Check out today’s Betting Startups Podcast, where Jesse Learmonth and OneComply’s Co-Founder and CEO Cameron Conn discuss the changing landscape for gaming licensing and how technology is helping to tackle the complex compliance issues driven by rapid market growth, emerging companies and increased regulatory scrutiny.
The podcast also takes a deep dive into the role technology can play in improving the regulatory process, the compliance pitfalls faced by companies entering the market and the expanding opportunities for regtech in both the online and bricks and mortar gaming industry.
Listen to the full podcast here: https://www.bettingstartups.com/episode/episode-55-onecomply/r/rec4cSS4tnmVqyeJc
An edited transcript of the podcast is below:
Jesse: We are back on the Betting Startups Podcast, and today’s guest joins me from across the pond, though in this instance, I’m not actually talking about the Atlantic Ocean, but rather I’m talking about the Strait of Georgia, which is the body of water that separates Vancouver Island where I’m based, and the city of Vancouver, where he’s based
Welcome to the podcast, Cameron Conn. Happy New Year to you. How are things on your side of the Georgia Strait here in the early innings of 2023?
Cameron: Jesse, thanks for having me on. Big fan, uh, Happy New Year as well. The snow wasn’t a good thing for all of us who either were living here or were trying to get out of here during the holidays.
So glad to come back from Vegas, see that there was no snow and it’s not raining, so I’m a happy guy.
Jesse: Yeah. Back to our regularly scheduled rain here for the rest of the winter. Well look, we’ve been trying to get this one going for quite a while now. Lots to talk about everything in the world of compliance management and everything you and the team are up to at OneComply.
I’m going dive into all that. But before we get there, I really want spend a few minutes upfront here talking about yourself and your background. Because you have such an interesting history to me and your roots in this industry and your family’s roots in this industry are really fascinating to me.
To start it off today, it’d be great if we could spend a few minutes to introduce yourself and maybe talk about your background and particularly within this industry, and again, your family’s roots.
Cameron: I think it is an interesting story. Certainly when speaking with investors or people kind of new to the industry and telling that story.
And so to start and give some context, some of my family members are in the American Gaming Association, Hall of Fame. Big shoes to fill and gaming’s really been an entire part of my life growing up in Las Vegas. I literally was born and raised in this industry and my, my grandfather, William Bennett owned Circus Circus, in the mid-seventies with a guy named Bill Pennington.
My mom, Diana Bennett started a company called Paragon Gaming. And so when Excalibur opened, I was there. My first set of golf clubs were actually a marketing promotion that if you hit a jackpot, you got a set of golf clubs that said XT on it. You know, these things that probably wouldn’t happen anymore, but you know, my mom would work on a Saturday and she would take me to work with her and they would have a slot tech open up a slot machine, take a bucket of quarters and give it to me and send me it to the arcade.
So that was kind of my babysitter was, was being in, in this environment and gaming. And so I always knew that was probably where my life was going to go and obviously going out on my own and starting these companies. Having just that, that resource one, that ingrained knowledge of where the industry’s gone over the last 20 or 30 years and, and the steps that it’s gone through, but having those resources.
And having that access has really been beneficial to saying, how can we make the industry better? How can we protect the industry? And I think that’s kind of where we’ve got to with OneComply. But, you know, I, oddly enough started on the development side is I was working for my family’s company, Paragon.
We were building a casino in Edmonton, and I was boots on the ground, literally was wearing steel-toed boots and I worked pulling wall covering and furniture as an owner rep doing logistics to build a casino and getting to be part of indigenous gaming for the first time within the province.
I built a second casino and then things took a really interesting turn. I was head of development for the company. We were building a property here in Vancouver and I had spent two years of my life of saying we are going to build the first really integrated style resort in downtown Vancouver. It was really going to be amazing, and Mayor Gregor Robertson put the moratorium on gaming and said, you can open up this property, but you cannot increase the amount of machines or the amount of table.
And it went from being a development project to really a bean counter project. Without those revenue generating devices, what can we build? And so I was a developer that had nothing to develop. So on my 30th birthday, I became a dealer.
I reached out to my family and said, Hey, I’ve built casinos. I’ve worked on these development projects. I’ve done all these kind of things. I’ve never actually worked in one.
And I was fortunate enough early in my twenties to do a management development program with Marriott, and I said, let me go do that. Let me go be a dealer, a slot attendant, a cage attendant. Let me go do every single job. I’ll give you feedback from my acumen on what we can do better, but I will get this executive education of doing all these.
So listening to your last podcast where Benji was moderating, I feel like maybe I hadn’t accomplished enough considering what Mr. Lidia had done by the age of 27. And here I was 30 and I was dealing cards. But it was really a transformative position in, in my career because I’d always started from the bottom up and I got to see what those pain points were, what managers went through, what supervisors went through, and then became an executive in the industry.
And after about 13 years, I called my family and started my first startup and it was in responsible gaming but I think it was a bit too early. PASPA hadn’t yet repealed. I knew there was an issue from what I had experienced in the bricks and mortar. Really the Vancouver market. The BC market was at the precipice of what responsible gaming was with BCLC GameSense, and knew this was going to be a problem.
And I think still at that point it was still lip service of hey, we’re going to donate, we’re going to have a responsible gaming week, but there really wasn’t the desire to do the work, put innovation in.
I think there is now. I think if I would’ve started this company a year ago, it would’ve been successful but it led me to OneComply, which has really been an amazing adventure.
Jesse: I think the origins are really interesting here, Cameron. And you know what I’d love to talk about is just sort of the origins of OneComply. I guess as you just sort of alluded to, right? You were in the family business and you took the leap out to start your first startup. And I guess maybe just take us through the period of time predating OneComply. What was the sort of the origins and I guess where was your head space at in terms of what you were seeing in the landscape and within the market that sort of planted the seed that ultimately sprout and became OneComply?
Cameron: Yeah, you know, I had to get licensed as what we would call a key person working in the BC market as an executive, but it was kind of “I can’t believe I have to do this, this terrible experience” and go through it. And it was kind of a one and done. And it wasn’t until I, I started my first company that I had to go and get licensed as a business owner.
And I, you know, worked through the process with New Jersey and with Pennsylvania and West Virginia. The real “aha” moment was when I had filed my first application. I said I was engaged and by the time I was being investigated, I was married. And that small shift required a lot more information because now who is your wife and her taxes and her parents, and what did they do?
How many of these moments happened? How many, how many times is there a lawsuit or a regulatory infraction or that you are called to testify or you owe the bank some money, like all of these living and reading things that happened and realize that these small, innocuous decisions that we’re making actually have this tremendous impact, both as individuals and as a business.
I think that was where I kind of looked and said, “okay, this is an opportunity.” Going through that process of repeating this information, I knew that was an opportunity, but when I looked at this piece of paper, I realized how much I was throwing away, that I was taking hundreds of thousands of data sets and I was giving them to the regulator to investigate, that they now own.
I was taking this information and putting in an box and not looking at it. Understanding that those were all the underpinning data points that carry on to compliance and to operational compliance. And I think that’s a big thing that the industry just kind of took it on the chin and just said, “I got to go through this and it’s for this license, which is so important.”
And then we walked away from it and I think we, we looked at it and said, Hey, there’s got to be scale in the industry. There’s value in this data. It’s a necessary process. The government kind of dictates what the product is. It’s a piece of paper, it’s a pdf. I, I don’t have to invent the questions. They’re telling me what to ask.
So even from a development standpoint, the roadmap was there. So it was really an easy beachhead or come to market for, for OneComply.
Jesse: Well, let’s take a bit of a deeper dive now into OneComply, Cameron. Maybe just for folks listening that maybe aren’t familiar with, it would be great if you could just give us an overview of what is it at the high level and sort of who are the customers and what’s the overall value proposition.
Cameron: I think you have to start with understanding the landscape of what gaming is. Now this is a for a betting podcast, so we think a lot of people know what betting is. But I think when we traditionally think of gaming or we think of casinos or gambling or whatever you want to call it, we think of the Wynn or we think of Caesars and we think of these operators.
We have to think about every single thing that goes into that casino. So whether that is an ATM or a table game, or it is a slot machine. Anything that impacts your ability to perform gaming or dictate the outcome of a bet needs to be licensed.
Now we take this to the digital space, and whether this is iGaming or sports betting, Who’s developing the plan? Who’s processing payment? Who’s driving customers for CPA or rep share with affiliate? They all have to be licensed.
So the industry is huge in regards to how many clients have to engage with licensing. And if you are engaging with any kind of operations in gaming, you have to get licensed.
And there’s over 200 jurisdictions in the US alone. So if you were a slot provider, you were a platform provider, you need to go get all these licenses. What we do is we centralize all of that data that’s required to get that license, and once again, we’re talking about hundreds of thousands of data points that are very repetitive.
You have small differences between applications, between license types, but traditionally that information is the same. So you know, with onboarding your information to OneComply, you’re 95% complete with any application that you need to file, any renewal that you need to file. What’s more important is it’s that living and breathing aspect that I talked about.
Things change. Your life changes, and now this gives you that sandbox to engage with that data when it’s real, when it’s fresh, anytime you get a bank statement, you out now have a place to put it. Creating value to you in the future. Now this the beachhead.
For gaming companies, it’s important that they be in market first. When Ohio is accepting applications, they need to be first because there are eight operators that need their product to also go live. And so our, our clients are heavily engaged with their data, with compliance, with licensing, because they need to be that type of the spirit. This is going to allow us to get this data, perform a value going through the licensing process.
This is absolutely terrible. So that pain point is very real. And the idea was how do we take that data and go. How do we then engage with you automatically on things that are stale? How do we then take it into reporting and material change notifications that if someone does go in and say, you know what, I just got sued.
I got served. It’s going to tell you that that’s a material change based on all your licenses. Here’s what you need to do next. And I think really the ethos of what we’re trying to accomplish is if you have really good data, you understand that and you perform an action that is going to dictate your next step.
So all you need to do is just perform your job function and you are going to remain compliant. And I think that’s really where we need to be with how big this industry is getting with, with the expansion of sports betting
Jesse: And iGaming. That helps a lot, Cameron and makes a ton of sense in so far as I think some of the, you know, the repeatable data that your clients are inputting into these different systems and sort of centralizing all of that and, and really I think driving that efficiency that you talked about.
Um, curious if you could talk a little bit about just where OneComply’s at in this overall journey so far, and just, I guess insofar as traction’s concerned, how you do you want to define that. Can you give folks listening a sense of kind of how you think about where OneComply is at?
Cameron: Yeah, I think it’s, it’s all in stages, you know, in regards to what we do on the licensing side, I think we’ve firmly cemented ourself in the market.
We have clients all over the world, everything from small startups. There’s seven of your guests that are clients of ours. All the way to billion dollar companies, companies that have been around for 30 years and companies that are brand new. So in regards to product market fit, which we would talk about a lot in startups, we really have achieved that.
But that was the beachhead. And so now it’s what’s the next step and how can we utilize this data. Either how do we monetize it or increase, you know, product efficiency or stickiness within the market. That’s really where we sit and we’re really in the infancy of that. A big goal of ours was to make this an operational tool, and not only have it in the hands of the executives or the lawyers or the client staff, but how do we get it into facilities? How do I get it into finance?
That’s where we sit right now. I think there’s a tremendous work to do. I think there’s a ton of work to do in the bricks and mortar space, which is going be a big focus of 2023. But we are very confident with what the industry’s going to need, even if we don’t know that we need it yet.
Jesse: Absolutely. As I’m thinking about OneComply and visualizing it in my head, it is almost as though it sits in between the operator and different regulatory bodies. So you have multiple stakeholders that you interact with and that you’re supporting.
I guess a couple questions around that, Cameron. The first, maybe on the regulator side. In your experience, are gaming regulators looking at technology solutions in general, like OneComply to improve the licensing and investigative process? Can you just talk about kind of what your experience has been sort of on the regulator side as new technologies like this emerge and start to become more available to operators out there in these different jurisdictions?
Cameron: I think you actually have to go back and look at kind of innovation as a whole from the gaming industry. And where did innovation traditionally come from? For a long time, gaming wasn’t investible. It was a vice, it was sex, drugs and gaming. We’re not really going to talk to you. So we didn’t have VCs, we didn’t have a lot of innovation.
Certainly on the picks and shovels on the RegTech side. Innovation came from a very small nucleus of cash rich people that could go create this innovation. With the repeal of PASPA, the VCs coming into the market, there’s now been a real tremendous opportunity.
The bad thing is I think any startup that’s going and approaching the regulators directly, you have to ask yourself, “is kind of a hill that you can die on?” You can win really big, but that’s, that’s a long sales process and it’s RFPs and it’s all those kind of things. So, you know we went to the B2B side.
Knowing that there was tremendous value to our clients as what we were doing, we knew that there was a by-product of value to the regulators. So we don’t go to the regulators and say, Hey, this is a terrible process. We’re going to make it easier. That’s using not an easy conversation to have. So what we did is said, how do we make a product that is helpful to our clients, but also beneficial to the regulators where they can start to be introduced to OneComply?
And we started that with File Sharing. You are uploading all of these documents to engage with for the submission of your license. Well, why don’t the regulators just come into OneComply and get them, and it’s more secure. You can have conversations, you can request information directly in OneComply, and it’s really been driven by our clients.
Our clients reached out to the regulator and said “instead of using Dropbox, can we just use OneComply since the information is already there and I don’t have to duplicate it.” So that was kind of our back-end strategy of getting the regulators aware that there are companies that are third party that really do care about this industry, that are trying to create efficiencies on the regulator side.
Traditionally what we’ve done with innovation is we’ve taken from others. And we’ve seen that a lot. They pulled stuff off the shelf from banking and said, “well, it works in banking and banking is stable, so let’s take it.”
Banking and casinos may seem similar, but they’re not. And they’re radically different. And I think that’s why there’s been a lot of struggles on the AML side. There’s been regulatory bodies that said, we’re over the licensing process. Let’s get a liquor licensing product and put it in gaming. And it hasn’t worked.
I think there are more regulators that are open to innovation, and that’s a really good thing to see both on the customer facing side, but certainly on their side as well. And I think there’s a tremendous opportunity to start bridging that gap of whether it is a product that’s going directly to the regulators that now the applicants are interfacing, we’re tying them.
And I also think that’s where we can really do something fantastic in the industry if we’re starting to use centralized databases and that’s what we provide for our customers to engage with regulators. What about a centralized data to allow regulators to engage with the same set of data? We now have 31 jurisdictions for sports betting.
So now let’s think about if there’s this change that happens in Ohio, does New Jersey know about it? I think the better we do that we’re going to keep people onside because we’re being open and gaming is an industry where everything eventually comes to light. It always does, and that’s why regulators are good at what they do.
It just sometimes takes a month and sometimes it takes a decade, but those things always come to light and they are very impactful.
Jesse: I also want to ask about it from the operator side. And you touched upon, I guess just innovation in general within the industry. And I guess, from my perspective sitting here, I’m talking to a lot of entrepreneurs that are looking to innovate and, and effect change within the industry.
So a lot of new people coming into the space and with the entry of so many new innovative companies and entrepreneurs, most don’t come with the background in the industry like yourself.
Curious if you can talk a bit about what are some of the pitfalls that maybe you would caution some of these entrepreneurs on what are some of these mistakes they could avoid to prevent accruing regulatory debt over?
Cameron: I think the first pitfall and him, it’s become this knee jerk response of going, I’m starting a gaming company so I need a gaming lawyer. I’ve actually had some mutual friends of the podcast have conversations with me saying they are spending so much money on lawyers.
I mean, do you have some skeletons in the closet that you want to figure out how to kind of dig out of and not get in trouble for? No. Okay. What about your business? Oh, my business is six months old. There’s not a lot there that you need legal advice on, certainly on the licensing process.
And I think we’re paying a lot of money to people to review information that is very straightforward. Understanding the process, understanding the requirements, certainly understanding what’s at stake. Pick up the phone and call the regulator and just say, “hey, this is who I am, what do I need to do?”
Because the regulator wants you to file the right things. The regulator doesn’t want to reject you because you forgot something or you missed something, or you answered something incorrectly. They really are a resource. So I think that’s really that first pitfall is, you know, understand that if you are fairly uncomplicated, don’t complicate it, and don’t add that expenditure.
The other thing that I would certainly say is understand that licensing may look like a trophy, it may feel like a trophy when you get it, but you haven’t finished the race. You’ve just started the race. I talk a lot about regulatory debt. You know, when I talk to people and it happens the same way as technical debt, and we talk about startups and technology except it’s less visible.
How many times is technical innovators that we build something and we go, we’re just going to put this in, but we know that we have to redo it. That problem resurfaces a lot during your sprints and during your releases going, God, we got to fix this technical issue. Compliance debt doesn’t do that as much because it’s usually kind of hidden somewhere.
And so it’s really staying on top of what do I need to do? What do I need to do every month? What’s the accountability? Who’s just responsible for this? And that’s everything from holdings to my taxes to my employees. That can get you in a lot of trouble really quickly. And don’t make one person the champion.
I get on a lot of calls with companies where they say, “Mike is the person who’s going to use this system.” Great. And then I got on a conversation with the CEO and he goes, “why do I have to do all this?” Mike can’t help you if you don’t really support what needs to happen.
I think we compartmentalize licensing. And I think we compartmentalize compliance. It impacts every decision you make as a gaming company. It impacts every single employee. And if you don’t have that leadership from top down and you don’t have that support to Mike, it’s going be a really rough journey.
Jesse: Let’s shift a little bit here, Cameron, and come back to OneComply specifically.
I want to spend a couple minutes here just talking about some of the stuff we talked about with all my guests. So the first thing will be just the funding backgrounder. I know you guys have raised a little bit of money, I believe last year. Just wondering if you can give folks listening a bit of a backgrounder on funding as maybe part one to the question.
And then as a second part to that, just curious sort of how you’re thinking about capitalizing future growth with OneComply and I guess any funding plans for the coming year ahead.
Cameron: It was really sour, full honesty. I was really sour after my first company didn’t work. You just couldn’t get enough action.
You didn’t have enough investors in the market that really understood how prolific responsible gaming was going to be. And I was really kind of tired of educating them during these conversations. And so when we were starting this, I was like, “ugh, I just don’t want to go through this again.”
And I was having a conversation with a good friend, and he just said, start the company. I’ll go raise. And I said, okay. And he goes, no, no, no. Leave it with me. I’m going to go raise the money. And me, okay, sure you are. So my original cap table is oil and gas. Some good old boys from Saskatoon. So the raise was just not your traditional way.
Because once again, I looked at this and sports betting was exploding. Everyone was really excited about the TAM of this 50 billion spending. They didn’t understand compliance and they didn’t understand licensing and I didn’t think that they were going to understand our vision.
And so, we really went to market with a good buddy Jeff, who just said, I’m going to go raise this money. And he did a hell of a job. And it allowed us very quickly to get that POC in the market and get traction from really great people.
And going to our latest round, went with strategic and we went with Warner Investments. Bill Warner has done just a tremendous job within the industry and it was very strategic. Not only because he knew the pain points, but his understanding of bricks and mortar is such a big thing that we wanted to tackle.
And not only were we getting these very valuable dollars to the company, we’re getting access. We’re getting access to someone to just say, “Hey, when this happens, what do you? What do you wish you had to do into a more stable part of the market? And right now, we’re seeing attrition.
We’re seeing consumption of other companies. We’re seeing companies fall out of the sports betting market because they just can’t compete for the CPAs that are happening. And we’re going to see that. And anyone who’s supporting those type of customers, they’re going to lose chunks of their revenue because these companies are falling.
And there is, you know, over a thousand casinos in the US market and they’re all EBITDA positive and they all have the same issues. And so it was a very big thing of going, “Hey, we got to penetrate this market.” I think we’ve done 10% of what the opportunity is there. It’s now selling that there’s still 90% of a problem.
And so we are looking at what’s going to happen this year. I hear a lot of doom gloom about what’s going to happen this year. I hear doom gloom about value. I think with what we’ve done, the story we have, the traction that we have, the examples that we have of what the future of the industry is going to look like.
And all these problems will still exist. Yes, we’re going to go to market and raise money at, at some point this year. Uh, hopefully sooner than later. Not because we need to, but because of the uncertainty of what q2, q3, q4 of this year is going to look.
Jesse: Fair enough. Cameron, I guess just sticking with the industry for a second, and you just talked about predictions and obviously at the start of the new year.
So we’ve all been reading these lists over the last couple of weeks with everybody with their hot takes and predictions for the industry in 2023. So I’m going to put you on the spot here and ask you if you have any particular, I guess, predictions or maybe contrarian predictions, for the industry in 2023.
Cameron: I think maybe with whatever I say it kind of like we all are when, when we do these, but I think we’re going to see more attrition. Unfortunately. I just think that we’ll see companies that say we can’t compete. But I think on the other side of that, I think you’re going to see stakeholders and shareholders say, we can’t keep doing this.
You know, these CPAs are just too high and there’s just not enough years in the lifespan to get an ROI on what we’re spending to get these players. What is so unfortunate, there’s still more states to go live. And I think that’s almost a good thing because these large companies are so competitive when a new market opens.
I would just love to see the numbers of marketing dollars and CPAs for the launch of Ohio, like how much money was spent? Problem is, is we’re going to repeat that when the next state opens and we’re just going to double down to get market share. So I think as we slow down with the emerging new states, hopefully that helps ride that out.
But I think stakeholders and investors are going to say, “this isn’t sustainable and we can’t keep doing it.” We saw this in Vegas. We saw this in the mid 2010s where they were saying, “Hey, high limit players, come deposit a million dollars and we’ll give you 10% back.” You can’t do that. And then another property said, well, we’ll do 12% and we’ll throw in this and that.
And it just becomes very expensive and the margins are already tight. Certainly in sports betting. And we just can’t do it. So I think those are the big predictions. I think we’ve only started with innovation. I think it’s only going to grow and going to see it on the operator side where there are going be strategic positions made through acquisitions.
Bricks and mortar. We want to be in this market, we’re in this market digitally. We want to own property in this market. And finding that cohesiveness between the engagement of the digital side, the bricks and mortar side, and building those up in tandem. So I think you’re going to see more strategic opportunities, whether it’s digital operators or bricks and mortar operators, to make more acquisitions to be strategically placed in both areas in the market.
Jesse: Well, we’ll put a pin in that and check it in a year from now and see how you did with those. But just sticking with the OneComply specifically, what are some of the main priorities for the company this year? I mean, you previously alluded to the growth of the product and maybe building it out horizontally to serve new use cases within your client’s organizations.
But beyond the product, what are some of the big things you have going on this year, and I guess in a year from now, when you look back on 2023, what does a successful year look like for one,
Cameron: On the product side, it’s certainly getting more entrenched in bricks and mortar.
You know, we’re, we’re working with bricks and mortar partners that don’t use us for licensing. They’re using us for centralization, automation of data in order to stay onside. And that’s a very, very big thing for us to continue providing this value, reducing risk on the bricks and mortar side.
It’s really important that any product that we are developing currently has multiple channels. And so, this month releasing material change, where if someone goes in and augments data, we’re engaging with that data to tell them what they need to do next. To stay onside, creating centralization for minimum internal control standards.
Being able to centralize these control standards, have your evidence, and being able to use that across multiple jurisdictions. So that’s something that impacts both the digital side and the bricks and mortar side.
But another thing that, that doesn’t have anything to do with developing new product, is going back to our clients that have been with us in the first years of saying, I don’t think you know everything that we have to offer in the product.
Because with startups and certainly our startup, you, you’re constantly evolving and you’re constantly adding value. And I think a big part is, is re-engaging with a lot of our clients and going, “hey, I think that you know about these tools” but it’s easier said and done.
I had a conversation with a client two days ago and I just said, “Did you click on this. Did you know that this is here? Did you know that you could pull up a calendar and see every single thing that’s going to happen in your company? Did you know that you could do that? Did you know that you can assign contracts directly to people for auto renewal? Who’s reviewing it?” There really is so much that we do.
So I think that’s a big part because we’ve released these products enhancements that the client may not know about because it is a very comprehensive solution and it’s only going to get more comprehensive. So as a CEO looking at what we need to do to be successful, is critical to make sure that our clients see all the value that we have provided. That will be a big part of what’s we’re doing this year, the education side of things.
I think we’ll continue growing at the clip that we are currently, which is really great. And we’ll be getting more into bricks and mortar provides that stability to the bottom line, which any investor is going to want to see. So that’ll be a really big push for us in
Jesse: And that takes us to my standard closing question, just in case you haven’t heard it.
I will quickly repeat it, which is, if you weren’t working on OneComply or working in the industry whatsoever, or worked in any previous careers in a parallel universe, what would you be doing instead?
Cameron: I think I would be totally screwed. I saw this question, I’ve heard this question, and obviously a little bit about my background.
It’s, it’s really my entire life. I think there was a fleeting moment, as I think a lot of teenagers, uh, kind of have, is, uh, I want to be a singer songwriter. It was kind of my passion and when I moved to Chicago to go work for Marriott, I walked into a blues bar and I saw how incredible these musicians were.
I was nothing like them. And so, yeah, I would probably be a terrible busker that just makes absolutely $0 and then would just go get some remedial job. Unfortunately, that’s what I came up with. I’m sorry if it’s so disappointing.
Jesse: Oh, that’s not disappointing at all. There’s no wrong answers on this podcast, so we’ll allow that.
For folks listening that might want to learn more about OneComply or get in touch with yourself, where can you point them towards to do both of those things?
Cameron: Yeah, just visit www.onecomply.com where you can book a demo directly on the site. You can always reach out to me at email@example.com.
We love having conversations. I think that’s what’s unique about what we do is that every company is different. Every company has a different makeup, they have a different experience, they have a different way to manage their licensing and compliance. And we love having those conversations because every day there is something new to learn.
Jesse: Well, it’s been great to have you on Cameron. I’m really glad we finally got around to doing this and I wish you and the team all the best for the year ahead.
Cameron: Thanks, Jesse, I appreciate it! It was pleasure being on your podcast and best of luck in 2023.