 Yeah, which way? Hello, slash Tokyo. Are we going to stand or are we going to sit? I guess we're sitting. Yeah. Awesome. Hi, everybody. So I wanted to start by actually introducing a little bit more deeply. Maya Rogers, she is an absolutely amazing entrepreneur and leader. She actually grew up here in Yokohama for most of her life, moved to Hawaii when you were 11. And she freaking runs Tetris. I mean, who hasn't heard of Tetris? Anybody? No, I'm kidding. Tell me. So I played Tetris when I was a little kid. Obviously, I was very competitive at this thing. But I'm so surprised that even today Tetris is still really big and growing. Yeah, that's probably the number one question I get is like, oh my gosh, I played this when I was a kid. Or more recently, it's like, that used to be my mom's favorite game. And you're like, oh my gosh, yes, of course. So Tetris has been around for 32 years now. But amazingly, it's still one of the most well-known brands in the world. And we have a full-time licensing gig. So we work with a 20 different electronic licensees and 30 different merchandising licensees. So at any time, we're dealing with multiple, multiple different companies that help produce, develop our game and distribute it around the world. So in Japan, for example, we're working with Dentsu, who is our merchandising agent. And then we just launched Tetris Puyo Puyo on Nintendo Switch. It was a launch title just to give you an example. So it's everywhere still. Wow. So what's your number one platform for Tetris today? Number one platform, by far, is the mobile phone. We were the first brand of product outside of Japan on the mobile phones. And so that really was where Tetris saw the most success, contrary to popular belief. Most people think that Game Boy was the game that really brought us all of our revenues, but it was really the mobile phones. And so now we have over 500 million paid downloads, which doesn't count all the freemium games that we have now. Wow. So now, what's the last time you launched a mobile phone game with Tetris? So we have two products on the market now that's been around for about three years. Yeah. Yeah. But tell me about your gaming background and, like, Oh, it's a hails in comparison. We met last night and we got to know each other. So I know a lot about Lyle. Yeah. So for me, I've been around games. I mean, mostly I've been a gamer. Yeah. And so I was very competitive with my brother growing up. We played Tetris. We played Quake. Quake was this game. I don't know. Most of you probably don't know this. But Quake was this game that is this first person shooter. And my brother and I actually got really competitive. And then we actually turned professional playing this game for money. We were sponsored by companies like Microsoft and Intel. My brother was much better than me, unfortunately. And he won a Ferrari in one of these tournaments. That's amazing. He was 16 years old, wins a car. And so that's kind of how we got kind of started in the industry. So I hadn't made games. But we started our first company was gamers.com. It was a media site around games. And so we were trying to write strategy guides, build communities around gamers, raised a crap ton of money back in the dot-com era, lost all the money, realized how terrible we were at running companies. You were like literally too early to the market now, right? Because look at everything that's happening today. I mean, with Twitch and YouTube. I mean, you were kind of at the forefront of that. We really loved the idea of eSports back then. And so we started actually this thing called the PGL, which was the professional gamers league. And so we did believe in the concept of eSports and that everyone's going to compete. And more people play video games than have grown up playing sports. So it's be a natural thing. But we were kind of early for that. Too early. Yeah. Awesome. So it's interesting because we're both kind of started. We grew up around games. And then you had a whole bunch of startups, right? I mean, your last company, Lithium, you raised $140 million. Yeah. So Lithium was this company that's an enterprise software. So we sold community software for large companies. And we spun it off because we had built community software for gamers.com. And it was stuff for gamers to talk to each other and share tips and strategies. And then we thought, oh, maybe that would be interesting to take that into enterprises. And sure enough, Sony PlayStation was one of our first customers. I used to work there many, many years ago. Yeah. So they were awesome back then. And so, yeah, for most of my career, about almost over 10 years, I was building this company selling software for about, I mean, the average price. I mean, this is big enterprise software. So like $1,500,000 a year, $1,500,000 a year. And that thing grew really big. We raised a lot of money. We ultimately grew to about 500 people. I hired a CEO to take over. And then I was like, well, you know, I've loved games. I've played games all my life. I wanted to start to see if I could make a game. So I have this co-founder who was my friend from college. And he founded Rotten Tomatoes. And so he and I were kind of drunk one night. And we're trying to figure out, well, what do we want to do now if it's just for fun? Something that we've never done before. And we thought, oh, cool. How awesome would it be to make mobile games? And so how long have you guys been doing that the mobile gaming company? Been doing that for two years. Two years. And I gotta say, like, I would never recommend anybody start a mobile gaming company. It's probably like, I mean, by far and away, one of the hardest things to do. I agree. I mean, it's tough competition out there, right? So I think for Tetris, we were the first IP to be out on the market. And so we were number one for many, many years. But today, there's so much competition. I mean, it's ridiculous, right? I mean, how much money you have to spend to advertise your game just to get people to play it? Yeah, and the economics don't work. I mean, actually, the number one thing that I found about gaming and why it's so hard is, yeah, there's a lot of other things like the cost of getting users and all this. But the problem is, when you start a mobile gaming company and you're trying to make a game, you are competing literally with some of the most passionate people. These are not like folks who are hiding away, doing a nine to five job at a large company. The people who make games do it because they love it and they're passionate about it. And so that's like a really hard thing to do because you can't rely on the fact that, well, we'll just work harder, faster, we are startup. I mean, basically all the competition are also startups and they're all working really, really hard. I mean, I think that also speaks true to the startup world, right? I mean, so I run an accelerator that we've been around for four years and you're now mentoring at Y Combinator. And so, I mean, we see every startup that comes through. I mean, every idea that you have, just remember that everybody else is doing the same thing faster and better than you. So it's up to you to make that happen. Yeah, I mean, I guess we can talk a little bit about our work at Accelerator. So as Maya mentioned, for the last six months I've been working at Y Combinator, helping advise companies and helping them kind of raise money. Now, we just did demo day last week, which was great. How big was your batch? Our last batch was over 110 companies across, I mean, some of the most, you know, consumer, B2B, B2C, we had non-profits. I mean, it was all over the place. But yeah, it was so fun to work with them. We have a batch of 10 companies twice a year. So it's not quite that scale, but no. Still, but I mean, you're in Hawaii. I think you have an unfair advantage there. Yeah, so it's interesting. So yeah, we've been around for four years. We've invested in over 60 companies to date, and they've gone and raised $66 million in follow-on funding, which is huge for Hawaii, right? So one of the myths about Hawaii is that people think it's a place where people come to like hang out and hang out on the beach and just vacation, but it's actually, we have a real city, you know, we have a million people living on Oahu, and shit happens there. We have this thing called startup paradise. So right now, there's five active accelerators that have different places where they're focused, and so we're one of them. So we have this whole ecosystem, and the fact that we were ranked, you know, top 20 accelerator by TechCrunch, that really has put us on the map, and so we get applicants from around the world, and we're kind of talking about the types of applicants, like what are some of the myths that Y Combinator has, for example? You want to talk a little bit about that? Yeah, so a lot of times people think about accelerators. They think, oh, well, we don't really fit because we're not a super early-stage company or we've raised money before, but I think that's one of the most common things that people don't realize is that companies like Y Combinator and Blue Startups, I mean, we accept applications from companies across many different stages. Some of the companies literally have no idea, no revenue. Well, you shouldn't have some idea. Yeah, I mean, but it's funny. They literally sometimes are just the most amazing founders and they apply with some initial idea, but it's not really fleshed out. Sometimes companies are doing series A-level kind of revenues, a million dollars a year or two million dollars a year, and yet they still apply. So I think that's one thing that we learned. It's like most of the time when we go out there and meet companies and I find startups around the world, I'm like, how come you guys didn't apply to OIC? It's oftentimes because they thought that it didn't fit them, but in actuality, they should have. Yeah, I mean, so I think that is one of the things, right? Like if you think that you're not qualified, then like you're just- It's a self-selection in some ways, too, I guess. You have to really want it, right? And so the other thing we talked about was like, you know, what are some of the common traits that we see in entrepreneurs? And like right away, it's hard to find out during the interview stage because, you know, you're not really spending enough time with them. But the moment they come into our program, like right away, you know some of the guys who are gonna be successful versus someone who aren't, and what is that common thing, you know? And we talked about like, for me, it's hard. Like they really believe in it and you can tell that they're gonna just do whatever they can to be successful. And like they could have a really crappy idea, but they learn through that process and then like they learn how to pivot the company, for example, and do something completely different. Yeah, I mean, I thought I knew when I walked into YC how to pick a company. I mean, I've seen enough people who've succeeded. I've seen enough companies that have failed. I figured I kind of knew. And basically YC taught me that I was completely wrong. What we found was that at the initial application interview process, people that I used to think would be like, oh my gosh, these folks are so amazing. I love their idea, blah, blah, blah. Actually, some of the best ones didn't turn out to be that great. And then the ones that we thought, oh, this is kind of a weird thing they're doing and it's kind of funny, eccentric folks. And yet sometimes they're the ones that break out. And I think Maya and I were talking a little bit earlier and trying to figure out what is that common thread? And I think for you, saying it as hard, I think that really resonates with me. On top of that, I would say it's really easy for people on an interview for one time to kind of really show themselves well and to put everything they have into it. But it's really that grit and determination, week after week, to push through and work really hard no matter what. Kind of be able to kind of like basically stomach the down, the things not gonna always work out great. We've had companies that, oh my gosh, they're so great at the interview and they're a great team, great company, super smart. And then weeks go by and they're saying the same pitch and it sounds great if you haven't heard it for like, if this is your first time hearing it, they sound great, but they haven't really grown in that few weeks or whatever. So at YC we do this thing where every other week we have this thing called group office hours. So this is when we get our group of all of our companies together and they report back. They say, well here's the things that we said we're gonna do in the last two weeks, like our goals and here's what we did against those goals and then here's what we think our goal should be coming up the next two weeks, right? That's kind of generally the cadence. But what I found was amazing is exactly right. I mean, when you do this every two weeks you're checking in on these companies, asking them did they hit their goals that they said they're gonna hit and it's not us telling them that they should do this. Like this is like their own choice. People don't wanna go every other week to this, in front of their peers and say, oh, we missed our goals or oh well, we're doing the same thing we said we're doing last two weeks. And so it creates like that cadence actually really helps drive it, but that also weeds out the people that really just are all talk, they can't actually execute and it becomes really, really apparent. Yeah, I mean so that's why the cohort system works is that you're really in that environment working with other people that are in the same boat as you, you know, and so it really pushes you because you asked me earlier like, you know, do people really get work done in Hawaii or do they get like sidetracked because they wanna go to the beach and I was like, no, actually. We have people that I literally have to go up to them and say, you need to go get in the sun for 10 minutes because you need a tan, you know, like you live in Hawaii for three months, like, you know, you gotta be outside a little bit. Well, I think those guys are more disciplined than I do. If I was in Hawaii, I'd be like drinking my ties in on the beach and surfing every day. I don't know if I'd ever get any work done, but that is so cool though. I mean, who would ever have guessed that you can have like a top 20 accelerator base in Hawaii that is, you know, a mix of not only like really people that can help them, but just being able to live in paradise. You should come, you should come. I mean, that was one of the reasons why we started Accelerator Blue Startups in Hawaii is that, you know, it's our long-term vision. I'm fortunate enough to be able to have my career in Hawaii and it's simply the best place to live. No offense, I love Tokyo. Like, this is my second home. But, you know, to be able to create that where you can work anywhere, right? Because now we're all connected. Yeah, we have to get on the plane and we have to have meetings with people. I mean, you know- So is there any downsides to living there? What are the downsides to living in Hawaii? I mean, you're on an island, so, you know, I mean, there's limited things. Like, we have great food, but, you know, I've got 20 restaurants that I go to. And that's it. You know what I mean? Like, I come to Tokyo and there's hundreds and hundreds of restaurants. How about in terms of the types of companies that you see being created in Hawaii? Is there a certain kind of like focus for them? Or is it all over? You know, it's pretty all over the place, but what we found in Hawaii is that our local companies, you know, they're, it's such a smaller pool of entrepreneurs that are available in Hawaii, but they are so dedicated, right? Because they're on, they're choosing lifestyle over career in a sense. And so if you're an entrepreneur living in Hawaii, you're gonna do everything you can to make your company successful. So the companies that have, there are top performers that actually have been local companies, right? So if you're in the valley and you're, you know, let's say you have a team of like really great smart folks, ex-Apple guys, I mean, like if their startup doesn't work out, they're just gonna go back and, you know, get another job. And so that, I think that is a difference for us in the entrepreneurs is that they're really dedicated. Because they have no choice but to succeed. Yeah, well they want to be there. Yeah, yeah, yeah. But we talked about the no asshole rule. That is a common theme also, right? Is that like we do not want people who are... Well yeah, I mean, because, I mean, I had this same rule when I was running companies, and I was really happy to hear that YC had a similar rule, which is that hey, if we're gonna work with people every day and you're gonna see them and, you know, after we accept someone, we basically work with them for the next three months. Like, you want to work with nice people. Like, you want to work with people that you would be willing to hang out with, you know? And so that's a really big deal. Totally. So I would imagine in Hawaii, that's like a less of an issue, right? I mean, everyone's kind of happy and shriveled there, isn't it? Yeah, yeah, yeah, yeah. But you get road rage because everybody's so nice, you know? And so do you think that if a company was founded and started in Hawaii and they're getting traction, that they have to leave Hawaii in order to continue growing, raise more money? So, you know, right now, you know, we find that the companies that, you know, maybe Series A, they still stay in Hawaii, but like by the time they reach Series B, they have to, you know, relocate to California or Seattle or wherever. What do you think will make that change? Like, why is that, like, when could that stop? Yeah, I think right now, it's just there's not enough deal flows yet in Hawaii. So, you know, it's really a longer term vision. And if we can get a company that has, you know, that has a big exit, that already is a success story for us because we know that once you have Hawaii in your heart, people always come back, you know? And so, like, we have really, like, people like Pierre Omidyar who started eBay or Steve Case who started AOL. I mean, there are Hawaii locals that moved away and they bring their kids here, kids back to Hawaii to raise their kids. So, you know, we know that it's all gonna come back around, you know? That's an interesting point. Like, I would actually imagine that a lot of successful business people, when they retire, they actually would want to retire to Hawaii. A lot of people do. And a lot of people definitely, yeah. And that actually creates like a mentor network that you theoretically can tap into investors, mentors, advisors. Yes, for sure. Wow. Yeah, we have a lot of people like, you know, hidden entrepreneurs or early retired people that are living in Hawaii for sure. Oh, that's pretty cool. Yeah, yeah. All right, so. Wait, what's next for you in your mobile games? Well, so as I mentioned, I was, we started this mobile gaming company. Yeah. Is it called Hobo Labs? Hobo Labs. It's, I realized how hard it is to do mobile gaming because you're one, the competition that you're fighting against. But two, it's, you know, nowadays, most of these games, they, you know, it used to be that you sell a game, $50, whatever it is, that game hits and then it goes away. But now, people have been making these games that basically stay on the charts for years. And so as they kind of dominate the charts and dominate the ad spend, it's really hard for small companies to go and push the games out there. But yeah, we're trying. Yeah, I mean, but, you know, I mean, you've been so successful in your past startups and now you're trying to, right, kind of launch your game, right? Aren't you ready to launch your game this year sometime soon? Yeah, so our, we have a game. It's a Guild vs. Guild kind of multiplayer mobile game and we're launching it in probably two months. Awesome. So we'll see exactly, but right now the plan is in two months. So that's why I'm out here and pretty excited. That could be the next Tetris. I doubt it, but. But thank you for that. Yeah, cool. You know, one thing that we were talking about and we noticed, and I'm not sure why this is the case, but going back to talking about accelerators. We noticed that in the last batch at YC, we had companies that applied and got in from all over the world. I mean, we had companies from Morocco, Africa, Nigeria, China, Korea, but I couldn't, I mean, maybe I'm wrong, but I couldn't think of a single company that came through from Japan. And we, we actually, yeah, so we see the same thing is that we get applicants from all over the world and in Asia, you know, in Korea and China and Singapore, you know, they're applying, but we're just not getting hardly any Japanese applicants. Yeah, I mean, so to me, that I find that really curious. I mean, obviously there is a startup ecosystem that's thriving in Japan. How many of you are entrepreneurs in the audience? Or willing to admit, we get two, three, four? Yeah, not a lot of people. That's actually a lot less than I thought. Yeah. Where are all these other people working? I think they're maybe walking around. I don't know. Yeah, but I mean, so I guess, regardless of whether maybe there's like a fewer number of entrepreneurs and certainly that's culturally I can understand why that may be the case. But oddly, I mean, it seems like there's at least so much interest in, you know, folks participating in the startup ecosystem here. But I mean, I guess my ask would be, you know, I would love to see more applications coming from Japan into programs like Y Combinator or Blue Startups. Yeah, I mean, I definitely agree. I think my, you know, my view is that, you know, Japan thinking is very, right? We're an island nation and that's how we were raised, right? And so that's kind of in our culture. But, you know, the reason why we were able to innovate after World War II and become, you know, like the top of the world in their automobile or electronic or wherever that was, I mean, we have that ability and we were there and I feel like if we don't continue that, right? We're losing out to other countries that are more entrepreneurial. I mean, and I think Japan is very entrepreneurial. We just want to see more of that, like come out to us. Yeah, yeah. So anyway, hopefully we'll see more next batch. Yeah. So actually, I want to go back to Tetris for a bit because that's such a fascinating topic for me. I mean, where do you think Tetris as a brand will be 10 years from today? You know, so for us, Tetris has really become a lifestyle brand. So it's not just the game, but it's something that you think about, you know, when you're cleaning a room or you're packing your dishwasher, maybe not dishwasher here, but you know, you're packing the trunk of a car. You know, it's, there's something about you wanting to put pieces together, you know, to organize as like an inherent human need. And so we want to take the brand beyond, you know, beyond gaming and what's going to sustain us really is at the core of it, it's the game. But you know, like we have a movie deal coming out. We will. No way. You know, in 2018 Tetris something, I can't say, but yeah. And so, you know, we're doing, yeah, we believe that Tetris is really, you know, an evergreen brand. And so hopefully 10 years from now, we can say, you know, our grandkids are playing it or our kids. Wow. We don't have kids yet. Is there actually Tetris like Lego like blocks? Or is it all a corner? We don't have Tetris Lego blocks yet, but we have stuff in the works. Yeah. But I think we've got 10 seconds. Oh, okay. So let's wrap this up. Well, thank you so much. Yeah, thank you so much. It was so nice to meet you. Yeah, likewise. Good luck with your game and my commentator. Well, thank you all for sticking through this as well. Awesome. And enjoy the rest of the afternoon.