The Exchanges

Q Okay. So I'm flying to the West coast. I need a book for the trip. What should I be reading on the flight and why?

A So on the non-business side, I've always liked this book called the stranger by Albert Camus philosophical makes you think book pretty short has a ton of history and analysis. To back it up. So after you read it, you can read an endless amount of things online about it. The most interesting business book I've read recently is a book called when genius failed, which is about the rise and fall of a fund called long-term capital management. It's a pretty good story about a set of very, very smart people, very, very ambitious people who got in over their head, let big checks sway their rationality, push them to the brink, And ultimately almost took down the entire American economy with them. So I really enjoyed reading that as a story of things that could happen and ought to be avoided.

AI assessment note: “I've always liked this book called the stranger by Albert Camus”

Q Final one here. What's the most recent publicly announced investment? And why did you say yes and get so excited?

A The investments I've made this year are not yet announced, but there's one I made kind of at the end of the summer last year, a company called Fivetran, which is a company that hooks up to all of the data sources inside an organization. So relational databases, SAS tools, You name it. Everything. And centralizes all of that data in a really clean way into the cloud data warehouse of choice. Either Redshift, BigQuery, or Snowflake. And for one, I really enjoyed spending time with the founders. Really thoughtful, humble guys. They went through a long journey to get to where they are. First product didn't work. They didn't give up. They didn't raise a bunch of money. They kind of just wandered through the desert, stuck to it, and came out something really interesting along the way. The other thing is the spirit of the product really resonated with me. In a similar way to Parse, they take a very messy, Lots of different players, lots of grunt work, lots of pain, engineering pain, and they put this really simple abstraction on top of it. And so there's really like the customer doesn't have any knobs to tune, no settings. It's just really set and forget it without going into all the details. That's really hard to do, obviously, but they were relentless in pursuing that. And I really resonated with that approach.

AI assessment note: “there's one I made kind of at the end of the summer last year, a company called Fivetran”

Q Okay. So I'm flying to the West coast. I need a book for the trip. What should I be reading on the flight and why?

A So on the non-business side, I've always liked this book called the stranger by Albert Camus philosophical makes you think book pretty short has a ton of history and analysis. To back it up. So after you read it, you can read an endless amount of things online about it. The most interesting business book I've read recently is a book called when genius failed, which is about the rise and fall of a fund called long-term capital management. It's a pretty good story about a set of very, very smart people, very, very ambitious people who got in over their head, let big checks sway their rationality, push them to the brink, And ultimately almost took down the entire American economy with them. So I really enjoyed reading that as a story of things that could happen and ought to be avoided.

AI assessment note: “The most interesting business book I've read recently is a book called when genius failed”

Q I guess my question that I'm always fascinated by, and it's the element of price sensitivity. So you, having had kind of both perspectives as founder and now VC, how do you think about price today? How do you reflect on your own price sensitivity?

A Yeah, it's an evolution. I'm always learning. I think by default in my angel investing and here at Matrix, we think price matters, right? If it's twice as expensive, then your total returns are capped at half, right? But one thing I've really Taken in the last, I don't know, maybe year or so is at the very early stage. It doesn't really matter. I care a lot more about ownership that I get. I mean, you know, when I look at my angel portfolio, which is finally starting to bloom, I don't know, seven years into it. I think I wrote my first check in 2012. There's some, such some good companies and it doesn't matter if I invested at 12 pre or 24 pre the power laws just dominate in such a dramatic, dramatic way. I do believe the saying, it's all about being in the best companies. That said, you have to have some manner of discipline, because if you're overpaying for everything, your portfolio is just going to suffer, and you're going to, by default, cap your expected returns, and so it's a blend. I think I've learned, I still care a lot about ownership, right? If I'm going to dedicate a lot of time, and we're going to have a deep relationship, I want to know that I've been able to buy enough of the company up front to really make that investment over many, many years. And at least at Matrix, we have a very We really don't do any Series Bs at this point, and certainly nothing later, an…

AI assessment note: “at the very early stage. It doesn't really matter. I care a lot more about ownership”

Q I will link to it in the show notes. Tell me, and this one may be too personal. Did you sell too early with pass, and what are the thoughts?

A I think we did, and that said, that's always with hindsight, and so I don't spend a lot of time fretting about it and trying to rerun history in my head. Yeah, we sold early. I think we had a lot of momentum, something great going. One thing I think people don't realize is the venture market actually really didn't appreciate the type of thing we were doing in the same way that it appreciates it now. You look at great companies like Netlify and others who have a lot of the same spirit we had and are doing great. The venture market was not there for us. So when we looked at what Facebook was selling us on the stream, which didn't come to fruition, but the dream was build Amazon Web Services, but the Facebook version of it under the Parse brand with the Parse ecosystem as the starting point. I was like, that's amazing. I would love to do that. It didn't happen. You know, things change, strategies change. It is what it is. But I do think we had Something special. And I think if we had kept going and stuck to it, we would have endured in some way and in an interesting way. So I do miss working on it.

AI assessment note: “I think we did, and that said, that's always with hindsight”

Q You're clearly far too humble to be a VC, but I would love to get the ball rolling today with a little bit about you. So successful founder, prolific angel, and now GP with mate So tell me, how did you make your way into what I always call the wonderful world of venture and come to be at matrix today?

A Yeah. So I come at this from a startup founder persona. I spent basically my twenties right after college, working on a series of startups, first as sort of an early engineer, then as a founding product person, then as a founder CEO, the last company I worked on, we sold to Facebook. I spent a few years there and I came out of Facebook. I'm actually thinking I'd start another company. Doing professional investing was not really on my radar, but for a series of things, I realized it wasn't the right time to start a company. And I started to account for my own time. I was unemployed blissfully, but still, you know, in the mix, you know, mostly spending my time with founders, helping them out, writing my own angel checks. I started to get really excited about that. And so at some point through conversations with various people, it sort of dawned on me. That's a career path. That's open to me. I could keep doing more or less the same thing day to day, hour by hour. But get paid to do it, do it at a higher level, do it with more commitment. I got really excited about deeper relationships you can build as a board member, as a VC that's along for the entire ride. I really enjoy angel investing, but you know, sometimes you're, you're one of many and you're not necessarily that one call that the founder has for any given thing. And so I got really excited about it and dove in.

AI assessment note: “Doing professional investing was not really on my radar, but for a series of things”

Q themselves, because, you know, a lot of people say they don't have net profiles, so to speak, but when you look at, say, some of your investments, There are some patterns, such as, like, your willingness to invest and bet on early, maybe more inexperienced founders. Karals, why do you think there is that conviction on, on those kind of inexperienced founders? What do you like to see in them?

A Yeah, I think I kind of grew up as an entrepreneur in the YC ecosystem, and so Paul Graham's fundamental innovation and how he changed our entire world is he bet on folks that others weren't willing to, the kind of Young hacker who can build and learn everything else. And I really just believe in that. I think there's a lot of other challenges beyond building that great product, but it's kind of the fundamental foundation for every great company. And I think I'm able to judge that, resonate with the people who are doing that, and then we can all collectively fill in the rest. And there's certainly other types of successful companies, but I think kind of looping Business is only fun if the people you're working with are on the same wavelength, and I just feel like that's my tribe, and that's who I want to be working with.

AI assessment note: “I just feel like that's my tribe, and that's who I want to be working with.”

Q I will link to it in the show notes. Tell me, and this one may be too personal. Did you sell too early with pass, and what are the thoughts?

A I think we did, and that said, that's always with hindsight, and so I don't spend a lot of time fretting about it and trying to rerun history in my head. Yeah, we sold early. I think we had a lot of momentum, something great going. One thing I think people don't realize is the venture market actually really didn't appreciate the type of thing we were doing in the same way that it appreciates it now. You look at great companies like Netlify and others who have a lot of the same spirit we had and are doing great. The venture market was not there for us. So when we looked at what Facebook was selling us on the stream, which didn't come to fruition, but the dream was build Amazon Web Services, but the Facebook version of it under the Parse brand with the Parse ecosystem as the starting point. I was like, that's amazing. I would love to do that. It didn't happen. You know, things change, strategies change. It is what it is. But I do think we had Something special. And I think if we had kept going and stuck to it, we would have endured in some way and in an interesting way. So I do miss working on it.

AI assessment note: “I think we did, and that said, that's always with hindsight”

Q No, I do agree with you with regards to that kind of sometimes slight nuance, and it's interesting because you also said that before, referencing can lead you astray a little How can it lead you astray and what should one watch out for in terms of kind of misleading or misguidance in that reference process?

A Yeah. Part of that is, you know, taking negative references too seriously and not framing them in the context of where they're coming from and who you're talking to. Right. And so I think I generally reference well, but I'd be certain there's some people out there that would point out some of my weaknesses along the way. And I think you have to understand the nuance of the situations and you have to understand what's acceptable risk in many regards. And this is true of investors like myself doing references with customers of a company we're looking to invest in. I have made this mistake and learned my lesson is going through a set of references that I've dug up with a lot of sweat to like find customers that weren't introduced by the founder and then kind of getting their take. And in one particular example, I won't name the company, but I think I made a real mistake because in general, they were pretty good references, not glowing. And then there was one like just awfully terrible, terrible reference. Like, they were going to drop it, they weren't happy, this and that. You know, in retrospect, I really shouldn't have listened to that one too much, and I didn't do a good enough job putting it in the context of the situation. And so, while I think most investors don't do enough referencing, it is a dangerous trap to hear the loudest voice and over-rotate on it.

AI assessment note: “taking negative references too seriously and not framing them in the context”

Q What do you find to be the single biggest challenge of your role with matrix today in venture?

A I probably go back to this patience thing. I think the lack of a feedback loop in my first couple of years was really hard because I just thrive on that. What I loved about programming, which is kind of my entry to startups was like the immediate feedback. You write some code, you compile it, either works or doesn't. You get better and better and better over time. Your program does more and more and more over time. That's kind of hard to measure in venture. It's on a long time frame, as we all know. It's hard to know if you're pointing in the right direction, if you're getting better as an investor. I'm starting to see some signals now, so I'm not too worried about it, but I have to keep reminding myself to be patient.

AI assessment note: “I probably go back to this patience thing. I think the lack of a feedback loop”

Q I guess my question that I'm always fascinated by, and it's the element of price sensitivity. So you, having had kind of both perspectives as founder and now VC, how do you think about price today? How do you reflect on your own price sensitivity?

A Yeah, it's an evolution. I'm always learning. I think by default in my angel investing and here at Matrix, we think price matters, right? If it's twice as expensive, then your total returns are capped at half, right? But one thing I've really Taken in the last, I don't know, maybe year or so is at the very early stage. It doesn't really matter. I care a lot more about ownership that I get. I mean, you know, when I look at my angel portfolio, which is finally starting to bloom, I don't know, seven years into it. I think I wrote my first check in 2012. There's some, such some good companies and it doesn't matter if I invested at 12 pre or 24 pre the power laws just dominate in such a dramatic, dramatic way. I do believe the saying, it's all about being in the best companies. That said, you have to have some manner of discipline, because if you're overpaying for everything, your portfolio is just going to suffer, and you're going to, by default, cap your expected returns, and so it's a blend. I think I've learned, I still care a lot about ownership, right? If I'm going to dedicate a lot of time, and we're going to have a deep relationship, I want to know that I've been able to buy enough of the company up front to really make that investment over many, many years. And at least at Matrix, we have a very We really don't do any Series Bs at this point, and certainly nothing later, an…

AI assessment note: “it's a blend. I think I've learned, I still care a lot about ownership”

Q You're clearly far too humble to be a VC, but I would love to get the ball rolling today with a little bit about you. So successful founder, prolific angel, and now GP with mate So tell me, how did you make your way into what I always call the wonderful world of venture and come to be at matrix today?

A Yeah. So I come at this from a startup founder persona. I spent basically my twenties right after college, working on a series of startups, first as sort of an early engineer, then as a founding product person, then as a founder CEO, the last company I worked on, we sold to Facebook. I spent a few years there and I came out of Facebook. I'm actually thinking I'd start another company. Doing professional investing was not really on my radar, but for a series of things, I realized it wasn't the right time to start a company. And I started to account for my own time. I was unemployed blissfully, but still, you know, in the mix, you know, mostly spending my time with founders, helping them out, writing my own angel checks. I started to get really excited about that. And so at some point through conversations with various people, it sort of dawned on me. That's a career path. That's open to me. I could keep doing more or less the same thing day to day, hour by hour. But get paid to do it, do it at a higher level, do it with more commitment. I got really excited about deeper relationships you can build as a board member, as a VC that's along for the entire ride. I really enjoy angel investing, but you know, sometimes you're, you're one of many and you're not necessarily that one call that the founder has for any given thing. And so I got really excited about it and dove in.

AI assessment note: “through conversations with various people, it sort of dawned on me. That's a career path.”

Q totally get you, and I agree with you on the bigger check up front and totally understand that for the extended runway. My question around that, though, is the question of then either two things happen. One, the founder has to dilute way more, or the seed player has to pay a much higher price. What do you think in terms of those two options and the right solution there?

A I don't think that's necessarily the case. One thing I like to do is an early series A, which could be effectively a replacement for the seed round or not, maybe a six or seven million dollar check. At the end of the day, just like any other fund, we're shooting for 20 to 25% ownership, and once you stack up all the checks, all the seed funds, all of the angels in a typical seed round, they add up to that. And so the question is, do you have multiple seed rounds, and maybe they're a little bit smaller, maybe you have multiple seed rounds of 15% each, but do you have multiples of those, or do you have one committed party that is sort of like, okay, we're gonna make this happen almost no matter how long it takes to get to that first great V-one, in which case you might give up a little bit more ownership in a single round, But you're not necessarily stacking the rounds on your way to that breakout Series A. I think the other kind of story here is that the breakout Series A is that the bar has risen. There's a lot of people who have a lot of capital to deploy. A lot of our peers have grown. Their fund size are triple the size they were, I don't know, seven years ago. And they want to wait until they can write a 12 to fifteen million dollar check in the Series A, but that means the bar is higher. And so I think founders get trapped, solution-wise, at the seed stage. And might be be…

AI assessment note: “I don't think that's necessarily the case. One thing I like to do”

Q themselves, because, you know, a lot of people say they don't have net profiles, so to speak, but when you look at, say, some of your investments, There are some patterns, such as, like, your willingness to invest and bet on early, maybe more inexperienced founders. Karals, why do you think there is that conviction on, on those kind of inexperienced founders? What do you like to see in them?

A Yeah, I think I kind of grew up as an entrepreneur in the YC ecosystem, and so Paul Graham's fundamental innovation and how he changed our entire world is he bet on folks that others weren't willing to, the kind of Young hacker who can build and learn everything else. And I really just believe in that. I think there's a lot of other challenges beyond building that great product, but it's kind of the fundamental foundation for every great company. And I think I'm able to judge that, resonate with the people who are doing that, and then we can all collectively fill in the rest. And there's certainly other types of successful companies, but I think kind of looping Business is only fun if the people you're working with are on the same wavelength, and I just feel like that's my tribe, and that's who I want to be working with.

AI assessment note: “Young hacker who can build and learn everything else. And I really just believe in that.”

Q No, I do agree with you with regards to that kind of sometimes slight nuance, and it's interesting because you also said that before, referencing can lead you astray a little How can it lead you astray and what should one watch out for in terms of kind of misleading or misguidance in that reference process?

A Yeah. Part of that is, you know, taking negative references too seriously and not framing them in the context of where they're coming from and who you're talking to. Right. And so I think I generally reference well, but I'd be certain there's some people out there that would point out some of my weaknesses along the way. And I think you have to understand the nuance of the situations and you have to understand what's acceptable risk in many regards. And this is true of investors like myself doing references with customers of a company we're looking to invest in. I have made this mistake and learned my lesson is going through a set of references that I've dug up with a lot of sweat to like find customers that weren't introduced by the founder and then kind of getting their take. And in one particular example, I won't name the company, but I think I made a real mistake because in general, they were pretty good references, not glowing. And then there was one like just awfully terrible, terrible reference. Like, they were going to drop it, they weren't happy, this and that. You know, in retrospect, I really shouldn't have listened to that one too much, and I didn't do a good enough job putting it in the context of the situation. And so, while I think most investors don't do enough referencing, it is a dangerous trap to hear the loudest voice and over-rotate on it.

AI assessment note: “taking negative references too seriously and not framing them in the context”

Q What do you find to be the single biggest challenge of your role with matrix today in venture?

A I probably go back to this patience thing. I think the lack of a feedback loop in my first couple of years was really hard because I just thrive on that. What I loved about programming, which is kind of my entry to startups was like the immediate feedback. You write some code, you compile it, either works or doesn't. You get better and better and better over time. Your program does more and more and more over time. That's kind of hard to measure in venture. It's on a long time frame, as we all know. It's hard to know if you're pointing in the right direction, if you're getting better as an investor. I'm starting to see some signals now, so I'm not too worried about it, but I have to keep reminding myself to be patient.

AI assessment note: “I probably go back to this patience thing. I think the lack of a feedback loop”

Q companies that I've had on the show, from Algolia to Front to Triplebyte, Checker, so a super interesting element for me, considering now you're being at Matrix. So I had Andy McLaughlin on, and he said that when making the transition from angel to institutional investor, He became more conservative when investing with institutional capital. How did you find your investing mindset change with the shift from angel to VC?

A Yeah, it was a learning experience. I mean, there's some pretty basic things, which is it's not your money and you're not making the decisions in isolation. We have a pretty nice setup at matrix where we don't really have a formal vote and we're not oriented around consensus decisions. But at the end of the day, my partners have different views on various things. I've learned a lot from If you do a good job, you can often build a really deep relationship with the founder, but at the end of the day, you're not a huge part of their cap table. They get board members at some point. They can often move on in some ways in the same way that I think YC is a huge factor in people's early days and the founders credit it later on. At the end of the day, YC is not in the boardroom. Angels aren't in the boardroom. It's typically, you know, the people who are leading the rounds later. So anyway, as a VC now, when I think about, do I want to be in business with this founder? I really think about what is it going to be like to be in that boardroom, to be along the ride, to be there through thick and thin, things go sideways, and we have to really work through some big challenges. What is that going to be like? As an angel, frankly, you have a pretty large portfolio. Typically, you can kind of not think about that. Either the founder will lean on you or they won't, but it's not on you as one of…

AI assessment note: “As an angel, frankly, you have a pretty large portfolio. Typically, you can kind of not think about that.”

Q companies that I've had on the show, from Algolia to Front to Triplebyte, Checker, so a super interesting element for me, considering now you're being at Matrix. So I had Andy McLaughlin on, and he said that when making the transition from angel to institutional investor, He became more conservative when investing with institutional capital. How did you find your investing mindset change with the shift from angel to VC?

A Yeah, it was a learning experience. I mean, there's some pretty basic things, which is it's not your money and you're not making the decisions in isolation. We have a pretty nice setup at matrix where we don't really have a formal vote and we're not oriented around consensus decisions. But at the end of the day, my partners have different views on various things. I've learned a lot from If you do a good job, you can often build a really deep relationship with the founder, but at the end of the day, you're not a huge part of their cap table. They get board members at some point. They can often move on in some ways in the same way that I think YC is a huge factor in people's early days and the founders credit it later on. At the end of the day, YC is not in the boardroom. Angels aren't in the boardroom. It's typically, you know, the people who are leading the rounds later. So anyway, as a VC now, when I think about, do I want to be in business with this founder? I really think about what is it going to be like to be in that boardroom, to be along the ride, to be there through thick and thin, things go sideways, and we have to really work through some big challenges. What is that going to be like? As an angel, frankly, you have a pretty large portfolio. Typically, you can kind of not think about that. Either the founder will lean on you or they won't, but it's not on you as one of…

AI assessment note: “as a VC now, when I think about, do I want to be in business”

Q how one references individuals. When we chatted before, you said that referencing is one of the most important skills for founders and investors. I do want to break that up because it's a little bit different for each role. So if we start on the founder side of it, How should they structure referencing? Who should they speak to? How many should they speak to? What does that look like?

A Yeah. So a lot of what I help folks with is hiring, you know, hiring engineers and some companies I've literally interviewed every of the first 10 or 15 engineers, but actually more importantly later on is hiring executives, hiring more senior people that need to round out that skill set like we talked about. And one thing I've been really astonished by is the default level of referencing. I think in our ecosystem, which is just pretty low. I think people don't put in the effort to go hustle around and get good back channel references that are, you know, just aren't on someone's resume or aren't, you know, fed to you. I think that is just an incredible way to learn more about a candidate, learn more about the person you're about to bring into your organization and invest in and a lot of energy into. And so I don't know if there's a magic number or anything. I think as much as you can, Perfect. And it's not to say that references should be the main way you decide things, but they can add so much color to your assessment of a person, what they've achieved in their past, how they work well with people or not. And so I really encourage people to put in the time and effort and to do it if they can, you know, throughout the interview process so that your successive onsites or whatever your process is, is informed by what you've learned, say, talking to their coworker for the last job…

AI assessment note: “talking to their coworker for the last job or their manager from three jobs ago”

Q totally get you, and I agree with you on the bigger check up front and totally understand that for the extended runway. My question around that, though, is the question of then either two things happen. One, the founder has to dilute way more, or the seed player has to pay a much higher price. What do you think in terms of those two options and the right solution there?

A I don't think that's necessarily the case. One thing I like to do is an early series A, which could be effectively a replacement for the seed round or not, maybe a six or seven million dollar check. At the end of the day, just like any other fund, we're shooting for 20 to 25% ownership, and once you stack up all the checks, all the seed funds, all of the angels in a typical seed round, they add up to that. And so the question is, do you have multiple seed rounds, and maybe they're a little bit smaller, maybe you have multiple seed rounds of 15% each, but do you have multiples of those, or do you have one committed party that is sort of like, okay, we're gonna make this happen almost no matter how long it takes to get to that first great V-one, in which case you might give up a little bit more ownership in a single round, But you're not necessarily stacking the rounds on your way to that breakout Series A. I think the other kind of story here is that the breakout Series A is that the bar has risen. There's a lot of people who have a lot of capital to deploy. A lot of our peers have grown. Their fund size are triple the size they were, I don't know, seven years ago. And they want to wait until they can write a 12 to fifteen million dollar check in the Series A, but that means the bar is higher. And so I think founders get trapped, solution-wise, at the seed stage. And might be be…

AI assessment note: “I don't think that's necessarily the case.”

Q how one references individuals. When we chatted before, you said that referencing is one of the most important skills for founders and investors. I do want to break that up because it's a little bit different for each role. So if we start on the founder side of it, How should they structure referencing? Who should they speak to? How many should they speak to? What does that look like?

A Yeah. So a lot of what I help folks with is hiring, you know, hiring engineers and some companies I've literally interviewed every of the first 10 or 15 engineers, but actually more importantly later on is hiring executives, hiring more senior people that need to round out that skill set like we talked about. And one thing I've been really astonished by is the default level of referencing. I think in our ecosystem, which is just pretty low. I think people don't put in the effort to go hustle around and get good back channel references that are, you know, just aren't on someone's resume or aren't, you know, fed to you. I think that is just an incredible way to learn more about a candidate, learn more about the person you're about to bring into your organization and invest in and a lot of energy into. And so I don't know if there's a magic number or anything. I think as much as you can, Perfect. And it's not to say that references should be the main way you decide things, but they can add so much color to your assessment of a person, what they've achieved in their past, how they work well with people or not. And so I really encourage people to put in the time and effort and to do it if they can, you know, throughout the interview process so that your successive onsites or whatever your process is, is informed by what you've learned, say, talking to their coworker for the last job…

AI assessment note: “I don't know if there's a magic number or anything. I think as much as you can”

Q No, listen, I think the first was far too intellectual for me, but the second sounded great. Tell me, I heard insomnia and sleep when I chatted to some of our mutual friends. What are the thoughts on insomnia and sleep?

A Yeah, this has been a thing that I've really struggled with for a lot of my life. And after I quit Facebook and kind of was in my Free phase of trying to figure out what to do next and really kind of focusing on myself and health and that kind of thing. I went through a learning period of trying to find the right solution for insomnia, not sleeping pills, not the typical things around exercise and diet, which I had already been doing, but I actually wrote a blog post about this. I think I have a pretty good solution that's backed by science about how to get insomnia under control, and so I recommend people check out my website and read that blog post.

AI assessment note: “I recommend people check out my website and read that blog post.”

Q No, listen, I think the first was far too intellectual for me, but the second sounded great. Tell me, I heard insomnia and sleep when I chatted to some of our mutual friends. What are the thoughts on insomnia and sleep?

A Yeah, this has been a thing that I've really struggled with for a lot of my life. And after I quit Facebook and kind of was in my Free phase of trying to figure out what to do next and really kind of focusing on myself and health and that kind of thing. I went through a learning period of trying to find the right solution for insomnia, not sleeping pills, not the typical things around exercise and diet, which I had already been doing, but I actually wrote a blog post about this. I think I have a pretty good solution that's backed by science about how to get insomnia under control, and so I recommend people check out my website and read that blog post.

AI assessment note: “recommend people check out my website and read that blog post”