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Tell me your vision for PartRunner,

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and give me a little bit of background about PartRunner.

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Sure.

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So maybe I'll give you a background of PartRunner

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that will make it easy to understand the vision aspect,

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right?

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Yes, absolutely.

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Like I said, PartRunner is a marketplace

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for last-minute logistics.

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So you can think of an Uber.

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We work with enterprise companies

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like Amazon, Walmart, 7 and 11th of the world.

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We work with them in moving their last mile, middle mile

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kind of logistics.

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The one thing where we differentiate ourselves

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from a competition is the big and bulky aspect, right?

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So when we say big and bulky, you

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can consider that palletized products or something

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which is very heavy.

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You might need a helper or something

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that is non-uniform like the pipes.

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They're bigger in length, right?

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So getting the specialty vehicles, right?

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So the challenge in this sector is a very unorganized sector.

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In this digital world, AI world, the logistics are still very,

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very, I wouldn't say there's lack of innovation,

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but still it's driven by people.

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The people move this and majority of people

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who are in this business, other than the customer side,

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are all big enterprise and all.

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But on the supply side, you deal with a lot of fleet operators,

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small businesses, drivers, owner operators, right?

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Yes.

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So yeah, so the challenge and the vision for me

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is really how can we build a tech logistics company, right?

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Where we kind of provide end-to-end digital solutions

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for both sides of the marketplace.

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Like generally, the enterprise customers,

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they just care about getting it done,

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having 100% delivery rates, like trackability, things like that.

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But I feel on the supply side, for the fleet operators,

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partner platform could add a lot of value.

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It could help them grow their businesses,

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help them operate much more efficiently,

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and also come up with more business solutions that

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could help them grow beyond just doing the logistics.

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So with this, and I'm going to ask these questions

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for more understanding.

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So you move bigger items, correct?

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And you work with Amazon, 7-Eleven, things like that.

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And you also work with the fleet operators,

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which are drivers to make these things happen.

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And with that, you're saying that the challenge

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with the companies that you work with is they don't have

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the operations to move the larger items.

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And so that's where you come in at?

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Yes, yes, that's right.

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Thing is, were they moving material

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before partner was there?

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Answer was yes.

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But were they doing it efficiently

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as they're doing it today?

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The answer is no.

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That's where partner comes in.

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If we are not there, they have to work with 10

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of the small businesses trying to figure out, hey,

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are you available?

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Are you available?

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But with us, we kind of take the role and responsibility of,

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hey, just tell us your needs.

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We make sure we get your stuff done.

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Nice.

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Very different, very different.

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How many is on your team?

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Are you a one-man show?

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So the thing is, we started in 2018.

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2018 has been six years.

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As part of this journey, we also expanded operations

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to Mexico in 2021.

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End of 2020, 2021.

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So currently, we have a lot of traction in Mexico.

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It's one of the fastest growing markets for us.

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So in terms of team size, US, Mexico,

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and we have some tech team in India consulting teams.

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So we are around 30 to 35 as a team space.

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We are three co-founders.

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I mainly oversee the product and technology side.

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Nice.

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So how did you get started?

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Of course, you knew the need.

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So to be honest, when we started,

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it wasn't like we wanted to do work with Amazon

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and none of this, right?

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Yeah.

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It was a very simple idea.

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It was like, OK, how can we move some of the household items,

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like fridge, refrigerator, AC, right?

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Yeah.

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We see a lot of people are moving food and everything

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the same day, right?

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Not the same day, within a couple of hours, right?

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So it was all kind of conceptualized around that.

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How can we also get household appliances same day

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or within a few hours, like an on-demand?

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But then as we started scratching,

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we made some pivots here and there.

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But this is where we found the true need for the services

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they're providing.

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It's really with enterprise companies

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and moving their routes daily.

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So is a lot of your big items, are they

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because you're pretty much in locations that

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are specific to delivering, is it most of your moving

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of these items same day or within that?

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Yeah.

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OK.

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So we have two types of services,

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but the majority is way to move routes.

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We kind of call it routes.

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We don't do deliveries.

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We don't do hot shots, things like that.

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So the specialty of partner compared

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to many solutions that are out there

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is that our ability to do routes and second thing

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is those routes, you can make those changes.

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You can be like, hey, I'm going to cancel the route.

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Cancelling one stop is very different from canceling a route.

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Or you could be like, hey, I need a different vehicle

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for the whole route.

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So having that availability in terms

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of supply for that long period of time for the days

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and ability to make those same day changes as needed,

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I think that's what differentiates us a lot.

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With your experience and where you are right now,

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how do you think leaders can lean

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into funding their vision?

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What did it take for you guys to actually get this

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off the ground and then not even that,

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to be where you are right now from here to Mexico

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and moving forward?

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Tell me more about how do you think

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leaders can lean into funding their vision from your examples.

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Yeah, I think funding is the most underrated part

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of the whole entrepreneurship journey, I feel.

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Like, you know, there are many ways to do a business, right?

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Like small businesses is very different.

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It's more about you having initial capital

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or your ability to take some loan or risk, that part.

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And then you run into like Silicon Valley businesses

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or the tech businesses, which are more about having

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the bigger vision and your ability to sell the world

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and raise initial money to take baby steps towards that.

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But what I kind of learned is the whole funding process

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or fundraising is very similar to sales.

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It's really similar to sales.

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In sales, you are selling to a customer.

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Here, you are trying to sell it to an investor.

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You are trying to convince with a very different agenda,

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motives, right, motivation aspects.

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But yeah, you need to really like, you need to take time.

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You need to separate a good chunk of time into that

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and iterate daily.

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You get feedback, you need to update your decks.

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You need to update information.

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And keep people posted about your progress.

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Everyone wants to invest into a story at this stage.

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We are in the very early stages.

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People are investing into you, your discipline,

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your ability to communicate, your understanding

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of the problem, sector.

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Like it's really belief, belief in nothing else, right?

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Yeah.

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Because there are a lot of great ideas.

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There's really people who make it execute.

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Like, will this person just quit in a year?

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Is he just going to do a haywire?

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Like how serious is he?

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Like things like that, right?

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Just having the continuous thing going, right?

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Yeah.

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I think that is very critical to fund raising.

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And it never ends.

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Like at least in the tech space,

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it gets bigger and bigger.

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And like every step, everything you did previously,

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you will learn more.

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Now that you're raising more capital.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions

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as these episodes continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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And thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.