don't want to keep it so long.

But that's essentially what it is.

It's really a simple countdown timer.

You can say, this is two minutes long, this is 10 seconds long, this is 30 seconds long.

But there's a hell of a complexity behind it that I had never expected when I started

out.

So if I understand that, Ren, it's basically if I am hosting a conference and I have keynote

speakers and they all have 15-minute slots, basically, then I can use stage-timer.io to

say, hey, keynote speaker, you scheduled two minutes for your intro and then 30 minutes

for the actual talk and maybe a plus two for buffer in the end.

And that's basically then I would use stage-timer to guide them through that and I would control

that or how would that work?

Right.

So you sit in the control room, you have this overview with the list and click start stop

and then you get a link that the person sees in front of them, right?

It's like a browser window that's essentially in front of them on a monitor that has the

timer very big.

So they can glance at it every now and then, see how much time they have left and it turns

red when it gets close and it starts flashing when it's over time.

So they know where in the talk they are, how much time they have left, even if they just

kind of glance in the corner where the screen is situated.

That makes sense.

You mentioned that in your intro that is not the typical thing like a SaaS founder nowadays

does, especially like what you see on Twitter.

How did you stumble into that?

That's one of those ideas.

Sure, I kind of know that keynote speakers use timers, but I never even thought of what's

behind it basically.

So how did you stumble into this?

So I was in a friend's studio where there's one room recording and one room where he's

cutting.

So there's a guy recording an e-learning course and before he starts speaking, he has to start

the time.

So he runs into the room with the cameras, clicks like I have an old laptop there, clicks

on start, runs back out and then kind of runs the show from there.

It's like everything is remote controlled except for this countdown time, I think.

In my mind, it's like this is the easiest thing to do.

Surely there's a tool out there in the internet where you click start, you get a link that

you can open on the other side as well and it syncs up.

So I looked right there, I was sitting there, I was kind of co-working with him, he invited

me.

Looking through the internet and 15 minutes later, I still didn't find anything that does

that.

If it takes 15 minutes to search for a solution on Google, there's an opportunity here.

But still at this point, I thought countdown timer is not a market.

I have never done SAS before and I had in my mind already I wanted to do that.

I wanted to create my own SAS product.

I had been working as a freelancer in development and I thought, you know what, this might be

a very interesting just test case.

Just trying it out.

It's so simple, countdown time was so simple.

Everybody can do it.

I whipped it up in a weekend and put it online and I thought, why don't I just develop this

into a SAS product just to learn a row.

So how does pricing work?

How does this work?

I never thought anything would really come out of it.

I never thought people would actually buy it.

It was just for me to learn the techniques behind it.

So I whipped it up, put it online, put it on Reddit and there was more response than

I thought.

So that's how it came to be.

Interesting.

So let's jump to today.

Could you give us an overview of your current scale?

Either MRR if you're open to share or like number of customers just so that we all get

like a feel for where we're at today.

Yeah, so we are at around like 8,000 MRR.

MRR doesn't give the whole story for us because we also have like one time purchases that

are only a limited amount of time.

And we are around like lifetime customers, 1,500 plus minus.

Interesting.

And you started roughly two and a half years ago, right?

Or when did you start the whole project?

Yeah, like what I just told you was like two and a half years ago.

And then it took me another like it was just free on the internet and then it took me another

five to six months to set up like a pro feature and a payment integration because I was still

working full time.

Yeah.

And I would love to double click on the pricing because you mentioned the one time purchase,

which is like super unusual for a SaaS of course.

But I would guess it's highly industry specific due to what you do and pricing is always like

a massive issue.

So the thing I would like to dig into is what pricing did you start with and when or how

did you learn, damn, we need one time purchases.

We can't do all subscriptions.

So like as every kind of good SaaS founder, you start with the $7 price, right?

Like everybody starts with that, like five to seven dollars.

So we did that as well.

$7 per month plus a yearly plan that's a bit cheaper.

And so people kept after a few months, people just kept churning and canceling our subscriptions,

all like really high churn rates, 20%.

This is like what is going on here?

What is going on here?

So we started just sending out emails to everybody who canceled.

Hey, like is something wrong with the product?

You know, we will give you a refund if something didn't work.

And that worked wonders.

Almost everybody answered and told us like, no, no, your product is great.

It did exactly what it's supposed to do, but I don't have a show for another four months.

Right.

And we're like, OK, so people like they buy it for a show, you know, prepare it, run it

and then cancel because they only need it for this limited amount of time.

So we said, why don't we give them an option to just purchase like a 10-day license that

is just a little bit cheaper than the monthly price and kind of, you know, the incentive

to get it.

And then we don't have churn because they just do that.

In fact, churn did go down once we introduced it.

And a lot of people use it.

That's why our price is much higher because like kind of almost 50% of people use this

one time license, some even going as far as purchasing like three of them per month.

And the reason for that is so interesting.

They of course are also freelancers working for some events, some shows, some bigger clients.

So they just put stuff on the expense account.

So when they have a subscription, they have to kind of like divide it up for everybody.

But if they have a one time purchase, they just purchase it, you know, one invoice, put

it on the expense account.

Very easy for them.

So great for us.

Makes sense.

I mean, understanding the buying behavior is super critical because in the end, if you

cater to that, it's like half the battle won basically.

Then one interesting thing I found stalking you before this podcast is basically I just

put stage time on an h-rest because you're also sharing a lot of things in public.

So I knew that you were doing SEO and you went from basically zero in April 2022 to

over 10k organics in like basically 12 months later.

How did you do that?

Is that good?

Is that good?

You sound surprised.

I think it's very solid.

Like from zero to over 10k.

I like never done this before.

So I have no comparison.

You know, like, is this good?

I don't know.

Maybe it's bad.

How did we do it?

So when I started SEO, you do keyword research.

So I've never done that before.

So I looked keyword research.

Okay, you're good.

The Google Ads platform gives you kind of this free tool.

I put in like all the keywords I could think of, you know, event timer, video production

timer and it's just zero.

Zeroes everywhere.

Like there's no search volume for none of these things.

Like this, the industry is just very small compared to maybe like a marketing industry,

right?

Like a typical, it's just like, it's big, it's big, but it's also small.

So that search volume is like in the low hundreds, very, very calm, very, very timid search volume.

And we are thinking, what do we do?

Well, I mean, we just have to start.

So we started targeting these like very low volume keywords that fit best into our niche.

And what we observed is that because nobody else was targeting these keywords and they

actually had a lot of buying intent.

So there was a lot of like bottom, you know, you speak top of funnel, bottom of funnel,

top of funnel is like, you know, just get people on your page and they will find it

later.

And bottom of funnel is like a person who wants to have the tool that you offer.

And there was almost no competition on these keywords.

So we said, okay, let's try to target them first.

And it worked much better than I expected.

Even though when you do keyword research, it was still like very low volume, but in

reality, there was more people coming through them than was shown in the keyword tools.

And then in the actual like how you did that, did you just like write articles yourself?

Did you work with an agency?

So how did you like after you noticed, okay, there's low volume keywords, which are like

very valuable to us.

Like how did you execute on writing those articles, spinning those pages up?

Because in the end, you're only you and your wife so far in the company, which is also

an interesting fact, but let's let's go there later maybe.

So how did you execute on that?

So we did a mix writing our own content.

We did hire an agency to write a few articles for us.

And then we looked at these articles and thought they're really trash.

Because you know, as a developer, you look at SEO articles, and you think this is trash,

like nobody will ever read this.

We still put it on our page.

And then it turns out they were not they were really good, even though I still think the

article quality is really low.

I don't know.

SEO, it doesn't go into my mind sometimes.

And then mostly we wrote it ourselves.

And then and then we also, you know, like kind of in the back of our mind, oh, we need

some links from third parties.

And fortunately enough, in our industry, there's a lot of word of mouth.

So people do talk about our tool.

And then we went to the kind of typical places, product hunt and stuff, where we then kind

of play strategic links in.

I guess that helped.

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And besides SEO, what else did you do in terms of growth to get to this 8K MRR runway?

Right.

So when you look at where do people we ask people, where do you come from after they

purchase?

We can ask, hey, how did you find us?

And 50% is Google.

And then another 30%, like 35, 40% almost is word of mouth.

So people just sharing our tool, finding it good, sharing it with others is almost half

the cake.

And then we said, OK, if Google works well, let's do some search ads.

We tried ads with Facebook already didn't work as well.

And then my wife got all into search ads.

And I learned the ins and outs.

And that's how we get a lot of traffic as well.

So you were able to basically make Google ads ROI positive because I heard from a lot

of people in the like, it's getting more and more expensive as everything today.

But you were basically able to crack the code for you and make sure that if you put like

10 bucks in that you get ideally 11 or more out.

Yeah.

So first of all, again, like there was almost no competition on our keywords.

There's kind of one competitor that we have and he doesn't even do a good job with SEO

and marketing.

So we couldn't usually go to the competitor, put in the website and see what they rank

for.

Turns out they just don't rank for anything valuable.

So we had to come out on.

And then, yeah, we were ROI positive.

I think we did have like 200% return on investment from ads in the beginning.

Last month was lower, but depends how you calculate, right?

And you just calculate with lifetime value and do like immediate returns or do you just

calculate like, okay, I calculate three months of this customer being with me.

So if you calculate a bit more generously, we are very ROI positive.

And then what's your current plan to get to first like the 10k MRR and then 20k MRR?

Do you think like SEO and Google Ads will scale because I guess word of mouth will grow

with more customers.

But I mean, that's kind of a thing you besides building an amazing product, there's not too

much you can do there.

So how do you think about that?

Like basically like scaling, so to say, those marketing channels, because there's not infinite

people searching things, especially in such a niche.

Yeah, so I would love to give you the perfect answer here.

But it's this big question mark in my mind.

Let's do the truth because like being a founder is like a weird journey where you don't have

a clue what you do anyways.

So let's go for the truth, not for the PR version.

No, no, that's fine.

I actually would because you are in this niche, I would love to bounce it back and forth with

you a bit just to understand.

So one thing is of course, Google Ads, right?

You can scale them, you can say let's put more money into them.

But if I understand correctly, eventually the investment will lower and it's like there's

kind of a saturation that you reach.

Like where the pond is empty, right?

Fish are all satisfied.

So what do you do?

Like what would you do in our shoes?

I mean, first of like no marketing expert here, but what we do right now, so the thing

we're actively still trying to grow is the agency part of our business, React Squad.

And we basically, I'm not sure, somewhere on Twitter I found a book recommendation for

like, I'm stuck on the name.

I think it's like Gale, but I will link it below.

I have no clue what the name is, but it's basically using a bullseye framework where

like in the outer ring, it's like all marketing things you can do, event, like conferences,

word of mouth, call calling, all of them.

And then there's the middle ring, which is basically the gut feeling of, okay, for my

product in my market, what could potentially work, like what's working for others.

And then there's like the bullseye, the thing in the middle, what is currently working and

doubling down on that.

So what historically always worked for the agency, which I guess for most agencies is

truth, just like meeting people, networking, going to conferences.

So we said, okay, let's double down on that with like 850 to 80% of like basically the

energy we have or like that's more like time basically.

And then we had a couple of things like in the middle ring where we think, okay, that

might work.

So we're currently testing those out.

But again, like I like, and the goal is basically to take something from the middle ring to

make it work, get it into the inner ring, do that until it like caps out basically,

and then try to search for new stuff.

So we're currently basically trying to see until like the end of the year, did we cap

out networking, which is like kind of a random thing anyway, because it's just like meeting

people and then they DM you a year later when they need a developer.

But that's how we go for it.

And then finally, like for the for the SaaS tool we're building, we basically just decide,

okay, let's start with one specific growth channel.

So we're right now for the SaaS tool we're building, just go for SEO, just we'll see,

okay, how far will SEO get us?

And then if it doesn't work, what's the next thing so that we just go sequentially through

things because in the end as a small team, there's not too much you can do anyway in

parallel.

Yeah.

So what we did as like also people that don't know marketing, we just threw the kitchen

sink at the wall, right?

That's like just everything.

So we went to a trade show, we tried to contact YouTubers, we tried to contact podcasts, we

tried to contact print magazines to put our thing in.

And it turns out print magazines are super expensive.

YouTubers in our space, YouTubers like, no, we don't do feature channels, we don't do

that, we keep our because they are all obsessed with production value.

The production value, like they have 50 followers, they have like 100 viewers, their production

value is through the roof.

It's crazy.

So there are some people that just made like videos about us, we didn't ask them, they

just say, hey, this is a new tool, let's make a video.

These videos, they're top notch, you know, like great value, great quality, it's just

there for free.

It was like, can you put it on our website?

Yeah, sure.

Awesome.

So I guess free marketing is nothing one should complain about.

So good job there.

So what did we end up with?

We ended up with Google Ads work.

So we scale this until it saturates.

SAO works.

And what we observed in our case is that technical, like very deep technical content actually

performs very well.

You know, usually you have these kind of typical five, you know, five things to do, five apps

to use, blah, blah, like kind of superficial, almost articles.

In our case, like the documentation pages that almost perform better in the long run

than the articles.

So we really want to double down on like good documentation, like how to use X with X tool,

right?

How to use this tool that you already have with our tool.

How to use this kind of hardware device that you already have with our tool and integrate

into your workflow.

So this is, it doesn't have as much search volume as like these kind of shiny articles,

but there's a lot of people that find this and use our tool right away.

So there's kind of like almost bottom of the funnel content.

And I think as long as we don't run out of those, it's worth to invest the time.

Makes sense, makes sense.

And then I would like to switch gears a bit because you're doing two, at least to me,

super interesting things.

First off, you decided to build in public.

So if one goes to your Twitter feed, it's like great insight, like really like actual

one goes through day to day and not just like the hurrah, here's another win of ours basically.

And the second is like that you do the company with your wife, which I also find super interesting.

So let's start with why did you decide to build in public?

Do you think as office, as a marketing stunt to get customers, which is like super valid

or like, just like, did you have the urge to like write and share?

Like what made you do that?

Because you're very open to an extent where I would maybe even think, oh damn, if our

competitor is still stupid right now, maybe I make him smart and he would be harder competition.

So like what went into that?

Yeah, so like the truth is I just did it because everybody else did it.

And I saw people doing it like, okay, that's how you do it.

I will do it.

And then retroactively as one does, I found a reason.

In our cases, it's not as critical because as I said, we have one real competitor and

it's not like it's on a different level.

So it doesn't matter that much for us.

And the other thing is I kind of like the kind of feedback loop that you get from building

public.

So I don't share as much like here's my revenue every month, like, oh, it goes up, goes up,

goes up.

No, I like to share more like, oh, here's a thing that I tried out the last month and

here's how it worked, how it did not work out.

Here's a challenge that I tried to overcome.

So both technical and marketing and just business related.

And I like the feedback loop that you get with other founders.

I've talked to many of them and it's really cool to have other founders that you can talk

to and then they go through the same problems and then you can share it and say, okay, this

is a problem that everybody else also has or this is a problem that only I have.

And I saw this whole stage time thing, as I said, as a test just to get into it.

It's more successful than I ever thought it would be.

And I definitely have to plan to do like a next project.

I believe stage time will be like finished quote unquote soon and it will have steady

growth and there will not be as much that we can do about it.

And I don't want to have VC investment, but maybe want to have a next project that does

have all these things where I do not share in public because sharing in public also has

its drawbacks.

Yeah, absolutely.

And then how did you come to work with your wife, as you call from business?

Like a lot of things you hear like never work with your spouse, never like some people say

don't even work with friends.

And then for me, my girlfriend is a nurse and sometimes I basically get on her nerves

by just telling her about business stuff.

So I sometimes think like I romanticize working with my partner maybe.

So like how did you get there?

And what is it like if it's not too private?

What is it like to work with your spouse?

Because in the end, you still need to have like a private life and can't talk business

all day.

So I think that could also be a hard separation to make that.

Yeah.

Yeah, so I let me know in case she listens, I can't say anything.

No, it's all fine.

So I made experience with bad founders before where we came together, we were kind of friends

and then it didn't work out and everything turns sour.

So that is a thing that happens.

And I also currently have a co-founder for a new project who is a friend and it works

really well.

So it's really good to have like a test period with people to see how good you work together.

What we did with a new one, we did like a fun project.

We said we do a fun project, no stakes, like just fun, see how it goes and it went well.

So this kind of beta testing, your founder is really a good idea.

So with your spouse, you have the advantage that you already beta tested it, right?

You have been together for a while, so you know how the other person thinks.

My wife was in the education area active and then she said, I'm kind of tired of it.

I don't want to teach people anymore that don't want to learn.

And so I said, you know what, if you're willing to learn something new, why don't you work

with me for a while and do marketing and customer support for StageTimer?

And she was really excited to kind of switch gears, learn something new.

She's really good in self-teaching, so she learned really well and does a really good

job with it.

And it has been, I would say it has been working out better than I expected.

Like, yeah, you have these things, oh, you know, how is your private life and so on.

We do talk business.

We probably should talk, have like more structured meetings as you would have with co-founders.

This is, you know, our kind of stand up time.

This is our meeting time.

We don't really have that because we're always together.

So it almost we almost sometimes miss out on talking about the next steps part, like

the big picture part.

We are constantly in details because, you know, we walk outside and we think, oh, what,

you know, like this detail and this detail and that detail.

And we lose sometimes the big picture.

That's a bit hard, I find.

But then on the other hand, it's really fun because you have more conversational topics,

right?

Besides like what you talk in private about the movies you're watching, whatever, we have

this thing that when we walk outside and we see some kind of interesting business, we

think, OK, how do they make money?

How would we scale that?

How would you make this better?

And because we now both have kind of the same background with the SaaS product, it is

really interesting to talk about these business related things, which sometimes you cannot

do if maybe your wife is a nurse.

Maybe it's kind of hard to talk about big picture business decisions because they're

not they're just not interested in it, which is fine.

But it is fun if both have the same interest.

Makes sense. That's really super interesting.

And then you slightly mentioned is basically like twice already, like first of all, that

you sometimes miss talking about the big vision, but also that you think that stage

timer will have a time when it ends, not ends for the customer, but ends for you as

the developer or like basically kind of CTO driving it forward.

So what's your current vision for the company or for the like talking about the product

stage timer, meaning like where you want to go, not only product wise, but also do you

want to bring in someone to run it or like how do you how do you plan with with the

long term basically right now?

Yeah, so it's a question that I ask myself often right now.

It's my wife and I have like a part time freelancer that tells me with coding and I'd

say finish because just from a product idea, right.

It is a small scope.

It is a countdown timer.

You can have like presets and you can switch between them and then you can do a bit of

styling. But it's pretty much it.

And I didn't want to explode the scope because often with products, they get successful,

then they add more and more features that people request and then they become complicated

and then they get superseded by the next one.

And I wanted to avoid that.

So I said, this is my scope and I stay in it.

What fits in the scope I will implement and what falls outside the scope I will not

implement. And that's why I say there's a stage when it is quote unquote finished

because every extra feature I could add, adds like no real marginal value and just

makes the interface more complex, which I don't want.

So that I think it can actually just be run by us on the on the side, like just kind of

keeping an eye on it, make sure it's running, maybe have a freelancer that that is also

responsible in case the server goes down to bring it back up.

But I think that's pretty much it when it comes to that product.

So, but of course, through it, I learned a lot about the industry.

I learned what they need. I learned like things that are very similar to to the tool that

I'm building right now, things that fall outside my scope that are pretty important for

the people. So right now I'm working with two other friends slash co-founders on a

very new project that's similar to StageTour but has this kind of expanded scope that it

can work with more like high class, more pros humor and kind of broadcast in the

broadcasting world where you just need kind of a higher level of tech.

Interesting. So then that's my idea.

When that's live, we need to record another one and dig into that too.

Sure. Sure, sure.

Awesome. Then the last one, just because what I also want like to try to achieve with

this podcast or show basically is also to say like to show the honest side, because in

the end, like there's a lot of podcasts out there which took like this topic, the

superficial PR version, everything is the rosy, everything is perfect.

But in the end, being a founder, sure, it's fun, it's freedom, but it's also there's

downside. So yeah, like what is like a war story that you live through?

Meaning just like a challenge, it doesn't need even to be a business challenge, but

could it even be you were just in a slump for a time or whatever?

Like what was something that you didn't expect that you need to go through?

And like just what I would love to hear the story about that.

Yeah, I think so, like a big picture on this thing that every founder encounters is

that whatever product they go into, if they like it, maybe selling Barbies or like

doing whatever a server hosting environment, whatever they're passionate about, in the

end, it's almost always about marketing, how to get users, how to get customers, how to

grow your business. And that's hard.

And it's a relearning for everybody.

But this is a big picture.

You just go through it every day.

One, like I would say a hard, hard thing that I had was with these co-founders that I had

before, when it kind of went sour and broke apart, it's very hard to kind of break apart a

business. And because you still have to agree, everybody has to agree that, OK, we have to

dissolve it now. What do we do with the money that's left?

Or what do we do with the maybe debt that's left?

How do we resolve that?

And usually when you do it the first time, you didn't know about taxes, you didn't know about

that, you know, writing things down, making contracts about everything.

So there's not much written.

So you have to do like you have to find the agreements after it went sour, which is really

hard. You do when you go into a partnership, you do want to agree beforehand how it turns

out if you decide to stop it.

Right. How do you dissolve it?

You should agree to that before you start it.

And also, you should know how taxes work.

And I feel like there's not enough talk about how SaaS companies get taxed and how to to

work with that.

So we had this problem that not only did it turn sour, but also we had a bad accountant

that eventually ghosted us.

And then we hadn't made it, didn't have the taxes made for the last two years.

And then we had like, then it kind of fell on me to this burden to find an accountant

and do this retroactively.

And this was probably the hardest time.

This was a really hard one, two years of my life, still still resolving part of it.

And it brings you into like these depression and almost suicidal thoughts territories.

And often you see founders that are successful, like look at them, you know, having this

amazing business.

You see it on Twitter, people build in public.

But if you dig in, and I've talked to some of them in private, many of them have stories

like this.

Many of them have stories like five years ago, I was in this really bad place because when

I started, I made these mistakes.

So I think that's the biggest problem.

When I started, I made these mistakes.

So you start and you can never start early enough, but you will make mistakes and they

will be hard. And I think it's just good to know that all other founders had equally,

maybe not the same, but equally difficult mistakes that they went through and had to

resolve.

Hey, Manz, yeah, Jen can totally understand that.

And did you do anything specific to get through it besides basically just like keeping the

eyes closed and keeping walking?

Like anything specific you did that helped you get out of that state?

Or?

I think taking responsibility.

It sounds a bit cheesy, but it's something it's very hard to learn when you grow up.

Like the school doesn't really teach you how to take responsibility in life because it

just teaches you to be a good employee.

And then you get all this is taken care of.

But once you have to do it yourself, like, OK, when a problem comes, tackle it right

away. Like I came to this point where I said, OK, no, like my co-founder said, don't do

anything and I cannot trust him.

So I have to do it like I have to push through this.

And then also in my mind, I just said, OK, just I'm just switching the switch.

Like I'm going to push through this.

There has to be a way out.

The option is hope. Right.

Star Wars rebellion.

Without hope, what is a rebellion built on?

It has to work.

So you just push through and you take responsibility and you tackle these the hardest

thing first and then the next and then the next and then the next.

And it will also help immensely because you know, you learn a lot of things in the process.

Now I know how to handle taxes.

I know how to like what administrative problems are ahead of a business.

So when I create my next one, I know what to look for.

Yeah.

So I think that's that's a perfect point to wrap up.

Thanks a ton for being so open.

Love talking to you.

Thanks, man.

Yeah, thanks.

Thanks, Nicholas.

Love to talk as well.

Hopefully stay in contact.

I will let you know when the next thing hits the market.

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