AI Exposes $500 B Construction Risk

Podcast powered by Revenue Reimagine. Today's guest is Luigi Lort, co-founder and CEO of Provision, which is a Y Combinator backed startup using AI to uncover risks hidden in construction documents. His path started in civil engineering where he worked on major subway projects with Arab and later managed multi-billion dollar infrastructure projects at Plenary Group. Now he's bridging the gap between construction and technology, helping contractors save time, avoid costly mistakes, and rethink how projects are delivered. This is going to be a conversation about risk, trust, and the future of building. Luigi, thanks for joining the show, man.

>> Thanks for having me. Good to see you both.

>> Awesome. See you, Luigi. So we've been working for a little while together, but actually I've never asked you this question and I'm super interested. So from engineering to entrepreneurship, you spent years in the trenches on infrastructure projects. What was the moment you realized the industry just needs some kind of different solution?

>> It was really just broken and people were suing each other left, right, and center. And I originally just thought it was a fixture of the industry until you see the most sophisticated contractors being dragged through court because of the smallest kind of idiotic issue. You don't necessarily see this elsewhere. And so I thought there was an issue and it turns out that there are, which we can unpack, but it was really a love for the industry coupled with this deep desire to add value to customers' lives which made me quit. I ultimately thought it was going to be a lot better for me long term if I just go and try to add value for people and solve some of these hairy problems. And we're making some progress.

>> And so you went from stable corporate to a YC startup founder. Why go through YC? Why jump into that side? Talk to us a little bit about your YC journey.

>> YC was an amazing option for founders who haven't been through entrepreneurship before. We came across YC because the Airbnb story is famous. Airbnb got into YC, begged, borrowed, stole to get their seed check and was incredibly scrappy. Coined the term ramen profitability. You know, that really was something that I was thinking about when I wanted to start a startup. I didn't really have a framework for starting a business apart from, you know, go add some value and make money. When me and my team had gotten together, we had gotten into a few other accelerators. We had gotten into YC the first time. And we were really debating, should we do this? We already had a paying customer at the time. And at the time, in retrospect, things seemed so easy. We got a paying customer really easy.

>> You're like, that was easy.

>> Really easy.

>> Product market fit.

>> Exactly, yeah. I remember when we had gotten our first customer, they called me maybe a week into the implementation and said, "Luigi, you know, we'd like to discuss a way to give you a couple hundred additional thousand dollars for this product." I looked at my co-founders. I'm like, "Guys, what is everyone complaining about the startup thing?" Easy. So simple. And then when we got into YC, you know, maybe we were a little bit hot-headed about it, but we're like, maybe we shouldn't do it. I think things are going pretty good. And my co-founder, Brandon, said we should give this a real shot. Let's talk to some people who've gone through YC and see the value add. Ultimately, what swayed us was the group partners. Our group partner is Gustaf and he worked at Airbnb. The amount of pattern matching these people have seen, it's just so powerful. You can almost say anything and say, "Hey, you know, we're having a hard time deciding which product feature we should build," and they've seen it so many times. They could diagnose it almost instantly and give you the right path. Now whether you want to listen is completely up to you, but we learned this through people who've gone through YC and we thought it would be too hard to ignore. Plus, because a lot of us weren't based in SF, we thought it'd be the best entrance into that network and it ended up being true. It was substantially easier to raise and some of the people we have on the cap table now are just phenomenal because of YC.

>> I love that and I love what you just said about whether you choose to listen or not is up to you. We have this conversation with clients all the time, right? Like if you're going to seek out the experts, be it YC, be it Revenue Reimagine, be it an executive coach, you know, whatever it happens to be, like you have to recognize you did that for a reason. So I love that you realize that. When you look at the problem you're solving, how early was it? And what was like the catalyst? And maybe it was just seeing people suing each other that made you confident like this isn't just a one-off problem, but this is a problem big enough to build a company around to go try to get investors.

>> It's a great question. There's so many individual moments that I think in aggregate give me validation that it's an attractive market. Some of those moments, for example, are industry reports. Crux Insights is a report that's put out annually that talks about the reasons that disputes happen. Disputes are basically legal arguments within or legal issues within construction that certain parties face. And they talk about the underlying reasons. They typically have top three: failing to understand your contractual obligations, people not understanding errors and omissions within their documents, things like this. And so I can look at that top down number and say, okay, it's half a trillion dollars being spent on issues. It's a big number. And who's that going to? It's going to lawyers. It's coming out of contractor's pockets. That's one moment though, because the more you understand, the more you realize that's not necessarily your TAM. That's one moment.

Second moment is more bottom up where I'm talking to a contractor and they would just agree to a $10 million project, but they didn't understand that we had a 5% holdback. We could hold back 5% of the total project value while maintenance issues arise over the next two years. And now they're freaking out about cash flow. So bottom up I can see, okay, they literally just agreed to do this project, they bonded this project, they don't know that obligation was very clear. I wrote the contract. Top down, apparently there's a lot of money being spent on disputes. That helped me understand that, okay, there's probably some truth here.

And then once you decided to start a business, because again you only know these two ways—either anecdotally or through data—then you can fill in the gap through conversations and then you end up building. You can interpolate based on the amount of other times someone agrees or nods or says, "Oh my god, yeah, that's so challenging" or "Oh, like we lost money that way." So really, I've developed my understanding of the market over years.

>> So it wasn't a singular moment, but there were a lot of individual moments.

>> It's funny when you talked about the holdback, like I am obviously not in construction. But I could imagine not recognizing that and building your cash flow minus, you know, not considering a 5% holdback could be pretty devastating to an organization.

>> And it's common. I mean, people don't read these documents for the most part. They try to.

>> And they're huge, right? They're like humongous.

>> Contractors are just thrown so much information and like why construction is kind of crazy sometimes. I honestly feel like it's a miracle that it happens for so many reasons, right? These projects are so large in scale you almost have to think of it as building a manufacturing plant from the ground up every single time, right? Nothing is really recycled apart from the processes. Everything else is done fresh from scratch. Like the formwork, concrete structures, they're just built with wood first. You know, there's now more advanced formwork, but as an example, and contractors are always looking at more projects than they can actually pursue. So you know, imagine if I said to you, Adam, "I'm going to throw a hundred projects at you. You're probably going to win eight of them, but for the other ninety-two, I need you to know those projects inside and out. You're hard for us. You're also going to be losing the majority of them. And if you do win them, well, you might as well hope that you've captured all the correct scope. And oh by the way, the scope is not only mentioned within, you know, a thousand page spec and drawing, but it's also made via reference to all the building codes and all these specialty codes that you have to keep in mind and be aware of."

>> Sounds like you have a close rate.

>> I mean, my close rate is high, but what it reminds me of, so I recently started doing some real estate investing on the side. We're doing our first flip now, but to get a deal, you know, having to run the numbers and analyze everything and then, you know, get the contractor to come in and scope it, and like I see my scope on a single family home is like this. Multiply that by ten million times for the giant building. We're like, holy moly. Yeah, it's craziness. And I agree with you. It's amazing anything gets built.

>> It's honestly amazing. It's a miracle.

Industry deserves a lot. These people really are passionate about building and providing for their customers, and it's really a shame that they spend a lot of time in legal disputes.

>> Which was again somewhat the impetus for starting Provision.

>> So let's talk about Provision for a minute. So contractors spend too much time reviewing documents. They still miss risk. There's legal disputes. How exactly, at a high level, does Provision fix that?

>> We try and surface the risks. We know that there are a lot of things that can cause fights, right? There's almost an infinite amount of things that can cause fights between two parties, but in construction, the 80/20 rule is such that you could define probably 20 to 40 things that are likely to result in a fight. And so we surface those things. We surface them in various types of documents. So we'll surface them in a contract. And so we'll say, "Hey, you just uploaded this document. I just wanted to let you know you are required to indemnify the owner, but the owner is not required to indemnify you. No mutual indemnification." And so if something happens, they are not required to hold you harmless. They're not going to come to your side. And you might want to push back on that, right? That's a common issue. And so we'll identify that. But that's just the contract, right? And what we found that actually differs from our original hypothesis is that the contract is not the overwhelming source of fights, depending on how you look at the contract, right? So the contract itself, a 40-page document that has all the legal ease, that is the contract. But the contract is also everything that's made that is referenced in that document. So it could be the drawings, the specifications, any reports. If you look at it holistically, it's always the contract that causes fights. But not that upfront version. It's actually some of the more technical documentation like the drawings and specifications. So now we do that too. And say, "Hey, in this drawing we found this issue, or hey, in the specification and it's conflict with the drawing is going to cause this issue. So you should be aware." So we want to surface those issues quickly and almost emulate what an estimator does—very quickly, very accurately. So you don't need to get to the end of the job and realize I've actually lost all my profit because we've made a mistake.

>> I could tell by what you started. You're going to go where I'm going to go, but I'm going to let you take my thunder. Go ahead.

>> Yeah, we'll see about that. In an industry that's so slow to change, what broke through the skepticism? You got your first client super quickly, even before you got into YC. You obviously hit a nerve. How'd you break through that skepticism? There was a lot of early skepticism. I remember contractors, you know, pre-ChatGPT basically saying, "I don't trust computers, let alone AI. It's a black box to me, right? Machine learning, those are two words. I don't know what it means." There was a lot of skepticism around whether it could even be done. ChatGPT was a watershed moment and it gave people comfortability around a probabilistic type output product where I can't always guarantee the quality of my response, but it still saves me a lot of time. And that gave our customer base a lot of comfort. And we could say it's like ChatGPT for X. Just like you use ChatGPT, you've got to double check the sources, but this is going to bring you a lot further along. And then we ended up really indexing on accuracy and showing our customer base, "Hey, for this document we'll get there really, really accurately, or for this custom list of requirements we'll get there very, very accurately." That's how we started to break through some of the concerns around accuracy—not just, "Oh, this is an AI-based product."

>> And just to follow up on that, that's probably a challenge for you now too.

>> Yes, absolutely. ChatGPT is obviously one of the most phenomenal products of all time. And some people look at ChatGPT and say, "Okay, well, I can get 70% of the way there with ChatGPT. So maybe I actually don't need your product."

>> And that is true if you're only expecting 70% of the results.

>> If you only need contract review, I agree with you, 70% of the results. And if you don't care about checking the accuracy, if accuracy doesn't matter, that's true. And for contrast, shouldn't accuracy matter more than anything?

>> Yes, it does. It does matter. But at the same time, these people aren't necessarily hiring lawyers, right? And so if you're not hiring lawyers, you actually feel more comfortable with 70%. Because I already don't, you know, contract risk is not my number one concern. It's not my... I usually just sign it. So at least it's better than what I'm doing, right?

>> Yeah, for sure. And until it bites you in the butt, and then you're upset and you never want that to happen again. And then you know you should work with us. But for some people, they already don't work with lawyers. They're already too expensive or the situation just doesn't warrant it, right? If they have high repeat work—I mean, Adam, you and I, or you know me, you and Dale—we work together once. I review that contract. It's heavily criticized. We redline it. On the next engagement, I'm just going to take that template and we're not going to actually review it again. And that happens all the time in construction. It's called repeat work. It's one of the issues that we identify when we're cold calling a customer. If you have high repeat work based on the contract itself, it will not be an issue. But the design documents could be. And you know, that's where we're focusing a lot more.

>> I think that's a great call out. The contract might not be the issue, although you should still double check to make sure someone didn't change the terms. I think in our world—a little different in the big corporate world—I tend to have less trust for people not doing that. But in your space, so I sold into restaurants for a while, right? A notoriously non-tech space. Construction—notoriously low tech, non-tech space. How hard is it to get contractors to trust AI?

>> There is a perception that it's hard, that is changing. ChatGPT has really changed the perception of the contractor. It's in a way taught them how to buy, because they know what that experience is like. They know they can get to the aha moment of a one-shot AI LLM product very quickly. You know, upload a document, give me a schedule. They can see it. It's not bad. It's not great, but it's not bad. And so you can approach them and say, "Hey, I know you've experienced this limitation in this respect—either with getting a good schedule or, you know, getting ideas for value engineering. This is actually where we've focused, and I can get you a much better product." Now the comparison is a lot easier. So that's really what's changed the game. And then obviously, I don't come from a sales background. When I came across Dale, and I met him at the AWS sales workshop, obviously Dale was transformational. And Revenue Reimagined was very, very helpful. Help him, you know, get a sale.

>> Please don't say Dale was transformational. He's going to take that snippet and put it on repeat everywhere we go, Luigi.

>> Deservedly so. Deservedly so. When Dale found my heart of the man, sales-wise, and yeah, and I mean sincerely, Dale was very helpful in identifying issues and helping us break through some of the common sales objections. And so that was also very helpful.

>> I'm just going to put it on loop when he goes to sleep. So it'll just be like subconsciously.

>> It'll put me right to sleep.

>> People buy from people. That's why companies who invest in meaningful connections win. The best part: gifting doesn't have to be expensive to drive results. Just thoughtful. Sendoso's intelligent gifting platform is designed to boost personalized engagement throughout the entire sales process. Trust me, I led sales for a Sendoso competitor, and I could tell you no one does gifting better than Sendoso. If you're looking for a proven way to win and retain more customers, visit sendoso.com.

>> Luigi, so YC gave you a good playbook for SaaS, and you talked a little bit about how you connected with your Uber experience and how that worked out. But construction isn't really SaaS. Like, as you're starting to adopt the value proposition with your product, how did you kind of bring the two together? Because once again, you have that demographic in the space that doesn't really understand SaaS. They don't understand AI. Now, this is probably before ChatGPT. So as you rewind a little bit, I think they do understand SaaS. I mean, given where we work, given the lifecycle of the project where we're selling into pre-construction, we're not typically selling on a per project basis. If you're selling operational tools, you are typically selling on a per project basis, just the way budgets are built. They have a technology budget for this project. You can sell on a per project basis.

A lot easier. You know, if you can evangelize some of the people there, you can get an enterprise deal. We took the approach of, "Hey, the risks are really ought to be identified in precon, not once you execute the contract. You can't influence it at that point." So let's just sell into precon.

You're actually competing against predefined budgets, usually around estimating, or you're trying to build a business case so they can unlock some budget. From that perspective, they understand SaaS because they've been purchasing estimating tools, which are SaaS-based, and they've been doing that for like two decades now. They're not usually very cloud-based, and some companies like Edify are starting to do that. But I think they do understand SaaS, and they're actually pretty sophisticated buyers. Because when you get to a high enough level, like they all want to work through the same things: Give me customer testimonials. What's the ROI? How do I know if this is not working? Give me a pilot. It feels like it would be the same purchasing process in manufacturing, though. I have limited experience. It's probably not the same as selling security software, but they're still pretty advanced.

And I want to rewind a little bit to you're not a salesman. What I've experienced when we work together is you've always been the best salesperson as you're growing the company. And this is one place where I think so many founders get it wrong. They try to figure out, "I can sell this little piece, but then I got to give it away right away. I got to offload that part of my job." Through our work together, I know that's not you. You actually sit in on sales meetings. You have conversations with your sales team. You're taking on sales opportunities even though you're working on product and working on financing. But you've always stayed in the sales cycle and you've always been included in the biggest deals in the company. So I think from a lesson standpoint for people listening, you got to stay in the sales cycle. And even Luis, you didn't believe you were a salesman, but you hit a million dollars in ARR before you started bringing on salespeople. So that dichotomy is very interesting.

Yeah, it's interesting. What I love about sales is that once you're authentic about it, you are truly trying to help the other person accomplish something. And I really do believe in our product. So in that way, it's really just been a conversation like you'd have with a family member or a friend, just advising them on what you think they ought to do based on the information that you know. Sales is a lot more formulaic than that once you go into team building, and I think that's part of what I needed to uncover. And also the framework for selling at scale and repeatably is something I need to uncover as well.

But yeah, I think leading with empathy and leading with authenticity is very important.

And you know the problem. You live the problem. It's so powerful. That's why every founder I've ever met who doesn't come from a traditional sales background says something very similar to what you just said, Luis. "I'm not a salesman." And every founder that says that is typically the best salesman the company's ever seen. And it's because of exactly what you guys are saying. You deeply understand the problem, number one. And more so than anyone, you're ever going to believe in your product—hence why you started a company. So people can relate to that. You come off so passionate about it that it's hard for someone not to buy from you. That passion is contagious. And because you're not a salesman and you're just talking to them like a friend or family member, it makes it so much easier to close the deal because no one wants to buy from someone with commission breath. But they want to buy from someone who deeply understands and listens. "Like, I've been there. I want to help you so you don't have XYZ bad outcome." And that's what we try so hard to get out of your head, down onto paper, and replicate to salespeople and sales reps and sales leaders. Because arguably, even five years from now, you could have all the sales process in place, put you and a sales rep on the phone with a client, and you're going to outsell them any day of the week.

And that's how it always should be.

I think we've done a good job downloading that to the team. I think it's so much harder for them if they don't come into a conversation with these anecdotes, with that ability to relate based on things that you've seen, things that you've seen in the past. It's a lot harder.

Right? This is why we also tell the team: become very familiar with the product, become very familiar with the tool, become very familiar with the problem. We do empathy-building exercises where we say, "Take these contracts and answer these questions and see what it's like to be a contractor so you can relate to them."

Because I really do believe now that I can make up for my lack of sales training with just a really intimate understanding of the problem and the product. And I think almost—I think that carries. I think Jason Lemkin really advocates for those two things because it cuts across. Right? You can have the best frameworks and playbooks, and that's really good for advancing certain deals. But ultimately, you have to be able to tell the customer, "I know what you're going through. This is specifically how it's going to help you. And all these features are also going to complement your process."

The thing that's really been helpful—I mean, if I were to start a career in sales, I probably would just only do research on the current problem and just talk to our customers about that.

I love it. Luis, what's been your biggest surprise in early sales cycles? So you are not a seller, but you are a seller. Like, what shocked you about the sales process as you were building?

Well, there are two things. One is the transition between optimistic and pessimistic. Actually, I'm not answering your question correctly. I'm going to talk about the later part of the sales cycle.

You could go that route. Dale will tell you I'm a pessimist.

Oh, well, I love being an optimist during the sales cycle. The whole process is, I think, inherently optimistic. You're telling them about solving a problem and helping them alleviate some pain. And then once you get into contract review with them, it becomes very pessimistic. You're talking about preventing each other from hurting each other in very bad ways. And so that was kind of a surprising transition. And when we work with our customers, especially the larger ones, and I tell them about how transformational this is going to be and then we talk about what our limited liability should be, that's surprising.

In the early stage, what's surprising is you have to be very systematic about how you organize your outbound, how you organize your top of funnel so that you can triage issues quickly. I wish we'd done this earlier because you can really use your top of funnel as a bit of a bell weather for how the industry is reacting to your product offering. And if you don't have that infrastructure in place, it becomes very hard to do.

It's great insight. You don't have the data.

You don't have the data. And you can use that data almost like a superpower, right? "Our connect rate has just dropped 50%. Okay, something's odd here. Maybe our numbers have been flagged." You can catch that really quickly if you have your eyes on the data. "Oh, we're getting this objection more and more every single week. Something's wrong. Competition's coming in. Horizontal tools are proliferating. We're being evaluated against a higher standard." I mean, if you have your eyes on that data week by week, you can move so much faster than everyone else. You don't have to be on the phone. You can still scale. But now we look at that very frequently because the kind of insights that you can get from your BDR team can really help influence strategy, and they have.

Yeah, definitely. And I could tell you, you're optimistic, but when you do some deal reviews, you become pessimistic. So it's really funny watching you flip-flop on the sales leadership side of what you do.

Yeah, you want to make sure that these deals aren't slipping and not going sideways.

I think part of it is the team doesn't have as much experience as you do in the problem domain that you have. So you can actually provide a lot of insight. So when you hear something, it's like "ting," and when they hear it, it's like "thud." Or what they hear is "ting," and you hear "thud." And it sounds right, but that's not really the way it works. So you've seen so many of these conversations that your pattern matching is kind of off the charts, right? I can hear a couple of things that people have said, and you know I...

Can you categorize it as like this is not ideal now? Right? And unfortunately, you learn that the hard way when you're a bright-eyed entrepreneur starting off. You talk to someone, they say, "Oh, this could be interesting." You think, "This is amazing. They love the product. It's going to be a quick sale."

They said it's interesting. They're going to close next week.

Yeah. This looks cool. This could be interesting. Those are marks of death. You hear that?

Luigi's learned this in only a few years. It's like sales people go their whole lives and never learn this.

I can't believe that to be true. I was coaching a seller with 20 years of selling experience before this call, and when I tell you rosy eyes—like, they said that this looks really great and like there could be an opportunity, so I'm going to go ahead and put this in and commit.

It could be great. I mean, sure, I'd like to win the lottery tomorrow.

I think the hardest part is balancing your deep optimism for how you want the world to work with an incredibly pessimistic view of what could kill you at any given time.

And that is a tension that you have to navigate when you're running a business. As you both know, you both deeply believe in Revenue Reimagined and you know it's going to be successful, but you're also incredibly pessimistic. So you're looking for customers or you're optimizing some part of the process. Else you would just be happy with current state and you wouldn't be interested in growth.

And it depends on the business, obviously, but you know startups by definition are growth. You have to grow and you have to grow fast. And if you're not growing, you're effectively dying. You're not interesting.

I think the other side of that is I think sales people by definition like to hold on to what they have because building pipeline is very hard and difficult. So the path of easiest return is: I got someone on a call, they said it's interesting, I'm piping an opportunity. It's like they don't want to go back into the pick and shovel to find the next rock that they have to uncover.

Yeah, I'm so excited for our team because we are absolute dogs in generating pipeline. And I wish I would have spent a lot more money on marketing and building a brand. But for us to have gotten to our ARR with effectively no marketing, I think is great. Once we turn that on and generate MQL consistently, it's going to be like a Eureka type moment because we are good at scratching and clawing and getting deals when we really shouldn't be.

I mean, we offer a great product—best-in-class accuracy, bar none. We win against competition all the time. But once we get that predictable MQL coming in, I think everyone's going to be ecstatic.

Well, it's and we've talked about this. The sales team without marketing—you're like the sales team by definition, the BDRs and your sales team are doing marketing. They're doing the awareness in a very long-tail situation. And so if they don't have anyone helping them, like if they're calling people under—like, what's Provision versus like, oh yeah, I've seen Provision in the marketplace, I understand the education's kind of already done. Like you're paying your BDRs to be the educators versus a marketing team to be the educators.

Yeah, that's a good point.

100%. So much knowledge and parallels, I think. You don't think of construction as a high-tech industry, but it actually is, can be, and should be.

And I want to get there. We're going to shift into rapid fire. We only have a few minutes left, and we're definitely going to touch on that.

All right, so here's the rules: 20 words or less. I'm upping it from 10 because I feel like Adam likes the rules.

Adam's like, I do like the rules.

I like rules too. Right, Luigi? What's the hardest lesson you've learned as a founder?

You always have to plan for worst case scenario.

Very true. A go-to-market belief from YC that you had to unlearn. Ooh, let's get a little controversial, Dale.

I know this is supposed to be rapid fire, but he's really making me think. Don't provide free trials.

Interesting. Oh, I would love to sit and unpack that. What is the biggest misconception about construction tech?

Unsophisticated buyers. They're very sophisticated. They spend money now, a lot of money on AI. And that's increasing.

I love that. Love that. One piece of advice for engineers thinking about entrepreneurship.

Less risky than you think.

Yeah. I'll second that. I just posted about this today on LinkedIn. I feel more secure doing what I'm doing now than I ever did working for someone else. Let's be very clear.

Being able to generate revenue yourself puts you in an indestructible category, right? It's really hard for you to lose a job if you are innately your job.

Yeah. Luigi, what's your favorite book, podcast, or resource other than the Bridge the Gap podcast that's reshaping your thinking right now?

Favorite podcast has to be Harry Stebbings' podcast, especially his interviews with sales leaders. They're always so insightful. Favorite book has to be the second Elon Musk biography—not the Ashlee Vance one, but the more recent one. Just incredible. It goes really deep into his management process.

He's actually not an incredible business person, but he's just so profound in his innovation that it doesn't even matter. So being able to—

You don't have to be good at business if you can see around the corners.

Exactly. Yeah. You almost can sacrifice your business skills.

I'd say those two.

Okay, last one as we wrap up: dream vacation destination with the twins.

Oh, somewhere all-inclusive. I really loved going off the beaten path and traveling with my friends, doing six-week excursions in Asia or South Africa. And I can't even imagine doing that now. I just would love to have everything taken care of and relax with my wife, which we will be doing shortly. But yeah, probably Mexico.

Mexico. I love that. I love the off-the-beaten-path excursions. Dale gives me all the time, but when I go on vacation, it's a three-week vacation. It's not in Maine City, USA. I definitely want to chat with you about some places you've been because that's my dream—those kinds of trips.

Yeah, those are incredible. And I'll tell you more about it when we chat.

I love it, man. Thank you so much for joining the show. Where can people learn about Provision? Where could they refer all of their friends in construction? Because everyone knows someone in construction, of course.

You can go to useprovision.com. You can also follow me on LinkedIn where I post about the business and blog.

Good content.

Thank you.

A founder that develops content.

Yep. And those two places are the best channels.

Awesome. Luigi, thanks for joining the show, man. We appreciate it.

Thank you. Thanks, J.