Would you trust your company’s future to a team that’s obsessed with precision, storytelling, and preparing for every possible scenario?
In the high-stakes world of SaaS M&A, the difference between a good deal and a great one can change the course of a founder’s life—and their legacy.
In this episode, Diamond Innabi, Principal at Software Equity Group, reveals the behind-the-scenes secrets that drive SEG’s 94% “first pass” success rate in vertical SaaS deals—plus the underrated factors that buyers and sellers often overlook (at their peril).
You’ll discover…
- The one storytelling move that instantly sets a SaaS business apart from every other deal on the table
- What most founders don’t know about “tension”—and why it may be the key to unlocking next-level M&A outcomes
- How SEG’s “overstaffed” model creates winning deals (and what happens when other firms focus on volume instead)
- The surprising region of the US most SaaS founders call home—and why it matters for buyers and investors
- A new insurance hack that finally levels the playing field for smaller deals in the lower middle market
Mentioned in this episode:
Transcript
Patrick Stroth: Hello there. I’m Patrick Stroth, trusted authority in executive and transactional liability and national practice leader for Liberty Company Insurance Brokers, where we provide peace of mind with great care. Welcome to M&A Masters, where I speak with the leading experts in mergers and acquisitions, and we’re all about one thing here. That’s a clean exit for owners, founders, and their investors.
Today, I’m joined by Diamond Innabi, Principal of Software Equity Group. With an in-depth understanding of B2B software and SaaS intricacies, SEG is the go-to expert for companies aiming to elevate through strategic acquisition or private equity investment. Over the past five years, SEG has achieved an impressive 94% first past success rate, which is very, very impressive in any market, particularly now. Diamond, welcome to the show.
Diamond Innabi: Thank you for having me, Patrick.
Patrick: Now, before we get into SEG and your big focus on SaaS and tech, let’s start with you. What brought you to this point in your career?
Diamond: Yeah, it’s a great question, because it’s kind of boring. I started my career at SEG, and I actually started as an intern in college, and I never left. And again, it sounds boring on paper, but to me, it’s really been a masterclass in what it takes to drive outcomes for my clients. It is so deep that I actually graduated with an economics degree at the University of San Diego, and my senior thesis was on how R&D spend affects the valuation multiples of public SaaS companies.
Patrick: Oh, how about that? Okay.
Diamond: It’s what I’ve lived and breathed for over a decade now. So I really love it, and what about SEG is really exciting to me, and why I’ve stayed so long is it’s not just about deal experience. It’s the chance to grow within a firm that really obsesses over quality and not volume. And we’ve done a ton of deals across different sectors within vertical SaaS.
And what keeps me going is that no two deals are the same as you know, and no two executive teams are the same, no two founders are the same. So it’s always something new, something that you’re learning, and it keeps you going. So I get to be part coach, part strategist, part therapist sometimes. And I really love that mix. And I love what I do.
Patrick: Well I can imagine it’s really exciting, and, not commercially, but professionally gratifying, because I look at mergers and acquisitions, specifically, as the most exciting event in any business life cycle. I mean, there are owners and founders that, you know, maybe went public and they think the IPO, they hit the mountaintop.
You’re just getting started when you do an IPO. When you have a merger or acquisition situation. I mean, there are some that are elevating, but I mean, you’re dealing with not only personal, huge liquidity, life-changing events, but these could be generational-changing. And who wouldn’t want to be part of that and get through that positive event going through? So, SEG, talk about them, because they’re not just in the last couple of years. They’ve been around a while.
Diamond: Yes. So, we have been around for over 20 years now, focused on the lower middle market, vertical SaaS. And that laser focus, I believe, is rare, where many firms are chasing bigger checks or maybe trendier sectors, we’ve really stayed grounded in what we know and where we excel. And it’s the reason why we’re able to achieve the outcomes that we are. The reason why we’re able to have a 94% first pass success rate.
It’s because we live and breathe this every day, and have been for decades. And the work is meaningful. Like you mentioned, we’re working with founders. We’re working with operators that are going through the biggest change in their lives sometimes, and they’re solving these real, complex world problems, and we’re seeing that in real time.
We’re seeing the innovation, and typically, they’re wanting advisors who understand that nuance. And we’ve really built our firm around that. So we’re specialists in the space, and we’ve really earned the reputation with both buyers and sellers for knowing exactly how to position these businesses with these nuances and run a very competitive process that drives outcomes for our clients.
Patrick: And even if you’re a specialist in a finite niche, you’re going to constantly have to deal with change. You’ve got to change your approach and things, because this industry changes, even as narrow as it is, there are a lot of things that come in with that. It’s impressive that SEG has stayed committed to the lower middle market.
A lot of times, their organizations get very successful, and they go up market, and now they’re dealing with middle market and mega. Talk about the commitment you have, and then we’ll go from there into you telling us, what does SEG bring to the table that these other 1000s of other sell-side advisors, investment bankers, firms like that, aren’t doing?
Diamond: Absolutely. We have been focused on this, and we stay focused on this because we’re really good at it. And we figured out what works and what doesn’t work. And what works is that we are bringing, and as you know, cliche as it sounds, we are bringing that white glove high touch service to every single one of our deals.
We are overstaffing every one of our deals with a senior team as well as a supporting team. So every deal will have a managing director, a principal, a vice president or a senior associate, and a team of analysts on every team. And it would be dedicated to that project or that process. We are storytellers.
We know how to craft a narrative around what the company has done to date and what they could potentially do in the future. And we help buyers not only underwrite we call it the rear view mirror. We’re using, you know, a car analogy. We help them underwrite that, but we also help them underwrite the windshield and what the business could potentially be. And then finally, it’s the process execution.
We are obsessed with process. We’re obsessed with making sure that things go right, and preparing for the worst and hoping for the best, and doing everything from the day we sign with a client to the day we’re closing the deal to ensure that we are not only driving the competitive tension but also navigating any risk factors that may be along the way, so we’re successful in our deals.
So it’s a combination of the process with the storytelling, with the analysis, with the team that we staff the deals with, and this high-touch service that really is allows us to drive the outcomes that we do in market.
Patrick: Couple things I want to talk about with that, because you brought some great points in there, and one of them that’s just inescapable, because I love marketing, is you mentioned storytelling. I can imagine that, if it’s crafted right, a story is going to set a memorable, unforgettable first impression that can win the day and really separate your client from any other potential targets. Talk about that real quick, and I hate to put you on the spot, but do you have a quick story you can tell as an example?
Diamond: Absolutely. Yes, always. So the CIMs that we put together are very in-depth, and while many CIMs are going to have the core is going to be the same.
Patrick: Template, yeah.
Diamond: What are the best metrics of the business that we want to highlight? What industry are they serving? What’s the customer makeup look like? And you’ll see that across banks, not just with SEG, but what is really unique about us is we want to know everything. So, how did you get here? What’s that story? Were you a pioneer in this industry? We want to highlight that.
Let’s move forward. How much innovation has happened within the software? We’re going to highlight that because we want buyers know that there is deep domain expertise built into this, and it’s going to last throughout and it’s not going to be disrupted with AI. It’s not going to be disrupted by new, new players coming to the atmosphere.
There’s a lot of things that you know, if there’s 10 things that we’re putting into a CIM, five of them, six of them, are going to be the same for every client, and then it’s going to be those four or five that are going to be extremely unique to the specific one that we’re talking to.
And then what’s really interesting is a lot of the businesses that we work with are working in very niche industries or niche product offerings, where we really have to educate the market on what they’re doing, why they’re doing it, and you know what pain that they’re solving? Because if you’re not able to communicate that effectively, you’re going to lose out on a lot of buyers that maybe just don’t have the time or energy to do their own research.
Patrick: They don’t realize they have a problem. So you’ve got this wonderful solution. If they can’t feel the pain, you’ve got to educate them that way. That’s a great point. Yes.
Diamond: Absolutely. And it’s also being able to speak in the language that makes sense to investors and buyers. Leading the horse to water, as we like to say, because a lot of private equity and strategic buyers they’re going to get CIMs on a daily basis. They’re going to get opportunities on a daily basis.
And if you’re not speaking to them on why they should be interested, you’re really missing out on a huge opportunity there. So that’s kind of the storytelling, and one that I’ll point two was very early in my career, was a business by the name of I Lab Solutions, and they were doing core facility reservation management solutions, and that’s something that you’re not even thinking of.
Patrick: Unless you’re a core industry. Yes, exactly.
Diamond: If you have an MRI machine. It’s going to get shared between different universities, different research facilities, and this company had the software that helped you reserve that thing that you needed to use. They also had a diverse customer base. Most of them were in one segment, but they had a couple of customers who were in pharmaceuticals.
And being able to, number one, explain what they do and explain it in a way that makes sense to most of the market, and number two, being able to talk to the opportunity with pharma, that’s where we got our buyer. The buyer was ultimately Agilent Solutions, and we were able to sell the business because we were able to craft the story about what they do and why it should matter to somebody like an Agilent.
Patrick: And again, that separates your client from the rest of the potential market out there. And also it can get a buyer, prospective buyer, not only interested, but excited. And you want to trigger that emotion. I mean, a lot of people try to overlook that as all the numbers, it’s not. And I think that’s very effective. Also, that impact of backstory. I mean, you hear that in the entertainment field all the time. What’s the character’s motivation? What’s the backstory?
And I think it’s great because also, I would say, from an underwriting perspective, as we’re talking deals to underwriters, you don’t just pitch the company. You talk about the founders and what’s motivating them through. Because sometimes, if they want to grow, you look at that as one type of risk. If somebody just wants to cut and run, we try to de-emphasize that, but that’s another type of risk. It all happens in there.
You mentioned something else that caught my attention, and that was creating some tension as positive tension in the process. Talk about that a little bit, because a lot of people are adverse that, you know, they want everything to be happy and they don’t want conflict. Talk about, you know, the importance of tension, how that works for everybody.
Diamond: Tension, in my mind, is it’s not a bad thing, and most buyers won’t see it as a bad thing. They’ll see it as a negative in the sense that they’re probably going to have to pay more than they want to which is okay, because they’re going to be getting something that they want. They’re going to get a product solution that they want.
They’re going to need a company that they want. They’re going to get an executive team that they want. So driving that tension throughout the process is really what’s going to drive a valuation from something that’s really good to something that’s really great. And you drive that competitive tension number one, very simply, by running a process.
When a buyer knows that there are other buyers involved, they’re going to pay a little bit more, or, you know, put their best foot forward in order to be competitive in the process. So point blank, the first thing, run a process because you’re able to get more of that competitive tension. Well,
Patrick: Well, they don’t procrastinate or delay. Yeah. Exactly, exactly.
Diamond: Exactly, exactly. That’s a big part of it. The second thing is running the process in the way that keeps momentum and keeps buyers really excited. If you are running a process and you’re being reactive, so buyers are asking for materials, and then you’re giving it to them, they’re asking questions, and then you’re giving it to them, it’s almost this attitude of, hey, if something happens, great.
You know, we don’t have a ton of interest in the business, so we’re just responding to you. That’s the worst way to convey that there are buyers involved or convey that there’s competitive tension involved. So when you’re being proactive, and you’re giving the material that you know buyers are going to need to evaluate the opportunity, and you’re running the process in a way where you’re saying that this is when the IOI day is, and we’re not moving it.
This is when the LOI day is and we’re not moving it. If you need any materials or calls, you need to schedule them by this time. Buyers will really understand that this is going to be a well-run process. There’s not going to be any games that are going to be played, and there are other bidders involved, so we’re going to have to compete, and that tension along the way is going to help them push a little bit more and push on value.
And then finally, when we actually get to bids, we’re never the type of banker that’s going to use one bid against the other. That’s just not how we operate. But if you have multiple bids, it does give you the leverage to increase valuation by having buyers compete, not directly on value.
Not saying to this buyer, hey, buyer one submitted a $30 million bid, and buyer two was 35, you have to beat that. That’s just not how we operate. But saying, hey, we got a ton of offers on this business being truthful, and you have to do better. And they usually do if they really want the asset and they want to compete.
Patrick: You get a sense, I imagine, which buyers have a better fit than other buyers. And so I can see where you’re going to provide ethical guidance to one that’s a really good fit. Saying, essentially, we need your best offer because you’ve got to be transparent with everybody. I can imagine those are the types of things, because confirm this with me. In most cases, the buyer with the highest number wins.
Diamond: Not always. It’s the nuance of this industry, the buyer with the best value, with the best terms, and the best fit is going to be the winner. And that can mean a lot of different things, and can be very different for a different type of seller, there’s going to be sellers that say, I want the biggest number and I don’t care about the rest. That’s fine.
Like you, I would probably advise against that. And then there’s going to be sellers that are saying, I just want the best deal. I want the best deal in terms of value, I want the best deal for my employees, my customers, and best deal when it comes to terms. Am I going to sell this business and roll over equity and then not get paid out in that equity?
Because either I don’t trust the buyer to do what they told me they’re going to do and create value and get a second bite at the apple? Or is my equity on a different class than the buyer, and then I’m not going to get paid out? God forbid something happens to the business.
There are a lot of things that go into play there, and for somebody that might be a little bit more green, they might not understand that nuance, and they just want the biggest number. So engaging with a banker that has the experience and knows what to look out for and what is actually the best offer for that business and the best home is going to be extremely important.
Patrick: Now, one of your unique values you mentioned earlier was you have very heavily staffed for the services you’re providing. Compare that with other investment bankers, other sell-side advisors. I don’t think they’re at the point yet where they’re trying to get super efficient and put everything into a chatbot, okay, response. But there’s always a risk, I think, when you’re staffing up, if you have too many cooks, you know, working on the soup. Talk about the balance and what you’re bringing, compare that with the industry.
Diamond: It’s a good question, and every bank is going to be different, but what I do know is unique about SEG is that we don’t focus on volume, whereas I know a lot of other banks do focus on volume. Let’s sign as many clients as we can, and hopefully, 50% of them sell, and then we’ll get paid on 50%. Our goal when we sign a client is to sell it and sell it at a very good and successful outcome for our client on the first pass, too.
So the first time we run a process, part of the reason is through the team. So every team that we have, will have a managing director who’s overseeing the process, a principal who’s really driving, you know, negotiation, making sure we’re that we’re staying ahead of every critical decision, driving strategy. Then we’ll have a VP and a senior associate, possibly, who is really executing, creating the materials.
Patrick: Loading the data room.
Diamond: Exactly, and then we’ll have the analysts that are really supporting the entire process from start to finish.
Patrick: And you’re anticipating all kinds of objections. You’ve got the experience, you know what the buyers are looking for. So you’ve got everything queued up, and you’re going to emphasize, or at least disclose weaknesses and be upfront with that.
Diamond: Absolutely. What we don’t want to do to that point, Patrick, is get to an IOI or even an LOI and have a bunch of skeletons hiding in the closet.
Patrick: No surprises.
Diamond: Exactly, because when we sign an LOI, we want diligence to be confirmatory. We don’t want them discovering things and possibly retraining on us, on value. All of it should be as fast and confirmatory as possible, and not exploratory when it gets to diligence.
Patrick: I would imagine, because this is all set up ahead of time, and you’re so well-staffed, your clients are well-trained by the time they go to market. Your processes are pretty quick.
Diamond: They’re quick when we’re actually in market. So what’s unique about SEG is, in order to be proactive, in order to reduce risk, we spend a lot of time upfront, actually prepping for market before we even have any conversations. So our typical prep period is anywhere from six to eight weeks, which is much longer than most things.
And that’s because we’re effectively acting, we want to be acting as an arm of the business. We want to know all the good, all the bad, all the opportunity. We want to know the history. We want to know the future in order to remain proactive in the process. And then once we actually hit go and we’re able to start having conversations, that’s when it’s quick and we’re having conversations.
We’re getting to bids. We are giving materials very strategically in the process, and making sure that you know when we feel momentum building ,we’re having calls. When we feel maybe momentum is slowing down, we’re letting you know that we want a new customer. It’s very strategic, and it’s planned out before we even start our process. So that first eight weeks of really doing our banker diligence, to me, is the most important time of the process until you actually are getting to closing, which is the most exciting part.
Patrick: Well, to my audience members, this is what the voice of 20 years of experience in this field sounds like. I mean, this is uber, uber professional. Now, Diamond, give us your profile of SEG’s ideal client. Who are you looking to serve?
Diamond: Most of our clients are B2B SaaS, founders or CEOs. Many of them are bootstrapped. Many of them maybe have some funding. Some of them are private equity backed. But I would say, really, our bread and butter are going to be bootstraped, founder-led businesses with ARR anywhere from five to $50 million in that top-line ARR.
And you know, they’re going through the point where they’re either ready to exit the business at some point so transition out of the business, or they’re looking for a partner to help them accelerate to the next phase of their business. Maybe they’ve grown the business from zero to 10, and they know how to build a business from zero to 10, but they don’t know how to take a business from 10 to 20 to 15.
That’s a great point for us, because we’re able to find them the partner to get them to that next stage. And typically, our clients are very thoughtful. They’re execution oriented, and they care about where their company is ultimately going to end up and how they’re represented in the market. They want a partner in the process, not just a banker who’s going to go from A to B.
They want someone who’s going to be there from day one to day, whatever it is, 100, and they’re closing the deal. So that’s our typical client profile. And then product category, industry, vertical SaaS is again our bread and butter and durable industries that are offering, that have mission-critical offerings, is really where we see a lot of success and where we like to spend a lot of time.
Patrick: We see that landscape is still wide open. As you’re going from a legacy, still paper records and old legacy systems into into new transitions, is that still fertile territory?
Diamond: In some industries, yes, I think there are many laggards in that sense, government being one of them. We see a lot of digital transformation happening in the government sector. Healthcare is also a bit behind industry trends.
So there are many verticals that digital transformation is a huge factor as to why it’s getting so much investment and attention right now. But, you know, there are some industries that are far beyond it, and they’re acquiring AI and they’re excited about the next stage. But there’s definitely fertile ground for going from paper to something digital.
Patrick: One extra element about the ideal client profile. I’ll phrase it this way for you by saying I’m assuming your region is the entire US, and so with that said, okay, a lot of people believe that, okay, the California-based businesses, there’s a wealth of those. You’ve got the triangle in North Carolina, maybe down in Florida. What’s a region of the country that has a lot of these SaaS owners and founders that people wouldn’t think of?
Diamond: That’s an interesting question. Huh. You know, most of our clients come from the Midwest. Many of them do come from the Midwest. And I think that follows the mission-critical, durable industry type mindset. If you’re going up to Silicon Valley, you’re going up to New York, Boston, there are plenty of companies there that we would love to work with, and have worked with, but those tend to be maybe more B to C, or focused on industries that maybe we don’t spend a lot of time in. So, you know, we like hospitality, but it’s just not an area that we’re currently focused on.
Or, you know, more horizontal industries tend to be there because the TAM is much larger, so they want to go after those, those businesses. But we have, have had success in those areas, but I think in the areas that maybe you’re not thinking of, so the Midwest, Nashville, the areas that you know are really building this mission critical technology for industries that are durable are going to be in those locations that maybe you’re not thinking of first.
Patrick: Okay, gotcha. And one of the catalysts for M&A over the last 10 years, specifically, has been this evolution of an insurance product called reps and warranties insurance, and it provides three purposes. Number one, it transfers risk away from the parties, the financial risk off to an insurance company.
And if you transfer the risk, you know, number two, it’s going to smooth the process and limit the negotiations back and forth between buyer and seller. And number three, it pays claims, particularly it’s had a great, great history of that. And that’s enabled the parties then to bypass a lot of this risk and accelerate and get their deals moving forward.
And the number of insurable deals has gone up into the multi-billion dollar transactions are buying insurance. But don’t take my word for it. Diamond, good, bad, or indifferent, what’s SEG’s experience with rep and warranty insurance on your deals?
Diamond: Extremely positive, overwhelmingly positive. And at this point, it’s pretty much table stakes in almost all of our deals. In the last 32 deals, 30 of them have included rep and warranty insurance, and we’re in the lower middle market, which is it’s saying something. So even those deals that are sub $50 million, maybe they’re getting rep and warranty insurance.
And for us, you know, for our clients, it’s a clean exit. It limits escrow, and it helps them walk away with more certainty and less exposure, as you mentioned. So they really love rep and warranty insurance. And buyers love it too, because, number one, you mentioned it, Patrick, you know, it helps everybody involved, as it relates to risk. But buyers can also differentiate themselves when it comes to putting bids forward.
If we have two deals that look exactly the same, and one has rep and warranty insurance and the other doesn’t, most times, sellers are going to lean towards the one that has rep and warranty insurance because it protects them more. So it’s able to give buyers some differentiation when they submit offers.
Patrick: And what’ really encouraging is, as markets mature, particularly in insurance, there are new products that get developed. And one of the newest developments out there, and you mentioned of the 32 deals that you had, two of them probably didn’t have it, I would assume they were smaller. Rep and warranty has been a wonderful product when your transaction is above $50 million in enterprise value, up into the multi-billion.
But then what happens if you only have, like, a $5 million like, tiny little add-on to a $30 million add-on? A lot of buyers, even though they’re used to using this product, the cost benefit isn’t as is useful on the smaller deals, and a lot of them will come up and just say, yeah, we’d like it, but the juice just isn’t worth the squeeze.
The nice thing is, Lloyd’s of London has come up with a new facility that’s specifically designed for deals that are priced under $30 million. These are for smaller, less complex, simpler deals. Simpler means lower risk. Low risk means, if it’s less exposure to loss, we can charge a much lower premium with no underwriting fee.
The name of the product is called TLPE, transaction liability private enterprise and at an average cost of 15 to $20,000 per million dollars in limits, again, a $5 million limit policy could be well under $100,000 it is something that is out there where the lower middle market really had no alternative if the buyer wasn’t able to get a buy side policy.
So we’re very happy about that. Transaction liability private enterprise. Now, Diamond, as we’re going in, we’re midway through in 2025 if we’re going to go and earmark our conversation here, what do you see going forward for trends? We’ve had a slow start to the year. We both agreed on that earlier. But what do you see, both in terms of macro M&A, and then for SEG in particular?
Diamond: So macro-wise, deal volume is up, especially in vertical SaaS. So think healthcare, government, real estate, all the things that we talk about, and there’s a real appetite for those companies that have really sticky products. They’re focused, they’re deeply embedded in a specific market. And I think that’s coming back to all the talk around AI and people being really nervous about AI displacing SaaS.
Patrick: Yes.
Diamond: What we’ve known is that vertical SaaS is very well positioned to not be disrupted by AI negatively. It could be positively enhanced. But because there’s so much domain expertise in vertical SaaS, it’s really hard for an AI solution to come in and completely disrupt what’s happening in that space.
So that’s why we’re seeing a lot of attention go to those platforms that are sticky, focused, and embedded in the market, because there’s a lot of talk about decision mediation in AI. And buyers are being selective about the types of business that they’re looking at. They want to do deals.
We’re seeing a lot of appetite from both the investors and the strategic buyers wanting to do deals, but they are still chasing those companies like I mentioned, that have the strong gross retention. There is potential to either go into new markets or expand the product or the customer base somehow. And they are using AI for some sort of aspect of their business.
Whether it’s internal use cases where it’s speeding up efficiency, or if it’s customer-facing, it’s streamlining workflows or automation for customers, they just want to understand that AI is either being thought about or actually being implemented in the company somehow.
Valuation wise, they’ve held pretty steady and premium assets, especially those that have some of the characteristics that I mentioned, but also strong margins and strong Rule of 40s are still commanding big multiples. What’s interesting is, in the last few deals that we’ve closed, we’ve seen a shift back to growth being a big factor in valuations.
Growth is always going to be one of the biggest, if not the biggest, factor in valuation. But in the past few years, there has been more of an importance put on EBITDA and EBITDA margins as almost a binary factor. If you’re break-even or positive, we’ll take a look. If you’re not, we’re not interested at all, but we’re seeing a focus back into growth being, as you know, number one in terms of valuation and interest, and it’s really driving that even more so than we’ve seen traditionally.
Patrick: Was that because, I’m sorry to interrupt, was that because maybe the growth projections weren’t viewed as sustainable, and so they were looking at EBITDA instead? And now there’s that shift that maybe it is sustainable?
Diamond: I think it has something to do with the sustainability of growth. But in the last few years, there was just a lot of market uncertainty between inflation, between the election cycle. There is a lot of risk attached to crazy growth and just risk attached to doing deals, period.
Capital is also really expensive, so buyers wanted to focus on those sure bets, and those sure bets were the companies that were generating cash and had strong EBITDA margins. But now we are seeing the market stabilize a bit, not as much as we would want to see, but stabilize enough where the focus is going back to growth.
Patrick: Okay, so we’ll start seeing some inertia, which will lead to momentum, which will lead to a robust environment. What we’re all, we’re all hoping for. My only observation on the concern with AI, because I’m dealing with that, and when you’re the father of two teenage daughters who are looking for careers, who are going off to college, and they have this fear now that AI is going to replace them and what they want to do.
I would just leave this one thought. Back in 2010, as my daughters were just getting a little bit older. We weren’t yet in the teen years yet, but the 2010, 2011 in California, was very popular to tell parents, you do not have to worry about teaching your children how to drive. By the time in the next five to six years, this is 2010, five to six years, there are going to be driverless cars everywhere that are going to outlaw personal passenger driving for new cars.
So they’re not even going to need to do that. Okay, still not there. So I think there’s a lot of time for a lot of this with AI. But I appreciate the insight. I think that’s something that’s going to be out there. Diamond Innabi from Software Equity Group. How can our audience members find you?
Diamond: You can find me on LinkedIn. You can also email me at Dinnabi@softwareequity.com, or you can visit our website with all of our amazing content and contact information as well.
Patrick: Diamond Innabi from Software Equity Group, it’s been an absolute pleasure. Thank you for joining, and we’re going to talk again.
Diamond: Thank you, Patrick.
