Podcast Transcript

Welcome to the RSAC Cyber at the Top podcast, where security leaders across industries share the strategies, hard lessons, and real experiences shaping modern cybersecurity and AI. Insights are grounded in community and built for every level of profession.

Welcome to The Entrepreneur's Journey, a part of the RSAC Cyber at the Top Podcast Network. I'm your host, Jenny Brock, senior manager of innovation programs at RSAC. On each episode, we'll be talking to the founders who participated in the RSAC Innovation Sandbox contest. We'll hear from them about how they came to entrepreneurship, lessons learned along the way, and the unique joys and challenges that building a cybersecurity company presents. Today, I'm here with Henry Comfort, cofounder and CEO of Geordie. Founded in 2025, Geordie provides purpose-built security and governance for how AI agents actually operate. Henry, welcome to the pod.

Thank you so much for having me. It's lovely to be here.

We're super excited to talk to you today. I know we had a lot of fun in our pre call, and I wanna just jump right into your early entrepreneurship journey because I think you have one of the more fun stories that I've ever heard of, you know, the the ingenuity that you had as as a youth and and then just how that that built on itself in such a fascinating way. So I might just kick it, you know, right to you to to tell our audience a little bit about yourself and and really the different ways you've you've found to become an entrepreneur.

Yeah. I mean, it it started a little bit differently than, you know, trying to help people secure, understand, make the most of agents in the enterprise. I will say that I think from a very young age, I like to...

I like this business thing. Didn't really know what it was. Occasionally watched a TV program and thought, this is amazing and then I started at school selling cookies and Capri Suns and drinks and sweets and all that type of stuff. Things that your dentist didn't want, teenagers having, so they would overpay for it if you were another teenager at school.

And then I started, we we had a family events business, it was my auntie's company at the time and I I ran that with her from the age of about 16, parties in London and then I ran my own events, under eighteen's parties on, riverboats and stuff like that. I mean, it was it was it was very, very different to software, but it gave me an early understanding of, you know, your top line needs to cover your bottom line at least, especially if you want to buy yourself some nice stuff as a teenager.

And and then so I did that I did that for a while and then, and then kind of went from there. So, I could tell you loads more about my journey, but it certainly started in a a very different place entrepreneurially than than software and cyber security. But it was always that itch of, you know, this this can be quite fun. This is almost like a little bit of a game, and at the same time, you know, just incredibly interesting.

I think we see across the spectrum of different tech founders, you know, did they come to it more because they just had that techie brain and they were trying to solve a problem, which you also did and, you know, as you got further into your career. But I love that you just had that innate business sense. And I really loved one of the other businesses that you found yourself in running a football club as one of the youngest principals or, you know, folks folks on the business side of that. Just very different businesses, but appreciate, you know, the side of it. And I think it could be interesting, you know, with that. Talk a little bit about how that exposed you to different people because I think, you know, that definitely gave you a different perspective of of what your network could look like.

Yeah. For sure. I mean, I... Yeah. It was... My love of data led me to to the role in football. I I built a model that helps football clubs recruit managers whilst I was at university, and this wasn't a great business model in the sense that I was I was probably giving my time away far too cheaply, to football clubs to help advise them at the time with that model on on on what, what managers to recruit. But I got to know that the guys at Cambridge United Football Club, relatively small, but very proud, club in The UK.

And, after working a little bit with the CEO on some staff and around management recruitment, one day he called me up and he just said, do you wanna come and run my business? And I thought, I'm I'm...

I think I'm 22 years old at this point. But sure, I'll come and I'll I'll come and run the business. And before you know, I was COO there. And, it was amazing, you know, really, really fun time, extremely different.

Football clubs are, something that so many people are so passionate about and at the same time, you need to find a way to pay all the player wages, so that the business side is always scrambling to make sure that the club can attract the best talent that it could. So I did that for for a number of years, it was super, super fun, but it was in, I was in Cambridge at the time and Darktrace, sub security company, went on to, have a great success in kind of the network security space, email security sub base, was this emerging business in Cambridge at the time, still relatively early in its journey, and, one of the key people was on the board of the football club and I got to know him and through doing a lot of work with him and then, with some others, Darktrace, he had said to me, you know, just get on over here.

There's loads of stuff that I could really do with you working on and I'd looked at this business and thought, a, this is going somewhere, you know, the city was proud of this startup that was, emerging but also I'd been spending a time reading in my own time books like Dark Market, about the kind of carder schemes and things of that nature when it came to cybercrime. So I remember talking to him over about that over a pub lunch once, and he said, how do you know about this stuff? And I said, well, I've been doing my own research, he sounds super interesting. So, yeah, we helped stop this stuff.

And so before you knew it, anyway, I found myself at Darktrace, it would come through those relationships of, you know, almost attaching yourself throughout journey, you know, the CEO that brought me in because I was a young person trying to build a business or at least a concept with the model that I built to help football clubs. And from that, I've been able to meet more people and that took me in the end to Darktrace, where by the end of it, you know, I led global operations, I was COO out in The US, that the process to sell the company, to Tom Bravo, all the due diligence and all that type of stuff and had a really successful run there and it all come through relationships, building trust with people, and really doing great work, with people.

So really, really fun, varied journey. There aren't many that I've heard that are similar to it, though everyone has their their own kind of unique stories and and certainly that's mine.

I have been lucky enough to have a a similar career journey and we don't need to talk about mine, But I think the core of it and and something that with RSAC, we're we're really, you know, always emphasizing are these relationships, and you just never know. Right? Like, that's...

You you know, you're talking to someone, you've got an interest, You you follow it down a rabbit hole, and and the next thing you know, you're there. And I feel like that's maybe a little bit of of Geordie's story as well. Right? So now you've you've spent all this time at Darktrace.

You're you're working on the operations. You're kind of figuring it out, but you're thinking about your...

You know, these other opportunities. Right? So tell us a little bit about, you know, what was the spark for you that made you think, okay. You know, I I think there's something that I wanna do on my own or that I've got this this new idea.

Talk about how that spark came to you and and then sort of some of those next steps that you took.

Yeah, I mean, I'd I'd always known that I was I was going to start my own business at some point and it was it was really, you know, after the kind of diet tricks experience, I always knew that was what I was gonna go off and do and I was fortunate in that I built many great relationships also at Darktrace and one of them was with one of the founders, a guy called, Dave Palmer.

And he's a partner at, teneleven Ventures who co led our our seed round, that's right at the beginning. And he had said to me for years, you're gonna start something, when you do it, just make sure I'm around first for some of the fun and some of the action. And then, like I say, they co led our seed round with General Catalyst. So, again, relationships being a big part of this.

But I knew I would do that at some point in time, and then had built up a lot of domain knowledge and expertise within cyber, and also the application of AI within cyber, you know, where Darktrace had a product that was, you know, helping people protect their networks with the use of AI. But I then stepped away from the business, I was planning what I was gonna do next and I'd start to read a hell of a lot of stuff around agents. And at this point in time, it was hard to tell the difference between what an agent was going to become in a meme coin. It was like, how how...

What's gonna be the bigger fad? That was how most people thought about it. And I had had my own experience with Darktrace of seeing AI take action on business business behalf and benefits, and when you could see that there were these really powerful LLMs, which at that stage was still in their infancy, but they were only getting better at rate of knots, and you could see where this was going as the agents themselves or the models themselves were improved, then the agents themselves had more infrastructure, more tooling built around them. But before you knew it, you were gonna, in essence, democratize, though, at a price, of course, because tokens aren't free, but you're gonna democratize access to the reasoning core to put agents, in essence, to work on many other things.

So you could very quickly see how this agent thing is gonna become huge for the world economy, for society as a whole, in how work gets done.

But how are we gonna fundamentally manage this change and manage the risk with it?

And that was something that I literally couldn't get out of my head. I I didn't see how we were gonna be able to do it with our existing kind of security tools of the day, but also kind of enterprise infrastructure from an IT perspective. I couldn't really see how people were gonna understand what agents they have, what they were doing, how that was also kind of coming together as agents start doing work together or do work on slightly different things but start knocking up against one another, whatever it might be.

And I just, from that moment, became obsessed with it. And this was before Blow Code existed, before MCP's existed in any of this thing, but I just could see it was, an area of huge potential, but also huge risk which needed to be managed, and this was a problem that I I felt that myself and then, my co founder, Benjie, my co founder, Hannah, we were gonna be uniquely well placed to help people with, and it's been an amazing ride since.

Awesome.

When you're on the bleeding edge of a technology like that, how hard is it or, you know, how do we even begin to explain to those potential customers, hey. You don't realize you're gonna need this maybe yet. Maybe you do. You know, maybe they're pretty advanced in there, and they're working on stuff. But how are you kinda getting into those initial conversations, and and how did you guys come to your very first customer of this product where it is so bleeding edge? You know, it's it's kind of almost a a domino fall of, well, they need to have the agents doing the things to need you to help with the agents doing the things.

Completely. I mean, to your point, this now looks obvious. And when I was starting the company, it was anything but. I mean, I remember so many people who are, well versed in cyber, well versed in tech going, is this the thing?

Is this gonna...

And I remember many investors, to be honest, even in that first round, kind of looking at it going, I'm not sure. And then general cuts of this, they were bought in on this. They...

They're they're in the the Bay Area. They spend a lot of time with the kids at Y Combinator. They could see that there was gonna be some cool stuff happening here. Then ten eleven were just like, you guys are smart.

Like, we really like you, you just figure it out, this will be okay. But it really wasn't obvious and, you know, it wasn't obvious to all security professionals. I think, you know, you do hours and hours and hours of discovery with CISOs who are frankly kind enough to give you their time, even if they tell you it's a really stupid idea, I still thank them for that thirty minutes that they gave up when we had nothing to give. But then you start to find some that go, this is becoming an issue for me and I'm really not sure how I'm gonna, have some gaps here.

And then you literally just obsess about them, you try and solve their problems, you try and show up with value, you try and give perspectives and you try and kind of help them see your vision but also how, you're you gonna have a lot of fun together in building with this, and, you know, I remember, so one of our earliest, he was actually our first design partner, now a happy customer, had us along an innovation day, they hosted with a bunch of banks and whatnot yesterday, there were, I would call them a technology company now, but they they oversee the running of, tens of thousands of holiday properties in The UK, they're called Forge Holiday Groups, and their CISO is this wonderful, wonderful man called, Johnny Matty.

Absolutely brilliant.

And from day one, he... He's very forward thinking and he was looking at this problem as they started to both build agents for internal purposes, but also for, product... Productized, they they have a product called, Connie, which essentially interacts with all of their visitors, customers, you know, as they come to holiday properties. And he was looking at all of this and saying, we're thinking about this in a super innovative way, and it is so innovative what they're doing, like, it's it's amazing what they're doing. It's like, how am I gonna manage the risk with this? And so we just built alongside him and obsessed over his problems and there were multiple others that then came, kind of came on board.

And, I I will always be thankful to those people for, almost an outsized way for showing up when we had very little from a product perspective, but we're demonstrating that we were credible as a team and would build super fast, and it really then is a process of just building iteratively around their problems, showing that you're taking on board the feedback and you're building for where the puck is going, and and and them getting bought in on the value that you can bring. And so there were multiple other people like that. Martin at Synthesia, he's been wonderful. I could keep... There are lots of names that I can now reel off because we've got quite a lot customers now. But it's it's, there's there's people who've just played such a role from a customer perspective, and have seen that we're fundamentally able to solve problems for them that other tools in their stack can't.

Well, and I feel like this is such a clear tie in back to the original thesis, which is the relationships. Right? You built that relationship with those CSOs where they were able to feel that trust in you. I feel like this is... It's such an area where that that real trust is needed, and it really does come back, you know, to that to that relationship building, which actually just kinda leads me to, you know, a a question that I maybe hadn't thought about in our original conversations, but of...

You know, we're we're both blessed with having the ability to talk to anybody anywhere now. Right? With all...

You know, I'm...

Was I on a Zoom yesterday with 15 founders and 15 CISOs from from all over the world at this point, really, to a degree. But does that make it harder? You know, as you're...

As you really are trying to build those relationships and you're and you're thinking about building that trust, you know, how do you kinda think about the breadth of it or the worldwideness of it and how you're how you're making those new connections? It's...

It'd be an interesting part, I think, for for new founders who are, you know, hey. I wanna get that first investor. I wanna get that first customer. But where do I go if my network isn't that big?

Or how do I start that journey?

Yeah. Yeah. Yeah. I mean, it's hard work. There's no there's no nothing else I would say. I mean, we built up our network, we put ourselves out there to meet people, we certainly use some kind of early investor introductions to help get us some feedback too.

But people like Johnny Matty at Forge Holiday Group, you know, for him, it was about, is this team credible? And then can they actually help me solve a problem? And is it gonna be worth me showing up for half an hour a week or whatever it might be? And we had to build that trust.

And frankly, you know, I think our whole whole industry is built on trust. You know, for security teams, they put startups like us in privileged positions within their infrastructure, and it's so important that we take that seriously. And one of the things for Geordie which I'm most proud of is how many of our customers are now telling their peers about us and that we do more than we say we do on the tin. And that is, we take that so seriously, but we also know the flywheel that that can become because we are in privileged positions as security companies to help solve problems that an organization takes extremely seriously.

And once you start delivering for your customers, it becomes this amazing flywheel because that trust transfers. But that relationship piece is is so important in security because there are so many startups out there. There are so many that market that they can do something, and I respect any founder who's crazy enough to go and start a company, especially as a cybersecurity company where the spaces are so competitive.

But, you know, what really starts to distinguish you is the quality, especially at those early stages, the quality of the team, you know, do people show up and go, these guys get it, these guys are gonna, I'm gonna learn from these guys, but I also trust them to solve the problem, and also, once I put them in my environment, like, can I trust these guys to to have a privileged position? And, you know, you've really got to, build that relationship and fundamentally show the tech can solve problems in order to get yourselves in the position to keep learning as an early stage security company within real customer environments.

Absolutely.

Has there ever been a time where it's gone poorly? Yes. Oh, You know, has there has there been something that hasn't worked out or you you had a vision for something and and you kinda had to backtrack on it? You know, I'd love to hear hear how there was maybe a recovery from something where where it didn't go quite how you'd hoped.

I mean, you're talking to cyber security founders. If if if if they're not...

If they tell you everything, yeah, yeah. If they if they tell you that, like, everything is amazing every single day, then, I I I don't think they're being honest. I mean, starting a company is hard. It's really, really hard.

All the odds are against you. You're building a product from scratch, you're building all kinds of capability from scratch and you cannot say that, any week goes super smoothly, but across a range of vectors, right? I mean, I think one of the hardest things for most startups to really deal with is the go to market. From the tech perspective, if you have an amazing team, Benjie, my co founder is amazing.

He led a lot of the engineering team at Snyk through the hyper growth period. We've got team from Snyk, from Vericode, from a whole bunch of other companies, and have built in this space for a long time and they have built amazing technology. But then on the go to market, a lot of stuff can go wrong. I mean, competitors enter spaces, incumbents start marketing a certain thing, you put foot wrong in a meeting and you say something which was stupid and then you impact a relationship in a negative way.

I mean, all these things happen all the time. I will tell you a funny story for us was, we actually were deployed our...

The guys that led our series a, I think, slightly before they actually invested in us. And the guy who invested, James Wise, he's the partner that led it at Boulderton.

The security lead at Bordertown, all of a sudden could see that James was doing some stuff with agents that was not sanctioned. James James won't mind me doing this because it wasn't like a massive, it wasn't like a security risk or anything. I'm not breaching any confidence. James won't mind me saying this.

But the the, the the security lead had great fun in putting our capabilities in place that could stop the risk and the action cause it meant that James then couldn't do the stuff that he needed to, and I remember talking then to James about this, slightly later today and he was like, it was kind of weird because I've invested in this thing, which now I'm kind of annoyed about, like, it's and I said to him, no. We're here to, like, enable innovation. There's a whole...

There's, like, there's a lot of other value. Your security and IT teams are getting it. But he was like, how does this work? So that could have very quickly become something whereby...

He's like, never mind. Yeah. Yeah. Yeah.

He's like, you know, I know the security thing's important, but like, I can't do this really cool stuff now. Yes. But, you know, so anyway, it's it's stuff like that that, it's fun stories along the way.

Yeah. I love that. You're like, oh, no. That that that was a test. That was a case study. I was showing you how well it works.

Yeah, exactly. Exactly. And I do the... I I think the the security leader at the time, he was, he was on the holiday. He's great. And so he actually really enjoyed like not letting James' agent out of his box for a while. Was like, We're gonna leave that agent, like, stuck for a little bit.

Oh my god. That is so funny. I love that. I love that. Hey. You know?

It works. Now now we've seen the real now we've seen the real deal.

This is a little bit of a pivot, but it's been on my mind because one of the things that I really enjoyed about your presentation at the Innovation Sandbox contest is the story of your branding and the and the lantern and sort of where that comes from, and I'd love to share that with our audience here because I just think it's...

It was really thoughtful and unique and I I really enjoyed that part.

Yeah, I mean, look, telling your story really matters, especially in cyber in a space that is so crowded and there are so many four... Random four letter company names and lots of branding that's the same and things of that nature, and so you have to think about how you're gonna stand out. But for us, there was also a bigger part of let's take some inspiration from something that that, you know, is a similar safety technology, another point in history.

And we would...

When we were first starting out with agents, we were drawing a parallel with the industrial revolution. It seemed obvious now, but no one was telling that story. I will say two weeks later, I think this is 2025, Jensen and video went out and gave a new talk two weeks later at their big, conference and started talking about the industrial revolution. So, it does look like Jensen got there first, but I will say, you know, we we kind of were there first.

Anyway, I'm saying this all in jest, right? Like, you've seen I I have humility. I'm not actually saying anything about Jetson and Nvidia. But anyway, bring that to the side for a sec, we, within within the industrial revolution, there was new and unseen risk, literally just like there is with agents today.

You have no idea what agents are doing across a lot of the tooling infrastructure they use, they are non deterministic in nature, so you can try them out or red team them a thousand, a million times and they'll do something different on the next turn.

And so there's this new and unseen risk that you're trying to figure out how you manage, but you have to figure out how to manage it in order to enable innovation, and we have the same thing in the industrial revolution, whereby we needed coal to power the industrial revolution, all the machinery which took us from our hands on our horses to all of a sudden being able to leverage, you know, machinery powered by electricity, powered by steam. But as we mined coal to power the industrial revolution, with that coal came flammable gases too. These were unseen to the human eye, they would build up in the mines, and as they built up, what would happen?

They would cause explosions. So horrendous for the workers and horrendous for innovation. So what do we do? We turned to technology to help us solve the problem.

We turned to mining lamps, and the Geordie lamp, you see the little lantern, is an example of that in the Northeast Of England.

How it works is it had a small candle inside it, and at the moment the flammable gas is built up too much, what would happen? The candle would go out. It gave the teams at the time line of sight into this new risk. They now knew that these invisible flammable gases were building up so that they could do something about it.

And this fundamentally was able to then enable innovation, but safely, and we took inspiration from that and saying, you know, Geordie's turning the lights on, right, like across your infrastructure, you don't know where agents are, what impact they're having, what work they're doing, whether it's good for your organization, whether it's too expensive for your organization, whether it's creating too much security risk for your organization. How are you going to get an understanding of that? Well, with Geordie you can. And so it was really drawing that parallel that really, literally from inception, led us to Geordie, and we've had a very consistent story since.

It will obviously evolve as time goes on and the product continues to broaden and everything like that, but fundamentally, it was the the need for new safety technology to enable innovation, and and we see forever that we will be that.

I love that. I just thought that was such a great story. And maybe we can touch, you know, kind of leading from that briefly just on on your Innovation Sandbox experience. You know, you guys were were still pretty new at every... At everything you were doing. You had just started in 2025. You hit the stage, you know, end of March. What led you to think, like, hey, now is the time for us to to kind of get this this innovation out there and be involved in a in a program like this?

I think there's two things. So one is, we have seen the impact of Sandbox for many great companies in the past and that it has been more than a rubber stamp, it's been like a gold plated stamp for companies in terms of their credibility and their quality and how seriously both security leaders and investors and the wider ecosystem take them.

And you kind of look at it and go, you know, this is an aspiration to be a sandbox, just just be in sandbox. So once you come out of stealth, right, and you announce your company, you kind of have to do it pretty soon because you guys don't allow people in it if they're like beyond a year or something of that nature. So you have to do it early on in your journey, which I love because it's really about innovation, new companies doing new things, they're innovative. So I literally spoke to Dave on the board from 10:11 when we were starting the company, he said, are we going for Sandbox next year?

And I remember at the time being like, oh gosh, are we? Are we definitely going? And I said, yeah, sure, let's do it. Let's, let's, let's do it.

So I remember doing my little pitch and, and then obviously we ended up in Sandbox, then we ended up winning it. It was amazing, absolutely amazing, you know, it's been a real game changer for the company and it was a great experience doing it, I think, you know, all the finalists should be super proud and jazzed of the, like, impact of being in Sandbox, but winning it for us has has has genuinely been a game changing moment.

That's that's what we hope for. Right? That's why we we put all these folks like yourself on stage is that we really want... We want our audience to hear about these really innovative things, these these cutting edge, bleeding edge technologies that are are going to change, you know, the work that they're doing, and so it's always great to engage with with folks afterward and just kinda hear, you know, how their journey continues.

Just to add on that, I mean, I I I completely agree with you in terms of, like, the types of companies and technologies that are spotlighted are tend to be super relevant for both the...

That moment today, but more like what's coming in the next twelve months. I would honestly say, I say this to people quite a bit, I'm like, if I had known how much of a difference it would have made, I probably would have practiced harder. Now, for anyone that heard my pitch, or definitely those that spoke to me after, my voice was like completely nuked. It was gone.

It was completely gone. But it was because for like three days before, I was practicing and also you end up both on a plane and then in an air conditioned hotel room. You're in this air conditioned hotel room which just dries you out. Meanwhile, you're, like, practicing your pitch and I remember waking waking up in the morning, Josh, our COO, we were walking over.

He was like, your voice is really bad. You shouldn't talk until this pitch. And I one shotted it. You should ask people like Cecilia who were there on the day.

I was lemon and honey beforehand. I was just...

I was like, I've got one go at this. So I would have practiced even harder, but if I practiced even harder, I might not have had a voice. So, it's probably quite important that I, that we only did the level that we did, but genuinely, it's been amazing.

You've given me an idea now of a little a little gift basket we should send to all the finalists with some throat coat tea and some lozenges and some... I'm gonna I'm gonna work on that in the background for for future classes. I I like this idea.

You you you have to give that gift basket in advance. Exactly.

Send it send it to them, like, a week in a...

A week or so in advance of all of gonna need this.

All the things they're gonna need, I love that. What are you excited, either with Geordie or with the industry, what are some of the things that are, that are making you excited in the coming, you know, twelve months or so?

Yeah, I mean, what do I do every day? I spend time with amazing security, IT, enterprise AI teams, figuring out how they can safely make agents successful in the enterprise and I'm so excited for where this is going.

The agents themselves, the models, the infrastructure around the agents and therefore the agents and their ability to take productive action for the enterprise, it's arrived. It's a game changer. You don't just have to ask your software engineers anymore. It already had changed their lives six months ago, which feels like a lifetime ago in this era, but it really wasn't that long ago.

But it's now able to impact people in many, many other roles. I mean, if you're talking to marketing folk, salespeople, people in IT, people in people operations, people in legal roles, they are now using agents to get work done, both general purpose agents, be it a Claude co worker or a codex or things of that nature or kind of verticalized agents, you know, in legal you've started to see people like Harvey and Legora go that way, and it's changing how work gets done. I regularly speak to people who say, what I got done today would have taken me three weeks before, and I believe that from my own experience of working with agents.

But to really enable this at enterprise wide scale and safety, you need new infrastructure to help you do this. We literally didn't have anything that helped us understand these third party, non deterministic, data and systems hungry entities before, who are operating across many surface areas, and we certainly didn't have mechanisms in place to help make them better but also to prevent the risk they create. And so what I'm excited about is as those capabilities of the agent continue to have more and more impact in the enterprise, it's the role of, you know, frankly, Geordie, to help those real transformations that are happening to how work gets done to be successful.

And I I'm so, so, so excited to see how that continues to play out, in the enterprise.

We're gonna wrap up with our final question that we're asking all of the entrepreneurs that we're speaking to, and that is tech biopics have become very popular. Unfortunately, most of them may be not always the most positive, but I think that we would have such a positive movie that we could sell to Netflix of your story. If we were going to make a movie of the story of Geordie and and the story of Henry Comfort the entrepreneur, who would you want to play you? And do you feel like this movie would be a thriller, a sci fi, a comedy?

What what kind of genre would it be?

I don't take myself that seriously. Am incredibly driven but, you know, I'm kind of relatively, don't take myself that seriously, so I would definitely say a comedy. I also think I need to go for, therefore, someone quite light hearted who has got a British accent but has done really well in The US. Because we are all in on The US.

It's where all our customers are at our era. So I need to think of someone. I mean, Jack Whitehall and people like that have had a bit success in The US recently. Maybe Jane...

I'll tell you what, why doesn't James Corden play me?

How about that? It will then have to be a comedy musical. We're gonna we're gonna have a song about the industrial revolution in it, I love it.

Yep.

How you need co work to change the way you get work done. There are some moments where agents are stupid that you could make fun out of. There are also... There's also quite a lot of risks, so there are moments where it might be dark humor. I mean, like, I'm I'm trying to I'm trying to take this in a good direction, but I think I think James Corden just got a call up. We'll have to contact his agent and see if he... When he fancies the job. I think I've still got a while to go before that biopic's truly gonna be worth watching, but I mean, James, get ready.

I love it. I'm I'm picturing him having like a dream sequence scene where there are cartoon agents and they're marching around and they're going... I don't know. Anyways...

Yeah. I think I think it can happen. I think, you know, we'll do some work on the story, but, I think I think James just has to know that he's gonna get the call up.

So fun. Henry, thank you so much for this conversation. It was wonderful to talk about y'all of your journey, you know, from the beginning and and through to the amazing products that you're building at Geordie. Thank you to our audience for for listening to this new series. We're really excited to bring you more entrepreneurial stories just like this. If you yourself or an entrepreneur who is just beginning your journey, and are inspired by this story to apply for our innovation sandbox contest, submissions for 2027 open December 1, and we look forward to hearing all about what you're up to then. Henry, thank you again for a great conversation.