Cloudastructure: 271% Revenue Growth and the AI That Stops Crime Before It Happens
My guest this week is James McCormick, CEO of Cloudastructure (Nasdaq: CSAI) — an AI-powered video surveillance and remote guarding company out of Palo Alto, California.
Here's a question worth sitting with: what if security didn't just record crime — what if it actually stopped it?
That's the premise behind Cloudastructure, and in 2025 the market started paying attention in a big way. Revenue grew 271% to $5.1 million. Total contract value jumped 342%. Gross profit was up 304%. Six of the ten largest property management companies in the US are now customers. Not bad for a company that listed on Nasdaq just over a year ago.
James walked me through how the whole thing works — and it's genuinely clever. Instead of a guard staring bleary-eyed at 40 screens at 3am, Cloudastructure's AI does the watching. It filters out the noise, flags the real threats, and a real human operator — working during their own daylight hours — steps in to handle it. Last year the platform reviewed 11.2 million alerts and made over 112,000 live verbal interventions. About 98% of incidents were stopped on the spot. Less than 1% needed the police.
We got into why traditional security is basically just expensive documentation after the fact, what it means for residents when a company promises their footage never goes to third parties, and where James sees the biggest opportunities as AI-driven security continues to scale.
% Revenue Growth and the AI That Stops Crime Before It Happens
TRANSCRIPT FOLLOWS AFTER THIS BRIEF MESSAGE
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EPISODE TRANSCRIPT
Phil Muscatello: G' day and M. Welcome back to Shares for Beginners. I'm Phil Muscatello. Today we're diving into a company known as cloudestructure, NASDAQ code csai. It's an AI powered security company that blends smart cameras with live remote guards to stop crime before it happens. It boasts over 98% deterrent in real deployments and strong traction with major multi family property managers. It has explosive growth, around 270%, revenue jump in 2025 and a direct listing on the Nasdaq that took real chutzpah. And uh, this is a fresh story of tech meeting real world results. Leading the charge is James McCormick, CEO since 2024. He has decades of Silicon Valley experience, from General Magic to Sergey Brin LTA Research. James, welcome to the podcast. Great to have you here.
James McCormick: Yeah, glad to be here. Thanks so much for the invitation, Phil,
Phil Muscatello: thanks for coming on. So let's get started with a little bit about your history. You've got a really long history in Silicon Valley. Can you give us a brief overview, please?
James McCormick: Yeah, sure. I started my career in the Midwest, Michigan and Ohio, and moved out to California in 1989 to find fame and fortune. Still looking for both, and was able to have the pleasure of working just at a number of very interesting companies during my time out in Silicon Valley. And you know, one thing I like to say to people is the only common thread between the different opportunities that I've worked with is that everything has been completely different than the thing before. And that's the kind of opportunities that exist in Silicon Valley, right? You could go from manufacturing hardware to a software company or anything in between. I think there's a couple of very unique opportunities I worked on. Um, one was at a company called General Magic, which was one of the first great concept IPOs in Silicon Valley. We can dig into that more. But basically what General Magic did, it created the tablet, the smartphone, the basically Siri, all before the commercialization of the Internet and unfortunately after they raised the money, but before they were able to commercialize it, along came the Internet and their business model fell over. But there was lots of just amazing technology at the company. I came in as a group of people to look at what, what technology was there. I came in as CFO and to try to figure out what we could resurrect or what we could commercialize. And we created the first voice data telephony user interface that existed in essence the precursor to Siri. And if I'm not mistaken, the former CTO of Microsoft bought the patents of the company eventually and sold them or licensed them to the people that actually created Siri. So there's one example and now at another extreme end, I had the pleasure of being the president and chief operating officer for a private aerospace project for one of the co founders of Google, Sergey Brin, where we built the first rigid frame airship that had been built in over 100 years. Think graph Zeppelin. Right? Hindenburg, without the explosions and the helium and all that. But Sergei is an aviation enthusiast. He really had a fancy for airships of the past and wanted one to be built. That's exactly what we did using modern methods, techniques, materials, that sort of thing. It's 400ft long, about 67ft in diameter, and it has been. I saw it, uh, two weeks ago flying up and around the Bay Area going through some training exercises. But it was fascinating because again, what did I know about airships? Absolutely nothing. But you have to learn pretty quickly.
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James McCormick: And unlike the older really large airships that were built out of steel, ours was very specific carbon fiber tubes and very precisely welded titanium hubs to create the infrastructure. So just a couple of interesting differences and opportunities that I've had the pleasure to be involved with.
Phil Muscatello: And you're, uh, basically a finance guy, aren't you? Or a chief financial officer for many of these organizations. I think a lot of people sort of view the world of Silicon Valley as not really having traditional approaches to the financial, the metrics that other companies deal uh, with. Is m that something that you've noticed and that you've been up to master and deal with?
James McCormick: Yeah, so a couple things I started in my career from the finance side of things and have been fortunate enough to be CEO, coo, CFO of public and private companies. So I've done a little bit of everything, I guess you would say a, ah, Swiss army knife if you will. But that's an interesting question or statement that you had Silicon Valley. It depends on what products or what verticals you're approaching. Right. Like for instance, hyperscalers in artificial intelligence. Right now none of us can really figure out the long term economic model just because they're spending, spending astronomical sums of money, approaching a trillion dollars now between infrastructure and chips and people. But I would tell you this, even in Silicon Valley, the boring sticking to your knitting for lack of a better Phrase has always been important, particularly as it relates to finances and. And it continues to be that way. I'll, uh, give you an example. One of the companies I was involved with, a private company that was in the semiconductor capital equipment manufacturing space over three years that I was there, and that was cfo. We went through three downturns. Okay, so three upturns. Three downturns. Yet based on the strength of the CEO and myself and others really focusing on the financials of the company, we had 36 months of consecutive profitability, net income, profitability, and 36 months of being cash flow positive, which meant we always kept our eye on the financials. We made some difficult decisions around salary cuts and unfortunately, at times letting people go. But we always had the goal to maintain profitability and positive cash flow levels, and we were able to achieve that. So it never goes away, regardless of the type of company you're involved with. I think maybe other than the, uh, large language model, hyperscalers.
Phil Muscatello: Okay, let's get to cloudestructure, the company that you're currently CEO of. Can you explain to us in simple terms about AI surveillance and remote guiding and, um, how does it stop problems before they happen?
James McCormick: Yeah, one of the things I like about cloudestructure is it's a fun story to tell and explain to people. It's also very simple. So what we are, we are a video surveillance company that uses artificial intelligence to identify, let's call them threatening activity or someone breaking rules. Right. This creates, if you will. Yeah, we'll get. We'll get into some of the examples, but. Yes, and you mentioned it at the front end, but when we include our remote guarding capabilities, Humans in the loop, we have a 98% deterrence rate in stopping bad things from happening before they happen. And if I could just, uh. I'll keep it at a high level, but I'll go into it just a little bit more. So we service enterprise customers, right? We'll get into it a little bit more. But our first beachhead was multifamily properties. Think apartment complexes. And we work with six of the top 10 property management groups in the United States. Six of the top 10, seven of the top 11, eight of the top 15. And those people manage something like over two and a half
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James McCormick: million units. So these are big companies, right, that just can't afford for bad things or bad occurrences to happen at their properties. So what we do, we'll come in and either in a new installation or what we call a takeover, if a competitor is already there and has Cameras, and they're not happy with the service. We're able to just kind of sit on top of what's already there. So the video surveillance, our cameras, they are watching things 24 by 7, right. They're capturing video streams. And oh, by the way, fun statistic. We upload today about 9 million videos a day, right? 9 million. So, fairly big number. Then what happens? We have a little appliance called the cloud video recorder that takes these videos, puts them in the cloud, puts them down into our two data centers, into our GPU servers, and to analyze what's going on with these video streams. That's where the artificial intelligence comes in. Yeah. So our models, we've trained the models and we constantly update the training of the models to identify something bad happening. Package theft in the mailroom, someone trying to break into cars in the parking garage, unhoused people perhaps sleeping in the entryway of a building, someone using the pool or other common areas after hours, those sorts of things. And when our artificial intelligence flags something that could be a problem, it goes to our remote guard center, where human beings get that alert, they can call it up. And if they determine that that alert is something that needs further processing, I guess you would say there's a number of things they can do. We install speakers so they can talk down to the perpetrator. You in the black hoodie with the crowbar in the parking garage, you're being recorded. The authorities have been contacted, and what happens? Boom. They leave. Right. And you've stop the problem before it happens. And we do that 98% of the time. When a human being looks at an alert and determines that it needs further processing, for lack of a better phrase. So at a very high level, that's what we do.
Phil Muscatello: Take control of your investments. Sharesight has you covered. It's Investopedia's number one tracking tool for DIY investors get four months free. Free on an annual premium plan@sharesite.com sharesforbeginners. And that actually works? I mean, people just hear, or the miscreants hear a message over a PA system and, um, they just immediately scamper off.
James McCormick: Yeah, they'll leave and they'll go to a property that isn't protected by us. Right. I mean, they're going to, to figure out a way to do something bad. Right. Breaking into cars, stealing packages, whatever the case might be. But they're not going to do it at a property that we protect.
Phil Muscatello: James, can you give us a little bit of a history of cloudostructure? And I Guess before it was listed and before your involvement and what the evolution was like, um, moving from an old school CCTV company to one that implemented AI technology.
James McCormick: Yeah. So very good question and I will start by saying Cloud is Structure was founded approximately 20 years ago by our founders still involved with the company, Rick Bentley. And it always, always the theory was let's take videos that we've captured and somehow or another get them up into the cloud so we can process them and do further things with them. Now, 20 years ago, broadband wasn't ubiquitous. Artificial intelligence really didn't exist. So it was an idea that was ahead of its time. But Rick likes to call it the reason he started the company, he calls it the vacuum effect. What does that mean? He was in a shared office space and somebody came in and stole his laptop. So you know, he went to the management group and he said, hey, can we look at the nvr, the network video recorder, you know, the appliance that they use at like convenience
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James McCormick: stores and the like. And they said, well sure, we can look at it, but there isn't any footage from last night when your laptop was stolen. And he goes, how could that be? Well, apparently the cleaning people had unplugged the NVR to plug in the vacuum. So that's where the phrase the vacuum effect comes from. But his thought and theory out of that was, but wait a minute, what if we don't keep these images on a disk or a tape? What if we put them in the cloud where they never go away or they go away after a period of time and you can always go back and evaluate things. So that was the genesis of the company until Google actually introduced and made available for free some AI tools, specifically an application called TensorFlow. That was the first time that Rick and our CTO and a small group of people were able to start figuring out how they could take these images and, and use artificial intelligence for further processing. For lack of a better phrase, up to and including. We index customer videos much the same way that Google indexes the web, which means that the videos, because all this data is our customers data, it's not our data, but the data is searchable and actionable. So think about that. You're the property manager and you come out and you know the, the gate to the parking garage is bent in half and you notice that there's some blue paint, right? So you go to your videos, you don't know when it happened, right? Over the course of the weekend, say you type in car blue paint, parking gate, poof, up Come the images. And you now know that Bob in unit 212 is the person you need to talk to and talk about reimbursement for fixing the gate. So that's some of the clever things that we're able to do from an AI standpoint, other than just identify threatening activities. I would say in the last three years is when the company is. When cloud of structure started seeing some traction. And that's when we started making some smaller inroads into multifamily properties to that specific vertical. And we've just been growing since then. 2025 was, we believe, a, uh, breakout year for us, and we continue to ride the wave, I guess you would say, right. From new verticals and customer wins and expansion into existing accounts.
Phil Muscatello: Criminals aren't very bright in, uh, many cases. Are there any amusing stories that you've come across that surveillance has picked up?
James McCormick: There's absolutely plenty. We could go on forever. The team that manages the remote guards will go through on a weekly basis. Wins. Right. You know, from people being in the hot tub after hours, which is a liability and a nuisance. Right. For property managers to. I don't want to say it was a favorite, but I thought it was humorous. A woman chasing her husband with a, uh, butcher knife to just, you know, recording, talking down, getting people to leave. You'd be amazed how many people are in parking garages trying to figure out how to liberate goods, uh, I guess you would say, from certain vehicles. So, yeah, there's no shortage of interesting things for us to be able to detect and deter.
Phil Muscatello: So tell us about the NASDAQ list thing. I mean, I mentioned that I used the word chutzpah because that was in the press release, and it wasn't a traditional ipo. Can you run us through what, what happened there, please?
James McCormick: Yeah, sure, sure. For a variety of reasons, it would take a, uh, separate podcast episode to go through it. But for a variety of reasons, we were left with not many choices of how to raise additional money for the company from a, uh, US SEC standpoint. And basically where we were cornered into was taking the company public. Right? And now you've got basically two avenues that you can go down.
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James McCormick: You could do the traditional initial public offering, traditional ipo, or do what's called a direct listing. All right, Traditional ipo. Very expensive, but more importantly, very time consuming, very time consuming. Even with virtual meetings these days, virtual road shows and, you know, meeting, you know, with the fidelities of the world and the Schwab's, and I've been through it. I've taken a company public through a traditional IPO process and it was a lot of work and very overwhelming. The direct listing process. The theory goes that it should be more straightforward, it should take less time and it should be less expensive. And I would say two of the three we experienced. Meaning it was less expensive. Right. It wasn't as burdensome as a, uh, traditional IPO would be. There's still certain costs you're going to incur regardless what route you go down, like legal fees. Right. Just we're pretty large, as you might expect. The time frame piece didn't work out the way that we hoped it would because there's basically two audiences that we were catering to. One was the SEC and the securities and Exchange Commission. They'll review your public filings, your S1s. Right. The documents where you're disclosing your financial information and information on your business, those sorts of things. Things. But the other one that really surprised us was nasdaq. Right. So two major stock exchanges in the US NASDAQ and New York Stock Exchange. We went with NASDAQ from a, you know, traditional, sort of tech heavy, I guess you would say exchange. But they were really, really, really picky for a variety of reasons. On questions they would ask roadblocks that they would throw up those sorts of things. Not in a malicious way. I think they had been burned. Right. A number of times with, you know, companies being listed, you know, having a big run up in the stock price and then, you know, things not going so well. So that took more time than we would have liked. But we initially thought we could get out in or be listed with NASDAQ in September or October of I have to get my years right, 20, 24. But things just took so much extra time. We didn't actually start trading and you know, effective from a listing standpoint until January 30th of 2025, a little more than a year ago or so. So it was an interesting process. I think those of us that were intimately involved with it, I think we have a pretty good lens on how the process works. And if we ever have the opportunity to explore something like that in the future, I think we would have a real leg up, if you will. Right. In how to make the process go a little quicker and maybe be a little bit more efficient.
Phil Muscatello: Can you run us through some of the key financials? Because obviously you've actually just before we even do the financials, you were raising capital, obviously, so you can grow the business. How, uh, are you Deploying that capital.
James McCormick: Yeah. Cautiously. We expect nothing less, James, as you might expect. Well, you know, with any kind of an emerging company, like we would say the cloud structure is, there's always friction. I was just talking to our CFO a few minutes before this conversation started about that specific topic. There's always friction between different groups in the organization and where people think resources should be deployed. Right. I would say a few things. The determinations that we have made in creating our financial plan. Our budget for 2026 was around a few key areas. One was increasing our sales organization. You need more feet on the street and on the phones to capitalize on some of the successes that you've already had. So that was one. Two was making
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James McCormick: certain that our backend systems and processes were bulletproof or will continue to be bulletproof, because we get one chance to not delight a customer before there's a potential that they're no longer a customer. So, you know, we mentioned remote guarding. Right. We're expanding that team of people. People. Customer service specialists. Right. We're expanding that group of people. You get the idea. And then I would say the third thing is the engineering organization, because you always want to try to be, maybe not at the bleeding edge, but you want to be on, um, equal footing with your competitors from a feature and functionality standpoint. And so some additional investment as well in the engineering organization to make sure that we're, you know, up to snuff, up to par with other things that are out in the marketplace. Not as good as us, but it doesn't matter, because if somebody says, hey, I've got this, and these people don't, you're at a disadvantage. Right. You're in a defensive posture as opposed to being in an offensive situation. I guess I would say. Right.
Phil Muscatello: Um, I guess when I first heard about your company and AI surveillance, I was thinking must be facial recognition involved as well. But that's not really part of it, is it? You're just looking for the actual situations themselves, aren't you?
James McCormick: Yeah. However, you know, much like a number of other companies, it's interesting if a particular property, and again, I do want to talk about this at some point as well, is the other verticals that we're expanding into as well. But let's go back to multifamily properties. If there is a person that has been a repeat offender, for lack of a better phrase, and that property wants to know if that person is on premises in the future, we can absolutely, uh, use our models to say, here's this person over different periods of time and. Oh, uh, look at that. He's in the mailroom. He shouldn't be in the mailroom. Right. He's been kicked out of this property. So we can do things like that. But, yeah, I guess you would say our solutions are more global in nature. Right. Which we can get into a little bit more when we talk about additional verticals. Super.
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Phil Muscatello: Now we will talk about additional verticals. But before in our conversation, you mentioned the searchability comes down to voice recognition. Searchability. So you can say Bluegate Saturday. So you're not sitting there actually fast forwarding through hours of, uh, CCTV footage. Can you just run us through that a little?
James McCormick: Yeah, yeah. So not voice activated, but I was just using that as an example. The property manager or their security people or whatever can go to their portal, Right. And search for their data. So they could type in blue car between this date and this date and parking gate as an example. And poof. You know, one of the other things that's going on right now, Phil, is there's this phrase that's being used more in the US which they're called nuclear verdicts. Right. What is that? That is where someone successfully sues a property or a property manager or a commercial property and is awarded significant sums of money for something that they've incurred, be it resident altercation, slip and fall situation, pet bites, those sorts of things. So what we're also finding is that property managers like having our solution because we can. We're capturing video all the time, and if there is something that a tenant claimed happened to them, they can once again search for. Right. For instance, this tenant said
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James McCormick: another tenant, they got in an altercation and that person struck me and damaged my neck. I made that up. Right. Well, if you have the video, you can now see in real time, Right. What actually happened. Maybe the person claiming that they were not the aggressor was the aggressor, those sorts of things. So unfortunately, as society becomes more litigious, as you well know, having this sort of documentation, video documentation is really important. More and more we are finding from our customers as well.
Phil Muscatello: Does it record audio as well?
James McCormick: It does, but again, cameras are usually placed higher up and most of the cameras do have microphone systems. But it's not as clear as the Video, I guess you would say. Right. Um, but it all depends on the camera placement, those sorts of things.
Phil Muscatello: Okay, so let's talk about verticals. And just because we're targeting this podcast at beginners, verticals is just another way of saying other ways of making a buck.
James McCormick: Yeah, I love looking at it that way. Absolutely. Yeah. Verticals in our nomenclature is different classes of opportunities that we can approach, but all of them have a common thread, I guess you would say, which is a need to have video surveillance and an opportunity to do something with that video. Let me explain. So we mentioned multifamily, which was our first real foray, for lack of a better phrase, into a big vertical. And it is a big vertical. And we'll start there very quickly. What we are seeing in 2026, we started seeing it last year, is what we call the land and expand strategy. Right. So when you're working with these really big property management firms that have millions of units under management, obviously there's a huge opportunity for us to expand our footprint. And we are seeing that more and more. Right. We're having customers that are coming to us wanting to negotiate master service agreements so that when additional properties want to implement our solution, there's already a contract in place, the terms are already pre negotiated other than the final system configuration and the related economics. So that's going really well for us. Additional verticals. There's three, I think that we would highlight right now. One, commercial properties. So think shopping malls, but not on the inside of the building, but on the outside of the building, particularly at night. From two standpoints. One, to keep people that might be trying to figure out how to get into the facility. Right. To, you know, enact nefarious activities, as we were talking about earlier. But it starts getting more interesting and more personal when you look at the second piece, which is protecting the parking lots after hours. Why? Employees closing down the business, locking the doors, walking to their cars. It's dark, right. They're vulnerable. And through different solutions that we have, be it fixed solutions or mobile security trailers or whatever, we're able to provide an extra layer of comfort and security for those folks as well. Right. So that's commercial properties. Another one, construction. Perfect. Perfect application for what we do. You think about a construction site, what's there? Tools, valuable materials. You know, we've all read about thieves stealing wiring just to get the copper. Right. Because copper prices are up. And so that is going pretty well for us as well. And we've had to develop internally products that are flexible enough to use in environments like that. We talked about the mobile security trailer, but also there is a, for lack of a better phrase, we'll call it an enclosure, a small box that has our brains in it, right? And
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James McCormick: it could be powered by electricity or solar power. If the construction site is brand new, right? And they don't even have power run to it yet. And it's got our brains inside. It's got cameras, it's got speakers, it's got strobe lights so we can protect construction sites that way. And the third vertical, and one that we're really, really excited about is transportation and logistics. And that kind of runs the gamut from everything from secure truck parking lots, right? Because think about a semi tractor trailer rolling down the road or parking somewhere for the driver to rest. The thieves don't know necessarily what's in that trailer, but they know that it's got value. So cargo theft is just an amazingly big problem in the United States. So secure truck yards, perfect application. We've got deployments going on right now. What we do is just a perfect application for it, right? And then also we're having some initial conversations with freight delivery companies, right? Same idea. They have big processing centers, they've got packages with lots of value, they've got a lot of employees. They're just environments that unfortunately can lend themselves to be vulnerable from a theft standpoint. So in a nutshell, those are the four main verticals today that we're involved with, and we're not in a fifth one today. But I would just throw it out there. To me it seems like an absolute, or it is an absolute, no brainer. And that would be campuses, college campuses, universities, those sorts of things. Most of them of universities across the US have existing cameras, right? But how are they monitoring them with human beings? And statistics show that a normal human being can look at about seven screens, maybe 10 before they start missing things. It's just the way the human mind works, right? But with our technology and the way that we approach it and with our remote guards, we can look, our guards can monitor 50 screens because they're not looking at 50 screens, they're just waiting for an alert, right, From a particular site. So we think that could be a very interesting opportunity for us in the future as well.
Phil Muscatello: So, James, before we sign off, can you just run us through some of the key financials that you'd like to share with the audience?
James McCormick: Yeah, Phil, that is a tricky question. Only because we're a public company and we have to be a little cautious about what we say about things that we haven't told the world at large. So a few things we can share though. 2025, we pre announced, uh, unaudited revenue of approximately $5 million, which was a 270% increase over 2024 revenue. Okay, so just phenomenal. And you might expect, I mean, if you look at the quarterly trends in our business, you know, emerging companies always go, hey, right, and sooner or later that hockey stick is going to happen, you know, up and to the right. And for us it has happened. So now what we're doing in 2026 is taking what we've learned, taking the successes we've had, and figuring out how to amplify that in 2026. So if we do our jobs correctly, you might expect. I think all I could say is another year of interesting revenue growth. How about that? I think the other thing we would say are ending cash at the end of 2025 we believe is adequate for us to, let's say for the next 15 months or so. Right. Based on increasing revenue and cash collections and moving towards profitability. Those sorts of things. Yeah. And part of the reason I can't be More specific about 2025 is we haven't announced our full year results. We will have
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James McCormick: a earnings announcement probably on the 31st of this month and then it'll all be disclosed and out there and those sorts of things. Right. But I think the other thing that we could point to if we think about 2026, if folks go back and look at 2025 and look at the press releases that we issued, everything we issued is or reported on was something significant. There was no fluff. Right. It was customer wins, expansion in customer accounts, getting into new verticals, increasing total contract value with our customers, those sorts of things. So I, I think those are the kind of messages that investors should anticipate that we would continue to release in 2026. I'll give you an example of that. The last press release we put out there is a county in Maryland, in the state of Maryland called PG County, Prince George county and this county, the legislature there mandated that multifamily properties have some amount of video surveillance. Right. They mandated it. They said, you know, crimes on the rise, you will do something to keep your residents safer. Which it's unfortunate it's come to that. But we're not going to argue. And what we announced, we got in with a fourth property in PG County. And it's, it's a 13 building complex. And you know, in the past we do one and then, you know, get a shot at another one, those types of things. But this one, they said, nope, the heck with it. We want you to do all 13. We'll work on a schedule and we'll go from there. So that's the kind of thing that gets us invigorated and excited. It's not just getting new logos and new customers, which we love, but it's the volume that comes along with it. And it's gratefully, it's going pretty well for us right now.
Phil Muscatello: Phil James McCormick it's great because this is the whole point of the podcast is to learn about investing through real stories from real companies. In this case, it was CloudiStruct Nasdaq code CSAI James McCormack, thank you so much for joining me today.
James McCormick: Absolutely. Really appreciate the opportunity you might have gathered. I love telling this story and it's a great story.
Phil Muscatello: Thanks, James.
James McCormick: All right. All the best.
Phil Musatello: Thanks for listening to Shares for Beginners. You can find more@sharesforbeginners.com if you enjoy listening, please take a moment to rate or review you in your podcast player or tell a friend who might want to learn more about investing for their future.
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