This transcript has been edited for clarity and checked against the available source transcript and recording. Filler, false starts, and obvious transcription errors have been corrected without changing the speaker’s meaning.
Josh: You’re really young. I’ve now been out of uni for six or seven years, and I think that if you’re going to take that risk, you should do it early.
James: Hello, and welcome to Graduate Theory. My guest today is a serial entrepreneur who recently raised a $650,000 pre-seed round for a Web3 startup he co-founded called Minke. He was previously the first employee and head of growth at Smartmail, where he helped scale the company to $2 million in annual revenue and more than 20 employees.
He’s originally from Canada. Please welcome Josh Reyes.
Josh: Thanks for having me, James.
James: It’s great to have you on. Your pre-seed round was announced yesterday, so congratulations to you and the team. It’s a big milestone.
Josh: It’s been great to finally get the news out there. We closed the round back in December, so having people congratulate us and get excited about what we’re building is always nice. It’s also awesome to go on podcasts like yours.
Starting Work as the First Employee#
James: It’s great to have you on. You’ve certainly had an interesting career, and I’m keen to dive into it. As I said in the introduction, you were Smartmail’s first employee. That was your first job, if I’m not mistaken, which is unusual so early in a career. What was your rationale for joining as the first employee, and how did it come about?
Josh: My path was probably different from that of many people who get into that sort of role. I studied finance at uni, and in my last few semesters I was trying to find internships and looking for jobs. I’d always thought, “I really like finance as a topic and subject matter.”
It seemed like the natural conclusion that I would work in finance, but I found it didn’t suit me culturally or match what I believed work should be. I also grew up and studied in Vancouver. Unlike New York or Toronto, it isn’t a finance hub, so there were fewer roles and the market was more cutthroat.
I had a few friends in graduate roles who were working in tech instead, and they all seemed happy. They didn’t work crazy hours, they seemed fulfilled, and they were working on exciting problems.
I thought, “I need to do that,” but my finance skill set didn’t really match. In my last semester of uni, I taught myself marketing from performance-marketing and technical perspectives. That helped me get my first internship, assisting a Shopify store with a custom app.
The store was called Make. It was based in Vancouver and had a custom app that let you print designs on T-shirts, tote bags and similar products. You could bring in a design or upload it online. That gave me experience working with Shopify, its APIs and the apps built on it.
My work was more in marketing and product management, such as reporting bugs, but I understood how Shopify and APIs worked and had marketed an e-commerce store. When I moved from Canada to Australia, I wanted something stable, which doesn’t seem consistent with joining an early-stage startup.
What I meant was that I wanted something I could pick up quickly. I thought that if I joined a startup I knew nothing about, there was a good chance I would get fired. If I joined one where I understood the problem it was trying to solve, along with the software and technology it was built on, I could hit the ground running and make an impact.
I joined Smartmail as an intern and its first employee. The company hadn’t raised any money and had essentially no users. Over three months, we scaled to a significant number of users—I can’t remember the figure now—which helped the company attract some angel investment. I was then able to secure my first full-time startup role as its first employee.
I helped grow it into something I’m proud of: more than 20 employees, serving about 25,000 merchants around the world, including many small businesses.
Super Early Stage or Corporate?#
James: That’s exciting. Being the first employee and seeing that growth must be rewarding. How does that approach compare with the more common path of joining a large company through a graduate program or internship? Looking back, do you think joining a very early-stage startup was better for you, or would it have been more valuable to work for a large corporation?
Josh: It depends on what you want. If you have a good idea of the field you want to work in, a larger corporation can offer great training programs for specific areas such as marketing, product management or development.
It’s a structured approach. If you’re set on a field and have friends who seem happy in that role, or you’ve done some work experience, it could be a good option. From my perspective, I simply knew I didn’t want to work in finance and did want to work in tech.
I didn’t even know whether I wanted to work in marketing. Marketing seemed the easiest route into tech for someone without formal study or technical knowledge, because it was something you could teach yourself. At an early-stage startup, I was able to do a lot and explore the work I wanted to do, my role and my strengths within a company.
My work included customer support and product-management tasks. By the time I left Smartmail, I was head of growth, which I would describe as roughly 80% product management and 20% marketing. That early-stage experience exposed me to many different aspects of a company.
It helped me find something I enjoyed within tech and startups. Now that I’m a founder, I realise I particularly enjoyed being at that early stage: forming a company, its culture and its team, and then executing.
What are the unique opportunities that you get from working at an early stage company?#
James: That’s great. What unique opportunities do people get from working with these early-stage companies? You’ve touched on some already, but what are the biggest advantages?
Josh: First, if you don’t know what you want to do, you can experiment with many things and be upfront about that. Generally, at an early-stage startup, you can’t expect a very high salary. In return, a good startup should give you an amazing learning experience and the flexibility to explore the work that interests you.
Be honest and say, “I don’t know what I want to do,” or, “These are the things I want to experiment with.” If the startup is open to it, it will usually give you small opportunities in those areas. You can also make a visible impact. When you’re starting from zero, adding one or two customers makes a huge difference. At a billion-dollar company, or a traditional company that’s been around for 50 years, your day-to-day impact might be felt within your team but can be hard to see at a company-wide scale. At a startup, you see it every day—especially at a very early-stage company with no customers, where every new customer matters.
It’s like a little party in the office because you’re getting started and beginning to turn the flywheel towards adoption.
What do people undervalue about early stage startups?#
James: That early-stage environment is hard to beat. It’s exciting to be around a company as it grows and gets things done. What do people undervalue about working at this stage? People often say it’s risky to be the first employee: what happens if it fails, and why not join a more stable company with established revenue? What does that view miss?
Josh: First, people undervalue the opportunity afforded by their stage of life. When you enter a graduate role, you’re very young. I’ve now been out of uni for six or seven years, and I think that if you’re going to take this risk, you should take it early. I wouldn’t necessarily recommend doing it at my age.
Of course, I’m now starting a company, so perhaps that’s even crazier. The risk becomes harder to take as you get older. You may have family commitments, a mortgage, higher rent or simply a higher standard of living after working in a corporate role for a long time.
The decision gets harder. The best time may be when you’re young, perhaps still living at your parents’ house, when your friends aren’t earning much either and you’re all eating at the cheapest places on weekends. A low salary matters less then.
People undervalue that window in their careers when they can make this decision. From a rational perspective, the ages of 21, 22 or perhaps 23 are an ideal time. If the startup goes pear-shaped, you’ve still gained a lot of experience.
Hopefully, you have a better idea of what you want to do and have made an impact at a company. In your next job search, you can say, “This is what I did, and this is the result it created.” That can be hard to demonstrate in a large corporation because you may never see the outcome of the broader corporate strategy.
You might spend six or seven months on something that produces no result and is never launched because of bureaucracy. Startup work gives you valuable résumé-building skills and accomplishments—I’m not sure what the term is—that you can carry throughout your career and into your next role.
It’s also an extremely competitive market for employers, and it’s difficult to find skilled employees. If the startup you join goes pear-shaped within a year, I don’t think the market will change so much that you’ll struggle to find another job. There are many roles available.
James: It’s a good time to be a graduate.
The Remote State of Minke#
James: People starting their careers now are often working in distributed teams, away from their colleagues. Is that the case for your company? Do you work together in person, or are you fully remote?
Josh: We have a hot-desk space here in Melbourne where our current marketing intern and I work. The goal for Minke is never to have a headquarters. We want to be global from day one, both in how we market and distribute our product and in how we build the company. We hire people regardless of where they live.
We don’t even consider time zones. We learned to work asynchronously in our previous roles. Right now, the eight of us are spread across Australia, Portugal, the UK, Japan and Brazil. That range of time zones sounds crazy and sometimes requires flexibility, but Smartmail was also remote from day one.
Its two co-founders were in Melbourne and Adelaide. That’s different from working across countries, but in a way it’s the only way I know how to work. I couldn’t imagine working any other way.
How do they handle ‘all person’ remote meetings?#
James: How do you structure that asynchronous work? In traditional agile—or whatever working style you use—there are usually meetings where everyone is present. What different approaches do you take to ensure everyone stays across the work?
Josh: We do have all-hands meetings. The occasions when everyone can join a Zoom call are extremely valuable, so you have to use that time deliberately. We have one all-hands meeting each week to cover company updates. Sometimes each person gives an update; at other times, one person presents something they need to share with the team. Day to day, we rely on many tools. Slack is the main one, because instant messaging makes it easy to communicate with teammates, but it isn’t the only tool you need. Loom, which has emerged in the past few years, lets you make screen recordings that include your face.
You can talk through exactly what you’re doing and add a personal touch because your face is on the screen, then hand the work to the next person when they start their day. I’ve worked remotely for six years, and although Loom has only been around for the past couple of years, I can’t imagine how I worked without it. It’s a must-have tool.
It also makes the company feel as though it never sleeps. It isn’t a business that opens at nine and closes at five; work is being done at every time of day, which makes the company feel as though it’s moving very quickly.
Company Culture in a Remote First Org#
James: I haven’t used Loom much, but I’ve heard good things and might have to test it. Beyond your weekly all-hands meeting, how do you build company culture? Is that more difficult when you aren’t together in person?
Josh: It is, and graduates should be aware of that. Many people want to leave uni and join a large corporation. One advantage of doing so is that many colleagues are your age, so you can make a lot of friends.
You can become part of that culture, which is harder in a remote environment. The companies doing remote work best have generally done it for a long time, including Basecamp, Loom, Zapier and GitLab. Although almost every company has used some form of remote work since COVID, these outstanding companies reached billion-dollar valuations after working remotely from their inception.
Choose a company that has done it for a while, because remote work is hard to get right. The best approach depends on the team, its culture and the people in it: some people may like meetings, while some company cultures don’t. Working with experienced people who can tailor the remote experience to a particular team and culture is important. My co-founder Marcus and I are good at that because we faced the same situation at Smartmail. In addition to all-hands meetings, we organise other activities. For example, the app launches publicly next week, so we’re holding a launch party for our still-new team.
Marcus and I only started working on it in August last year, and the first pull request was in September. Each new team member has introduced themselves as a person, not merely as an employee, but we haven’t had the chance to get to know everyone fully.
We’re doing activities such as trivia about ourselves or our countries, so people can learn about where their colleagues come from, as well as virtual coffee meet-ups. We either book extra time or occasionally skip a stand-up, ask everyone to post what they’re working on in Slack, and use the time differently.
We go into breakout rooms of two or three people and talk about things other than work. If it’s late where you are, perhaps you have a beer; if it’s early, perhaps a coffee.
James: You can’t simply put an in-person working environment online and expect everything to work as before. You have to make time to catch up with colleagues and do things that would happen naturally in person.
Josh: There still needs to be a physical element. During my time at Smartmail, we had three retreats: a developer retreat in Lithuania, an all-team retreat in Portugal and, during COVID, smaller retreats in Cyprus for the European team and Rio de Janeiro for the South and North American teams, because we couldn’t all meet in Melbourne.
These in-person events may happen only once or twice a year, but they are important because Slack doesn’t convey someone’s tone of voice. At a high-growth startup with demanding conditions, things can sometimes get heated.
If you don’t understand someone’s tone, you can misread the situation and their intent. Once you meet that person in real life and learn how they speak, you can almost hear their voice when you read their Slack messages.
It’s extremely important, and as Minke grows this year we aim to have an in-person meet-up. You can also organise smaller gatherings. If your developers are all in Europe and your marketing team is in the US, you can hold one all-team retreat each year in a single location.
At another point during the year, the developers can meet in Europe and the marketers somewhere in Canada. Companies sometimes say this is expensive, but office space is also expensive. If you run retreats efficiently—particularly as an early-stage company—and are comfortable sharing an Airbnb in Los Angeles where ten people might share two bathrooms, they needn’t cost that much. You can only do that with a close-knit team, but it might cost $20,000 to $25,000 to bring everyone together. That’s no more, and perhaps less, than we would spend on Melbourne office space for a year.
James: Thanks for listening to this episode of Graduate Theory. If you haven’t already subscribed to the Graduate Theory newsletter, you can do so through the link in the show notes. The newsletter comes out every Tuesday morning with my thoughts and lessons from each episode.
But without further ado, let’s get back into it.
What is the future of remote work?#
James: It’s interesting to see the innovations that have emerged from the explosion in remote work over the past few years. You value an in-person element and want to hold retreats. Is the future of work a model where teams meet once or twice a year and otherwise work remotely, or will companies return to putting everyone in one city to solve problems together?
Josh: It depends on the business, but I think that’s the general trend in tech. It’s difficult to scale globally from a single location. Having people from different cultures and locations, with different mindsets and experiences, brings valuable perspectives to a team.
I think teams that embrace this will scale fastest and most efficiently. At Minke, we use location-based pricing. Salaries may be very high in San Francisco or Australia, and we don’t pay those rates to every remote employee, but we aim to pay above the local market rate in places such as Brazil or Chile. That can still be much lower than an Australian salary. Talent is evenly distributed: someone in Chile or Brazil isn’t less skilled or talented than someone in Australia; they simply may not have had the same opportunities. If we can hire three extremely skilled people in Brazil for the cost of one in Australia, and have the structures needed to build a remote company, we can be more competitive.
James: It will be interesting to see how the global labour market changes over the next few years as talented people gain access to remote companies that don’t care where they live.
Josh: I’m excited to see it too. Marcus and I have hired remotely for six years and managed hiring at Smartmail. The market has shifted. Previously, you found many developers throughout Asia; now the opportunity is moving west. Africa is a huge market, especially Nigeria. Lagos has become a major tech scene, with an explosion of high-quality candidates as large companies train people in the region.
The same is true of Latin America, a major fintech hub. Where banks may not be trusted, an explosion of local payment operators has produced neobanks operating at tremendous scale. Consider the population of a country such as Brazil. People with that experience can now work for companies such as Minke, Revolut or larger fintechs, bringing skills that are valuable and hard to find in Australia and helping our companies grow.
James: It goes both ways. Companies, especially in Western countries such as Australia and the US, gain access to talented people at lower cost, while those people gain access to opportunities that were previously unavailable. Remote work is a win-win for many people around the world.
Josh: Sometimes people think this will simply mean people in the Global South taking our jobs, but it also creates opportunities. Working in crypto, I have friends employed by US and Asian crypto companies and exchanges.
The APEC market has tremendous growth potential. Australia is perfectly positioned to serve countries such as Indonesia and Malaysia while connecting in English with teams in the US. From a remote-work perspective, Australia has many exciting opportunities too.
Advice for Graduates joining remote companies#
James: Suppose you’re a graduate, or simply early in your career, joining a remote-first company. Now that you’ve worked this way for a while and hire people into these roles, what advice would you give someone to help them settle in? It can be difficult to join a company where you aren’t physically with people. What can they do to get involved, know their colleagues and set themselves up well?
Josh: First, be proactive. A team with remote experience can help with the cultural side and arrange meetings for you, but remember that everyone else is in the same situation. Although you may be a graduate eager to meet people, even people in their mid-thirties don’t want to work from home all day without talking to anyone.
Everyone is in the same position and is usually happy to chat at the end of the day, perhaps knocking off half an hour early to have a beer together. People are generally more efficient when working remotely, so we’re flexible. Whether it’s Friday afternoon or during the week, you don’t have the water-cooler chats you would have in a conventional workplace.
Message someone on Slack and ask whether they want to have a beer or a chat. Nobody should feel they have to say, “It’s not five o’clock,” or, “I haven’t worked eight hours yet.” The social aspect is part of work. Companies should recognise that, remain flexible and allow people to take those opportunities proactively. Everybody is in the same position; we all value social interaction.
James: That’s important. I recently worked remotely for six months, and it was an eye-opener. In an office, some social contact is unavoidable. When you’re remote, you have to be proactive and connect with colleagues so that work retains a social dimension. Otherwise, you simply tick off your Jira tickets and leave without becoming involved in the broader mission or company.
Josh: Finding startups or people with long experience of remote work can be difficult. Smartmail went through the same accelerator that Minke is going through now, back in 2017.
We were the only remote company then, and everyone thought we were crazy and asked how we did it. Five years later, there are many remote companies in our cohort. Even so, founders can find it difficult to build this culture while also building a high-growth startup.
Read books by people such as Basecamp’s DHH and Jason Fried. They’ve written a book called Remote, and there are several other books about company culture and building a remote company. Read them yourself and try to implement the ideas within your team.
If you feel the company isn’t doing something it should, reach out. People at a startup generally want to create a great working experience for everyone.
James: Those sound like useful resources. You don’t have to run a company to apply them; you can start within your own team if you work remotely.
What does Minke Do?#
James: I’ll look them up tonight. Let’s talk more about what you’re working on. Minke is an app. What exactly is the product, and what benefits does it offer its users?
Josh: With Minke, we aim to offer the easiest way to save, earn and invest with DeFi on mobile. The product is a Web3 wallet, similar to MetaMask, which you might have used to buy your first NFT, but designed to look and feel like your favourite fintech app.
That might be Revolut in the UK and elsewhere, or Up, which is popular with young Australians. Rather than using crypto-native language and jargon, we take something that looks like a banking app and power it entirely with crypto and DeFi.
By doing that in a decentralised way, we give people direct access to lending and borrowing protocols. With Minke, you can save through protocols such as Aave and mStable, which last year offered a variable rate averaging 8%—about 40 times higher than a bank.
This year, given the macroeconomic situation with Russia and Ukraine, the rate is trending lower as fewer people want to take on leverage. Even so, you can earn around 3% to 5%, which is 10 to 20 times higher than a bank. With inflation, money in a conventional savings account is effectively going backwards.
How does DeFi yield work?#
James: This might be a technical question, because I don’t know a great deal about how it works, but where does the yield come from and why is it so high compared with a traditional bank?
Josh: We provide access to lending and borrowing protocols that work like peer-to-peer lending. A bank takes your savings and lends them to borrowers. Here, you’re doing the same thing, but instead of a bank with a huge building and more than 100,000 employees, a smart contract enables it.
Your money goes into a pool from which borrowers can borrow. The rate is higher partly because of efficiency: you don’t need all the compliance and physical infrastructure of a banking operation. The other factor is the price people are willing to pay to borrow in the cryptosphere.
Borrowers are generally seeking leverage to buy more crypto. They may hold Ethereum or Bitcoin in the form of wrapped Bitcoin and not want to sell it, so they deposit it into these protocols as collateral. They might deposit $1,000 worth of Bitcoin and borrow $500 against it.
That $500 comes from your US-dollar savings. They can use it as liquidity to buy new boots, or to buy more Bitcoin and gain more leverage.
James: What happens if someone borrows from the pool and is unable to repay the loan?
Josh: I should add one point. The rate is also higher because borrowers are essentially wholesale debanked from traditional finance. If you’re a crypto company, it’s difficult even to get a bank account. We were lucky to get one.
I won’t name the bank because I don’t want it to close our account; our applications to three others were unsuccessful. The same problem applies to borrowing and lending. Because liquidity and leverage are difficult to obtain, crypto companies are willing to pay more for them. A consumer might get a mortgage at 3%, but a crypto company can’t borrow at the same rates available in traditional finance.
That’s why rates can be 8% or 9%, for example. If you’re unable to repay a loan, the process is automated and based on your collateral. Everything is overcollateralised: to borrow $500, you might deposit $1,000 worth of collateral. If the price of Bitcoin falls to the point where that collateral approaches the value of the loan, part of the collateral is automatically sold back into the market. People who want to buy Bitcoin can purchase 50% of it at a small discount, creating an arbitrage opportunity.
I think the discount is 6% against the market price. The proceeds from the sale repay part of the loan, bringing it back into good standing.
James: That sounds good. Perhaps I should put my house savings into crypto instead—maybe not. Who knows? Perhaps one day.
Josh: It is safe in the sense that these protocols are well battle-tested. For perspective, Aave and Compound, two lending and borrowing protocols, have more than US$20 billion locked in them. Judged by assets held, that would place them among the top 100 US banks. Yet they have only come to prominence in the past two and a half years and were created about five years ago. That’s remarkable when some banks have existed for longer than anyone can remember.
They are the first worthy competitor to traditional finance. Over the past 20 years, technology has overturned the corporate world. The biggest companies used to include ExxonMobil; now they include Amazon, Apple and Microsoft. Everything is tech.
Yet the largest US banks in the 1970s remain the largest banks today. In Australia, the largest banks have long included CommBank and ANZ. Technology hasn’t transformed them; they are legacy institutions ingrained in our daily lives.
Now there is an alternative with the efficiency of smart-contract applications. Losing $20 billion would be disastrous for DeFi, but that figure also shows how battle-tested these protocols are. In two and a half years, total value locked across DeFi grew from about $1 billion to more than $100 billion.
If nobody has been able to steal a piece of the pie from these major protocols, they are clearly doing something right.
Hiring as a Web3 company#
James: Speaking of Web3, you’re the founder of a company that’s hiring. What is it like to hire for a Web3 company today?
Josh: It’s fun because it reminds me of getting my first role at Smartmail with essentially no marketing experience or background. Web3 is a new industry. I think MIT has a program, but the field is at such an early stage that almost nobody has formally studied Web3 or crypto.
Most people are breaking in for the first time. The industry has been building for roughly five years, so some people now move between roles, but the vast majority are getting their first job in crypto. That’s fun from a hiring perspective.
I enjoy seeing people rush into an industry that both they and I care about. Our marketing-lead position was, I think, the first role we advertised, and almost nobody knew about us.
We received more than 250 applications. In Web2, that would be an amazing result, likely requiring thousands of dollars in job advertising. In crypto and Web3, so many people want to enter the industry that this enthusiasm is a blessing for us as a company.
James: That’s certainly interesting. Web3 is a relatively new space, and you’ve gone through the learning process yourself. If someone wants a role at a Web3 company, how can they learn about the field and differentiate themselves from the other applicants?
How to differentiate yourself when applying for web3 roles#
James: What can they do before applying to demonstrate that they know what they’re doing?
Josh: Make your learning journey public. Be intentional and say, “I’m learning about this.” Run a blog or publish LinkedIn posts about what you’re learning and the new things you discover each day. It doesn’t all have to be correct. From a hiring perspective, it’s valuable to see someone go down the rabbit hole and demonstrate curiosity and writing skills. This is a technically focused industry with developer and crypto-native origins, so explaining what we do to everyday people in an approachable, transparent way is difficult.
Writing is therefore an important skill for companies to acquire. If you’re researching Web3, write publicly about the journey and share that writing when you apply for a job, even if you’re slightly embarrassed because you’re new to the subject.
We like seeing people go down the rabbit hole as we did five or six years ago.
James: That’s important, particularly in Web3, where there isn’t much of a barrier to learning. You can become active in the space and learn a great deal. Unlike a long-established field such as finance, with an endless number of rabbit holes, crypto is young enough that you can become reasonably knowledgeable quite quickly if you’re willing to dive into its communities and technology.
Josh: Another piece of advice is to use the tools. The blockchain is public, so in addition to reading what you’ve written, hirers can see your activity. A common Twitter trend is to put your .eth name in your profile. We can look it up and see what you’ve bought, your transactions and the tools you use. This is more difficult than when I started because gas fees—the transaction fees on Ethereum—were much lower when the network had less volume.
You might once have spent a few dollars on a transaction; now, buying an NFT or making a DeFi transaction on the Ethereum mainnet can cost up to $100, which can be prohibitive for a graduate. Layer-two networks now maintain Ethereum’s security while allowing much faster transactions at lower cost.
You can use many of the same DeFi protocols, or buy NFTs, on networks such as Optimism, Arbitrum and Polygon. When we hire, we look at that activity. We don’t just look at Etherscan for Ethereum; we look across the different chains you use.
Even if you’re on Binance Chain, which may not be as decentralised as we’d like or as popular among crypto’s old guard, it’s good to see that you use and understand the tools. Going on the journey and down the rabbit hole is the most enjoyable part.
We’re happy to help people reach the point we’re at too.
James: I’ve got one final question about your career. Do you have any advice for graduates starting work this year as they enter a world of crypto, remote work and other emerging trends?
Josh: I’ll strongly advocate for crypto. I think it is very much the future. The amount of talent rushing into the industry is unfathomable. I left a full-time Web2 job just over a year ago, and now I’m deeply involved in working, hiring and experimenting in this industry.
When Marcus and I started the company, we said this might be our last chance to arrive early and help define our vision for the industry. The same principle applied when I joined an early-stage startup.
I had strong beliefs about what work and company culture should be like, based on reading books and talking to friends. I still have strong beliefs about work, as well as about what the future of Web3, crypto and the internet should be.
If you have values and beliefs that you want to apply to this industry, the idea may sound crazy, but I think the next three to five years may be the last period when you can make an impact and express those values at a scale that could affect millions or billions of people.
James: There it is, everyone: your call to enter Web3. It’s a fascinating field attracting a great deal of talent, with new developments every day. That will probably remain true for some time.
Contact Josh#
James: I agree. Thank you for coming on today and sharing your wisdom, Josh. I’ve enjoyed hearing your thoughts on these topics. If people want to learn more about you and your work, where should they go?
Josh: I’m on Twitter at @vancityreyes, similar to Ryan Reynolds’s @VancityReynolds handle. “Vancity” refers to Vancouver. You can also find us at Minke.app, which I assume will be in the show notes. Visit the site and send a support ticket if you’d like to chat with me. I’m more than happy to talk or point you in the right direction.
James: Fantastic. Thanks again. It’s been a great conversation.
Josh: Thanks, James. Thanks for having me.
Outro#
James: Thanks for listening to this episode. I hope you enjoyed it as much as I did. To receive my takeaways and what I learnt from this episode, please go to GraduateTheory.com/subscribe. You’ll receive my takeaways and information about each episode straight in your inbox.
Thanks again for listening. I look forward to seeing you next week.