Hello, everyone. Welcome to another episode of My Tech Story, the first ever episode that we are actually having with our guest. So our first guest for the podcast.

Thank you so much for gracing this podcast. My name is Alice Kanjejo. Your host.

Your host for this podcast. And I think we can get straight into the intro because this guy is a ball of knowledge as much as someone who is going to be vibes for this podcast. So let me just do a quick intro.

So my lovely guest is Dominic Mulinda. He is a tech entrepreneur with a wealth of experience, currently serving as the head of Product or Chief Product Officer of an up and coming startup, Honeycoin, which is also where I work. He has a track record of leading companies to success.

They've been instrumental in the growth of Honeycoin, overseeing its expansion to about 100K plus users. Before this, he co founded a software development shop in Nairobi where he served again as a Chief Product officer. So he's a very product surviving guy.

During his time there, he built and deployed over nine products across three different continents. Come on. Are you guys listening to this intro? It's so empowerful, you know, he's nine products across three different continents, serving hundreds and thousands of users.

With a keen eye of innovation and a dedication to excellence, this lovely entrepreneur has proven himself to be a valuable asset to any team that he's a part of. Ladies and gents, please welcome Dominic. Melinda.

Wow. Yeah. Thank you.

Thank you. It's a powerful introduction. No, you don't have to live up to it.

We talked about things you already have lived up to. So that's what I really like about doing such intros, is that you get to realize, wow, these are the accomplishments that you've done within a short summary of what your current CV looks like. So it's powerful because you're a powerful person.

Dom. Hey. Thank you.

Thank you so much. I feel powerful already. Welcome to the first episode of the podcast.

First of all, thank you so much for agreeing to be the kind of I don't know, you like calling it guinea pig. I don't know if that's the right word to use for this. Somebody has to go and pave the way.

Yes. Thank you for trusting me to have you share your tech story and be part of this movement. So very happy to be here with you.

Dominic, where do we thank you so much. Well, thank you for having me. Yeah, let's take it away.

Let's take it away, man. So you are the Chief Product Officer currently working at Honeycoin, but it seems you have a very long experience with product. So tell us where the journey started.

What's your tech story? Okay, so the question is, like, where my tech story started? And that's really a hard one. That's really a hard one to kind of answer. But the place I can really pinpoint where everything began was probably in my uni days.

So just a little bit of my background. I majored in actuarial science. I'm just in a university here in Nairobi.

So a lot of math. I thought I was going to end up doing some insurance stuff somewhere, some company building, like insurance products, and a lot of actuarial math to estimate when are you most likely going to die, so that I give you the best product and give you the best premium. So that was like four years of university.

I was always like I mean, I really, really always enjoyed math, so I figured I was probably going to end up doing something like that. I hated math. First of all, let me just interject and say English ladies and gents was always my stronghold, so it's no surprise I ended up with a podcast.

Even to this day, I still find math very intuitive. Once you know what it does, it's like an algorithm. It's set in its ways and it's easy to confirm it or not, pretty much, but something like history, something that needs a lot of rational thinking, I found that to be so hard, learn everything around that.

But the funny thing is, actually post uni is when I actually became really interested in things that allow me to really employ a lot of reason, even the books I started reading heavily philosophical, but anyway, I digress. I started with majored in actuarial science, and I remember in my fourth year I interned in the Nairobi Securities Exchange. I was, fun fact, part of the team that built out a product called Emma Kiba.

Okay, I didn't build it out really, but I was one of the Uni ambassadors trying to see how that product could get adopted by a lot of university students to save and begin the journey in investments. And very quickly I kind of picked the intuition that, hey, I wanted to be more involved and build things that I felt like had a more direct impact. So in my final year of university, I think, which was like my most hectic year, I was so convinced that my university project was going to end up as a huge startup, but I didn't know how to code.

So what did I do? I need to learn how to code or cut this journey short and find someone who can code and walk along with just convince them that, hey, let's build something big, something great. And that's what I did. So I literally just walked into the school's innovation lab.

And the funniest thing is, a friend of mine, more like an acquaintance at the time who was actually interning in the innovation lab in school and was a computer science major, was there and I didn't know anyone, and I was like, hey, how do I get started in this program? And I have this product I want to build and I don't know any coder, can you build it with me? And you're like, okay, let's do it. And so we fiddled with the idea for like a month before we realized it's not making a lot of sense. What wasn't making sense about the product was supposed to help folks meet their rent payments easily.

So it's kind of like based off like, a lot of actuary math called annuities. So the idea here was, how can we help folks begin to store up value for money and offset like one or two months of rent in a year because of either overpaying by stroke investing ali, their monthly rental payment. So think of it as whatever my monthly payment is, just doing like 1.35

x of that and then like the zero point 35, just storing it up over a period of time. And then you find yourself, like, having some leeway not to think about rent. So that was kind of the idea.

But yeah, on the ground things really look really different. But now the funny story is we were heading home. I used to live next to my then co founder of the idea.

And the cool thing was that he was already doing some stuff on the side. He was building websites, he was doing stuff for clients while in Uni. And I always found that to be extremely interesting.

Like, you're making money while in university while you're all out here hustling hustling and everything going on with him. I remember one day we were going home and we needed to do like a supermarket errand. And he was like, dude, just thinking about the queue that I have to go and do in the supermarket is draining me of strength.

And he was like, I wish you could build an app and just shop and just go pick it up. So essentially like global before global even hit this market. So we built an app called Pigeon.

What year is this? I think that was like 2018. Almost at the end of 2018, that's when I finished Uni. I graduated in December of 2018.

I think I'm old or young, depending on five years ago. First of all, I feel like you've accomplished a lot for five years post Uni. So congratulations on that.

And I think you will get more into it and see exactly what I mean as you keep going along. So that day in the matter to ride back home, that's when we changed our idea from the rent product to Pigeon. Essentially, we started calling it Quicklen at the time.

Fun story. We started building it out. And then we noticed this.

I mean, even in Kenya, there's a supermarket called Quickmart. So we couldn't use quicklen. And so we are ah, let's call it Pigeon.

But why, pigeon? So we used to have this cool thing in Uni where lecturers, you'd leave like, your assignments in a pigeon hall and then guys would just pick up, the lecturers would come and pick up your assignments from there. So the idea here was, hey, can we build out like a pickup model for groceries and pretty much shopping so that you don't have to go into the university sorry, into the supermarket or the grocery store, but just pick it up. Think of it as reinventing the luggage area of a supermarket.

So that was like the whole idea. And we're like, oh, yeah, we're going to close out so many supermarkets in six months. Once we have this product out, this is the year we're going to scale into millions of users.

In the past year, I was so convinced, like, hey, this was going to work. Yeah, but the long story short is we built it out and that was fun. We finished school, and that's when we started grappling with the realities of life, as it were.

So we were heavily bootstrapped. We did have a bunch of savings that we did through uni that we felt like would last us over a year. But that year being on the ground and just building it out was let me just say, we learned a lot.

Like, solutions are not like cookie cutters. You don't just have a cut and paste template that you can just apply to the marketing works. So the first hurdle we got was not being able to close partnerships with supermarkets.

That was really hard. You'd go and present your idea and supermarkets would be like, hey, you guys are a bit too small. Come back when you have a bunch of users.

But then it's like a chicken and egg problem. You need the partnership experience. But really the biggest issue was you want to gain users to have the service of having pickups, but you don't get supermarkets who want to do pickups pickups.

So what do you do? So we ended up building a whole inventory inside the app. So we go to the supermarkets, take photos of products for like weeks on end, and build out the whole supermarket catalog. To this day, I still remember basically.

And then add the catalog on the exactly. And then what would you do? Would you now go pick those things from this? I know that's the way you guys become the delivery people. Now that's the more interesting bit.

So we built out like a back end flow where whenever you're fulfilling a shopping order first of all, we weren't able to do the pickups initially, so we decided, okay, let's do deliveries. And then we targeted a couple of neighborhoods in Nairobi. We started with the neighborhood that we stay, and then our idea was to scale into a bunch of neighborhoods that we think would have communities where we can easily get our first hundred users, our 1st 200 users, et cetera.

But then the fundamental business model had to change completely. It had to become now a delivery business. So that meant as well, looking for riders, getting partnerships with the riders, negotiating on commissions, et cetera.

Is that interesting? I think what's interesting is whenever I talk to people who have been founders or scaled their own product, the product always ends up, 90% of the time, not what it initially was supposed to be. 100%. I'd say that's true for almost every product that I know of.

Even the ones that I've studied to be successes, they all never look. They kind of shape up their own way. And it's pretty much about responding to what you find on the ground.

The guys who win, the guys who survive, the guys who thrive are the people who are able to quickly modify. And that was like, one of the things that I think all credit to that period of time. We were able to effectively respond to what we were getting in the market and the whole fundamental idea about pickups that we had needed, like, a bunch of baby steps to get to.

But then, now the biggest issue we had at the time is that we were bootstrapped. We're not making enough from the margins. We are getting between sharing with delivery riders.

At some point, we even decided to be our own delivery guys. So, I mean, you're handling orders, and then you get a call. We used to ride bicycles, by the way.

We bought bicycles, motorbike, bicycle riding. So it was so much fun. But it was really cool.

I think about those days really fondly, because I think those are the days I got the most amount of insight about our product and what it really fit in, because now we do the shopping ourselves, handle the orders. When do the delivery ask for people's feedback? What did you like about the product? What can we make better? And they were always picked up, like, you're not a rider. You're not a delivery guy.

It was always fun to shock people that, hey, I'm actually one of the guys who built this app, so I really want to know how it worked for you. And that made us really embedded in the communities that we're serving. We got our first hundred users in less than two months, and that was exciting.

But the business wasn't profiting profitable because of the margins. And eventually what happened was we had, like, a little bit of a silver lining happening, which was we got some guys who checked out the build quality of our app, and they were so interested, but they had a different idea, and they were like, hey, can you guys build me an app such as this? And I'll pay you guys whatever you give us in your contract. And that year, we literally took it up because we needed the money, and we were broke, and we were like, okay, we'll build it in like, three months.

We built it in a month. That's how bad we needed to make bank so fast. And at the end of that year.

We just took a toll of what we had. And because of the nature of the business being bootstrapped, we were like, hey, we made so much more money doing this contract, why don't we pivot the whole business and make it like our dev shop agency? And that's how we began essentially 2020. And that was crazy.

Like, that one decision to pivot the entire business literally saved us. We really scaled that's. Now, how we ended up beginning to do contracts for people abroad.

We built products for guys in the UK. We built products for guys in the US. So this small idea in Uni.

Yeah, it became a dev agency, in essence. And it was such a fun ride. We learned a lot.

I'd say there's a lot of insights and lessons you learn in the trenches when you are building with a lot of scarcity. Could you give me examples of maybe companies, I mean, not companies, but countries that you ended up building for? So we built a product in Edtech and we also built a product let me focus on a product we did for logistics in Texas. Like, pretty much helping folks.

There are a lot of long haul, freight drivers, truck drivers, like, moving loads from different states, pretty much, essentially. So what we did is we partnered with a company in the US to build them, like internal tooling for how to manage truck drivers efficiently, get them paid on every load that they do. Integrated with a lot of the payment gateways that were native to the US.

And it was a very hands on project. It was our first big project. And it literally shaped how we think and how we think about products and just the power of tech for me, like, how much just the barriers that we were able to break.

We're serving guys in a completely new market. Able to build solutions. Exactly.

We're building solutions for people we haven't met in person and we haven't even been we haven't been there. That exposed us. So we started looking for partnerships with Polish dev houses, like guys who are doing contracts for plants in the UK.

And maybe their workload is too much and they need other dev shops, like in Africa, wherever India would compete with a bunch of dev agencies across all over the globe to build out products. And that was, like I'd say, extremely eye opening. Interacting with different products, different people, and a lot of learning, to be honest.

It gives you a certain thirst because when you start doing these things, you realize how much you do not know. And so I think I became I think we were discussing this before the podcast begun. You were trying to explain the Danny Krueger effect where I think you can tell what you don't know.

Yeah, that's one of the biggest, I think, biases, personally, for me. Yeah. So the Dunning Kruger effect, which is one of the big insights I really gained from that period of time when I was building products.

There is pretty much a bias that we have in ourselves of just either a being overconfident about what we can do and what we don't know about what we do. So we easily overestimate our capabilities to execute something. Now that is something that I firsthand made my team go through so many times in the first contract.

You know exactly what you need to. So you have one small win building a small app that's like a community here in Kalskari. Now you think, I can build anything anywhere.

Now I'm like, hey, telling guys, yeah, I can build this in three months. Come on, I can do it. But you do not know what you do not know.

And so Danning Kruger really emphasizes that you technically have to get over a mount called Mount Stupid, which is figuring out the things that you do not know and tapering off to a place where now you have enough experience to build something that's laser focused and actually solve. And so the idea here being, yes, you can still be overconfident, but you have to always hold it's almost like holding contending ideas in your head. At the same time, the fact that you still don't know what you do not know.

And so you want to get those learnings in as fast as you can. Make all the experimentations and the mistakes that you can really early on, so that you pick up the lessons and have know the benefit of hindsight and enough mistakes to be able to iterate faster and make the thing that actually makes sense and actually just having that. What was I even going to say? No, but I love the analogy of really identifying no, having the willingness to know that, okay, I may not know this, so let's identify what possibly could be possible weakness that you may have.

Because naturally as humans, we really, really think that I'm the shit. Like I'm the person who knows how to do this thing. And just having the willingness to know that you don't have everything, even when you think you do, even the big people, even people who are CEOs, people who are founders, there's still so much more.

I think learning is continuous. Learning is something that even if you're 60, 70, 80 years old, I think there's something new to learn every day. And I think the goal here is trying to understand that you don't need to know everything.

You just need to know all the critical things, the critical mistakes that you cannot make, the things that would mean a death for you. And so that I think easily segues into, even getting into Honeycoin. So honeycoin was a very different experience for me.

I remember meeting our founder. We go way back. We go to the same church.

So we were friends already from where we used to be. And we'd just have weekly conversations about this product that he's building. I thought it was pretty cool and I was like, hey, drop in a couple of insights every week.

And he was like, hey, yo, dude, why don't you just come in full time and help me figure this thing out? How far along was it when Honey? So he'd raise sizable funding for the product, but then we were still figuring out the initial, like, what is the product going to be? And that was the fun bit of me. That was the fun bit for me. If I'm in a space where I feel like I'm consistently learning and it's not like a typical experience, I love that stress.

And so Honeycoin was a creator product or was it like a payments product or was it a payment aggregation product? Now that for me as well, was like a whole new sector as well. Just kind of learning about crypto and everything in between. I loved that whole experience because I felt like it put me in a place where I had to read up a lot in a very short period of time to at least gain some understanding, to build something meaningful in that space.

I think people always say that if you're not learning from what you're doing, then you're not doing what you're meant to be doing. Exactly. If you're the smartest person in the room, if you're the most intelligent, there's no room for growth.

That stagnant nature of being in such a job. You're probably not where you're supposed to be. And you feel it and you feel it.

It's part of your intuition. You hate the process, but when you're not in that process, you're like, there's nothing. I'm adding value here, and we're way too young to not be adding value.

Yeah. So that's how I ended up in Honeyquin. The first days, the early days were really much an aspect of figuring out what exactly it is that this company needs to be, or this product needs to be and who is it delivering value from.

Now, the biggest insight that I learned, I joined when was it? Like at five k to ten k users, I think, and most of them were Nigerians. So that was very interesting. It was a very interesting insight to learn what their market needs, like, what do these users want? And working with David to begin doing the bare bones of iterating, the product, and also going through the whole hiring process and also the expectations of being a venture backed company as well.

That was a completely different ballgame from the kind of setup that I had before. The previous business I had was bootstrapped. And then eventually to just cash how to now be in the VC funding.

Exactly. And the growth expectations for a venture backed startup are extremely different from like a bootstrap company. Now, for a bootstrap company, you have the luxury of time as long as you are surviving, you can take your time to figure out what the product is.

But for a venture backed company, growth is everything and not just goals. I think most businesses have goals, but I think if it's venture backed, the goals are almost always tending towards the audacious side of things. So you have like, hey, we need to do fifty K new users month over month.

And your question here becomes, how do I get from point A to point B in figuring out how to get in that acquisition? Like in I think for me and still maintain the fact that you're trying to provide solutions for people. Because I think sometimes you can get so engrossed into the money side of things and forget that why you were starting this in the first place was to provide solutions for people, which I think is a very big problem that a lot of founders experience is that if you don't take time to look back, you can really get lost in the numbers. And that's where the failure begins because you're not thinking about the solution you're providing.

Agreed. In fact, I think that's a very good framing for me to explain how I understand product to be product for me is the intersection between technology and business. Now the real kicker here is most engineers will build, most engineers are very comfortable building in their cool standing desk setup at home with their gaming monitors and stuff like that and just spend like 5 hours writing code uninterrupted.

They love that depth and the solitude that comes with depth. But it takes a humility as well to always be seeking out who's on the other end of this product that I'm building and what are they saying about it. And then also figuring out the business angle of it is one of the key.

I'd say it's one of the key learnings and the key intuitions that you need to build out as a product lead in any company that you're in. So at the end of the day, every app, every tool you're building is a business. So it really goes back down to the fundamentals of the business.

What value are you providing and who are you providing it to? And you have to listen to the guys who you're serving. You have to listen to the people who are on the other end of your product. And that ability to stay grounded and stay in touch with knowledge on the ground is literally what breaks or makes great products because that's what will inform how you iterate.

I have like a really grounding analogy that I love to share that always reminds me. It's about like Hercules, when he was doing his trials, one of the heroes he had to fight was Antius. Antius was provide context.

Okay, but is it going to make sense? Yeah, it does. So Antius was the son of mother gaia Madagaia was like and Antius gained his strength from the ground. So anyone who fought Antius always lost.

And one of Hercules'trials was to beat Antius. And the only way after Hackley's trying to beat Antius that he was able to overcome him was by lifting him up. And the moment he'd lift him up and savor his connection from the ground, that's when he was vulnerable to attacks.

And that formed like a very grounding principle for me, even in any business and in any product that you're building, the moment you begin to lose touch with the other side, the voices on the ground, which are the people who you're serving, that's when you become vulnerable to attack. That's when competitors come in and eat your breakfast. That's when you begin to lose pretty much the very edge that was making you something that's valuable to people.

So to always be in that place of value, you have to intersect your technology with the business angle and which is pretty much what value are you providing to people. So those are the main sites, I think, around product, how I think about product, and it's a learning journey. At the end of the day, I think it boils down.

I think let's go back to the basics and just tell us, first of all, what does a product lead do and what does your job entail? I know you said it was a connection between the business side of things and the technology of it. What does that actually mean on the ground? Yeah. So there are different levels in how you can execute your product role.

The basis of it is think of it as ensuring the right amount of productivity in your team. So what that looks like is in a technology based company, you'd probably be coordinating all the efforts and tasks around your designers, your engineers, and how they are building, how they're specking out features that you want to drop in your application and how that is executed all the way out. Now, in most cases, you'll be handling all the stakeholders involved, including A, the partnerships that are prerequisite for a particular feature to be built.

Sometimes you're building things that have external dependencies. They need APIs from application programming interfaces from other companies. So that means you need to manage that stakeholder relationship that works with that, your leadership as well.

Maybe your senior leader or someone else in your team has a vision for a product that it needs to be like this. You need to translate that down to what does that look like for my engineers to do and for my designers to do. Coordinate that effort in a way that you are meeting the timelines that you need to be able to execute this in good time.

And at the tail end of it as well, there's the whole going to market. How are you going to make noise around this? How are you going to let people learn about this? Because. Building this in a room.

You want to build it as fast as you can so that you tell people, hey, this is what value it's bringing to you, and get that feedback in and then now begin iterating also manage the relationship with the product. Exactly. So the marketing, who are the people communicating, passing this message back out to the people, what are they telling them? And eventually all that feeds back.

It's like a continuous loop where you get data on how people are responding to whatever you've built and figuring out or people are not converting here. At the end of it all, the bottom line needs to be, how am I making things better, easier? I feel like it's a huge platitude to say easier. Everyone wants to make something easier, but how am I making a better decisions on improving a particular thing or bringing new things into the market? So this can be like an entirely new product, or it can be improvements on a particular product or introducing new features that could be pivotal to the direction of a product.

So that's a product lead, the higher you go, the more strategic it becomes. Now, where you're thinking maybe I'd say like half a year to a year on end on where do we want to go, what are the strategic directions that we can take? How are competitors responding to stuff? And what are the big gaps that are maybe close to what we're building that we could explore? How would we angle a business direction off of our product with the existing one to capture, let's say this as a segment of the market. So on a strategic level, the higher you go, the more abstract it becomes and more strategic.

But then at the end of it all, it has to funnel down. It still has to funnel all the way down to its execution. And as a product lead, you are primarily responsible for the execution of your team.

And if people fail at it, the buck starts and stops with you. And it's a bit stressful, to be honest, like people management. But I also believe they don't teach you this.

Yeah, they don't teach you this in school. For sure. They don't.

I mean, if people were like, math would have been maybe AI you, but if people were programmable, it would have been easy. But then again, people are like the most valuable asset as well that you have. It's better to build the right relationships because the right partnerships, the right relationships, even if things don't work out, they will help you find the solutions that you're looking for.

At the same time, you know what they say it's better to build the right team than the right product. Because the right team can build any product, but the wrong team cannot build the right product. So at the end of the day, people are the most valuable asset you have and how you bring it together.

Is everything together? Yeah. Okay, well, I just have a couple of closing questions to ask you, but I think the first one I'm going to ask you is for you personally, what does success look like for you? What do you think? You'll reach a point where you'll say, wow, this for me because I feel like success is an individualistic metric in as much as this is the generic one. But for you in your tech journey, in your tech story, what does it end with in a successful manner? So I think for me, success looks like the impact that I've had.

So I question it. My key metric is what valuable thing that's impacted other people outside of myself, have I been involved with, have I been a part of or have I brought forth? And so it's kind of hard to quantify, but it's also not so hard to quantify if you kind of build something that's really, really good. And I think of products ultimately as things that bring in value and impact lives in a tangible way.

And so I wouldn't build a product, I personally wouldn't be like a part of a product that I feel is very shallow and doesn't just for the money. Yeah, just for the money. And even the funny thing is that the money follows impact, money follows value.

So at the end of the day, it kind of goes back down to I think the success metric for me is how many people outside of myself have I impacted with what I have built? And that's a huge not star for me, like in just saying, wow, I think this is successful or not. You know what? With that metric that you've put for yourself as success, I think in some ways you already are. In many ways, you already are successful given the amount of products you've already built, the impact those products have already had in the market, the impact we're already having at Honeycoin, the impact that you've had even from the first product that you built that ended up in the dev shop.

So yes, I just want you to know that definitely, even from the intro, that success is definitely something that you already have achieved and you are still going to achieve as you grow older into your career. Another thing that I really like about you and this conversation as well, is that it's with people who are young. And that's what I also really like about the tech industry.

It's very accepting of young people. It's not very choosing, or at least from what my experience, at least, I mean, even our team, you don't have to be 30 to be the one out to be like, now I'm the top guy. Just code, do your code, do your product, do the marketing that needs to be done.

And I'm very happy that you've accomplished, at least for you, that you've accomplished this much in this journey of yours. And, yeah, keep doing what you're doing. And this is I'm telling you also, as my friend, I'm very proud of the accomplishments that you've done so far.

Thank you. Thank you so much. Yeah.

I'm just going to end with four questions now. Quickfire and Quick Fire ish very short, sweet, simple. We're going to be ending this with all our guests.

So the next guest who is in their room, get ready for your quick fire. For your quick fire. The first one, what is one word to describe the journey to get to where you are today and why? One word to describe? I'd say grit.

Grit? Yeah. Why? That unwavering commitment to just persist on something and know that something will have to give and you'll figure out the way because there are so many times, there are so many opportunities to give up on. I think what I started on and also, I mean, people as well, I think written people are kind of together because it really did take a lot of camaraderie in everything that I've been a part of to have a team that guys are not giving up.

And we're like, okay, it's bad, but we move today, we survived, so we just need to survive tomorrow as well. And the day after. And so it's greet and people.

I think I'd say, okay, those are two words, but I hope I've gotten away. Wow, I like that. Okay, what advice would you give to someone who is aspiring to get to where you are today? Don't boil the ocean.

Don't try to know everything about Dominic. He always has this weird sayings that I'm shocked he's not dropped throughout this episode because who even says that? But anyway, I'm sure it's valuable. Okay.

I'm the Gen Z office boomer for sure. But yeah. Don't try to know everything you need to know before you start.

Just start and try to learn as fast as you can. So in anything, really, if you want to start a new business, especially if you're young, I'd actually say it should be a rite of passage. Every young person needs to start a business.

Either fail or learn and keep moving. That's really good advice. Don't try and do everything.

Don't try to know everything to start, just start. And that's what we're hoping for this podcast, guys. Please support subscribe.

Actually, I didn't even tell you guys to subscribe. That's how you guys know that this is for the stories and not for the cloud. Okay, the last two questions.

Do you have any regrets or anything that you wish you would have done better or differently? Yeah, with the benefit of hindsight, I'd say I just wish I started sooner. Sooner? Dominic, you started in uni to be could. The thing is, starting earlier for me would have meant I'd have a much bigger safety net for me to even do more audacious things with what I knew at that time.

So it have made more audacious experiments, like, much bigger failings and just being confident enough to be like, hey, just try. Even if it fails, you're good. Starting without knowing everything.

So starting sooner for me is always like, yeah, but I think everyone gets to say that. To be honest, you never think she did anything on time, so I'm not too harsh on myself as well. Okay, I think the last thing I have to say is or the last question, give us a powerful parting shot.

When you ask for a powerful parting shot, it doesn't come, but just anything that comes to your mind. What do you think you want to close off your episode saying? I'd say I think my parting shot would be value people and value the daily, the effort. Really, the only thing you can steward is the daily.

So steward it well. Do the right thing, and it compounds. So steward the daily, value people and do something outside your comfort zone.

I love that. That is a very good, powerful ending. Parting shot.

Thank you so much, Dominic, for being a guest on this podcast. I think you've dropped so many gems, and I'm so happy this is the first episode. I think it's a very powerful one.

Thank you for having me. Thank you for sharing your tech story with my audience. Guys.

If you enjoyed this episode, make sure you give a like subscribe so that it would really help us grow this podcast, get it to the right audiences, and let people know more about the tech story, especially the African. Tech story because there's so much happening, there's so much building happening in Africa. There's so much potential in growth and so many products to share within the tech space and beyond the tech space.

So, like, share, subscribe, tell a friend to tell a friend. And wow, I really enjoyed this episode. And yes, without further ado, my name is Alice Kanjejo.

I have been your host, and I will see you guys in the next episode, where we shall be having a lovely engineer come and tell us his tech story. Now we've had from the product guy. Now we also need to talk from the counter complementary.

We work together. I'll see you guys next week. So awesome.


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