From Combat Logistics to Autonomous Freight: Building the Future of Road-to-Rail | Kevin Damoa

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Speaker B: this episode is brought to you by Google Chrome. You think you know a browser, but Gemini and Chrome? That's new. It can help you with practically anything on the web, like restoring a vintage motorcycle from a 50 page restoration block. Or finally break down that long article you've had open for weeks. Gemini and Chrome is here for it, ready to make anything online make sense. There's no place like Chrome. Check responses, setup required, compatibility and availability various 18 foreign.

Speaker C: The sponsor of Lift off with Keith is the one and Only Compass Strategic Advisors.com an experienced partner to help you navigate everything from cap tables to stock option and compensation plans, and all types of backroom and marketing services. There is no better friend to the startup CEO than Compass. Check them out@compass strategic advisors.com okay, so what do Iraq, SpaceX and the EV boom and autonomous freight have in common? Well, my guest today, Kevin Damoa, is a former army combat vet who spent two tours in Iraq working in railhead logistics. Not an area I knew a lot about, but it comes from his work at SpaceX, where he held senior roles there and at places like Canoe and Exos and Romeo Power and saw the electrical vehicle boom and bust from the inside. Now he's the founder and CEO of a hot new startup called Glide Technologies, which is building autonomous vehicles that can move freight between road and rail, attacking one of the biggest bottlenecks in the global supply chain. And here's the part that really caught my attention. Glide says it's built three vehicles for roughly $8 million, while competitors have spent 80 million for the equivalent output. So what are we going to talk about on today's episode of Liftoff? What the army taught him about logistics. What SpaceX taught him about building hard tech, physical AI? The EV boom. And what about all this capital and fundraising and the road to rail problem? Man, so many fun topics from combat logistics to rocket logistics to autonomous freight. Kevin Damoa, welcome to Liftoff. All right, well, listen, listen, let's get into it, Kevin. I, uh, you know, I think, well, first of all, thank you for your service to before and um. And look, Iraq and Elon, you Know, I'm not sure which is more of the challenging assignment, but we will get all into that.

Speaker D: Huh?

Speaker C: Huh?

Speaker D: Do it man. Let's fly.

Speaker C: So yeah, I did mention earlier about the SpaceX thing into your service. So, but, but I think the problem you're trying to solve and you, and you've got such a nice great momentum going already. Talk to me about this road to rail problem. Let's set the, let's set the context here properly.

Speaker D: Yeah, absolutely. I mean I, I would do it a disservice without giving a history lesson. Right. Uh, so 19, uh, 16. We had 250000 miles of rail here within the United States with the transcontinental railroad. That was the primary way that you ship goods. It was like if you're going to ship something or anything, you're going to ship on the rail. Uh, and then we had a great general, uh, that fought and uh, and, and, and a war that saw uh, how that highways could actually move things really, really fast. So uh, you know, uh, President Eisenhower, um, uh, saw that you can move tanks, uh, across the Autobahn and brought highways uh, to America. Um, and that, that, that made uh, rail, you know, less attractive. Right. As we built more highways and, and uh, you know, started to ship more, you know, highways became, or trucking became the thing to do. And as UNICEF economics came to scale, trucking became the primary way you did things. So folks use less and less rail. And then uh, the invention of containers came about and you saw that you can put those on truckings more easily than rail because rail had this problem called transloading where you had to actually take that piece of conveyance, add an additional piece of equipment in order to get that box from road to rail. Um, so it made rail not sexy. It made it uh, inaccessible. Um, so what Glide does is we, we fix that, that problem in between. Use road or rail as a, as a commodity or a modality of choice. We pick whatever options the best for us. Whereas a lot of the times rel is the best option, uh, just because um, of uh, it's, it's a long highway. Um, that, that's a lot of times in very convenient places. Um, so what Glide does is we make rail more accessible by removing those touches, removing those capital pieces of equipment and then in streamlining that process and reducing it down to one vehicle, excuse me, one move and then one person or no people at all as a part of that value train. So that's, that's glide.

Speaker C: That is it. So where are you at on your journey on the rail then.

Speaker D: Yeah, absolutely. I mean we're, we're still in uh, prove out phase. So you know we've built great products. We have uh, uh, two glider ms, which is our man product that, that, that product. We call it our, our transload in a box. So uh, for your viewers that they don't know, Glider M is our vehicle that's built on the back of a, a Peterbilt or Freightliner or Volvo, a Class 8 chassis. What it does is it has a hook lift on the back of a. Capable of picking up a fully loaded 20 foot container putting on the back of itself. It has a high rail kit on it as well. Um, so we're able to drive over to the railroad tracks, get on the track after we've picked up the, the um, the box ourselves and then drive down the track and then in reverse we get off the track as well. Same vehicle. Then uh, we have Raiden, which is our autonomous vehicle that we actually build in house. We have two of those built um, and that is a platform um, that has road and rail um, wheels on it as well. And we access the rails the same exact thing. We'll still need material conveyance, forklifts or cranes to drop that um, that piece of conveyance or that, that increment that pallet, that container onto it. Uh, but we eliminate the other steps that come behind it. Um, so that, that's where we are right now.

Speaker C: Yeah. And by the way listeners of this uh, glide has some very cool videos on their website that show this product and it really brings it to life. I really enjoyed watching those. Kevin. Yeah. So, so how much of this is really built on the back of what you learned through that military experience? Both the uh, product and the need.

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Speaker D: I think everything, you know, everything. Throughout my, my 25 years of logistics experience and a lot of that has been spent in the military. I spent ah, you know, close to 20 years uh in the army and Air Force, uh running logistics operations both on the, the road and rail side, for the air side as well. Um, and uh, it all poured into the rigor, um, as well as um, you know, building out technologies that actually work sustainably underneath really, really harsh conditions. Um, and a lot of that pedigree is put into the product. The cool factor comes from the SpaceX side, uh, where you, you know, space engineering and you pair it uh, with those legacy robust systems, um, and then the next step is taking that emerging technologies with physical AI and then combining them all from legacy to the cool factor to what's happening right now and where we're going right now as a, as a species.

Speaker C: Yeah. In between the military and SpaceX though, you spent a fair number of years in the EV space too?

Speaker D: Yes, absolutely. Yeah, I did a lot of um, um, mobility, E mobility and micro mobility. So um, I spent uh, about 10, a decade in that. From uh, Romeo Powers, early employee. I think I was employee number 18 at Romeo Power, vice, uh, president industrialization. Helped him go public, um, during that time, uh, XOS trucks, um, you know, vice president of supply chain operations, uh, worked in engineering and manufacturing with those folks as well. Helped them stand up manufacturing facilities throughout the US and Mexico, uh, and then helped them go public va spac, uh, and then went uh, off to Canoe, uh, um, another EV company where helped uh, them uh, as their first vice president of logistics, environmental health and safety. And then they went public as well before going off to Harley Davidson's E bike company Serial One and supporting them with uh, distribution and operations there.

Speaker A: So.

Speaker C: Wow. All all kinds of crazy automated experiences and supply M chain and improving efficiencies, improving economies of scale too, which we'll get more into. But what, what did the EV space teach you about you know, bringing revolutionary, sometimes evolutionary technologies, I guess, to market, but doing it in a, in, in a way that you're not on the government, uh, payroll or budget, you know, which is kind of nice but um, but the business of God, we got to, you know, we'll raise some money but we got to get to revenue. We got to get to, you know, some, some forecast. It's going to make investors uh, um, excited about what we're doing. So really building profitable businesses yeah, absolutely.

Speaker D: Absolutely. No, great, great question, Keith. I mean it taught me a few things. You know, I think the first question, first, um, item it taught me was you uh, can build things that look familiar to everyone, right? The electric vehicles look like every other car except for the powertrain is different. Um, electrification is a little different. Um, the second one, um, is, is how do you build the business, um, you know, and inject cash for, for every stage of that business as it, as the project, uh, sorry, the product, um, matures, uh, um, and as the customer, uh, the customer, um, um, footprint uh, starts to evolve as well. And then how do you raise money when all of that happens, um, on other end and as well as make your investors happy that invested in it. Um, if you, if you make it right, I mean it's, it is a hard, hard thing to do. Um, and then the last thing that it taught me was, um, culture is everything. You know, you can, you can build a great product, uh, you can raise a bunch of money, but if you don't have a team and culture that is cohesive in order to survive, um, you know, those, those uh, periods of pedigree, um, you know, as you go through the seed and pre. Seed and series A and whatever it may be, um, you know, then your business will fold. Um, One thing that SpaceX, um, taught me was, um, you know, we, we were all SpaceXers. We had really, really hard, long days, but we all rode the same way and we're all about mission. The mission was, was much bigger than what we were. So ego was checked every single day because we believed in us interplanetary species. Uh, whereas I've been at businesses where it's like, like I'm the man that's running this company and I'm making these processes go. And you get a, you get a whole company that's built that the same way you are now, bigger than your mission, you know. So, um, that, that, that, that pro. That process, uh, played itself out through the different companies that I, I uh, uh, was aligned with and some did it better than the others. So I, I made a point at Glide to fixate on culture, um, um, amongst everything else.

Speaker C: From day one.

Speaker D: From day one. Wow.

Speaker C: Um, so let me, let me dig into that a little bit.

Speaker D: Okay, Please.

Speaker C: When did you have the idea for Glide and when did it go from idea to Sorry, Elon, I have to do this? I know. I love the SpaceX mission and I'm excited about the stock market IPO and all those great missions because that was fun to Watch on the website. Right, that's, that was some crazy stuff. But, but when, when did you say, look, I gotta, I gotta go do this?

Speaker D: Yeah, absolutely. It was actually way after uh, SpaceX. But I, I love that, I love that plug. I was actually at Harley Davidson. Ah. You know, building bike e bikes and you know, distributing around the world. Covid happened around that time as well. And I sat back, watched, uh, infrastructure just crumble, you know, just you know, ports and roads and rails and uh, the driver shortages and you know, you just saw the cost of everything start to go up. Uh, and then the labor unions happen. It was a complete um, logistical uh, conundrum, you know, that, that's, that happened. And I looked at myself like, dude, you spent your entire career like building these great machines and running great logistical processes and now you're building toys. Um, you have everything in your body to help solve this problem. Um, you know, get out of being comfortable, um, and get to solving this problem for, for, for the world. Um, so I saw that upon myself. So you know, launched the company into stealth in 2021, uh, brought it out of selves in 2022, uh, tried to do a little bit of fundraising as an area that I didn't know anything about. Talk, um, about uh, you know, uh, going through different periods of time, uh, and then got our first, you know, investment, uh, sorry, got our patent awarded in 2024, got our first investment in 2025. And then 2025 is when, you know, all the stars align. We got our blessings from the Lord and we raised our first money, um, and built our first team. So.

Speaker C: Yeah, that's wild. So yes sir, now you're at that fundraising, you've got that problem to solve. How did you figure out the, the economics to build something on an $8 million budget versus that $80 million budget that the other guys were performing. How did you find that breakthrough in economics? Because that's, that's major.

Speaker D: Yes, major, absolutely. Um, I, I feel that I attribute it to my time in supply chain. Uh, you know, when you're in supply chain you understand how, what, what things should cost you. It's your should cause your make versus buy and uh, you identify what you're able to make at the lowest, uh, the lowest amount. Um, and that's what we've done. We've been very cost conscious and how we've uh, deployed capital out, um, while paying attention to our fiduciary duties as a venture backed company, uh, and doing things incrementally, uh, looking at non dilutive funding as a mechanism as we utilize what's in our coffers m to actually propel us towards that non diluted funding so we can keep our business uh, going in the right direction without know, diluting our capital, I mean diluting our equity, um, all at the same time. Uh, and then the other end is, is leveraging um, you know, debt, you know, and on, on the other end for. Because we're building vehicles. So it's you know, go to you know, folks that can give you debt and you could pay that back instead of you know, um, you know, spending on capital that a lot. Absolutely.

Speaker C: So more dilution. Yeah. So let's talk about that just for a second. It's kind of interesting. So you know, now you're in the catbird seat and you're watching a lot of other companies operating. What do you think of when they're showing off an MVP or they're explaining their, their use of capital? When you see them, what do you, what are the mistakes that you commonly observe?

Speaker D: Yeah, I think that folks, you know, speed the market. Um, folks want to get their product and customer sands fast and that, and that's a great path to have, have. Um, however, one thing that I don't see is evaluating your risk profile. So you take an industry, um, that, that looks at you know, um, you know, like, like trying to change truck and rail like they're vampires and it's garlic and um, you know, as soon as you make a mistake, you know, with your new mvp, they're like I knew it. I knew that that thing wasn't going to work. Right. So if they time to evaluate and got their system right before they put it into a market. Uh, so is the mistake, is the

Speaker C: mistake not figuring out the uh, customer need well enough or not figuring out the supply chain well enough or where does that disconnect happen? Or maybe it's all the above.

Speaker D: Yeah, I think it's all the above. Right. So the, the pain points are, are, are evaluated when they first formulate their mvp. I think the next this, the technological. The piece is, is does my widget work to solve this pain point, um, at the level that I'm explaining to that customer or do I, do I overlap my pain of ignorance uh with the customer's pain to you know, so we're, we're just in a pain pool. Um, so uh, I think if you, if folks take the time to do their MVP in isolation right before you put it into a customer's hand, I think that's the best Path, it may cost you a little bit more time, it's definitely going to cost you more money. Uh, but you're not passing on your pain with the customer. You know, I think that a lot of folks say it's good if your customer is along with you for the pain journey. Uh, but you made your product in order to solve the pain for them. So don't bring it along. Bring them along with the pain journey. Solve for that pain first and then you have other things that come along along the way because it is a new solution. Uh, but make sure your solution, um, doesn't add on to what it actually does. It solves for some of it, and then they can evolve through the rest.

Speaker C: Yeah, Kevin, I like that a lot. Um, let me, let me double click on that part of, of your journey. You won startup battlefield at TechCrunch, which is, uh, I'm very familiar with that. That was a big win. And you, from a high, high 5,000 foot level, making all the right moves, you know, checking all the boxes, checkpoints, and look how humble you are. But I have a feeling because this is, you've been around a while, that you've still had a few mid, uh, course corrections and uh, some Checkpoint Charlie's that didn't go your way. Yeah, so, so take me through. Like, how do you, how do you manage that journey that you're on and keeping the, the, the, the trains running on time?

Speaker D: Yeah, man, the great, great analogy. I mean, I, I, you know, every day is a derailment, I'll tell you that. You know, you know, yeah, absolutely. Sitting in the seat, uh, building a brand new technology, trying to implement it in the world that deserves it, um, you know, with its, its struggles and its hurdles, I mean, from, you know, personnel decisions, uh, for, for onboarding, uh, you know, for the right or wrong reasons, uh, to selecting, you know, technology partners that may or may not, you know, fit at the time and place, um, to not, uh, selecting the, the, the greatest capital partners, um, or, or, or folks that are going to be decision makers for the company. Uh, it, it happens on the, on a daily basis. Or not taking that meeting with that person because you thought another meeting was more important. Prioritization, um, is another one. Right. Um, you know, it's, it's a, it's a balance and a dance every single day. And do I get it, do I get it wrong? I mean, 100 every day. I don't. Right. I'm looking to get, you know, a, uh, B plus every single day. No, no, you're in it.

Speaker C: Come on. I know that. So. How many people are you now?

Speaker D: Uh, so, so we have 15 in total.

Speaker C: Yeah. And, and where are you at on um, the revenue side? I know the product is going and you're still very early on that whole side. But people have to realize, I mean hardware and trains and autos have a different life. Uh, you know, build.

Speaker D: Absolutely, yeah. Ah, so the revenue side, we're pre revenue still. Uh, we are taking our time. I think it goes back to your question of, of uh, you know, MVP and commercializing and capitalizing on, on revenue. We've chosen not to take pennies or dollars from folks while we prove out our technology. We want to say, hey, you like it, you're going to buy it. And the way that our model works is we are the new FedEx Mercedes JB Hunt of the world. Uh, we are owner operators. So uh, you know, when a person um, you know, signs up with us, they're signing up for a service and you know, it's a bonus that we build cool stuff for folks to use, uh, and we charge them um, at a very low cost as a part of that. So since we are a service provider, we want to make sure that it's turnkey, it works every single time and you're very comfortable with it. So we're spending the rest of 2026 uh, servicing folks, uh, essentially, you know, for free. Um, and then in 2027 we'll turn on that spigot, um, just first getting that product validation, getting that market validation, making sure folks are happy both on the commercial side and the defense side. Um, and then 2027 we say we checked all boxes now. We have a blessing from everything. Let's go ahead and charge some money.

Speaker C: So is it crawl, walk, run kind of thing? You're in the crawl stage now. 27 will be walk. And then 28 you're really going to be all the different models cooking and the water's turned on pretty high.

Speaker D: Absolutely, uh, absolutely. Walking, glide.

Speaker C: Well run then glide. So you got four stages of liftoff in your SpaceX analogy. I would imagine that waterfall chart you're sharing at those board meetings are going to reflect that. I see tremendous opportunity. Look at all the challenges in terms of long haul freight, just getting drivers and you know, ah, the, the sad number of injuries and accidents and some other of the challenges of course that can happen in EV and autonomous. But um, I'm seeing some good data at least. So is that the kind of course we're on?

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Speaker D: Absolutely. It's definitely in the course we're on. And the other side that's working against us, um, is uh, the logistics, uh, industry is in the silver age. Um, so you're seeing the legacy folks um, start to retire or uh, trit out to easier jobs for this next journey in their lives. And then you see the new gender. Like there's no way I'm sitting in a truck or behind a railroad car or moving a pallet with a forklift and doing it every single day. You know, um, so, so how do you, how do you offset that? We still got to consume. We consume way more than we've ever consumed in the world before. We have way more products coming into our ports. We have larger ships coming into our ports now with the same, you know, funnels. Right. Imagine a faucet. You turn on the faucet. Faucet's only so far and diameter that you can get, you know, water out. That's what we're facing right now as we start to pack in uh, these ports and, and our, in our um, our points of embarkation to start to, you know, uh, balance out our consumerism and then you don't have folks to catch it. So I think that autonomy, our physical AI, uh, supports in getting us there.

Speaker C: Kevin, just say it as it is, the whole world is coming your way, right?

Speaker D: Yeah, it feels like all the trends,

Speaker C: you know, same with autonomous driving, man. I'm in the Bay Area in California, right? And there's so many Waymos and I know, I know Elon's going to take over and there's um, a like five different, different companies taking over autonomous and I don't see that slowing down at all?

Speaker D: No, not at all, not at all. What part of the Bay Area?

Speaker C: Uh, near San Francisco. So I mean, it seems like every other car is a Waymo or a Tesla.

Speaker D: Yes, absolutely. Yeah. You got Dukes, Purple taxi, Waymo. Yeah, everybody's there. Yes.

Speaker C: Yeah, and I love them all too. I, uh, I'm driving less and less to begin with and now way less. So let me get to a few quicker questions. I'm taking too much of your time and I don't want to be a footnote on your next board meeting. I distracted you from the work you had to do. Uh, what, uh, talk to me though, about your SpaceX experience. That's such an enigma still to me. I haven't studied it, but I, I watch an amazement. What did that teach you as an, as a key team member there?

Speaker D: Yeah, absolutely. It taught me what's, what's possible. Um, you know, I'll tell a quick story, right. So we, we built the Dragon capsules and unveiled it to the world. I, I can't remember the year now, but we vell into the world live TV. And then we needed to get it in Washington D.C. uh, and I believe in about, you know, four days, uh, four days time. So you're thinking of oversized item, you know, needs to go across, you know, state lines to get to the middle of CD to be unveiled. And looking at it from, you know, from my seat at the time in my mind state was like, that's an impossibility. I need to build a box, I need to put it on the transport, I need to get permitted and everything else. Elon said it can happen. You just got to put your, put your, your yourself into it. And it happened. We actually delivered the, the vehicle, uh, to the site 12 hours before we're supposed to, to be there. Um, and that was all through the power of beliefs, belief ingenuity, um, and, and actually, you know, putting in, we would say, being scrappy and making it happen. Um, and that was the mentality every single day. It was like, this was an assignment. You're going to figure out a way to get it done and nothing is impossible.

Speaker C: It's almost like the willing suspension of disbelief. Like we, absolutely, we just got to like make it real. Um, even though everyone thinks it can't, we don't see it yet, but we got to make, turn it into real.

Speaker D: Absolutely. Because, I mean, you know, through our careers and you know, going to schools and stuff like that, it tells us that things fall within a realm of, of possibility. Uh, and, and who, who dictates that physics, you know, a piece of it. Um, but you know, as you see as SpaceX, they've learned how to manipulate physics. Um, so, uh, you know, if you put your mind and heart and body into it, I think that anything is absolutely possible. And that's what I carried with me every single day. And that's what I've learned at SpaceX.

Speaker C: Yeah, we watched that new Ryan Gosling movie too. We see what the Next Frontier is gonna.

Speaker D: Yeah, great movie. Hail Mary's a great movie.

Speaker C: Hail Mary. Yeah, thank you. Um, so a couple quick questions beyond that, uh, the Elon one, but about your journey yourself. Did you always know you were going to be a founder? Did you always go, I'm doing these jobs, I'm doing, I'm, you know, kicking butt for these other companies, I'm going to go do my own thing. Or was it the idea that I saw what, what had to happen in, in uh, the long haul kind of space and I had to change that up like that, that caused you to say, I got to go do this?

Speaker D: Yeah. You know, transparently, I, I never wanted to be a founder, uh, nor a C level person. You know, it was, it was in, in my, my cards, in my mind to, to get to and, and B, I wanted to, you know, serve service others and I felt, you know, throughout my career being in a C suite, it made you inaccessible. Um, uh, so when I saw the issues at the ports and within our infrastructure, actually went on a job hunt, uh, to try to find companies that fit within it. And everybody was building in local optima, everybody was building for constraint, um, as a leg into the problem, but not solving the complete problem. Um, if anything it was making the problem worse because I, you know, the Luteans take a long time to adopt anything. It's just because the way it is. So, you know, m. This all boiled out of my frustration for, for what was out there and as well as my commitment to solving this problem. Um, so I, I took a big pill and sacrifice in order to do it. You know, as you know, you know, being an entrepreneur is probably, uh, the hardest job in the world. It's you, you don't get paid much, you don't sleep much and you don't have a lot of friends in it. Um, yeah, it's a lot. It's a lonely journey, even if you're surrounded by a lot of people, um, because, you know, you got to do it yourself. So yeah, I mean that, that's what it was.

Speaker C: Was there something, um, in this journey that surprised you. On the positive side, sounds like you've had a little bit of a reality check in terms of this is harder than I thought or lonelier than I thought. But is there something that. That surprised you about how you rose up to the challenge at that sea level?

Speaker D: Yeah, absolutely. I mean, I, I think the level of support across the community, and when I say the community, I mean like the world. Um, you know, if you come up with an idea and folks understand it, the, uh, way you present it and, and folks find value in it, the world wraps their arms around you like a hug. Right. And it's felt in, in every place. And I didn't anticipate that. Uh, you know, I thought it was going to be a lot of, ah, you know, and it still exists. A lot of, oh, that's not going to work, or you're to this or you. You're to that. And, And I find that, um, I'm in a bit of an imbalance where I have more promoters than I have distractors or, um, to. To. To what we're actually trying. Trying, uh, to. To do. So that's my biggest surprise.

Speaker C: Kevin, what you're working on is a total game changer for the world.

Speaker D: Thank you.

Speaker C: So I know you've got competition. I know you got challenges that are both technical and business and, uh, that. But I. It feels to me like you've got a lot of wind in the sail. I, uh, imagine you've recruited a great team from your network as well. Um, it seems like you're on a great role.

Speaker D: I, I appreciate that, Keith. God has been so good to us. Thank you.

Speaker C: Well, maybe we just leave it there. But I want to say I'm excited for you. I really enjoyed this. This conversation, and, you know, I'm gonna. I'm gonna encourage my listeners. Check out the website. Look what these guys are doing. If you've got some money, you maybe throw some dollars at this thing. Uh, I don't know how I. You probably got your next round already sewed up, but I'm excited to see these cars on the, uh, on the road, these trains, these boats, every.

Speaker D: Everything they're calling gliders.

Speaker C: I hope you keep gliding. Kevin, it was great talking with you.

Speaker D: Absolutely. Keith, it's been an absolute pleasure. Thanks so much for having me on Liftoff. Uh, and I wish you and your audience a blessed and abundant, uh, day and the rest of your week as well.

Speaker C: Oh, thank you.

Speaker D: Close your eyes. Exhale. Feel your body relax. And let go of whatever you're carrying today.

Speaker E: Well, I'm letting go of the worry that I wouldn't get my new contacts in time for this class. I got them delivered free from 1-800-contacts. Oh, my gosh. They're so fast.

Speaker D: And breathe.

Speaker E: Oh, sorry. I almost couldn't breathe when I saw the discount they gave me on my first order. Oh, sorry. Namaste.

Speaker A: Visit 1-800-contacts.com today to save on your first order.

Speaker D: 1-800-contacts.

Speaker B: Hello.

Speaker C: Look what TJ Maxx dragged in.

Speaker E: The Devil Wears Prada 2 is now streaming on Disney and Hulu.

Speaker D: We are digital. We are downloadable. We are streamable.

Speaker E: The fashion event of the year is certified fresh.

Speaker D: Pull yourself together.

Speaker C: We have work to do.

Speaker E: Critics say it's smart and witty and the perfect sequel.

Speaker B: That's all.

Speaker E: Get Runway ready for The Devil Wears Prada 2 on, uh, Disney plus and Hulu. Rated PG 13.