Podcasts about b2b2c

Många svenska B2B‑bolag sitter just nu fast mellan två verkligheter. Å ena sidan: tuffare marknad, dyrare kapital, osäker omvärld. Å andra sidan: ägare, styrelse och team som förväntar sig fortsatt tillväxt. Under hösten 2025 har vi på Business Reflex intervjuat ett 30-tal svenska B2B‑VD:ar. En röd tråd är tydlig: självförtroendet kring tillväxt har fått sig en rejäl törn. Man vågar inte investera, har svårt att fokusera och upplever att kapitalet dragit sig undan samtidigt som AI både lockar och skrämmer. I det här avsnittet av Sälj‑ och marknadspodden går vi på djupet i den här nya verkligheten tillsammans med Peter Almberg och Anders Dahlgren från Katalysen ett investeringsbolag som i nio år jobbat hands‑on med entreprenörsledda bolag som kört fast, och hjälpt dem ta sig vidare genom att lösa de verkliga problemen bakom tillväxten. Under avsnittet pratar vi om: Varför osäkerheten i omvärlden gjort att många VD:ar förlorat modet att satsa och hur du som entreprenör faktiskt har ett försprång jämfört med stora bolag. Hur du kan tänka kring risk och investeringar: när är det rätt läge att trycka på gasen, även när vattenytan bara precis är över näsan? Varför så många bolag tappar fokus och exekvering och konkret hur du kan använda styrelse, ledningsgrupp och veckovisa avstämningar för att hålla kursen. Den nya kapitallogiken: det är inte brist på pengar, men kraven har ändrats från “tillväxt till varje pris” till kassaflöde, robust modell och tydligt definierade problem. Hur du bör prata med investerare idag: radikal transparens kring dina problem och hur du visar exakt vad deras kapital ska användas till för att lösa dem. Hur du som VD ska förhålla dig till AI – friend eller foe?: var AI faktiskt kan ge effekt i din kärnaffär, och var marginalerna riskerar att försvinna. Varför samarbeten och partnerskap ofta är den snabbaste vägen till ett unikt erbjudande och hur du kan “lösa varandras problem” istället för att bara jaga nästa kund ensam. Det kanske viktigaste av allt: varför ärlighet kring problem och vilja till samarbete är två av de starkaste tillväxtmuskel­rna du kan bygga nu. Lyssna och ta nästa steg: Anmäl dig till vår informationslista för fler insikter, case och verktyg framåt. Håll dig uppdaterad – anmäl dig här → Vill du ta del av vår rapport som bygger på djupintervjuer med över 30 svenska B2B-VD:ar och avslöjar varför intäktsmaskinen hackar och vad som faktiskt fungerar idag. Läs mer och hämta undersökningen kostnadsfritt här → Vill du komma i kontakt med Katalysen gör du det enklast här. Du kan också följa Anders och Peter på LinkedIn: Anders Dahlgren Peter Almberg Läs transkribering Lars Dahlberg [00:00:10]: Hej och välkomna till ännu ett avsnitt av Säljmarknadspodden från Business Reflex. Det här är podcaster för dig som vill ha ny inspiration och kunskap om hur man marknadsfolk säljer till den moderna business-to-business-köparen. Under hösten 2025 så har vi varit med och gjort en undersökning som handlar om utmaningar kring tillväxt för svenska B2B-bolag. I den här undersökningen så är det tydligt att många har tappat kontrollen och framförallt självförtroende kopplat till tillväxt. Jag har därför valt att idag bjuda in två personer till podden som har väldigt mycket erfarenhet kring det här med att stötta bolag som kört fast i sin tillväxt och som också har varit med och bidragit med mycket tankar och input i undersökningen. Vi hoppar över till intervjun med Peter Almberg och Anders Dahlgren från Katalysen. Lars Dahlberg [00:01:00]: Hej och välkomna till Sälj- och marknadspodden. Peter Almberg och Anders Dahlgren [00:01:04]: Hej, hej, hej. Lars Dahlberg [00:01:06]: Härligt. Nu vaknar det till. Jätteroligt att ha er här, Peter och Anders. Vi träffades i samband med att vi genomförde en undersökning under hösten 2025. där vi intervjuade er och en massa vd här i Sverige kring utmaningarna runt tillväxt för svenska B2B-bolag. Nu är den här rapporten släppt. Den heter Tillväxtens nya verklighet. Insikter varje B2B-vd behöver veta nu. Lars Dahlberg [00:01:44]: Man kan ladda ner den på Business Reflex hemsida. Ni hade så otroligt intressant input in till den här undersökningen. Lars Dahlberg [00:01:55]: Riktigt kul att ni är här. Anders Dahlgren [00:01:57]: Kul att höra. Vi är tacksamma att vi får chansen att ställa upp och vara med. Peter Almberg och Anders Dahlgren [00:02:02]: Stort tack. Lars Dahlberg [00:02:04]: Ni har inte varit med i podden tidigare. Det här är första gången som ni är med. Vi har haft en del återkommande gäster. Det finns säkert en del av våra lyssnare som känner till er. För säkerhetsskull behöver ni göra en liten introduktion. Vem av er vill börja? Introducera er och företaget som ni jobbar för. Anders Dahlgren [00:02:25]: Jag kan börja. Anders Dahlgren heter jag och är i dag vd för Katalysen. Katalysen är ett svenskt investeringsbolag med internationell koppling. Grundat för nio år sedan, så vi har tioårsjubileum nästa år. Anders Dahlgren [00:02:47]: Vi är ett bolag som jobbar med kort och gott med att lösa problem. Vi hjälper entreprenörer att bygga sina bolag och när man är entreprenör så ställs man inför många utmaningar genom hela sitt byggande. I början så är det väldigt många små och med tiden så blir det färre men kanske större. Och det är väl inte där vårt fokus har skiftat också från att jobba med bolag i väldigt tidiga skeden, där de har massa små utmaningar och behöver stöttning på flera håll, till att idag jobba med lite större eller medelstora bolag som kanske står inför två stora problem. Där vi tillsammans med investerare och experter i ett kollektiv hjälper till att lösa de här problemen. Och på så sätt så bygger vi en portfölj. Och idag har vi en portfölj bestående av 24 bolag. Anders Dahlgren [00:03:48]: Och med mig här har jag Peter Almberg och Anders Dahlgren, min kollega, styrelseordförande och även grundare tillika. Peter Almberg och Anders Dahlgren [00:03:55]: Tack, tack. Som Anders sa så heter jag Peter Almberg och jag har egentligen jobbat hela mitt liv med ungefär det jag jobbar med idag, sedan mitten på 80-talet. I stort sett alltid entreprenörsledda bolag, där jag ändå har varit entreprenören själv. eller hjälpt en annan entreprenör att bygga sitt bolag. Vi startade som Anders sa Katalysen för nio år sedan och Anders har ju berättat att vi har egentligen i stort sett 100 procentigt fokus på att lösa problem. En del av problemet som många känner till- är att det ofta finns ett kapitalbehov. Men ofta döljer sig andra problem- som kan innebära att det är svårt att hitta- de pengarna man behöver för till exempel tillväxt. Då har vi väldigt mycket fokus på det andra problemet. Peter Almberg och Anders Dahlgren [00:04:58]: För om man löser det andra problemet- så är det mycket enklare att hitta det kapitalet som behövs, som också behövs. Så vi har lite grann nischat oss mot problemlösning och vänder oss framför allt emot entreprenörsledda bolag. Vi jobbar, som Anders sa, ihop med experter och investerare och entreprenörer och i den gruppen så finns det väldigt mycket olika erfarenheter och kunskaper och resurser som om de används på rätt sätt och om folk jobbar tillsammans med till exempel ett konkret problem så brukar det bli ett väldigt bra resultat. Men just det här med att man jobbar tillsammans är en väldigt viktig En väldigt viktig aspekt och väldigt ovanligt, tyvärr. Lars Dahlberg [00:06:02]: Man har nästan inte så svårt att tänka sig det. Nu har jag haft lite prat med er innan, när vi gjorde undersökningen, så jag har blivit lite upplyst. Jag tror att många av lyssnarna nu är väldigt spända på det här poddavsnittet. Vi kommer att komma in på ett antal av de här stora problemen. Vi kommer att ha en del resonemang runt de möjliga lösningarna. Jag känner att det här är kopplat till den typen av bolag ni jobbar med. Men jag tror att alla lyssnare förstår vad det är för företag vi pratar om med tanke på er fina introduktion. Jag tänker mig så här. Lars Dahlberg [00:06:48]: Att vi kastar oss vidare in i det här poddavsnittet och så som jag tänker lite det var att när vi gjorde undersökning och ni var med och bidrog så var det fyra grejer som jag tog fasta vid och de här fyra sakerna det var tänkt att vi skulle borra lite grann i under avsnittet. Den första Det är intressant att bolag inte vågar investera och satsa. Det har blivit svårare att få till modet nu än vad det var förr. Sen har man den andra frågan. Man kanske inte lyckas få rätt fokus för att kunna klara av att exekvera. Sen kommer vi naturligtvis in på den frågan som Peter belyste, kopplat till brist på kapital och tillväxt och de för tillväxt och så vidare. Sen tänkte jag att vi skulle gå in på det här ämnet som handlar om det här med AI och hur det påverkar på olika sätt. Jag vet att ni har väldigt intressanta tankar att bidra med. Lars Dahlberg [00:07:59]: Hur känns det? Peter Almberg och Anders Dahlgren [00:08:01]: Det känns toppen. Anders Dahlgren [00:08:03]: Det låter bra. Det låter spännande. Lars Dahlberg [00:08:05]: Bra. Då kör vi igång. Ska vi ta det första ämnet först? Eller ska vi ändå på ordningen? Vi kör på. Bra. Då kastar vi oss in på frågan om att man tappar självförtroendet– –och inte vågar investera och inte vågar satsa. Vad gör ni där ute när det gäller det här? Peter Almberg och Anders Dahlgren [00:08:25]: En sak… Ett problem rent allmänt sett, kanske i livet, men också… för företagen är ju osäkerhet. Osäkerhet är alltid ett stort problem när det råder osäkerhet. För det innebär att man var i sig kanske säger ja eller nej till saker. Man har svårt att sätta ner foten och bestämma sig. Man är rädd för att var man än tar för beslut så blir det fel beslut. Jag brukar säga nu för tiden att hela världen är egentligen som ett stort venture nu. Peter Almberg och Anders Dahlgren [00:09:13]: De senaste kanske året har det liksom förvandlats från till någonting nytt av många olika skäl och ett venture är ju egentligen… Ett av kännetecknerna för ett venture är ju nånstans osäkerhet. Peter Almberg och Anders Dahlgren [00:09:35]: Jag tror att många är ovana vid det. Men jag tror att det är en övergående. Jag tror att det är nånting som är övergående. För om det är nånting människor är, så är vi duktiga på att anpassa oss. Till slut har vi anpassat oss efter den här… osäkerheten som vi har omkring oss och är beredda att fatta beslut även om det råder osäkerhet. Jag kan tänka mig att vi är där snart eller kanske redan nu. Peter Almberg och Anders Dahlgren [00:10:10]: Det är väl en aspekt som jag vill lyfta fram. Lars Dahlberg [00:10:15]: Vi är vana med den här risk-situationen. Det är ett helt annorlunda sätt. Allting förändrar sig så snabbt hela tiden. Det är nya förutsättningar och spelplaner. Nu börjar vi förstå att vi måste klara av att tackla den typen av situation. Vi kan inte bara sitta där och inte agera. Peter Almberg och Anders Dahlgren [00:10:37]: Jag tycker att man ser det. Till och med ser man att vissa politiker… Till och med inom politiken. De är ju ofta ganska långsamma med att… att visa upp sådana sidor. Det värsta har vi bakom oss i varje fall vad gäller säkerheten som många känner. att de flesta har accepterat det faktumet nu. Anders Dahlgren [00:11:12]: Sen är ju liksom en entreprenör och entreprenörskap är i osäkerhet från grunden. Vågar man satsa på sin dröm eller sin idé? Oftast har man ju idéer som man tror ska ta över världen eller bidra väldigt mycket i alla fall till samhället på olika sätt. Och det vet man om att när man släpper kajen så kommer det bli en turbulent resa. Det kommer vara väldigt mycket upp och ner. Och det är ju så vi jobbar med våra bolag från och till. Det kan vara att man jobbar med ett bolag intensivt i ett halvår, ett år eller till och med två år och sen håller man bara månadlig, vecklig kontakt och stämmer av under några år och sen kanske det kommer en ny resa som påbörjas. Men det som också påverkar de här entreprenörerna, det är ju vad som händer runt om i världen. Är det turbulent? Var är nyhetsflöden som det har varit? Som Peter sa det sista året har det varit en otrolig berg- och dalbana. Anders Dahlgren [00:12:10]: Det är klart att det påverkar ens vilja att liksom, okej, nu behöver vi äntligen komma så vi går runt eller kommer till ytan eller nu behöver vi äntligen generera vinst. Ska vi satsa allt, vända upp och ner på det här, satsa nu för den stora tillväxten och kanske Ta in nya pengar eller låna pengar eller vad man nu väljer att göra. Man tar ju ett nytt risktagande. Ska man göra det när man egentligen kommit ut med näsan över vattenytan? Så det är klart det är jättesvårt. Det är jättestora frågor. Peter Almberg och Anders Dahlgren [00:12:39]: En annan grej också att entreprenörer är ju oftast mer, anpassar sig ju snabbare. till saker än vad stora företag gör så är man då i ett entreprenörsledt bolag och så har man stora kunder och så tycker man att det är svårt att sälja till de här stora kunderna så beror det väldigt mycket på att de stora kunderna det tar längre tid för dem att anpassa sig så att entreprenörerna är snabbare helt enkelt och de stora företagen är långsammare. Så det har också en väldigt stor inverkan. Det är ändå kunderna som är en väldigt viktig del av tillväxten. Alltid. Lars Dahlberg [00:13:28]: Entreprenörerna har ju en fördel här. De är vana att tänka på att man måste anpassa sig. Man behöver vara mer agil och snabbfotad och sånt. Peter Almberg och Anders Dahlgren [00:13:40]: En stor fördel, till och med. Peter Almberg och Anders Dahlgren [00:13:44]: Men de stora bolagen har ju den fördelen att de ofta har De kan överleva längre eftersom de har en stabilare bas och en uthållighet på ett annat sätt än en entreprenör. De flesta entreprenörer är inte lika. Peter Almberg och Anders Dahlgren [00:14:07]: Välfinansierade som de stora bolagen. Självklart finns det undantag. Peter Almberg och Anders Dahlgren [00:14:13]: Precis. Lars Dahlberg [00:14:15]: Det finns en massa möjligheter och fördelar. Lars Dahlberg [00:14:19]: Bygghänslingar och sånt som gör att man kanske inte vågar. Även om man egentligen är bättre positionerad för att göra det. Peter Almberg och Anders Dahlgren [00:14:28]: Jag skulle tro att stora bolag i framtiden kommer att ledas mycket mer som entreprenörsledda bolag leds idag. De kommer att vara tvungna att bli mer entreprenöriella i storbolagen för att Förmågan att anpassa sig är otroligt viktig i en värld som förändras snabbt. Och det kan vi vara säkra på att den här världen kommer att göra. Det kommer att ske mycket saker här framåt. Lars Dahlberg [00:15:08]: Jag tycker det låter som att den här tanken du hinner på, Peter, handlar mycket om att tänka Tänk på sin kund och sin kundskund. Titta på vad som händer på marknaden väldigt aktivt– –för att vara aktivt anpassningsbar. De större bolagen, och framför allt bolag i traditionella branscher– –som jobbar och lever där, är jätteviktiga med tanke på när förändringarna väl kommer. Peter Almberg och Anders Dahlgren [00:15:42]: Jag håller med. Om man ser sig själv som ett B2B-bolag till exempel, men ens egen kund har kunder. Peter Almberg och Anders Dahlgren [00:16:02]: Och de kunderna är konsumenter, så måste man till och med tänka på hela vägen till konsumenten. Så det blir någonstans B2B2C. Det är otroligt viktigt att tänka utifrån och inte inifrån sin egen verklighet man lever i. Anders Dahlgren [00:16:26]: Det handlar ju om att förstå sin grund. Och kundens kund. Förstår du din kund, då förstår du vad kundens kund är. Så det är jätteviktigt. Och därmed också örat mot rälsen och förstå vad är det som, vad behöver de och vad behöver jag leverera till dem eller bli levererad till dem. Och därmed, det är det som din fördel som entreprenören har, att man kan vara lite snabb. Givetvis ska man behålla fokus på det man tror på, men ändå vara ganska lyrad för att se vad som händer. Lars Dahlberg [00:16:55]: Alltså det är ungefär så här. Kära entreprenörer som lyssnar på den här podden. Ni ska inte bara sitta där och inte våga satsa. Nu är det värsta läget. Tänk utifrån er och utnyttja era fördelar. Var smidiga och agila och våga satsa. Det är väl någon slags summa man kan tjäna på diskussionen? Anders Dahlgren [00:17:19]: Så är det och det är många som tänker så och då kanske man får hitta en bra partner. Nu pratar jag inte bara om konsulter utan någon som är inom samma genre som kompletterar som man kan satsa tillsammans med. Man är ju sedan själv, om man har det motigt själv så finns det många andra som har det motigt. Det är lite så vi på Katalysen jobbar tillsammans med vårt nätverk och det vi kallar experter och investerare. Om vi hittar nånting där vi kan ha samma intressen, gemensamt mål, då blir det ingen konkurrens utan då blir det istället att vi jobbar alla tillsammans. Lars Dahlberg [00:17:55]: Just det, för att hitta kombinationen av olika förutsättningar kring kapital och andra kompetenser och synergier och ge en mer råg i ryggen och våga satsa kopplat till den typen av resonemang. Peter Almberg och Anders Dahlgren [00:18:07]: Ja, man kan också tänka i termer av det handlar ju alltid och alltid gjort om paketering. Och kan man till exempel med hjälp av en partner sätta ihop ett paket som är unikt jämfört med konkurrenternas? Eftersom man då har ett partnerskap med någon som har en kompletterande tjänst kanske eller produkt. så har man något unikt att komma med till kunden tack vare att man har slutit ett partnerskap med någon. Det är ett typexempel också på hur man kan skapa ett grymt bra erbjudande utan att utveckla något nytt själv. Lars Dahlberg [00:18:48]: Exakt. Hitta smarta vägar fram. Då tänkte jag att vi skulle ta och byta ämne. Min nästa lilla spaning, som vi pratade om i videoundersökningen, var att man inte lyckas att klara av att fokusera och exekvera. Utan det flyter iväg, det far iväg. Och att det är ett stort problem. Speaker B [00:19:17]: Vad vill ni kommentera för det här? Anders Dahlgren [00:19:19]: Det där kan väl ta sig olika vägar. Dels olika vägar i form av att man säger att man har en tjänst som man utvecklar eller som man erbjuder och som entreprenör som är alltid väldigt många idéer så man måste plocka ner de viktigaste och det är svårt och får man då dessutom någon form av gensvar och önskan från både sina ägare men kanske från marknaden, då tror man att det är vägen att gå. Och då kan man ju fastna i det här att vi saknar någonting som man fortsätter utveckla, utveckla, utveckla utan att kunna komma… Det blir aldrig riktigt färdigt kanske. Man gör så många u-turns till exempel. Lars Dahlberg [00:20:06]: Precis, det kommer saker som påverkar. Peter Almberg och Anders Dahlgren [00:20:08]: Vissa människor tycker att det är roligt och stimulerande att jobba med nya, att ta fram nya produkter och ta fram drivs av det och tycker att det blir lite tråkigt när man har. Lars Dahlberg [00:20:28]: Är. Peter Almberg och Anders Dahlgren [00:20:29]: Färdig med något, då vill man snabbt hoppa på nästa grej. Så vissa människor är ju sådana. Andra människor är ju sådana att de aldrig blir färdiga med något. För det är ju läskigt att gå ut till marknaden med något. Så man blir inte riktigt klar. Man väljer att finslipa för länge innan man vågar gå ut. Och sen är ju vissa människor jäkligt duktiga på att få saker gjorda. Och andra människor är inte så bra på det. Peter Almberg och Anders Dahlgren [00:21:00]: De är bra på något annat istället. Ibland handlar det bara om att behålla fokus. Se till att man behåller fokus. Och det är mycket enklare att göra om det finns andra i ens närhet som hjälper en att behålla fokus. En aktiv styrelse eller ett management team som består av lite olika individer eller en partner. Vi jobbar ofta så att vi har veckovisa möten med de bolag vi jobbar med och det handlar Jag vet inte, men till det största värdet av de här veckovisa mötena är egentligen att man ser till att man behåller fokus. Att alla inblandade behåller fokus och blir påminda om vad fokuset är och inte fladdrar iväg och tycker att någonting annat är roligare för stunden. Anders Dahlgren [00:21:58]: Eller viktigare, skulle jag säga. Det är också ett vanligt problem med det man har erfarit själv när man är entreprenör. Att du får en förfrågan eller en kund. Anders Dahlgren [00:22:09]: Vill ha något specifikt. Eller bara att det räcker om man inte är en stor kund. Och då ser du potentialen. Fast ingenting är färdigt men du får den här förfrågan och du börjar titta på den. Och du gör allt du kan för att möta ut på att kunna försöka vinna det här. Men sen har det gått två månader och du har lagt alldeles mycket fokus och glömt vardagsaffären. Som Peter säger, det här med att stötta ledningen i bolag som ofta är en styrelsefråga, men det kanske finns någon form av ledningsgrupp också där man kan hjälpa till så att man håller fokus. Bra med nya affärer, men 80 procent är den vardagliga businessen för det är den som gör att vi överlever. Anders Dahlgren [00:22:52]: Det är klart att vi ska titta på viktiga affärer. förfrågningar som kommer in. Men det kan inte vara det enda vi gör. Det är ganska vanligt att man fastnar i det där. Lars Dahlberg [00:23:01]: Min känsla är just det här som du är inne på. Det är otroligt viktigt att entreprenören har den här tajta partnern som är duktig på exekveringen. Att vi gör det som behövs för att det ska kunna bli någon sorts business av det. Inte bara massa härliga fantastiska idéer. Men sen tycker jag också lite grann att Man märker att det kommer spännande saker som entreprenörer vill springa på. Men man har inte koll på att det kanske inte är så bra business om man ska räkna resultat. Det är en kul grej, men det måste bli verkstad och ekonomi gör det här också. Aktieägare och man själv ska i slutänden också bli nöjd. Lars Dahlberg [00:23:45]: Det är lätt att tappa bort det i all jäkla givet att det finns en sådan verklighet. Anders Dahlgren [00:23:50]: Ett bra råd är att tidigt försöka få delar eller en engagerad styrelse. De är oftast billiga, framför allt i relativt unga bolag, om man lyckas få in dem i styrelsen. Då är de engagerade och ett väldigt viktigt bollplank. Peter Almberg och Anders Dahlgren [00:24:15]: Jag håller med om det. Det du tog upp med att det är lätt att tro att gräset är grönare på andra sidan. Det är ett skyddsmekanism som människor har. Men ofta är det inte det. Det handlar om att göra nånting bra med det man har. Anders Dahlgren [00:24:40]: Och göra jobbet själv. Man har själv gjort misstaget att tagit in någon form av expert i något fall, konsulter som man skrapat ihop och så tänker man att det här kommer att bli bra och då förväntar man också en ganska snabb return on investment på det där, vilket oftast tar längre tid och man har kanske inte uthålligheten och då istället får göra det själv nu när man är expert. Men man måste nog se helheten och förstå. Dels måste du förstå det själv, men vad vill du göra jobbet? Lars Dahlberg [00:25:14]: Ja, vi hoppar vidare till den tredje punkten här. Det är väldigt klart för väldigt många att det har blivit mycket tuffare att få tillgång till kapital för att jobba och driva tillväxt. Det kan ses som ett stort hinder och en stor utmaning. Hur ska man tänka här? Anders Dahlgren [00:25:38]: I grunden kanske det inte är brist på kapital. Förutsättningarna för att få tillgång till kapitalet har väl förändrats hos investerarna. Från kanske för tio år sen en speciell marknad en väldigt speciell marknad fram till 2022 där pengar var gratis och alla var rädda för att missa nästa stora unicorn eller missa opportunity. Inflationen ökade så man behövde någonstans investera pengarna för att de inte skulle minska i värde oavsett om det var en stor eller liten investerare eller bara en privat investerare som hade pengar på banken. Det brände lite i fickan om du hade lite koll på ekonomi. Det fanns mycket kapital att tillgå från de flesta, från väldigt många bolag. Det har förändrats avsevärt idag. En bra idé som har kommit över kassaflödespositivt, även om det är lite, har enormt mycket större chanser idag att få kapital än tidigare. Anders Dahlgren [00:26:48]: Tidigare pratade man om tillväxt, nu pratar man inte om tillväxt på samma sätt. Nu vill man säga att det finns ett fundament att stå på. Då är man villig att stå på in pengar. Sen kanske inte lika billigt som tidigare, men ändå till en rimligare värdering. Lars Dahlberg [00:27:03]: Just det. Så man måste ha kommit längre… i sitt bevis av sin affär i dag? Anders Dahlgren [00:27:10]: Om det finns nåt generellt så skulle jag säga ja. Om vi tittar på hur vi jobbar så jobbar vi, som vi sa inledningsvis, mot bolag som besitter ett eller två, oftast två, större problem. Ett finansiellt problem och kanske ett operationellt problem. Om vi kommer till en investerare och säger att vi har ett spännande case, är ni synliga på att investera? De ska göra det här och det här. Då kan det vara ganska svårt, rent av iskallt. Men när vi kommer till samma investerare och presenterar att vi har ett spännande case, de har ett finansiellt behov, men framför allt har de det här problemet. De har även en fungerande modellprodukt som de har hamnat i en svår situation på grund av något annat än produkten. Om vi löser det, och ni är med och finansierar det här. Anders Dahlgren [00:28:02]: Vad tror ni om det? Det låter jättespännande. Det blir en helt annan dialog, för det finns ju någonting som man kan lita sig mot direkt när man har löst det finansiella och operationella. Man ska inte… Man finansierar inte de här… Det kanske händer om fem eller tio år, för det kan hända ganska mycket snabbare. Peter Almberg och Anders Dahlgren [00:28:23]: Ja, men man vill… Jag tror att det här med… Vad pengarna ska användas till. Vad investerarens pengar ska användas till är väldigt mycket viktigare nu än förut. Lars Dahlberg [00:28:37]: Man måste ha det mycket mer konkret. Det här som är problemet är att pengarna ska användas till att lösa det. Peter Almberg och Anders Dahlgren [00:28:43]: Man ska inte vara rädd för att prata om problem med investerare. Jag tror att investerare uppskattar Raka rör. Det har de alltid gjort, men mer än nånsin. Anders Dahlgren [00:28:55]: –Transparens. Peter Almberg och Anders Dahlgren [00:28:56]: –Ja, transparens. Om man har ett problem… Eller om man, som Anders sa, har två problem… Det ena är att man behöver tillväxtkapital och det andra är att man har nåt annat problem. Då ska man inte vara rädd för att berätta det. Peter Almberg och Anders Dahlgren [00:29:16]: Och kan man gå till en investerare och säga hur man ska lösa det där problemet med investerarens pengar så är sannolikheten att man får in kapitalet mycket högre än om man mer generellt bara säger att man behöver kapital. Lars Dahlberg [00:29:33]: Ja, det kan jag känna när ni tar upp det här. Vi har jobbat mycket med entreprenörer också. De vill inte se problemen så mycket. De ser bara möjligheter. Problemen är ganska lätta att lösa. Det är bara att lösa dem. Men det där ska man ha en helt annan inställning. Man ska definiera problemen, ta problemen på allvar- och prata med investerarna om att det här är problemen. Peter Almberg och Anders Dahlgren [00:30:02]: Om man vill göra det lite enkelt för sig och förstå psykologin i det hela så kan man se det som att som entreprenör man går till en investerare, man ber investeraren att fixa det som investeraren kan fixa, det vill säga pengarna. Men mot det ska man fixa det andra problemet själv. Aktionären fixar det ena problemet och investeraren fixar det andra problemet. Då förstår man lite grann… Vad ska vi säga? Lars Dahlberg [00:30:33]: Man får också kroka arm med perspektiv på det här. Peter Almberg och Anders Dahlgren [00:30:35]: Lite så. Peter Almberg och Anders Dahlgren [00:30:38]: Det är en stor skillnad för investerare att köpa aktier på börsen jämfört med att köpa aktier i ett privat bolag. Köper man aktier på börsen så finns det inget kött och blod. När man köper aktier i ett privat bolag så finns det kött i människor man investerar i. Peter Almberg och Anders Dahlgren [00:31:07]: Det är en väldig skillnad på många sätt. Peter Almberg och Anders Dahlgren [00:31:14]: Man ska tänka mycket på vilka problem man har som man kan lösa själv. Och så ska man bli investerare att hjälpa till med pengar. Anders Dahlgren [00:31:28]: Och vara transparens med de här utmaningarna. För idag gillar inte investerare, eller väl ingen, som gillar osäkerhet. Och det är så osäkert ändå i hela makroklimatet som alla bolag befinner sig i. När man själv har varit entreprenör har man inte tänkt på det från det hållet. Man vill inte blotta sig. Man vill visa sig stark. Men vara tydlig med det problem som finns och varför du behöver hjälp och hur investeringar ska användas. Du vinner mycket mer på det. Anders Dahlgren [00:31:57]: Du får förtroende direkt. Lars Dahlberg [00:31:58]: Jag kände det också väldigt starkt. Just det här med transparensen, att man vågar vara transparent. Lars Dahlberg [00:32:07]: Ja hörni, det var treanden. Nu har vi det här jättestora som horar över oss alla. Det här med AI. Är det liksom, vad säger man, friend eller foe? Och framförallt, hur ska man se till att det faktiskt levererar någon sorts värde? Eller ROI, vad man så kallar det för. Jag tycker att det snurrar en hel del runt det där. Men man måste ju faktiskt kunna räkna hem det också så att det leder till nånting. Hur känner vi? Hur ska man tänka här? Det här är ju liksom både ett hinder… Peter Almberg och Anders Dahlgren [00:32:43]: För att börja med så tror jag att man ska se att i stort sett alla, både företag och människor, bör se på AI som någonting som är positivt och någonting som är negativt. Det har ingen betydelse om man är människa eller om man är bolag. Det har fördelar och nackdelar. Det har fördelar och nackdelar i världen som sådan, men också för bolaget man kanske äger och för individen som man är. Peter Almberg och Anders Dahlgren [00:33:26]: Och så ska man välja, och det gäller alla tror jag, och så ska man då kanske då titta på sig själv specifikt och sitt bolag specifikt. Vilka för- och nackdelar har jag, så att säga, eller mitt bolag? och göra någon form av analys. Och då ska man väl ta hjälp, lite hjälp eftersom AI ändå är ganska komplicerat och det är både enkelt… Antagligen ska man ta någon form av hjälp. Anders Dahlgren [00:33:57]: Det är så brett och du har någon relation till det privata eller du bara använder det som en language model och skriver texter eller vad det än är. Men det är så otroligt brett så man måste koka ner det och nästan få någon form av Om inte annat prata med många olika parter kring det hela för att förstå det. Peter Almberg och Anders Dahlgren [00:34:17]: Prata kanske med kolleger i branschen. Prata med andra branscher. Prata med. –affärsvänner och prata med såna som talar sanning. Peter Almberg och Anders Dahlgren [00:34:32]: Men nånstans kommer man nog att kunna komma fram till en lista för- och nackdelar– –för sitt eget bolag. Baserat på för- och nackdelar kan man skapa en strategi– –skulle jag säga, relaterat till AI. Om man knyter den till det här med investerare, som vi pratade om innan– –så är det också en väldigt bra grej att kunna ta upp. Lars Dahlberg [00:35:03]: För det är också så att man kan bli inspirerad av många andra i andra branscher. sätt för möjligheter och för hot. Vad kan jag dra för paralleller av det? Peter Almberg och Anders Dahlgren [00:35:18]: Det är också en sak som spökar i alla branscher. Även hos investerarna spökar det här. Vissa investerare ställer inte frågan. Som du sa, det är nästan lite tjatigt med AI nu. Om man kan presentera en väldigt enkel AI-strategi för sitt eget bolag– som är enkel att förstå och som det är enkelt att hålla med om. Det kommer en investerare att tycka väldigt bra om. För då behöver de inte ställa frågan och så förstår de att man har tänkt efter som bolag. Peter Almberg och Anders Dahlgren [00:36:04]: Och alla bolag… Det är för- och nackdelar för alla bolag. Det har ingen betydelse vem man är, det är både för- och nackdelar. Anders Dahlgren [00:36:13]: Jag tror man måste förstå hur man ska förhålla sig till AI. Är du inte ett bolag som utvecklar en form av AI-modell utan du är ett e-commerce-bolag eller något annat? Då ska du förstå, okej hur kan AI användas i min core business för att förstärka, förbättra, göra oss tydligare och bättre i grundupplevelsen eller vad det är. Många tror nog att vi måste bli mycket mer AI Vi måste få in mer AI i vår business. Och då vet man inte hur man ska förhålla sig till det. Utan utgås det från vad är det vi gör, vad gör vi bra, kan vi effektivisera någonting. Och välj den AI-modellen, strategin som passar din core. Peter Almberg och Anders Dahlgren [00:36:57]: Exakt. Jag håller med. Det är precis det jag försökte säga, fast Anders gjorde det mer tydligt. Precis. Peter Almberg och Anders Dahlgren [00:37:08]: På ett väldigt konkret sätt. Vilka för- och nackdelar har mitt bolag? Och inte en AI-strategi för att locka till sig… Inte som en pappersprodukt, utan det verkliga värdet. De verkliga fördelarna och de verkliga nackdelarna. Anders Dahlgren [00:37:33]: Om vi pratar om investerare vill de förstå hur man förhåller sig till AI. Många slänger in det i att man är AI-powered i sin businessmodell. Men det där skjuts hål på ganska fort. Anders Dahlgren [00:37:50]: Förstå själv, då kan du förklara det för, nu kanske inte investerarna är den viktigaste målgruppen, men i och med att vi jobbar mot dem så ser vi de frågor som kommer upp och de vill ha de svaren. Men det är ju viktigt för den som driver bolaget också, entreprenörerna, att förstå. Lars Dahlberg [00:38:08]: Jag kan säga såhär, jag personligen har kanske mest kommit in med kunder och sådär att diskutera hur det kan effektivisera arbetet, framförallt inom de änden marknadsföring, försäljning och sådana saker. Men det man ofta gör när man börjar prata om det är att man ganska enkelt kan leda in det också på att få kunden att fundera lite i vad det är. Ja, men vänta nu lite grann. Det här kanske kan också leda till att ni kan faktiskt förändra ert eget erbjudande och göra det ni gör idag så att säga. Det finns mitt erbjudande-aspekten där AI kan tillföra mycket. Du kan erbjuda nya saker till kunder. Men det är också hur du utför ditt arbete. Det finns hot och möjligheter på båda sidorna. Lars Dahlberg [00:38:55]: Jag känner att många tänker mer inåt. Vi kan göra saker smartare och effektivare- snarare än att använda det för att förbättra vårt erbjudande och värdet av vår affär. Anders Dahlgren [00:39:09]: Jag tror det är nog lättare för en AI-modell att effektivisera inåt än utåt. För du kan ju din målgrupp och din marknad bäst. AI kan ha en tanke, men den kanske tar tvärsnitt av hela branschen utan att förstå produkten eller tjänsten och ska bygga ett erbjudande på det. Så när du vänder utåt så tror du måste hålla AI väldigt hårt i handen och moderera det åt rätt håll. Vilket är rimligt. Peter Almberg och Anders Dahlgren [00:39:39]: Men det kan också vara ett sätt att när man väl gräver i det här och funderar på de här för- och nackdelarna så kan det mycket väl vara så att man kommer på någonting väldigt intressant. som inte har med AI att göra men som har med kunderbjudandet att göra mer generellt och prissättning kanske. För att en sak är säker och det är ju det att inom de områden där AI har enklast, där det är enklast att applicera AI Det är områden där man inte kommer att ha några marginaler i framtiden. Det kommer att bli… Det blir för enkelt, helt enkelt. Då kanske det är nåt annat som man ska prissätta på ett annat sätt än vad man gör i dag för att klara av den… Vad ska vi kalla det för? Den förändringen som AI leder till i just den bransch man är i. Och fokusera på någonting som AI inte klarar av att hantera. Peter Almberg och Anders Dahlgren [00:40:57]: Och bli bra på det. Lars Dahlberg [00:40:59]: Hitta det som sin nisch. Peter Almberg och Anders Dahlgren [00:41:01]: Ja, lite så. Men man tar definitivt hjälp av Om det är då något bolag man känner till som till exempel har automatiserat sin support, för det vet jag är ganska vanligt med hjälp av AI, då ska man ju prata med, om man känner en sådan entreprenör eller ett sådant företag så ska man ju prata med dem och höra vad de gjorde, hur gjorde de, till exempel. För då får man Då lär man sig jättemycket och förstår mycket bättre hur svårt eller enkelt det är att göra det själv. Lars Dahlberg [00:41:40]: Jag tänker knyta tillbaka till det ni var inne på inledningsvis i podden. Det finns två stora problem. Kapital och ett stort problem som hindrar oss att kunna växa snabbare. Vi måste lösa för att kunna växa snabbare. och få mer fall på tillväxt, så att se hur AI kan bidra till det problemet specifikt, konkret och så där. Ja hörni, man pratar mycket här om kära ämnen, men jag känner att vi kanske skulle behöva rulla av lite grann här. Vad skulle ni säga Om vi ska försöka summera det till något konkret tips på slutet. Kanske inte så jätteenkelt, men om vi har någonting att komma med för att… Lars Dahlberg [00:42:25]: Ja, något konkret som folk kan ta med sig som ni sa på podden. Kanske kan hjälpa dem lite. Peter Almberg och Anders Dahlgren [00:42:31]: Jag tycker att en… I varje fall för dem… företagen som behöver riskkapital, vilket är ganska vanligt. Så tror jag det här vi pratade om med att man ska vara ärlig kring sina problem är en jätteviktig aspekt. Man ska inte vara rädd för det. Alla har problem och den som talar om sina egna problem upplevs som självsäker. Det vill jag påstå, inte som osäker, utan som självsäker. Och vill man investera i någon som är självsäker och ärlig? Ja, det vill man. Peter Almberg och Anders Dahlgren [00:43:18]: Vill man investera i någon som inte är självsäker och känns lite oärlig? Nej. Peter Almberg och Anders Dahlgren [00:43:25]: Jag tror att problem och tillgång till kapital är en väldigt viktig del. Lars Dahlberg [00:43:32]: En viktig del. Med tanke på allt vi har pratat om här– –så kanske den absolut viktigaste grejen för lyssnaren att ta med sig– –är att vara väldigt ärlig med problemen. Det är mycket nyckeln till framgång, framför allt i den värld vi lever i just nu. Anders Dahlgren [00:43:48]: Jag håller med och jag borde tillägga en sak som vi har lärt oss väldigt mycket av för att hantera både allting runt omkring oss och det är samarbete. Var aldrig rädd för samarbete, för då har. Anders Dahlgren [00:44:08]: Man gemensamma intressen och gemensamma mål. Så man behöver det. Framförallt om man är ett relativt ungt bolag. För du har svårt, och kanske om du har konkurrenter som har kommit längre, det blir svårt att stå emot dem själv. Men som Peter var inne på tidigare, det kanske finns en konkurrent eller komplement som kämpar lika mycket som man själv gör. Se om man kan göra någonting tillsammans, man kan samarbeta. Ring upp dem och fråga, ska vi göra en bra affär tillsammans? För att gå liksom one to one mot konkurrenten eller någon annan. Peter Almberg och Anders Dahlgren [00:44:46]: Precis så tror jag. Alltså vi, om det är någonting som jag tycker är, som Anders och jag har varit med om, som jag tycker är jätte, jag vet inte, var en ögonöppnare för mig här på sistone. Det var i vissa möten som vi har haft, där vi har pratat om våra problem och sen har vi ställt frågan till dem vi har pratat med, har ni några problem? Och då brukar de berätta om sina problem eftersom vi berättar om våra. Och sen så avslutar vi med att säga, kan vi inte fundera lite grann på hur vi kan lösa varandras problem? Det brukar bli väldigt bra diskussion och skapa värde. Just det här med samarbete, jag tror att det kommer vara centralt också relaterat till allt det här som händer inom AI. AI är väldigt bra i alla stuprör. om vi nu kallar alla verksamheter för något form av stuprör. Men AI kommer inte bli bra på att hantera två stuprör samtidigt. Peter Almberg och Anders Dahlgren [00:45:57]: Det tar tid. Och om det är tre stuprör samtidigt så kommer det ta ändå längre tid. Så om man tillsammans med ett annat företag kan paketera ett erbjudande som ingen annan har i ens egen bransch. Man har nånting unikt att sälja tack vare ett samarbete. Det tror jag kan vara… Om du frågar mig så är det oerhört intressant. Lars Dahlberg [00:46:35]: Jag skulle också vilja sammanfatta det här lite grann. Lars Dahlberg [00:46:40]: Det är kanske inte de här två grejerna som entreprenörer har sett sig bäst på. Att vara väldigt ärlig med sina problem och tydliga med det. Och vara väldigt duktiga på att söka samarbeten. Man kan lite bäst själv. Man ska generalisera lite här. Men hörrni, tack så jättemycket för att ni var med i Säljmarknadspodden. Tack för ett jätteviktigt bidrag till den här undersökningen jag har jobbat med och nu även det här poddavsnittet. Jag tänkte avsluta med att om man vill komma i kontakt med er här Peter och Anders, på Katalysen. Lars Dahlberg [00:47:12]: Vad hittar man i det enklaste? Anders Dahlgren [00:47:14]: Absolut det enklaste är att gå in på vår hemsida katalysen.com. Där finns alla våra kontaktuppgifter och vi är alltid intresserade av att lyssna på problem och se om vi kan hjälpa till. Det har framgått. Nej, men närligt. Det vi pratade om senast är att det låter så enkelt, men det är inte så enkelt. Men när man har gjort det några gånger så är det inte så svårt heller. Så våga stå på dig och vara transparent och blottna lite grann. Så blir det bra. Anders Dahlgren [00:47:43]: Toppen. Vi. Lars Dahlberg [00:47:43]: Kommer att lägga med en länk till er webb så klart så att ni kan hitta er ganska lätt. Och sen så länkar vi till er på LinkedIn om man vill konnekta på LinkedIn om det är okej för er. Jättebra. Peter Almberg och Anders Dahlgren [00:47:55]: Det är toppen. Tack. Lars Dahlberg [00:47:57]: Så jättemycket. Med det vill jag säga till alla lyssnare– –det vi alltid säger i Säljmarknadspodden. Vad ni än gör där ute ska ni se till att vara relevanta. Tack och hej! The post Podd #243 – Så hittar du mod, kapital och fokus i tillväxtens nya verklighet appeared first on Business Reflex.

B2B2C marketing sits in its own strange universe: part enterprise, part consumer, and entirely shaped by gatekeepers, complexity, and wildly diverse end-users. In this conversation, Annie Furlong (VP of Consumer and Growth Marketing) breaks down what makes the model uniquely challenging, especially in healthcare, where literacy, access, and timing fundamentally shape how people engage.Annie shares how she built a niche community for B2B2C marketers, why personalization must scale across wildly different audiences, and how trust becomes the differentiator when your product only matters at a moment of need. She also dives into leadership, vulnerability, and why curiosity is still an underrated competitive advantage.→ How to navigate the “no silver bullet” reality of B2B2C→ Why healthcare marketing requires translation, timing, and empathy→ The critical link between vulnerability, confidence, and leadership→ How to approach AI with skepticism, experimentation, and a beginner's mindset→ What excites leading marketers heading into 2026

L'ensemble des liens utiles : Besoin de former vos managers via notre Yaniro Leadership Program ? Prenez rendez-vous iciEnvie d'envoyer à vos managers la version auto-administrée de notre formation au management ? C'est ici : https://yanirowiki.co/kitEt pour retrouver les meilleures pratiques RH directement dans notre Yaniro Wiki c'est ici : https://yanirowiki.co/Résumé de l'épisode

For episode 645 of the BlockHash Podcast, host Brandon Zemp is joined by Andy Flury, Founder & CEO of Wyden.Wyden serves as the institutional backbone of digital asset trading for banks, brokers, (crypto) funds, asset managers asf. They power firms to trade and manage digital assets – no matter if B2B or B2B2C. Thus they are able to provide deep expertise on markets, players, challenges and future trends. ⏳ Timestamps: (0:00) Introduction(1:08) Who is Andy Flury?(5:02) What is Wyden?(10:20) Who does Wyden work with?(13:58) Use-cases(18:18) Why single-broker models are detrimental(22:13) Institutional direction with Crypto over next couple years(24:50) Everything will be tokenized(26:21) Importance of balancing privacy & transparency(28:51) Wyden roadmap for 2026(30:55) Wyden website & socials 

En el episodio de hoy me siento con Yaksani Ventura, fundadora de Edúcate y Conecta, conferenciante y experta en ventas consultivas con más de dos décadas de experiencia formando equipos comerciales en Puerto Rico y Latinoamérica.Yaksani me cuenta cómo su crianza como inmigrante en Puerto Rico desde República Dominicana moldeó su visión de las oportunidades, por qué dejó atrás el sueño de ser azafata, cómo una casualidad la llevó a descubrir su verdadera pasión por las ventas y por qué solo el 20% del éxito en ventas es técnicas.También hablamos sobre la diferencia entre vender y cerrar una venta, el origen de Edúcate y Conecta luego del huracán María, cómo puedes adaptar tu pitch dependiendo si vendes B2B, B2C o B2B2C, y por qué la improvisación es el peor enemigo del vendedor.Tres "takeaways" de este episodio:1.⁠ Una buena venta parte de escuchar con intención y poner al cliente en el centro del proceso.2.⁠ ⁠“Sin prospecto no hay venta. Y sin venta, no hay negocio. El miedo a prospectar te puede costar mucho más que un ‘no'.”3.⁠ ⁠⁠El 80% del éxito en ventas es la mentalidad. El 20% son técnicas.Sigue a Yaksani:Página web | Instagram | LinkedInNo olvides suscribirte a nuestro canal de Youtube.

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Rob Schimek, Group CEO at bolttech, about how bolttech's connector model is redefining global insurance distribution, from telcos to auto makers and beyond. They also talk about why the future of protection will depend on trust, data and design more than policy documents and premiums, and what leadership really looks like when you are building at the intersection of revelation, innovation, and human impact.  KEY TAKEAWAYS If you have an hour to solve a problem you should spend 55 minutes on the problem and then 5 minutes on the solution. I've spent my career in the problem, the formation of bolttech is the attempt at the solution – it's the path that I've chosen to bring that solution to the marketplace. Our mission is to work out how to close a multi-billion-dollar protection gap that has existed for years, that's getting bigger? In order to do that we need to really understand the problem. We think there are 4 basic drivers for this multi-billion-dollar protection gap that and they're pretty irrefutable. We're trying to make a seamless connection between the buyers of protection products (insurers) and the distribution partners who have access to the customers so we can put those solutions into the hands of the customers. bolttech's here to try to provide tailored, affordable, accessible, and convenience insurance in the hands of the customer on a B2B2C basis, connecting big partners who have lots of customers to the insurance providers. Without the data there's a tendency to paint everything with one brush, like it's all the same. Data is accessible and available on a real-time basis today and it can be available with no intervention, straight from the vehicle telematics about the unique driver. BEST MOMENTS  ‘We really want to connect people with more ways to protect the things that they value, we want to close the global protection gap.'  ‘The more we make connections frictionless, the more the connection will happen and the more the protection gap will get closed.'‘ If the mission and the vision are super-well-known then nothing can distract you from solving that problem, regardless of what's going on in the marketplace around you.'‘ If a customer doesn't trust the use of AI in their interactions with you then AI won't be successful in that space because it won't be accepted in that space. Ultimately it comes back to do we do things the right way and give the customers a reason to trust us?' ABOUT THE GUEST Rob Schimek is Group Chief Executive Office at bolttech where he leads the team across its operations globally, overseeing its growth and partnership opportunities. With more than 30 years of experience in the financial services industry, Rob previously held senior leadership roles, including Managing Director & Group Chief Operating Officer for FWD Group, President and Chief Executive Officer of AIG's commercial insurance businesses worldwide, and Chief Executive Officer of the Americas for AIG. Prior to that, he served as President and Chief Executive Officer of EMEA for AIG, and was the Chief Financial Officer of AIG's global property and casualty insurance business. LinkedIn ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers, accelerated over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner. Twitter LinkedIn Instagram Facebook  TikTok Email Website This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

SD332 - Navegar o paciente para Reduzir Custos: uma tese que funciona. Neste episódio, Dr. Lorenzo Tomé conversa com Ortopedista e Fundador da Strallo, Dr. Lucas Melo, sobre o "fazer diferente" na carreira médica, possíveis caminhos utilizando a inovação, conceitos do empreendedorismo que podem ajudar no negócio médico, algumas soluções, a importância do foco na jornada do seu paciente e a construção de relacionamento médico-paciente. A Strallo é um aplicativo de ortopedia, com foco em empresas e planos de saúde, que envia sequências de exercícios montadas por especialistas personalizadas para o paciente, disponibiliza o progresso, as metas atingidas, mantem a motivação dele em alta, uma linha de cuidado digital completa. O podcast Saúde Digital lhe ajuda a abrir a mente? Imagine o que 2 dias de imersão com a gente pode fazer para potencializar isso e fazer muito pelo seu negócio médico. Garanta sua vaga com 10% de desconto na Imersão da SD Escola de Negócios Médicos nos dias 29 e 30 novembro/2025. ACESSE O Background do Lucas Formado em ortopedia pela UFC, Lucas foi fazer residência no HC em SP, ficou como preceptor por 2 anos e entrou no programa de Doutorado em seguida. Depois ele voltou para a UF do Ceará para atuar na pesquisa clínica/ortopedia e como cirurgião de joelho. Na pandemia, buscando alternativas de reabilitação dos pacientes em lockdown, ele se uniu a um especialista em tecnologia para ter uma solução própria digital que trabalha com modelo de negócio B2B2C. E é com sua startup que ele e seu sócio pretendem realizar o sonho de levar assistência para todos os brasileiros com dor. Assista este episódio também em vídeo no YouTube no nosso canal Saúde Digital Podcast! Acesse os Episódios Anteriores! SD331 - O Livre Mercado das Ideias: como a Economia impulsiona o Empreendedorismo Médico SD330 - Como o Estresse Impacta sua Prática Médica e o Desempenho Profissional SD329 - Como Fazer Parcerias Estratégicas na Medicina Music: Game Over | Declan DP "Music © Copyright Declan DP 2018 - Present. https://license.declandp.info | License ID: DDP1590665"  

tiun is building auth and payment infrastructure that consolidates two traditional categories into one streamlined solution. By combining social login with instant payment functionality, tiun eliminates the standard account creation and credit card entry flow, reducing user onboarding to a two-click process. Operating as merchant of record, tiun serves online entertainment businesses, content creators, news publishers, and SaaS platforms. The company currently reaches 10 million users monthly through customer website placements and is growing transactions 15-20% month-over-month. In this episode of Category Visionaries, Sandro Zweig shares how tiun evolved from targeting news publishers to building a broader entertainment ecosystem, the challenges of creating a market for a combined category, and the data-driven approach to proving ROI before scaling. Topics Discussed: Evolution from news publisher focus to entertainment and SaaS ecosystem strategy Consolidating auth and payment infrastructure into a single category Case study metrics: 20% uplift in paying users with under 1% subscription cannibalization The 2.5x lead generation improvement versus traditional subscription models Building market-specific ecosystems as a B2B2C go-to-market strategy DACH penetration strategy before US expansion Achieving organic exposure through customer website placement Reducing integration complexity to drive adoption in an emerging category GTM Lessons For B2B Founders: Geographic density creates B2B2C flywheels: tiun's go-to-market prioritizes ecosystem density within a single market over broad geographic distribution. Users discover tiun on one platform, then encounter it across 3-4 additional properties in their consumption pattern, creating recognition and repeat usage. This required penetrating DACH (100 million people, single language, unified regulations) before considering US expansion. For B2B2C products where end-user familiarity drives business adoption, concentrate on saturating one market until the consumer-side network effect reduces enterprise sales friction. Validate with 6-12 month pilot data before scaling: tiun ran contained pilots with 3-4 customers for a full year before pursuing their long-tail market. This produced case studies showing 20% paying user uplift and under 1% cannibalization—metrics that directly addressed the primary objection (subscription revenue risk). Sandro notes this extended validation period became essential because "there is no market for it yet. We're creating the market." When creating a new category, resist scaling pressure until you have multi-month data that quantifies business outcomes and neutralizes the biggest adoption barriers. Strategic revenue trade-offs accelerate ecosystem development: tiun deliberately adjusted pricing to "pay out more to our businesses to grow a bit faster"—prioritizing transaction volume and ecosystem density over near-term take rate. This economics decision reflected that their value proposition strengthens with ecosystem scale: users need to encounter tiun across multiple properties for the solution to deliver its full promise. When building network effects or marketplace dynamics, model whether lower monetization drives the velocity needed to reach critical mass faster than optimizing for immediate margins. Integration speed directly determines category creation velocity: Sandro identified that "if the sales cycle is too long and integration is too complicated, people won't do it. Especially since it's a product that doesn't exist and there is no market for it yet." They focused on reducing implementation to 2-3 weeks, recognizing that asking companies to replace existing auth and payment infrastructure requires minimal switching costs. For emerging categories where customers must displace incumbent solutions, integration complexity often determines adoption more than feature superiority. Build investor relationships 12+ months before raises: Sandro emphasizes starting fundraising conversations well before needing capital: "If you decide, oh, I need to fundraise right now, then you will automatically get into a cash crunch. Because by the time you have established all the relationships, it just takes such a long time that you run out of money where it really hurts your negotiation power." Treat investor relationship development as continuous rather than transactional—similar to enterprise pipeline development where deals close from relationships built quarters earlier. //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM  

ZayZoon pioneered the earned wage access category a decade ago and has become the leading embedded provider through partnerships with over 300 payroll companies. With over $50 million raised and a team of 200, ZayZoon now serves 15,000+ businesses across the US. In a recent episode of Category Visionaries, I sat down with Tate Hackert, Co-Founder and Chief Strategy Officer of ZayZoon, to unpack their B2B2C distribution strategy, the economics of three-sided marketplaces, and how they're expanding from earned wage access into the connected workplace. Topics Discussed: Building for two years without revenue while signing payroll distribution partners Why embedded B2B2C distribution beats direct sales for hourly workforce products Engineering three-way marketplace economics that align payroll, employer, and employee incentives The November 2017 trade show that killed their Canadian market strategy Educating three distinct buyer personas in a category creation motion Product expansion strategy: when to stay focused vs. when to launch adjacent products Positioning shift from "financial wellness" to recruitment/retention/productivity outcomes The underwriting advantage of payroll-integrated repayment for reducing loss rates Building 300+ payroll partnerships through relationship-driven GTM GTM Lessons For B2B Founders: Solve distribution economics before product-market fit: ZayZoon spent 2014-2016 building product and signing payroll partners before generating first revenue in 2016. The insight: "Why would we go and try to sign up business by business...Let's sign up the payroll company because they're this umbrella organization." For B2B2C models, solve the distribution layer first—even if it delays revenue. Your bottleneck is partner adoption curves, not product readiness. Structure three-way economics where everyone wins big: ZayZoon discovered payroll companies had "this gold mine of employees that they hadn't yet monetized" and built a model where they pay payroll partners "a really hefty revenue share" while keeping enough margin for ZayZoon and keeping the service low-cost for employees. In platform businesses, the unit economics must be compelling enough that each party actively sells for you, not just tolerates you. Map your value prop to your buyer's actual job metrics: ZayZoon's breakthrough came from reframing earned wage access as solving recruitment, retention, and productivity—the metrics small business owners are measured on. Tate explained the unlock: "It's free for me, and it's deployed seamlessly through the HCM provider that I already use. Yeah, turn it on." Your features matter less than your impact on the specific KPIs in your buyer's quarterly review. Kill underperforming markets immediately, even after years of investment: After building in Canada from 2014-2017, one US trade show in November 2017 generated "more signed business than we had done in the previous couple of years in Canada." They put Canada "on life support" by January 2018. Resource reallocation speed matters more than sunk cost. When signal clarity emerges, move capital and team within weeks, not quarters. High-touch relationship GTM beats automation until you hit scale: Tate's core partnership advice: "Pick up the phone...be gritty as hell. Those first hundred customers that you do, be gritty." He emphasized personal outreach builds "pattern recognition and learnings that you receive from being ultra curious." For partnerships specifically, bring "humility, transparency and the expectation that you're building a ten year plus relationship, not being transactional." Automation scales what works—but relationship GTM discovers what works.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM  

Welcome back to our new miniseries Vertical SaaS: Fintech Disruption by a Thousand Cuts, sponsored by our friends at Pipe. In episode 5, hosts Alex Johnson and Luke Voiles (CEO of Pipe) sit down with Lacey Ford, CMO at ABC Fitness, to unpack how vertical SaaS companies go to market (through the lens of fitness tech, of course). ABC Fitness is a vSaaS platform focused on serving businesses in the fitness and health industry, from massive, multi-location gyms to independent personal trainers, studios, and boutiques. Given the breadth of different businesses that ABC Fitness serves, across multiple countries, it's easy to see just how important a strong go-to-market strategy is for the company.  (Not to mention, gyms are becoming a third place community – one where Gen Z is driving growth, and wearables, biometrics, and AI are all raising expectations). This is a true B2B2C motion where owners are hands on and tiny moments at the front desk (or a declined payment) are greater than the sum of their parts.  Here's how Lacey maps it across segments: enterprises move through consultative cycles, studios want speed with clear time to value, and coaches live in a PLG flow inside ABC Trainerize.  Big picture, Lacey brings it home to the operating cadence: put the customer at the center, get the right people in early around a shared narrative and shared metrics, and close the loop.  Do that, and go to market and retention become the same muscle (pun intended). And remember to subscribe to catch our LAST episode! Thanks for listening!  This episode was brought to you by Pipe. Pipe helps vertical SaaS platforms unlock fast, flexible capital, right inside their product. Learn more at pipe.com/fintechtakes. Sign up for Alex's Fintech Takes newsletter for the latest insightful analysis on fintech trends, along with a heaping pile of pop culture references and copious footnotes. Every Monday and Thursday: https://workweek.com/brand/fintech-takes/ And for more exclusive insider content, don't forget to check out my YouTube page. Follow Alex:  YouTube: https://www.youtube.com/channel/UCJgfH47QEwbQmkQlz1V9rQA/videos LinkedIn: https://www.linkedin.com/in/alexhjohnson Twitter: https://www.twitter.com/AlexH_Johnson Follow Luke: https://www.linkedin.com/in/luke-voiles/ Follow Lacey: https://www.linkedin.com/in/laceyaford/ Learn more about Pipe here.

Most older adults want to age in place, but families and caregivers can't be there 24/7. wisdom.io uses edge computing + radar + computer vision to detect falls and anomalies without wearables—keeping data inside the home and only sending alerts. CEO Cathy Minter shares:• Market reality & unmet needs in home care• Tech stack, privacy, and why edge > cloud for seniors• B2B2C go-to-market (home-care agencies, hospital discharge, 55+ communities)• Pricing, unit economics, and pilot accuracy targets• Samsung partnership: Wisdom on the Go (outside-home safety & gait insights)• Competition (Sensi.AI, SafelyYou) and empathy-led designChapters:00:00 Intro & the aging-in-place gap03:23 Founder story & market stats05:45 Product overview (edge hub, sensors)06:04 Privacy & on-device AI08:33 Hardware/installation Q&A10:08 Sensor fusion & smart-home vision11:25 GTM & channels14:02 Pricing model17:14 Home-care market size18:27 Pilot design & accuracy20:00 Competitors & differentiation23:10 Scale strategy & Samsung26:42 Closing & investor notes

Na quinta e última conversa da série Orquestradores de Ecossistemas, produzida pelo Fintech Talks em parceria com a 180 Seguros, os hosts Bruno Diniz e Mauro D'Ancona, cofundador e CEO da 180 Seguros, receberam Bruno Henriques, CEO do iFood Pago e COO do iFood, para entender como a maior foodtech do Brasil vem aprofundando sua presença na jornada de clientes e parceiros com soluções financeiras integradas.Ao longo do episódio, foram explorados os bastidores da criação do iFood Pago, os desafios de escalar uma operação financeira robusta dentro de uma plataforma já consolidada e os impactos diretos das ofertas de crédito, parcelamento e outros serviços sobre restaurantes, consumidores e entregadores. Além disso, foi discutido o papel da inteligência de dados e da IA no desenho de produtos mais personalizados e como o iFood está equilibrando desenvolvimento interno e parcerias estratégicas para acelerar sua atuação em embedded finance.Fechando a série com chave de ouro, este episódio traz o ponto de vista das plataformas nativas digitais, mostrando como elas podem usar sua capilaridade e conhecimento da base, mais 380 mil estabelecimentos parceiros e 55 milhões de clientes, para expandir relevância e gerar novas fontes de valor em um ecossistema coeso que gera valor para toda a cadeia.Assista e confira como o iFood está transformando o papel de plataformas de serviços na vida financeira dos brasileiros!***Esse programa é um oferecimento da 180 Seguros, a maior insurtech da América Latina que, de forma pioneira, aplica IA ao longo de toda a cadeia de seguros. A 180 atua no modelo B2B2C, distribuindo produtos de proteção customizados e integrados à jornada de compra dos seus consumidores finais para gerar mais valor para seus parceiros e para os resultados do seu negócio.

Our guest on this week's episode is Sean Daley, director of sustainability consulting at Sphera. Among the many changes happening in Washington is a reprioritizing of environmental issues. The Environmental Protection Agency is among many of the government agencies that has undergone dramatic policy changes. Our guest discusses those changes and how to prepare for shifting EPA regulations.  The world has been experiencing America's new trade policies and the rollout of tariffs for nearly seven months now and we are starting to see their effect on imports, including some creative ways that some companies are adapting, including the use of "B2B2C" shipments.Accelerated growth in China's mobile robotics market over the past 10 years is giving way to globalization strategies as Chinese companies face growing economic pressures at home. Many of these Chinese mobile robotics companies are trying to expand their reach to customers in Europe and North America, in particular. Supply Chain Xchange  also offers a podcast series called Supply Chain in the Fast Lane.  It is co-produced with the Council of Supply Chain Management Professionals. A new series is now available on Top Threats to our Supply Chains. It covers topics including Geopolitical Risks, Economic Instability, Cybersecurity Risks, Threats to energy and electric grids; Supplier Risks, and Transportation Disruptions  Go to your favorite podcast platform to subscribe and to listen to past and future episodes. The podcast is also available at www.thescxchange.com.Articles and resources mentioned in this episode:SpheraU.S. recession not imminent but, economic momentum is clearly slowingReport: China's mobile robotics vendors go globalVisit Supply Chain XchangeListen to CSCMP and Supply Chain Xchange's Supply Chain in the Fast Lane podcastSend feedback about this podcast to podcast@agilebme.comThis podcast episode is sponsored by: Duravant Integrated SolutionsOther linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITYJoin the Logistics Matters team at CSCMP EDGE 2025, October 5-8 at the Gaylord in Washington, D.C. Go to CSCMP.org to find out more.

In this episode, Vince Quinn chats with Berkley Egenes, Chief Marketing Growth Officer at Xsola, about marketing lessons from the ever-evolving gaming industry. Berkley breaks down how Xsola simplifies global video game commerce through localized payment solutions, seamless in-game purchasing, and white-label integration. He shares insights on scaling indie games, reacting to regulatory shifts, enabling user acquisition, building community, and bridging brands into gaming culture.Guest BioBerkley Egenes is the Chief Marketing Growth Officer at Xsola, a video game commerce company enabling monetization, distribution, and payments across 200+ geographies for over 4,000 games. With 23+ years in marketing and eSports, he previously built the Ghost Gaming brand and now focuses on forging partnerships, launching campaigns, and creating global marketing growth strategies.TakeawaysLocalizing global payments: Xsola allows developers to accept region-specific payments, like Brazil's PIX or local wallets, via customizable, branded in-game interfaces.B2B2C marketing model: Xsola markets first to game developers (B2B), then enables those developers to better market to players (B2C), using events, social, content syndication, and email campaigns.Rapid regulatory response: Following a U.S. court ruling on April 30, 2025, Xsola quickly implemented compliant direct in-app payment links, illustrating the importance of responsiveness and agile marketing.Scalable processes & AI-powered content: Quick execution relies on repetitive frameworks, clear ownership, iterative post-mortems, process discipline, and AI tools (like refining LinkedIn posts via ChatGPT).Indie game ecosystem support: Xsola's “funding club” connects garage developers with VCs, publishers, and showcases to help them produce and monetize games.Community-led outreach: Events like dinner meetups and spaces at Gamescom foster genuine connection, collaboration, and idea exchange across platforms and genres.Cross-industry brand opportunities: From in-game branded experiences (e.g. Fortnite collabs) to IP licensing, brands are increasingly activating within games for engagement and longevity.Safety & education for families: Xsola promotes parental controls, gift card solutions, and content to keep children safe and avoid accidental high spending.Future-facing mindset: Gaming is the dominant entertainment medium for Gen Z and Gen Alpha, this diverse, immersive cultural shift offers unprecedented opportunity for developers, brands, and platforms alike.Chapters00:00 Intro to Future Fuzz + Guest Introductions 01:10 What is Xsola and How It Works 03:34 Marketing Xsola's B2B2C Approach 06:21 Tactics to Grow Game Audiences 08:06 Regulatory Shift: Direct In‑App Payments 09:26 Rapid Go‑to‑Market: Team & Process 12:49 Gaming Industry Evolution & Indies Rising 14:36 Xsola's Funding Club & Indie Support 16:20 Data‑Driven Relationship Building 17:52 Building Community at Trade Shows 19:06 Cross‑Industry Brand Integration in Gaming 23:31 Gaming as Cultural Mainstay & Future of Media 28:29 Parental Controls + Safe Monetization Advice 30:21 Podcast & Multi‑Channel Marketing Strategy 31:07 Guest Wrap‑Up + Where to Connect LinkedInFollow Berkley Egenes Follow Vince Quinn

Doug spent 3 years building technology before landing real customers. While other startups were growing fast, Ethic was stuck at $5M AUM after two years. Until he found a way to help his customers help them WIN new clients they couldn't land before.That single shift took them to $250M AUM in one year. He reveals why he left investment banking in Australia, sold everything, and moved to the Bay Area within three weeks with no idea what company to start. He pitched over 100 investors to raise early rounds, survived years of building with no traction, and discovered the enterprise sales playbook that unlocked distribution in wealth management. Today Ethic manages $7B and has raised. "If I knew how difficult it would be, maybe I wouldn't have done it." This is the reality of building a decade-long overnight success.Why You Should Listen:Why helping customers win new business is the killer ROIHow to survive a 3-year build phase when everyone else is growing fastWhy you should pitch 100+ investors even if only 5 will say yesHow to figure out distribution and go-to-marketWhy the best value-add investors never pitch their value-addKeywords:startup podcast, startup podcast for founders, Ethic, Douglas Scott, wealth management, ESG investing, fintech, B2B2C, Series A, distribution strategy00:00:00 Intro00:01:47 What Ethic does00:08:15 Leaving Australia for Bay Area with no plan00:17:06 The breakthrough for 5x YoY growth 00:29:42 Three years building with no traction00:38:36 Distribution partnerships unlock growth00:42:44 Finding product-market fitSend me a message to let me know what you think!

Most marketers think in terms of either B2B or B2C. But in reality, many industries operate in the blended world of B2B2C marketing where intermediaries influence the final customer's decision.In this episode, Yuliia Krupenko (CMO at Stealth Startup, ex-Marketing Lead at Waggel) shares how to navigate this complex ecosystem, drawing from her experience in travel, fintech, and pet insurance. You'll learn how to build trust with both intermediaries and end customers, and why real conversations often reveal more than dashboards ever could.What you'll learn in this video:→ Why the line between B2B and B2C is increasingly blurred→ What B2B2C marketing looks like in practice (with real-world examples)→ How to build trust and credibility with intermediaries→ The mindset shift marketers need when data alone isn't enough→ Why talking to people is the simplest and most effective strategy

Host: Annik Sobing Guest: Marianne Rowden (CEO & Director, E-Merchents Trade Council) Published: September 8, 2025 Length: ~42 minutes Presented by: Global Training Center

Host: Cindy Allen Published: August 29, 2025 Length: ~15 minutes Presented by: Global Training Center

"For the Love of Pubs" is Heineken's B2B2C platform for ensuring the long term health of Irish bars. I'm joined by Mark Noble of Heineken and Ger Roe of Publicis, Dublin to talk through the amazing award-winning ideas they've brought to life together over the last few years. What can you do for your channel partners?

In dieser Folge spricht Matthias Mett mit Tobias Keussen, CEO und Mitgründer der Zählerfreunde GmbH. Die beiden nehmen uns mit auf eine Reise durch die Welt des Smart Metering: Vom studentischen Idealismus über regulatorische Stolpersteine bis hin zu einem marktreifen SaaS-Baukasten für Energieversorger. Zählerfreunde ermöglichen Stadtwerken, gesetzeskonforme Visualisierung für dynamische Tarife einfach umzusetzen – und das ohne Projektstress.Tobias erzählt, wie aus einer B2C-Idee eine B2B2C-Plattform wurde, was Stadtwerke vom Wettbewerb lernen können und warum Datenintelligenz das Rückgrat der Energiewende ist. Ob Mieterstrom, Cloud-to-Cloud-HEMS oder Subskriptionsmodelle – hier steckt richtig viel Fleisch am Knochen für alle, die Energiesysteme nicht nur verwalten, sondern gestalten wollen.

In this episode, we sit down with Chris George, the Co-founder & CEO of Qube Health, a pioneering Health-FinTech platform that is revolutionizing how Indians pay for their healthcare.Three out of four Indians are either underinsured or have no health insurance, leading to a staggering $72 billion in out-of-pocket medical expenses annually. Chris shares his personal journey into entrepreneurship and the harrowing family experience with the healthcare system that became the genesis for Qube Health.Join us as we dive deep into:- The fundamental flaws in India's healthcare financing system.- How Qube Health leverages the UPI network to offer instant cashback and no-cost EMIs on all medical bills.- Their unique B2B2C model and major partnerships with companies like Flipkart.- The future of healthcare payments, the impact of government initiatives like Ayushman Bharat, and how technology can make quality healthcare accessible to all.If you're interested in startups, fintech, or the future of healthcare in India, this is a conversation you don't want to miss! Chapters:(00:00) Intro(00:35) Chris George's Entrepreneurial Journey: From Events to E-commerce(02:58) The "Horrors of Healthcare" That Inspired Qube Health(03:31) Why India's Healthcare System is Still Broken(04:35) The $72 Billion Problem: Out-of-Pocket Expenses(06:17) The Core Mission: Solving for "Ability to Pay"(07:15) How Qube Health Makes Healthcare Payments Frictionless(09:05) The "Google Pay for Healthcare": How the App Works(10:10) Instant Cashback or No-Cost EMI: The Two Choices(11:15) Qube's B2B2C Model: Partnering with Employers(12:50) How is the Pre-Approved Credit Line Determined?(13:51) Preventing Misuse: How Qube Identifies Medical Expenses(15:15) The Flipkart Partnership: A Case Study in Employee Benefits(16:42) Qube vs. Traditional Lenders: The "Desperation Financing" Problem(18:15) The Rise of Hospital-Led Financing: Competition or Validation?(19:17) Why "Choice" is the Most Important Factor for Patients(20:26) View on Government Initiatives: Ayushman Bharat & UHI(21:28) Qube's Vision: Becoming a Channel for Direct Benefit Transfers(22:29) Reaching Tier 2/3 Cities and Rural India via UPI(24:12) The Lending Puzzle: How Qube Manages Collections & Defaults(26:35) Outro

On this episode of On the Brink with Andi Simon, I sat down with Delia Passi, a three-time exited entrepreneur, women's health advocate, and the founder and CEO of MyCabinet — a groundbreaking virtual medicine cabinet that's changing how families and caregivers manage medications. Delia's story isn't just about building a successful business. It's about transforming a deeply personal, life-threatening moment into a purpose-driven company that blends healthcare innovation with impact entrepreneurship. The Crisis That Sparked a Movement Delia's journey into healthcare technology began when her elderly mother suffered a massive heart attack while Delia was 200 miles away. In the chaos of the moment, doctors urgently needed her mother's medical history — current medications, allergies, and past adverse reactions — but Delia didn't have the information. The result was sheer terror and helplessness. “I thought I was going to kill my mother,” she recalls. That moment became a catalyst for change. Delia made a promise to God: if her mother survived, she would dedicate herself to ensuring no one else endured such a situation again. That promise became MyCabinet, a smart, virtual medicine cabinet designed to securely store, organize, and share critical medication information instantly with caregivers, healthcare providers, and family members. A Track Record of Impact Before founding MyCabinet, Delia had already made waves as the publisher of Working Mother magazine, where she championed family-friendly workplace policies and launched the “100 Best Companies for Working Mothers” list. After battling breast cancer herself, she founded WomenCertified, Inc., home of the Women's Choice Award, which helps women make informed healthcare decisions and sets rigorous standards for hospitals and providers. While proud of that work, Delia says she didn't initially view it as “purpose-driven” — it was doing good, yes, but not with the intentional integration of purpose into every business decision. MyCabinet, however, was different from the start. Building a Purpose-Driven Company Determined to align her entrepreneurial skills with a deeper mission, Delia joined Amplify, a nine-month program from the National Christian Foundation that taught her how to embed purpose into every aspect of a company. She now applies that framework to MyCabinet through four pillars: Employees – Hosting quarterly retreats with space for reflection, gratitude, and shared values, fostering a culture where faith and respect thrive across religious backgrounds. Investors – Choosing only impact investors who put people before profit and share the company's mission. Clients – Taking a holistic approach to helping healthcare partners and institutions improve patient lives, not just offering a product. Customers – Delivering peace of mind for caregivers and patients by preventing dangerous medication errors and improving health outcomes. Blue Ocean Thinking: Creating a New Market As I often share with my clients, Blue Ocean Strategy is about creating a market space where none existed before — and MyCabinet is a perfect example. There was no “smart medicine cabinet” category before Delia created it. Like the leap from standard TVs to smart TVs, MyCabinet transforms a familiar object into a connected, intelligent solution. Originally, Delia planned to sell direct-to-consumer (B2C), but quickly pivoted to a B2B2C model, partnering with large health plans, school systems, and other organizations that could deliver her product to hundreds of thousands of users at once. This strategic shift saved millions in marketing costs and accelerated adoption. Lessons for Entrepreneurs Delia's story offers powerful lessons for anyone building a purpose-driven business: Get out of your comfort zone. For Delia, that meant reaching out to politicians and leaders she didn't know, which opened unexpected doors in sectors like foster care, prison healthcare, and schools. Surround yourself with the right people. Seek advisors, investors, and partners who challenge you, support your vision, and keep your mission intact. Be prepared for the unseen. Women founders often face additional hurdles raising capital. Delia chose to navigate those challenges without compromising her values or taking on partners who didn't align with her mission. Focus on unmet needs, not just your product. MyCabinet succeeds because it solves a real, often hidden problem — the lack of accessible, accurate medication information in critical moments. Why This Matters In an era where healthcare technology is evolving rapidly, MyCabinet stands out as both a life-saving innovation and a model for how businesses can integrate purpose, profit, and impact. It's not just about managing medications — it's about protecting lives, reducing caregiver stress, and empowering families with information when they need it most. As Delia puts it, “You can build a unicorn and still be an active, purpose-driven organization.” Her journey proves that the bottom line and higher calling don't have to be at odds. Call to Action: To learn more about Delia Passi and MyCabinet, visit mycabinet.com. And to hear the full conversation, listen to this episode of On the Brink with Andi Simon — where we explore how personal experiences can inspire innovations that change lives. Listen to other podcasts about people building purpose-driven companies where profit aligns with meaning. Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Books:  Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk!  

In episode 83 of Venture Everywhere, Jenny Fielding, Co-founder and Managing Partner of Everywhere Ventures, chats with Colin Horsford, co-founder of Muse — an AI-powered platform helping people boost their take-home pay and make smarter tax decisions year-round. Colin shares how Muse began as a tool to review tax returns and evolved into a proactive optimization engine that surfaces deductions, unlocks tax alpha, and supports financial wellness. Colin also discusses how the company is scaling by partnering with payroll providers, maintaining a lean team of builders, and expanding its flagship tools like CheckBoost and Compass to serve a growing network of B2B2C partners.In this episode, you will hear:Shifting from seasonal tax prep to continuous, year-round financial optimization.Designing AI tools that empower (not replace) accountants and financial pros.Using graph theory and neural networks to uncover smarter tax strategies.Scaling through payroll and fintech partnerships to boost take-home pay.Running lean with an in-house team and a disciplined execution.Learn more about Colin Horsford | MuseLinkedin: https://www.linkedin.com/in/colin-horsford-cpa-53650268Website: https://www.musetax.com/Learn more about Jenny Fielding | Everywhere VCLinkedin: https://www.linkedin.com/in/jennyfieldingWebsite: https://everywhere.vc/

Franchise Tech Disruptor Alert! Welcome to Eye on Franchising Friday, where today's guest is pioneering the smart home revolution through franchising and acquisition. Meet Hagan Kappler, CEO & Co-Founder of Daisy, and Gavin Lantzy the franchise growth expert building the first nationwide home automation service franchise.Think Apple. Think Tesla. Now meet Daisy — the franchise of the future.

In this episode of Inside Startup Investing, Chris Lustrino interviews Sharon Samjitsingh, co-founder and CEO of Health Care Originals, a respiratory health startup using wearable technology and predictive AI to help asthma and COPD patients avoid flare-ups before they happen.Sharon shares her personal journey as an asthma patient and how that experience — paired with her background managing $150M+ in innovation deployments — led her to build a platform now supported by independently validated clinical results, $5.8M in ARR contracts, and a waitlist of 12,000+ patients. Founders will learn how to productize deep tech, unlock B2B2C healthcare sales, and design for scale in a hardware-software business model.Highlights include…Founder story: From chemical engineer to patient-turned-healthtech CEO (1:50)Product overview: Wearable + AI + coaching + environmental support (5:32)Predicting asthma attacks 3 months in advance (6:57)How to turn sensor data into behavior change, not just alerts (8:48)Proving outcomes: Clinical results, validation, and third-party guarantees (11:08)

Episode 179 with Warren Myers, CEO and co-founder of AURA, a life-saving technology platform revolutionising emergency response in Africa and globally. Warren is on a mission to make safety accessible to all by building the world's first global emergency response “clearing house” that instantly connects people in distress to the nearest vetted security or medical responders, anywhere in the world.Founded in South Africa, AURA is now the continent's largest network of private emergency responders and has expanded to the UK, Kenya, and recently, the United States. Backed by a €13.5M Series B round co-led by Cathay AfricInvest Innovation Fund and Partech, AURA is scaling rapidly and embedding its smart response technology into mobile apps, wearables, insurance products, and IoT platforms, reaching over 1.2 million users and securing 200,000+ properties.Warren shares the challenges of building a tech-driven safety net in Africa, why the U.S. market presents both urgency and opportunity, and how AURA is helping under-resourced public systems by filling the gap with faster, smarter, and more affordable private response.What We Discuss With WarrenThe personal and systemic challenges that inspired Warren Myers to launch AURA and reimagine emergency response in South Africa.How AURA's smart auto-dispatch platform is making security and medical assistance instantly accessible via mobile, APIs, and IoT devices. The importance of democratising access to safety in Africa, and how AURA's low-cost subscription model reaches underserved populations.AURA's B2B2C partnerships with companies like Uber, Samsung, and FNB to integrate life-saving services into everyday platforms.The strategy and significance of AURA's $14.6M Series B raise to expand into the U.S. and launch a global emergency “clearing house.”Did you miss my previous episode where I discuss Africa's Untapped Health Data: Inside the Mission to Transform Africa's Health Data Economy? Make sure to check it out!Like this show? Please leave us a review here -- even one sentence helps!Connect with Terser:LinkedIn - Terser AdamuInstagram - unlockingafricaTwitter (X) - @TerserAdamuConnect with Warren:LinkedIn - Warren Myers and AURADo you want to do business in Africa? Explore the vast business opportunities in African markets and increase your success with ETK Group. Connect with us at www.etkgroup.co.uk or reach out via email at info@etkgroup.co.ukSubscribe to our newsletter for exclusive content, behind-the-scenes insights, and bonus material - Unlocking Africa Newsletter

Dans cet épisode, Laurent Kretz reçoit Johann Petit, Directeur Digital et Opérations de la maison Méert, institution pâtissière lilloise fondée en 1607. Ensemble, ils lèvent le voile sur les coulisses de la transformation digitale d'une marque patrimoniale, symbole de l'excellence gourmande française.Johann revient sur son parcours d'entrepreneur, la création et la revente de sa première société, et partage sans filtre les leçons tirées d'un rachat complexe. Il explique comment il a digitalisé Méert : préserver l'ADN de la marque tout en innovant, gérer la production en période de forte saisonnalité et déployer une stratégie omnicanale, du salon de thé Louis Vuitton à la distribution B2C, B2B2C et ChronodriveLes temps forts : 00:00:00 – Introduction00:07:00 – Parcours entrepreneurial de Johann Petit et premières expériences00:14:00 – Rachat de société, synergies et défis de l'omnicanalité00:21:00 – Gestion de la croissance, saisonnalité et distribution multicanale00:28:00 – Digitalisation de Méert : innovations, opérations et transmission00:35:00 – Leçons tirées des échecs, résilience et adaptation stratégique00:42:00 – Pérennité, transmission et conseils pour les entrepreneurs00:49:00 – Transmission, adaptation et gestion de l'héritage00:56:00 – Nouveaux marchés, international et perspectives d'avenirEt quelques dernières infos à vous partager : Suivez Le Panier sur Instagram lepanier.podcast !Inscrivez- vous à la newsletter sur lepanier.io pour cartonner en e-comm !Écoutez les épisodes sur Apple Podcasts, Spotify ou encore Podcast AddictLe Panier est un podcast produit par Cosa, du label Orso Media.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Brett Winton and ARK analyst Jozef Soja dive deep into the rapidly evolving world of AI agents—software entities that are increasingly automating enterprise functions like customer support. They explore why AI agents are gaining traction, how they're priced, and the potential for a new kind of agent-versus-agent arms race between companies and consumers. Later in the episode, they're joined by Dr. Alan Bekker, founder of eSelf.ai and former Head of Conversational AI at Snap, who shares his journey from building voice agents for call centers to launching a real-time, face-to-face AI tutoring platform. Alan offers insights into how the rise of large language models (LLM) is reshaping education, what makes a great AI tutor, and why a visual, embodied presence is crucial for learning.Key Points From This Episode:00:00:00 What enterprise AI agents actually do and how companies like Salesforce are pricing them00:03:41 Why $2 per AI conversation may already undercut human support costs00:05:04 The Return On Investment (ROI) model behind agent adoption and enterprise productivity00:06:41 Why agent-based software may retain higher pricing power than other AI tools00:09:11 The coming arms race: AI agents negotiating with other AI agents00:12:30 Scaling demand for customer service with intelligent automation00:15:04 Vertical vs. horizontal Software as a Service (SaaS) in the AI agent ecosystem00:16:43 AI's impact across the software stack—SaaS, Platform as a Service (PaaS) , and Infrastructure as a Service (IaaS)00:17:56 Why building your own AI apps may soon be cheaper than onboarding SaaS00:20:01 ARK's  internal hackathon and how non-engineers are becoming developers00:20:29 Guest: Dr. Alan Bekker joins to discuss the evolution of conversational AI00:22:04 The journey from decision trees to LLMs: Lessons from Snap's AI team00:27:32 Seeing GPT's impact from inside: OpenAI's early partner outreach00:31:47 Why face-to-face AI tutors found strong product-market fit in education00:33:59 eSelf's go-to-market strategy: Partnering with publishers as a business to business to consumer (B2B2C) wedge00:36:24 Pricing real-time AI tutoring tools in a margin-conscious market00:40:00 Business to consumer (B2C) aspirations: Moving toward a direct-to-student tutoring product00:44:56 What's still missing for real-time AI to match human-level teaching00:48:03 The psychological impact of avatars: Building trust through embodied agents00:51:43 Why personalization—not just LLM knowledge—matters in tutoring00:54:20 Democratizing learning: LLMs as the end of expert-driven education

On this episode of The Founder's Sandbox, Brenda speaks with David Hirschfeld, owner of 18 year old business Tekyz, that boasts a hyperexceptional development team building high “ticket” products in the B2B space. They speak about ways in which AI is a gamechanger, how Tekyz backs their work for clients with relentless pursuit of quality, and how Tekyz practices ruthless compassion,to protect the company and enable it to grow Having collaborated with over 90 startups, he developed the Launch 1st Method—a systematic approach that minimizes risks and accelerates software company success with reduced reliance on investor funding, after observing that many companies launch a product first and then fail at a later stage – With Tekyz approach of Launch 1st exceptional founders are in love with the problem not the product.   David's expertise bridges cutting-edge AI technologies, workflow optimization, and startup ecosystem dynamics. When not transforming business strategies, he enjoys woodworking, golfing, and drawing leadership insights from his experience raising four successful sons. You can find out more about David and Tekyz at: https://sites.google.com/tekyz.com/david-hirschfeld?usp=sharing https://tekyz.podbean.com/ - Scaling Smarter Episodes. www.scalingsmarter.net - Schedule an interview https://www.linkedin.com/in/dhirschfeld/ https://x.com/tekyzinc https://www.linkedin.com/in/dhirschfeld/ https://www.facebook.com/dmhirschfeld       transcription:  00:04 Welcome  back to the Founders Sandbox.  I am Brenda McCabe, the host here on this monthly podcast, now in its third season. This podcast reaches entrepreneurs, business owners that are scaling. 00:31 professional service providers that provide services to these  entrepreneurs, and corporate board directors who, like me, are building resilient, purpose-driven, and scalable businesses with great corporate governance. My guests to this podcast are business owners themselves, professional service providers, and corporate directors who, like me, want to  use the power of the private company to build a better 01:01 world through storytelling with each of my guests in the sandbox. My goal is to provide a fun sandbox environment where we can equip one founder at a time to build a better world through great corporate governance. So today I'm absolutely delighted to have as my guest, David Hirschfeld. David is the owner and CEO of Techies, 17 or 18 year old business now that boasts 01:29 a hyper exceptional development team that are building high ticket products in the B2B space.  Welcome David to the Founder Sandbox. Hi Brenda and thanks for having me. Great. So I'm delighted that we  actually did a dry run in February.  We've known each other for some time  and AI, we're going to be touching on AI.  And I think that the world of AI 01:58 particularly in software development,  has changed significantly since we last spoke in February. So we're going to be getting into  some, I think, novel concepts for  the listeners of the Founder Sandbox. So I wanted to, you I always talk about how I like to work with  growth stage companies  that  typically are bootstrapped  and 02:26 It's only at a later stage do they seek institutional investment  by building great corporate governance  and reducing the reliance on investor funding  until such a time that they choose the right type of investors that can help them scale. So when I found out what you do at Techies with Launch First  and the type of work you do in B2B businesses, I absolutely wanted to have you here  on the  founder sandbox. 02:56 So let's jump right in, right? I think I'm eager to learn more about how to scale your bespoke development at Techies, right? To scale my own business? Okay. So there's a lot of different aspects to scaling my business and I bootstrapped for the last 18 years. 03:25 I've never taken any investment  with techies.  And I've  done that very specifically because  it gives me a lot of freedom. I don't have  a reporting structure that I have to worry about. That doesn't mean that I can be lazy with my team.  To grow my team, I have a philosophy 03:52 that I only hire people that are smarter than I am.  And the  ones that are in a position to hire, they can only hire people that are smarter than them. And by  really sticking to this philosophy, even though sometimes it makes us grow a little slower than we would like, it means that when we bring in people, those people  contribute immediately and contribute in a way 04:21 that it's our job to get the impediments out of their way and to facilitate them  so that they can contribute and  help us grow the company. So I call it  the ball rolls uphill  here because  my job is to support everybody that is above me, which is everybody. And then the people that I support directly, their job is to support the people that are above them. 04:51 Because if we're hiring correctly, then  people that we bring in can contribute in the area that we're bringing them in way more than the person that's hiring them. Okay. Thank you for that. So before you launched Techies, you had a career in companies like,  I  believe, Computer Associates, right? Texas Experiments and TelaMotorola. 05:19 There was a period of time between your  experience in these large corporations before your launch tech is where you actually had your own startup  and  you sold it in 2000, right? And I believe you also learned perhaps with the second startup about how hard it is to find product market fit. Can you talk to that for my listeners, please? 05:46 I don't know that it's that hard to find product market fit. It depends if that's your focus or not. If your focus is to nail down product market fit, then  it's not that hard to determine whether you can achieve that or not fairly quickly.  You can do that by  selling your product to potential customers.  That sounds strange. Of course, we all want to sell our products, but 06:14 What I'm suggesting is you start selling your product before you have a product, before you have a  full product. And I don't mean an MVP, but a design prototype. You go out to the market and you start to sell it. If you have product market fit and you've identified the early adopter in your market and you know that they have a very high  need from a perception perspective  and there's a big cost to the problem that you're solving. 06:45 then you can offer them a big enough value upfront that they'll buy your product early and you can prove that there's a market for your product and they'll buy it in enough numbers that you  can achieve a measurable  metric, which I kind of call the golden ratio, which is three to one in terms of what is the lifetime value of a customer versus what does it cost to acquire that customer? And you can get to that three to one ratio. 07:13 in a prelaunch sale model before you ever started developing your product as a way of proving product market fit. Or you pivot quickly and cheaply because you're not having to rebuild a product that you've built in the wrong way. Or you  fail fast and cheap. And every entrepreneur's first goal should be to fail fast and cheap. know that sounds backwards, but that should be your goal is that you can fail fast and cheap or if you 07:42 If you fail to fail fast and cheap, that means you've found a path to revenue  and  product market fit. And now you know you have a viable business. making the investment to build the product  is a no brainer.  And you came upon this methodology, right? Yes.  because you did yourself when you had your first company, you did not understand the funding part, right?  Can you talk? 08:12 a bit about your specific example and then how that's informed now 17 years of techies and over 90 projects with startups. Okay. So my first company was Bootstrap. Okay.  And that one was successful and we grew it despite  me, it was me and a partner. And  despite ourselves, we grew it  over eight years. 08:39 where he ended up with 800 customers in 22 countries and sold it to a publicly traded firm out of Toronto. That was in the product food, snack food distribution business because that was what our product was focused on. So I started another company about five years later, not realizing the things that I did the first time. 09:08 that made it  so successful,  which really fit the launch first model to a large degree.  But the second time I built a product that would have been successful had I followed my first model,  but I didn't. So I went the route of building an MVP and getting customers on a free version of it, and then going out and trying to raise money, which is the very classic approach that the SaaS products 09:38 take now.  And the problem is with that approach is that you end up digging a really deep hole  in terms of the investment that you make to build the product with enough functionality that you can convince people it's worth putting an investment in and you're not generating any revenue at the time. And I should have just started selling the product and generating subscription revenue right from the beginning. First of all, I would have been able to  raise money much more easily. 10:08 Secondly, I would have not needed to raise money as much if I'd focused on sales. The problem with a lot of founders is they fall in love with their product. They believe that people will buy it at enough numbers and that investors will see the potential. they're afraid of sales. I've fallen into this trap before too. I've done it both ways. And I can tell you selling early 10:38 and staying focused on the customer and the problem are the way to be successful. So founders who I find are consistently successful, they are focused on the problem, they love the problem. The product is just the natural conclusion to solving the problem, not something to be in love with. They spend their time talking to customers about the problems.  So how does a potential customer find you and work with you? 11:08 Oh, they can find me at Techies or they can find me at LaunchFirst, was spelled launch1st.com. And they can find me on LinkedIn. And then to work with me, it's just give me a call, send me an email, we'll set up a Zoom. I'll start to learn about what you're trying to accomplish and what your requirements are. And I'll typically spend quite a bit of time with any potential clients. 11:39 in  one to usually multiple calls or Zooms, learning and  creating estimates and doing a lot of work in advance with the idea that there'll be a natural conclusion at the end of this that they'll wanna start working with me in a paid fashion. So there's a lot of value that my clients get from me whether they end up contracting me or not.  And how, again, back to,  thank you for that and that. 12:08 how to contact you will be in the show notes. But what types of sectors do you work in?  You know, in your introduction, I talk about high ticket B2B, right?  who are the,  so  what founder that's has some idea today?  What would be  their call to action to find techies? And what would you, is it launch first before you go down? 12:35 No, it's not necessarily. It may be an existing company that  is trying to implement AI or implement workflow automation, or they have a project and they don't have the IT team or capacity to handle it.  We love those types of projects. It might be an existing startup that is struggling with their software development team and they're not 13:04 getting  to the end goal that they're expecting and the product's buggy, it's taking too long,  there's constant delays, they're way over budget  and they  need to get this thing done. And  I call those recovery projects,  they're probably my favorite because people  recognize very quickly  the difference  that we bring. 13:33 and they really, really appreciate us.  As far as what sectors,  business sectors,  healthcare, law enforcement,  prop tech, real estate, finance,  entertainment, I mean, we work in  many, many different sectors over the last 18 years.  So  regardless in  B2B, B2B2C,  not so much e-commerce unless there's some 14:03 complex workflow associated with your particular e-commerce, but there's lots of really good solutions for e-commerce that  don't require developers to be involved.  But  mobile, web, IoT,  definitely everything is AI now. Absolutely. And in fact, when we last spoke,  I'd like to say that you started to drink your own Kool-Aid at Techies. 14:33 you're starting to actually use AI automation for internal functions as well as projects at Techies. So can you walk my listeners through how you're using  AI automation  and what's the latest with agentic AI?  So let's do the first.  Yeah,  okay.  So there are a bunch of questions there. So  let me start with 15:02 that we're building products internally  at Techies to help us with our own workflows.  These products though  are  applicable to almost any development company or any company with a development team.  Some of them are, and some of them are applicable to companies that are, well, so one product  is  putting voice capability in front of project management tool. 15:32 and we use JIRA and JIRA is an incredibly technical tool for project managers and development teams to use to  their projects, requirements, their  track bugs, all of that.  And so your relationship with what I call relationship with project management is very technical one. If you're a client, some clients are willing to  go through the learning curve so that they can enter their own... 15:59 bugs and feature requests and things like that directly into JIRA. Most don't.  They  want to send us emails, which is fine,  and just give us a list of what's going on and the problems that they're finding or the things that they need  for a future version and the planning and the documentation, everything else. This is a real technical thing. We're going to make it a very natural personal relationship by  adding voice in front of all this so that you can 16:29 be sharing your screen with your little voice app and say, just found a problem on the screen.  And  the voice app can see the screen. It knows your project. It knows your requirements. And it can identify problems on the screen that you may not have even noticed.  And it can also prevent you from reporting bugs that have already been reported and tell you when they're planned to be built.  And all of this just with a verbal discussion with the app. 16:58 that basically knows your project.  Kind of like talking to a project manager in real time, but they don't have to write down notes and  they can instantly  look up anything about your project in terms of what's been reported in terms of bugs or feature requests  and update them or create new ones for you or just report them to you and tell you when things are planned to be built and released or. 17:24 where they've already been released and maybe you need to clear your cache so you can see the change, whatever.  Yeah. So it be like an  avatar, but it's trained and it's  specific to Jira  in your case?  In the first version, it's actually being built architected so that we'll be able to add other project management tools to it besides Jira in the future.  to begin with, because we use Jira,  it's going to work directly with Jira to start. 17:54 And this, by the way, you asked about agentic workflows,  right? So we're  building an agentic workflow  in this tool where we have more  different agents  that work together to resolve these issues.  so we have an agent that reads and writes documentation to JIRA.  We have an agent that communicates with  the user and the user might be the programmer 18:23 might be a person in QA, it might be a client for a lot of different things. And we have an analyst agent that when the person talks, the voice agent says to the analyst agent, here's what I understand. Here's the information I just got. Go do your work and come back and get me the answer. And it'll speak to the JIRA agent to get the information. It will also speak directly to us. 18:52 a vector database, which is a database where all the documentation from that project  is ingested into our own  separate AI model so that the context of all the communication is about their project and doesn't go off into other directions.  And then can  get back. So this is an agentic workflow.  The idea of 19:20 agents is like everybody keeps talking about agents. Not everybody is really clear on what that even means. Can you define  that?  an agent is an AI  model  that you can interact with that is focused on  one specific area of expertise.  So if it's a travel agent, the word agent fits very well there, then their expertise would be on everything related to 19:49 travel and booking travel and looking up  options and comparing prices. And  that would be an AI  travel agent.  So that's very different from an AI project management agent, very different from an AI financial analyst agent.  So each agent specializes in its own area of expertise and may draw from specific 20:18 repositories of information that are  specific to that particular agent's area of expertise.  And they actually look from the perspective of that type of person, if it was a person. So,  and so they'll respond in a way that is consistent with how somebody who is a project manager would respond to you when you're talking to them, asking you questions about your requirements, knows what 20:46 information it needs to be able to assess it properly, things like that.  wouldn't be very good about travel because that's  not its area of expertise. Right.  So is it  common to have companies that are creating with their own large language model, right? Or their workflow processes internally to the company to create their own agent AI? 21:14 Or is there a marketplace now where you can say, want this type of agent to get in. This is a very basic question, but  do build it? Right. Or do you buy it? Or is it something in between? It's something in between.  So there are tools that allow you to  basically collect agents out there.  And there's a difference between an agent and a context.  Cause you hear a lot about model context switching and things like, don't know. 21:44 if your audience knows these things.  Or model context protocol. A context is not an agent, but it has some agent capabilities because it's kind of specializing your model in a certain area. But you would use this, but you're not, if it's a true agent, then  it's probably tied to its own vector database. 22:12 that gets trained with specific information. It might be company's information. It might be information, let's say if I'm a security agent, then I'm going to be trained on the entire NIST system as well as all of my security architecture that's currently in place. And that so that it could monitor and 22:41 assess instantly whether there's  security vulnerabilities, which you wouldn't ask Chet GPT to do that. No. Right? Because it couldn't. Because it doesn't know  anything about your organization or environment. And  it  really also doesn't know how to prioritize  what matters and what doesn't at any given moment. Whereas a  security agent, that would be what it does. 23:10 I don't know if I answered that question. Oh, bad thing about building or buying.  there are- Or something in between,  Yeah. So there are tools that you can use to build workflows  and  bring in different agents that already exist. And  you can use something like OpenAI or Claude  and  use it to create an agent and give it some intelligence and- 23:37 give it a specific, in this case, you're giving it a specific context.  You could even  tie a special machine learning database to it  and make it even more agentic in that way.  And then  build these workflows where you're  like, let's say a marketing workflow,  where you're saying you first go out and research all the people who are your  ideal customer profile. 24:07 I was going to say ICP, but I'm trying not to use acronyms because not everybody knows every acronym.  Ideal customer profile.  And then it finds all these people that fit your ideal customer profile. Then it says, well, which of these people  are  in the countries that I do business? And then it illuminates the ones that aren't. then which ones, and it may be using  the same agent or different agents to do this.  Then once it's nailed it down to the very discrete 24:37 set of customers. Now  the next step in the workflow is, okay, now  enrich their data  of these people to find their email and other ways of contacting them as well as other information about them so that I have a really full picture of what kind of activity are they active  socially? they speak? Do they post? What are they speaking about? What are they posting about? What events are they going to? Things like that. 25:07 So that would be the next step and that'd be an agent that's doing all the enriching.  And then after that, the next step would be to call basically call a writing agent to go do, am I writing an email? Am I writing a LinkedIn connection post? Am I doing both?  Set up a drip campaign and start reaching out to these people one at a time  with very customized specific language, right? That  is in your voice. 25:34 It doesn't sound like it's written by a typical AI outreach thing. All right, so these would be  steps in a workflow that you could use with several different tools to build the workflows and then calling these different agents. 25:48 Let's go back to the launched first. What would be a typical engagement with a company? you know, they, um, the founders that have the greatest success in your experiences are the ones that love the problem space and not the product. All right. So walk my listeners through. 26:17 What a typical engagement. it's staff augmentation. it  full out  outsourcing? it tech?  because it's very complex. I can touch so many. can touch high  tech and high ticket B2B products,  sector agnostic. what,  put some legs on this for my listeners, please. Sure, sure. We're not. 26:46 so much a staff augmentation company, although we'll do that if asked to, but that's not  the kind of business that we  look for.  We look for project type work. So a typical engagement for launch first would be  somebody wants to launch a product, they're in the concept phase. We help refine the concept and we build out,  help that we do the design and then we build a high fidelity prototype, which is a design prototype. 27:16 When I demo a design prototype to somebody, they think that they're looking at a finished product,  but  it's not. It doesn't actually do anything. It just looks like it  does everything.  So it's very animated set of mock-ups is another way to look at it.  And it's important because you can build out the big vision of the product this way in a couple of months, whereas 27:46 it takes instead of, you so you're looking at the two year roadmap when we're done of the product. If we were to build an MVP, then you're going to see a very limited view of the product and it's going to cost a lot more to build that MVP than it takes to build this design prototype. Now we're in the process of doing this. We're also nailing down who that early adopter is. And there's a, there's a very, 28:14 metrics driven methodology for doing this.  your launch first. Within launch first, right. Okay. All right. And then  we'll help the client build a marketing funnel and help them start to generate sales.  We're not doing the selling, they're doing the selling. And it's important that founders do the selling because they need to hear what customers are saying about the thing they're demoing, why they want it, why they don't. 28:43 So that  if we need to pivot, which we can do easily and quickly with a design prototype,  then we can  pivot and then go and test the model again, two or three or four times in the space of a couple of months.  And we'll either find a path to revenue or accept the fact that this probably isn't the right product for the right time.  But in the process of doing this, you're learning a lot about the market and about the potential customer. 29:13 I want to be clear about something. Almost every founder that comes to  that I meet with, they love the product, not the problem. They started out with a problem that they realized they had a good solution for and they forgot all about the problem at that point. And so I spend a lot of time with founders  reminding them why the  problem is all that matters  and what that means and how to approach customers, potential customers so that 29:41 you're syncing with their problems, not telling them about this product that you're building because nobody cares about your product. All they care about is what they're struggling with.  And if they believe that you really understand that, then they  care about whether you can solve that problem for them or 30:01 And can  I be  audacious and ask you what a typical engagement duration is like? So this would be for launch first. Yes. If it's a,  and our hope is that they'll  find a path to revenue and start building the product and engage us for the development. Cause that's really our business is building the products.  So, but it's not a requirement.  And,  and our typical engagement with our clients are several years. 30:32 Not all of them, but most of them, would say. Once they start working with us, they just continue to work with us until they decide to bring in their own in-house team  or they fail eventually, which many of our clients do, which is why I  created Launch First. Right. You often talk about your hyper exceptional team at Techies. What is it that's so highly exceptional? Talk to me about your team. Where are they? Yeah. 31:02 And if you go to my website, which is tekyz.com,  you'll see at the very top of it  in the header above the fold, it says hyper exceptional development team. And I don't expect people to believe me  because I write that down or I tell them that I expect them to ask me, well, what does that mean? Do you have evidence? And  that's the question I want to get because I do.  Because when you work in an exceptional manner, 31:31 as a natural consequence of working that way, you produce certain artifacts  that the typical development teams don't produce. And I'm not saying there aren't other exceptional teams, but they're really few and far between. And what makes a team exceptional is a constant need to  improve their ability to deliver  and the level of quality that they deliver as well and the speed at which they develop. It's all of these things. 31:59 So,  and, you know, after 18 years, we've done a lot of improving and a lot of automation internally,  because  that allows our team to work in a really disciplined protocol manner without having to feel like they're under the strict  discipline and protocol of,  you  know, a difficult environment to work in.  And so we  create automation everywhere we can. The voice... 32:27 tool is one of those automations.  The way we  do status reports, it's very clear at the level of detail that we provide every week  to every client in terms of status reports  where we're showing here's what we estimated, here's the actual, here's our percent variance  on how much time we spent and how much it's costing.  We want to always be within 10 % above or below. 32:56 Either  being above or below is not,  know,  the fact that we're ahead of that doesn't necessarily mean that's a good thing, right? So we want to be accurate with our estimates.  And we are typically within 10%. In fact, our largest customer last year, we did a retrospective and we were within six and a half percent of what our estimates were for the whole year.  and that's a,  we're pretty happy with that number. 33:24 I think most teams are looking at many, many times that in terms of variance.  it's not that uncommon for teams to be double or triple what they're or even higher what the actual estimate was. So  when we do invoicing, we invoice for each person at their rate. 33:50 based on their level of expertise, which is all part of our agreement upfront. So the client is very transparent every month for the hours that they work. And we attach the daily time sheets to every invoice. I'm the only company I know of right now that does that. I know there are others. I've seen monthly, but I've never seen daily. Yeah. Yeah. Because for me, if I could ask, well, 34:18 why did this person ask a work that many hours that last month? What did they do? I hate that feeling that I get when somebody asks that question. I know they're only asking because they have to justify it to somebody else or whatever the reason, but I don't like the way it feels because it feels like my integrity is being questioned. I don't get upset at people for asking me that. I just feel like I'm not giving them enough information if they have to ask me that question. So we started about eight years ago. 34:47 providing the daily time sheets because I don't like that question. And we never get questioned on our  invoices ever anymore. I bet you it's informed you  as well in  future  projects,  maybe on  including workflow automation in your own internal processes, right? When you see people's time sheets, right? And you've gone over budget. So it informs you internally. So it's not only for the client. 35:16 I suspect, right? No, it's not. Right. And we use it ourselves to also, because it also helps us looking at our overhead costs because not everything gets built to the client. And so we track all our own times, you know, what we're spending doing what. And we don't get to, it's not like a developer has to spend a lot of time or a QA person or whatever, putting in a lot of detail. We just need a couple of bullets, you know, every day in the time sheet with the, whatever they spend. 35:45 If they spent four hours on one thing and three on another, they'll just break it into two entries just to make it easy.  And that's important for us, or they may be working on two different projects and each project. So when we do the timesheets also every month, we give our clients a breakdown by project. So if we're working on four different projects  for a client  or even one project, but it has four different really 36:15 functional elements that are very clearly different. Like let's say a mobile app and a web app  and a  particular client implementation. Each one of those gets assigned its own project and we break down summaries of the time spent on each of those every month and who spent the time on those, along with the daily time sheets, along with the invoice.  And nobody else does that because it takes a lot of discipline and protocol and you have to have lot of systems in place 36:45 to do that without  literally getting everybody to quit, right? That works for you. And nobody minds doing it because it's easy because of all the systems we put in place to do that.  That's the whole point, right? Right. were  not particularly happy of getting asked that question oftentimes. So eight years ago, you set out to  provide the information on a daily basis, which is incredible.  We started that with blended rates like a lot of companies do. 37:14 And then I didn't like that because at the end of a project when most of it's QA, people would start to get frustrated that they're still getting billed the same blended rate, even though for the more expensive period at the beginning of the project,  I thought, okay, forget this. Well, just bill based on individual.  And then I didn't get those questions anymore, but then I would get questions about individuals on the month. And that's when I started doing the time sheets. 37:43 And like I said, I'm sure there's other companies that do it, but I haven't run into  one or somebody that works with one. So  that's an exceptional thing that we do. But it also allows us to do  really, really good reporting to the client on status on what we've spent our time on, what we're expecting to spend our time on  next week, what we just spent our time on this week, where we are. 38:12 in terms of our plan for the month, things like that.  So let's switch gears, David.  Yeah. Back to  actually the podcast and  some of my guests and listeners  are corporate board directors. So they're sitting on either advisory boards or fiduciary corporate boards.  And with all the hype around AI. 38:39 it's not uncommon for them to be asking, what are we doing, right? For existing companies, right? And  I'd like you to walk my listeners through while it's in the, you know,  in the imaginary realm, what is it? I think any founder today that's actually scaling, right? Has to have some AI element. At least I've even heard you need to have it. 39:08 an AI officer in the company. So what's your take on that? What would you respond to either to your board of advisors, your advisory board, or your board of directors?  So,  and of course, a lot of it depends on the type of company you are. Absolutely. Right. If  you're making  alternative material I-beams, for example,  for skyscraper construction, then 39:37 AI, other than maybe in the design process of these specialized materials,  AI may not be as big a critical factor, although for invoice reconciliation and  distribution and  scheduling and all that, AI could be a huge value to you if you don't have super efficient systems already.  For most everybody else though, if you have not embraced the need to 40:06 leverage AI and everything you're doing,  then you're way behind already.  That doesn't mean you have to be in a race to do this. just, because  I'm  of the belief that  you have to slow down to speed up. But you do need to make it a priority.  And in a lot of different ways. Number one is, 40:36 The most obvious is workflow automation. You should be probably tackling  workflow automation as just a part of your constant improvement program  to become more efficient, whether it's with AI or not.  But AI is particularly good at workflow automation  because it can tackle steps in that workflow that couldn't be tackled without AI.  So the  first thing 41:06 the companies should be doing if they're not doing it is documenting all of their processes,  all of their tribal knowledge into playbooks. So when you have somebody who's an expert in something in your company and they're the person who's the only one that knows how to do it and so we can't live without them, that's a bottleneck for scaling. Because if you bring somebody else in to expand their capacity, they're going to... 41:32 put a big dependency on that person with all the expertise, which is going to cause problems.  So  anybody in a position like that should be documenting all of their  procedures and protocols and especially all the nuances and all the edge cases into playbooks.  And there should be some centralized playbook repository for the company. And this becomes part of your intellectual property and part of your value if you ever 42:02 you're trying to raise money or you're trying to sell your company. So it increases your value. So you do that, then AI,  you start to look at automating those workflows because now they're documented. So now what can be automated in them from just a workflow automation perspective. And then how much can you implement AI in there? Because now AI can learn to make the same kinds of decisions that this person is making. 42:31 And this is like the low hanging fruit that I'm talking about right now. Right. Exactly. Right. Because the bigger stuff is if we implement AI in here, what workflows would we totally  throw away and start from scratch?  Because we can think of way more sophisticated ways of addressing this now that we have intelligence involved in all these steps.  But that's later. 42:57 worry about that once you get your arms around implementing AI,  automated workflows and then- So workflow automation. So playbooks, workflows and AI in your automated workflows. That's sort of the stepped wise process. Excellent. You heard it here  on the founder sandbox. Thank you, David.  And if you're not sure how to do all that, 43:25 ask AI, okay, here's my company. What should I be focusing on if I wanna implement playbooks, workflow automation and AI? And AI will help you figure this all out. Right. That's a jewel here. So what'd you do? Chat GBT, co-pilot, what's your complexity? Where would you go to? All right. Well, it just depends on the flavor of the day. Right now. 43:53 I was using chat GPT primarily for this stuff just because it was a first and I'm very comfortable with the apps. have them everywhere. And Claude's recently come out with a  new version and it's in some ways I'm just finding the output way more organized and smarter. And so I've been using Claude more in the last couple of weeks, but that'll change in another week or two.  Any one of them will do a pretty decent job. 44:21 I'm  not using perplexity because it's built on top of the other ones.  But perplexity is a great tool if you're newer with this because it makes some of the... It's a little bit more accessible for somebody who doesn't know how to use AI.  Gemini is also  really good, but that's  more of a technical... And there's so many things you can do. 44:49 with AI that you wouldn't even think about. And I'll give you an example, more as a brain opening exercise for everybody than anything else. Because this is something I did about seven weeks ago.  I,  chat GPT had just come out a week or two before with their vision capability in the mobile app. And for  those of you who don't know it,  with chat GPT, there's a talk 45:19 button. It's not  the microphone. It's the one that looks like a sound wave  in the mobile app. You tap that, and now you have a voice conversation with chat, which I use this constantly. Even when I'm working with,  I've got some contractors at my house whose English isn't very good, so I ask it to do real-time translation for me. And it does matter the language.  And I start talking, and it translates to their language. And they respond 45:49 in their language and it translates to English and it's doing it perfectly. And so I can have a very natural conversation with anybody just holding my phone up in front of them now.  Right?  But it has this vision capability  where when you go into that voice mode, you tap the camera next to it, and now it's looking out the front of your screen while you're talking to it. And so I'll give you a couple of examples where I've used it  six weeks ago and again, like 46:18 weeks later and I now used it many times like this.  I was in  Lowe's, which is a  store for home improvement.  And  for some project I was on, my wife calls me and says, I need fertilizer for a hibiscus. And I say, well, what do I get? She says, anything that says hibiscus on it, it'll be fine. I said, okay, fine. And if anybody that knows these big box stores, there's like hundreds of bags of fertilizer of different brands. 46:48 And I couldn't find one that said hibiscus. This is a typical thing with my wife. Oh, just look for this. And of course, there isn't that. So I asked Chess GPT, okay, I'm in  Lowe's  and I'm looking for a fertilizer for hibiscus.  What would you suggest? And it said, oh, there's a number of brands that are high acid.  And I said, we'll recommend a brand. Tonal is a really good brand. And I said, okay. So I'm looking and I can't find it. 47:18 So I walked 30 feet back and I'm talking, right? I'm having this, know, people are looking at me like, what the hell is he doing? And I walked 30 feet back because there's many, many shelves, you know, columns of shelves with fertilizer. I walked back and I turned on the vision and I say, okay, there's all the fertilizers. And I'm moving my phone across all these shelves. say, do you see tonal here? And it says, yes, look for the one in the red and white bag. 47:48 And  I see it on the shelf. So I walk straight forward. see a red and white bag. That's not tonal. said, this isn't it. And she, cause it's a woman's voice that I have, she says,  it's two shelves to the left, second from the top.  I walk over there and it's right where she said it was. Crazy. And you're not a beta user. So this is available today. This is available. It's been available for a couple of months. And then 48:18 My daughter-in-law asked me to get something from the pharmacy, from CVS, another  big box pharmacy store, right? And this is something I don't even know if I'm in the right aisle because it's something I've never bought. So I ask it, I say, I'm looking for this brand  and I'm not sure if I'm in the right aisle or not, but I'm going to walk down the aisle and tell me if you see it. As I'm walking down the aisle, holding it straight forward so it can see both sides.  And it says, well, 48:45 Yes, I'm familiar with the brand. You should look for it in a green and white box. then she goes like this. Oh, I see it. It's down there on the right on the bottom shelf. And I turn and I look and it's right by my right foot. 48:58 You heard it here. This is crazy. think it's a bit creepy.  How many times have you been looking for something on a shelf? You know, and you're like, oh, how long, how many hours is this going to take me to spot it?  Good internet connection and all that. So, oh my goodness. It's creepy and it's wonderful. So  same time.  the same time. Yeah. Yeah. For quality of life and even for,  um, yeah.  So 49:25 That's a mind opening thing is all the reason I bring that up. Excellent. Hey, let's go. Let's continue on in the founder sandbox. I'd like to ask each of my guests to  share with me.  I'm all about working with resilient, purpose driven and scalable companies in the growth phase. So what does resilience mean to you? You can either answer, you know, what's the first thing that comes out of your, you cannot use chat, GBT. I'm not fancy. No hands. 49:55 No hands, and I don't have the voice version going because you'd hear it. Podcast we could do it.  And we are real. We're not. Yeah, we are real. We're not. So I think that's, I don't think that's a difficult question to answer. Resilience means opportunity. So no matter what happens, even if it seems terrible, what  opportunity does that create? Excellent. If you ask that. 50:22 keep reframing everything from that perspective,  it creates resilience. Right. Thank you. What about purpose-driven?  Purpose-driven  means having  a clear  long-term path and goal  and  asking yourself if the things you're doing keep you on purpose to that. 50:56 Scalable. What's scalable mean for you? Scalable for me means  eliminating tribal knowledge or not eliminating it, but documenting tribal knowledge.  First of all, figuring out how you generate revenue and then how you expand your ability to generate revenue, which means growing your 51:25 growing your team, growing your capacity  and identifying the bottlenecks and focusing all your energy on the bottlenecks. And usually the bottlenecks have to do  with tribal knowledge or with  lack of workflow automation. Wow, you know, it's easier said than done though, that tribal knowledge, it is resistant, right? Oh yeah,  because it's  career,  what's the word I'm trying to think of? 51:55 It  keeps you in your job forever if you're the only one that knows how to do the thing. Absolutely. That's for another podcast, David. My  final question today is,  did you have fun in the Founder Sandbox? Oh, yes.  I had a lot of fun. Thanks. That's a great question too. Thank you, Brenda. Did you have fun? 52:20 Did you? I had had fun. And particularly in this last part, right? Cause we're talking about some heavy duty, you know, uses of, um, agentic AI, right. And scalable, you know, LTV, CAC and all that. And then we get to hear these real life, you know, kind of creepy, um, uh, uses of, um, on our phones today with, um, with AI, which is, which is quite amazing. But I also know that in your world of techies, 52:50 your team, which is distributed, have a lot of fun events too. So you probably- have one more thing on the whole scalable thing. You have to be compassionately ruthless or ruthlessly compassionate, however you want to say it. Okay. So that the people, every, and the ruthless is anything that's going to get in the way of you growing your company, which benefits everybody in the company. 53:19 it needs to be addressed in a ruthless way. But if you build a culture of ruthlessly compassionate, then all the people that work for you feel that same level of ruthlessness to protect the company and make it grow. And you practice what you preach, I suspect, at Techies. Yes. Yes. It took me a while, but if we accidentally hire the wrong person, either because 53:45 we made a mistake in the process or they faked us out and we recognize they're not smart enough. Literally, that's usually the problem. They're not smart enough to carry their weight. We fire them immediately. We don't try to bring them along because you can't improve somebody's IQ. You can improve any other aspect, but their IQ is their IQ.  And  that will be a bottleneck forever. 54:13 in our team and it'll require other people to carry that person. And it sends the wrong message to the team that I don't value them enough to make sure that we only surround them with people that are going to inspire them and help them grow. Excellent. And I suspect they are not fungible by AI, your employees, not techies. I mean, we've gotten better and better. 54:40 at not making those mistakes over the years. So that doesn't typically happen. takes us, we're much more careful about how we hire.  AI gives us the ability to recruit faster, more broadly,  along with workflow automation. But  what I mean by real, this is the compassionate. Once my team understood this, now they embody that and  they will get rid of somebody if they made a mistake. I don't have to force the issue ever anymore because 55:10 they recognize how much, important it is to protect their teams. So to my listeners, if you liked this episode today with the CEO and founder of Techies, sign up for the monthly release of founders, business owners, corporate directors, and professional service providers who provide their examples of how they're building companies or consulting with companies  to make them more resilient, scalable, and purpose-driven. 55:40 to make profits for good.  Signing off for today. See you next month in the Founder Sandbox. Thank you.  

企業決策者在全球危機中接班，究竟如何帶領團隊逆風而上？ 當台灣品牌被低估，如何靠創新與文化溝通打入德美市場？ 第一集「破風者」邀請上銀科技董事長卓永恆與總經理蔡慧卿，分享企業如何在中美貿易戰、COVID-19與人才挑戰中突圍，打造屬於台灣的全球佈局思維。請下載收聽精彩故事！ ⏱ 章節索引： 00:00 開場介紹｜誰是今天的破風者？ 00:40 2019接班風暴：貿易戰＋疫情雙重考驗 02:00 緊急空運醫療零件：台灣產業如何幫上世界 03:55 世代接班×參與式領導文化的差異 06:30 從接班梯隊到關鍵人才：內部養成的策略 09:00 海外子公司文化挑戰：台灣如何跨國溝通？ 14:50 面對2025再起貿易戰，企業如何應對？ 20:00 果斷放棄車用與洗澡機器人：學會止損的勇氣 23:50 一盞手電筒，一段企業的堅持與光亮

“Favor fit over fame for influencer marketing success,” says Vivien Garnès, co-CEO at UpfluenceIn this episode of The Content Cocktail Hour, Vivien Garnès, co-founder and co-CEO of Upfluence, joins Jonathan Gandolf to unpack influencer marketing in the B2B and B2B2C space. Vivien shares why aligning your influencer's audience with your brand matters more than follower counts, how influencer marketing has matured beyond vanity metrics to focus on real business impact, and why brands should give influencers creative freedom to unlock authentic engagement. She also opens up about her entrepreneurial journey launching Upfluence, how the co-CEO model works for her company, and an unpopular marketing opinion that changed their approach to ad spend.In this episode, you'll learn:Why fit matters more than fame when choosing influencersHow to measure influencer marketing success beyond impressions and likesThe benefits and challenges of sharing creative control with influencersResources:Connect with Jonathan on LinkedIn: https://www.linkedin.com/in/jonathan-gandolf/Explore AudiencePlus: https://audienceplus.comConnect with Vivien on LinkedIn: https://www.linkedin.com/in/vgarnes/?locale=en_USExplore Upfluence: https://www.upfluence.com/Timestamps:(00:00) Intro(00:06) Two schools of thought on B2B influencer marketing(06:20) Favoring fit over fame in influencer partnerships(09:00) Balancing editorial control and influencer freedom(12:15) Tracking meaningful ROI in influencer marketing(14:30) Vivien's entrepreneurial beginnings and launching Upfluence(18:00) How the co-CEO model works for Upfluence(19:50) Branded ad campaigns and marketing assumptions

In this episode, Andreas Munk Holm sits down with Etienne, co-founder and GP at Intuition—a new €10M fund focused on pre-seed and seed investments in consumer, prosumer, and B2B2C startups across Europe and the US. From chasing the NBA dream to raising a fund for overlooked sectors, Etienne shares the founder's journey behind the fund, his obsession with AI-native products, and why consumer investing needs a new generation of believers.Here's what's covered:02:20 From Pro Basketball to Founding Intuition05:11 Discipline, Resilience & Pain Tolerance: The Athlete's Edge08:30 Why Obsession Beats Talent Every Time13:13 Recalibrating After Burnout: Life Beyond the Grind19:13 Why Building a Fund Is Just Another Startup24:41 Building a Portfolio to Survive Volatility36:46 The Return of the Capital-Efficient, Profitable Company41:14 Why Intuition Plans to Stay Small (on Purpose)46:00 Create Like a God, Connect Like a Human: The New Founder Paradigm50:11 Multitask or Die: Surviving in the Agentic Age of AI

Joining us on Ingenious Thinkers hosted by Ken Tencer today is Jason Elate, Founder of InsectFlux. In this episode, we discuss his mantra of creating the future through reverse engineering and how this philosophy led him to address global issues like the food waste crisis and population growth by focusing on the insect industry. Elate explains that InsectFlux is building a global B2B2C marketplace to connect the agri-food industry, which has organic waste, with the insect farming industry, which needs insect feed, thereby creating a circular economy and new revenue streams. We also touch upon the challenges and opportunities in this emerging market, the company's business model based on transaction fees and promotions, and their long-term vision for the future of insect-based products and waste utilization.Listen on

In this episode of Exceptional Startups, Brandon Rodman (founder of Weave and now Previ) breaks down how he's quietly building a Costco for the modern workforce — one that's already grown from 300K to 1.5M users in 3 months, all without charging employers a dime.He shares hard-earned lessons from going 0 to IPO with Weave, why he got rejected by 150 investors, and how he's self-funded Previ with a bigger vision in mind — this time, he's not giving up control.It's honest, tactical, and full of gold for anyone scaling something real.Chapters: 0:00 Intro 2:42 Insane Growth and Brandon's B2B2C tactics5:20 Launch of “The Drop”13:00 Clear, consistent user retention & growth beats fast acquisition 15:00 Betting on Yourself 21:51 How to Build A Winning Culture24:01 “If you only give 80%, you get 80%. That last 10–20% is where everything happens.”Check out Previ: https://previ.com/landingCheck out PELION: https://pelionvp.com/Like, Share, and Subscribe!

Are you a startup founder considering a partnership with a big player in your industry? Before you sign that deal, you might want to think twice. In this eye-opening episode we dive deep into the dangers of partnering with or selling to incumbents when you're trying to disrupt an industry.Chris and Yaniv explore the concept of "killing your customers" not literally, of course, but in the sense of disrupting the very companies you might be tempted to partner with. They break down the "funnel of doom" that many startups fall into when pursuing B2B2C partnerships, and explain why going direct to end users is often the better strategy for truly innovative products.In this episode, you will:Discover the 10 steps of the "funnel of doom" for B2B2C partnershipsLearn why incumbents often struggle to understand and implement disruptive innovationsUnderstand the importance of owning your user relationships and dataExplore real-world case studies of successful direct-to-consumer disruptorsDebate the limitations of white-label and B2B business modelsGain insights on how to avoid common startup pitfalls when choosing a go-to-market strategyRecognize the value of iterating quickly and maintaining control over your productLinks mentioned in the EP:https://www.tsp.show/edu-b2c-vs-b2b2c-driving-direct-disruption-w-matt-holme/ B2B vs B2C comparison Table:https://docs.google.com/document/d/11ICK-KmnPJgzfQC1wkxz6Tf-l69pUptmk1QyKH9QB9M/edit?tab=t.0#heading=h.1izb56alryedThe PactHonour The Startup Podcast Pact! If you have listened to TSP and gotten value from it, please:Follow, rate, and review us in your listening appSubscribe to the TSP Mailing List at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://thestartuppodcast.beehiiv.com/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Secure your official TSP merchandise at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://shop.tsp.show/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on YouTube at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@startup-podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Give us a public shout-out on LinkedIn or anywhere you have a social media following.Key linksThe Startup Podcast is sponsored by Vanta. Vanta helps businesses get and stay compliant by automating up to 90% of the work for the most in demand compliance frameworks. With over 200 integrations, you can easily monitor and secure the tools your business relies on. For a limited-time offer of US$1,000 off, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.vanta.com/tsp⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Get your question in for our next Q&A episode: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/NZzgNWVLiFmwvFA2A⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Startup Podcast website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://tsp.show⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Learn more about Chris and YanivWork 1:1 with Chris: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://chrissaad.com/advisory/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Chris on Linkedin: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/chrissaad/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Yaniv on Linkedin: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/ybernstein/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠CreditsEditor: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Justin McArthur⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Content Strategist: Carolina Franco https://www.linkedin.com/in/francocarolina/Intro Voice: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jeremiah Owyang⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Leave feedback!Today I am speaking with Holger Arians, the Chairman and CEO at Banxa. Holger leads Banxa, a global crypto payment infrastructure provider that enables users to convert their fiat currency to crypto through integrated solutions with major platforms like Binance, OKX, and MetaMask, handling all regulatory compliance and KYC requirements for partners reaching over a billion people worldwide.Growing up in Germany, Holger developed his business acumen early by working in his father's car dealership during school holidays. After studying business in the Netherlands, he embarked on his entrepreneurial journey by launching juice bars in Germany before moving to Australia, where he discovered Bitcoin in 2013 when his business partner received mining machines from China. This serendipitous introduction to crypto led to founding Banxa in 2014.In our conversation, Holger shares insights about Banxa's evolution from a B2C crypto retailer to a B2B2C infrastructure provider, the transformative potential of stablecoins for global remittances, and the challenges of navigating banking relationships as a crypto company. He also discusses their "embedded crypto" vision, which mirrors what Stripe did for payments, and his excitement about applying blockchain technology to real-world financial use cases. Show Notes and TranscriptsThe GRTiQ Podcast takes listeners inside web3 and The Graph (GRT) by interviewing members of the ecosystem.  Please help support this project and build the community by subscribing and leaving a review.Twitter: GRT_iQwww.GRTiQ.com

This podcast is brought to you by Outcomes Rocket, your exclusive healthcare marketing agency. Learn how to accelerate your growth by going to outcomesrocket.com The key to improving the patient financial experience lies in personalized, transparent, and empathetic billing practices, moving beyond traditional, impersonal revenue cycle management.  In this episode, Dugan Winkie, Head of Commercial Strategy for Cedar, discusses how his company is revolutionizing the patient financial experience. His company uses a B2B2C model, partnering with providers to interact directly with patients on all billing matters, offering solutions ranging from simple bill payments to complex affordability options. Dugan emphasizes how they differentiate themselves by creating a personalized experience that guides patients through the complexities of healthcare finance. He also explains that Cedar prioritizes data integration to accurately answer complex billing questions and offer a truly integrated patient experience.  Tune in and learn about the future of patient financial engagement and how to create a transparent, personalized, and empathetic experience with the patient billing process! Resources:  Connect and follow Dugan Winkie on LinkedIn. Learn more about Cedar on their LinkedIn and website. Read Cedar's annual report here. Fast Track Your Business Growth: Outcomes Rocket is a full service marketing agency focused on helping healthcare organizations like yours maximize your impact and accelerate growth. Learn more at outcomesrocket.com

Ned had a chance to run Robinhood Asia but he turned it down. Instead, he launched a competitive product. He decided to go B2B and sell to banks and other financial institutions. He locked down a $400K revenue sale before writing a line of code. It seemed easy at first. Overtime, he grew to $3.5M in revenue, billions in assets under management and hundreds of thousands of users. He raised $20M in venture capital. But then the problems started. Enterprises that paid for large contracts didn't push the product—many had no marketing budgets. In some cases, they shelved the product altogether. The one-time revenue never turned into ARR. Running out of money, he was forced to raise a small bridge and lay off more than half his staff.He came close—but ultimately, he just wasn't able to recover. He sold off the company for parts and went through a wind down. This is his story—and the lessons he learned.Why you should listen: Why the difference between success and failure can be minimal.How to balance custom contracts with building scalable product. Why enterprises might not push the product they've paid $100K+ for.How to build a strong company culture.Why layoffs are the hardest thing a founder will go through.When things go south, "the days are long, but the months are short".Keywordsstartup, FinTech, B2B2C, customization, revenue models, marketing, client engagement, leadership, company culture, lessons learned, B2B sales, startup challenges, emotional toll, liquidation, lessons learnedSend me a message to let me know what you think!

Send us a textIn today's episode of Navigating the Customer Experience with Eitan Koter. Eitan Koter, Co-founder and Co-CEO of Vimmi, has a rich background in the tech sector, particularly in video commerce, digital marketing, and social commerce. With over two decades of experience, including managing a public company and leading startups, Koter has established himself as a thought leader in the industry. His company, Vimmi, is a video commerce SaaS platform that has been operational for 11 years, focusing on immersive shopping experiences through video.Eitan's JourneyKoter's career began in the tech sector, specifically in video compression technology. His extensive experience spans various sectors like eCommerce and media. He emphasizes the evolution of video marketing and commerce, noting the significant shift towards immersive experiences that enhance online shopping. Vimmi's unique approach integrates video and augmented reality to create interactive purchasing experiences, moving beyond traditional static product pages.About VimmiVimmi initially catered to large content providers and enterprises looking to launch video services similar to Netflix. The company serves a B2B2C model, where they provide solutions for enterprises that ultimately serve consumers. Koter highlights the growing trend of live shopping, inspired by practices in China, where brands engage audiences through live streams that incorporate direct purchasing options. This interactive format fosters emotional connections with consumers and enhances brand loyalty.Recommended Skills and Tools for Video CommerceKoter advises newcomers to focus on short-form videos (around 30 seconds), starting with a compelling hook rather than a sales pitch. He suggests creating content that addresses customer pain points and building personal connections through storytelling. The structure of these videos should include:Hook: Capture attention with a question or intriguing statement.Connection: Share personal stories or experiences related to the topic.Showcase: Provide visual evidence of success or transformation.Insight: End with a powerful takeaway for viewers.Koter emphasizes authenticity and consistency in content creation, recommending that brands post regularly to build community engagement.Importance of Social CommerceKoter asserts that social commerce is crucial for future brand success. It enables brands to connect directly with consumers through engaging content across multiple platforms. The integration of shoppable videos allows for seamless transactions during live events or short-form content, enhancing the shopping experience.ConclusionEitan Koter's insights into video commerce highlight its transformative potential in eCommerce. By leveraging immersive experiences and social engagement, brands can foster deeper connections with their audiences while driving sales. His expertise serves as a guide for businesses seeking to navigate the evolving landscape of digital marketing and commerce effectively.

In this weeks' Scale Your Sales Podcast episode, my guest is Brandi Starr.   Brandi Starr is a marketing powerhouse with over 20 years of experience shaking up B2B and B2B2C companies. As COO at Tegrita, a consultancy that unlocks the power of email, she's all about transforming processes, enhancing go-to-market strategies, and ensuring smooth customer experiences. Named one of the Top 50 Women in MarTech, Brandi blends strategic vision with operational savvy. She's also the coauthor of "CMO to CRO" and the host of the Revenue Rehab podcast, known for turning ideas into action and inspiring others in the marketing world.   In today's episode of Scale Your Sales podcast, Brandi Starr has transformed B2B and B2B2C organizations through her expertise in optimizing email strategies within the sales funnel. A leading voice in Martech, she explores the role of technology in sales and marketing, the importance of team alignment, and the untapped potential of mid-funnel insights. Brandi shares actionable strategies for revenue growth and high-performing sales teams, offering a forward-looking perspective on customer excellence and sustainable success. Welcome to Scale Your Sales Podcast, Brandi Starr.     Timestamps: 00:00 Maximizing Middle Funnel Opportunities 03:39 Modern Phone Intrusiveness 06:49 Integrated Marketing Insights 10:33 Mastering Middle Funnel Strategy 14:14 Data & Tech: Insightful Integration 16:28 CMO: Future Revenue Leader 20:25 Reassess Tech Use, Don't Replace 24:11 Misaligned Strategy Limits Business Success 28:43 Hiring for Talent, Not Experience 32:21 Role-Specific Assessment Benefits 33:30 Unlocking Success Through Predictive Tools 36:44 Authenticity Drives Success     https://a.co/d/6jKShUC https://www.linkedin.com/in/brandistarr/ https://www.instagram.com/revenuerehab/     Janice B Gordon is the award-winning Customer Growth Expert and Scale Your Sales Framework founder. She is by LinkedIn Sales 15 Innovating Sales Influencers to Follow 2021, the Top 50 Global Thought Leaders and Influencers on Customer Experience Nov 2020 and 150 Women B2B Thought Leaders You Should Follow in 2021. Janice helps companies worldwide to reimagine revenue growth thought customer experience and sales.   Book Janice to speak virtually at your next event: https://janicebgordon.com LinkedIn: https://www.linkedin.com/janice-b-gordon/ Twitter: https://twitter.com/JaniceBGordon Scale Your Sales Podcast: https://scaleyoursales.co.uk/podcast More on the blog: https://scaleyoursales.co.uk/blog Instagram: https://www.instagram.com/janicebgordon Facebook: https://www.facebook.com/ScaleYourSales   And more! Visit our podcast website https://scaleyoursales.co.uk/podcast/ to watch or listen.

Last week I had a chance to chat to Siddhi Mittal, a co-founder at yhangry (YC W22). Here is what we discussed: - Transitioning from a high six-figure trading job to entrepreneurship - A non-traditional YC process - Transitioning from an ops-led to a product-led organization - Startup stagnation as a near-death experience - Why generic advice never works - Running fundraising as a discovery process - Why the B2B2C angle is important for raising funds as a marketplace business - How AI changes marketplace businesses - The power of visualization for founders Siddhi on LinkedIn: https://www.linkedin.com/in/siddhimittal23/

This episode of the Uncharted podcast features Phil Carr, a tech entrepreneur discussing his journey from founding and exiting My PT Hub (a successful B2B2C fitness platform) to his current venture, Upzelo. Phil shares insights about his recent pivot from a SaaS retention product to an e-commerce loyalty platform, discussing the challenges of second-time entrepreneurship, knowing when to pivot, and his perspective on AI's impact on technology. The conversation covers valuable lessons about self-awareness in entrepreneurship, raising capital, and adapting to changing market conditions.

Episode 241: When is mastering the basics a differentiator? In an industry where complexity is the norm, Prudential Group Insurance has made a counterintuitive strategic choice. While many companies chase innovation through digital transformation and enhanced features, Prudential has discovered that operational excellence—the "absence of noise"—can be a more powerful differentiator. Abhii Parakh and Mike Estep reveal why group insurance demands a fundamentally different approach to customer experience than high-touch industries like hospitality or travel. For Prudential, success depends not on bells and whistles, but on excelling at the foundational elements: reliable execution, friction-free processes, and consistent delivery. "The absence of noise is a tremendous win," Mike emphasizes. "That's not the long-term goal for us. But if you don't get those things right, you won't get the chance to get to the nirvana state where you are separating yourself from the competition because of the experiences you created.” Learn how Prudential delivers seamless experiences across its ecosystem of brokers, employers, and employees by prioritizing simplicity and operational excellence. Discover why, in complex B2B2C environments, flawless execution of core processes can be a more powerful differentiator than feature innovation. Guests: Abhii Parakh, Head of Customer Experience, Prudential Financial, and Mike Estep, President, Group Insurance, Prudential Financial Host: Rob Markey, Partner, Bain & Company Give Us Feedback: We'd love to hear from you. Help us enhance your podcast experience by providing feedback here in our listener survey: https://bit.ly/CCPodcastFeedback Want to get in touch? Send a note to host Rob Markey: https://www.robmarkey.com/contact-rob Time-stamped List of Topics Covered: [00:01:16] Overview of group insurance products [00:03:21] The broker, employer, and employee experience [00:06:46] Employees' challenges with insurance products [00:10:21] Eliminating friction to enable differentiation [00:19:02] Customer experience as a growth driver [00:35:48] Overcoming challenges in survey feedback Time-stamped Notable Quotes: [00:05:24] “Modern life is exhausting. The last thing you want to deal with is friction with your group insurance carrier—about reports, getting your commission check, or that we're screwing up the bill and you're getting heat from that client. It doesn't need to be rocket science. There's beauty in simplicity and intuitive experiences that are void of friction.” [00:08:31] “The absence of noise is a tremendous win. That's not the long-term goal for us. But if you don't get those things right, you won't get the chance to get to the nirvana state where you are separating yourself from the competition because of the experiences you created.” [14:01] “Feedback—while painful to hear—is something you can use as a tool to help get other people in the organization to respond and make improvements that will help you, personally, be successful because they're resolving problems of your customers.”

What are the key challenges and opportunities in the evolving B2B2C and C2B marketing models, and how is AI impacting modern strategies?In this insightful interview, marketing expert Suzanne Darmory shares her 25+ years of global experience in marketing and dives into the evolving landscape of modern business strategies. Discover how B2B2C (business-to-business-to-consumer) and C2B (consumer-to-business) models are transforming traditional marketing approaches and creating new opportunities and challenges for businesses.As the CMO of Refundo, Suzanne explores how companies can reach consumers indirectly through business partnerships and why consumer feedback is becoming a key driver of business strategy. She also offers a deep dive into the role of AI in marketing, why human connections still matter, and the importance of continuous learning through conferences and mentorship.With a mix of humor and professional insights, Suzanne provides a fresh perspective on how to navigate the future of marketing. Whether you're a marketer, entrepreneur, or simply curious about the industry, this conversation is packed with valuable takeaways!

3 formatos de agregado de valor para venderle a las empresas. #B2B #VCs #Emprender #startup

With Musk's bio now updated to read, “The people voted for major government reform,” it's clear he's not just dabbling in policy. In this episode, the Morins and Lessins break down what it means for democracy when a “super VC” like Musk mingles tech interests with government influence. Also on the docket: - will Bitcoin surge to $100K? - monetization for LLMs, and - the new wave of Silicon Valley internships in government We're also on ↓ X: https://twitter.com/moreorlesspod Instagram: https://instagram.com/moreorless Spotify: https://podcasters.spotify.com/pod/show/moreorlesspod Connect with us here: 1) Brit Morin: https://x.com/brit 2) Dave Morin: https://x.com/davemorin 3) Jessica Lessin: https://x.com/Jessicalessin 4) Sam Lessin: https://x.com/lessin Mark Zuckerberg & T-Pain's New Song 'Get Low': https://open.spotify.com/track/3Wn1ZONJX2yfbzWo2aPuQN?si=5368065e3e994f54 00:00 Trailer 01:10 Introduction and Brit's New Look 03:17 IV Drip, Lingo, suPAR 08:49 PSA: Cookies and Feedbacks 10:09 Another big week in AI 12:30 Department of Government Efficiency 21:53 The cryptos and the VCs 29:39 AI in B2B2C and Verticalized Markets 37:50 AI Investment Strategies and Market Trends 52:32 Pop Culture Corner: Zuck and T-Pain 01:00:15 Outro

In this episode, CJ interviews Adam Berg, CFO of Zero Hash, about the evolution of financial services infrastructure and the role of crypto in accelerating this change. With Zero Hash's clients including the likes of Stripe, Interactive Brokers, Franklin Templeton, Shift4, and BlackRock, Adam discusses the importance of blockchain, not just as an asset class but as a fundamental technology that enhances value transfer and settlement processes. He highlights the differences in business models within the fintech ecosystem and the critical need for balance sheet evaluation and liquidity management. Adam talks about the complexities of a B2B2C business model, the challenges and strategies of managing macroeconomic conditions as a CFO, and the importance of a resilient tech stack. He shares insights on the build versus partner framework and explains why he believes that margin compression and price optimization can actually hurt end users in the long run. You'll also hear advice for anyone pursuing a career in finance as Adam reflects on pivotal career decisions.If you're looking for an ERP head to NetSuite: https://netsuite.com/metrics and get a customized KPI checklist.—SPONSORS:Mercury is the fintech ambitious companies use for banking and all their financial workflows. With a powerful bank account at the center of their operations, companies can make better financial decisions and ensure that every dollar spent aligns with company priorities. That's why over 100K startups choose Mercury to confidently run all their financial operations with the precision, control, and focus they need to operate at their best. Learn more at mercury.com.Mercury is a financial technology company, not a bank. Banking services provided by Choice Financial Group and Evolve Bank & Trust®; Members FDIC.NetSuite provides financial software for all your business needs. More than 40,000 companies have already upgraded to NetSuite, gaining visibility and control over their financials, inventory, HR, eCommerce, and more. If you're looking for an ERP platform ✅, head to NetSuite https://netsuite.com/metrics and get the CFO's Guide to AI and Machine Learning. Operators Guild is where the best CEOs, CFOs, VPs of finance, and BizOps leaders in the business connect, network, and grow together. Built by operators for operators, this members-only community is home to more than 1000 of the most elite high-growth operators in the world. Experience connection and knowledge share with professionals who understand you like no one else does. Learn more and apply at operators-guild.com. Maxio is the only billing and financial operations platform that was purpose built for B2B SaaS. They're helping SaaS finance teams automate billing and revenue recognition, manage collections and payments, and put together investor grade reporting packages.

Many businesses overlook the crucial middle phase of the sales funnel, fixating instead on attracting new leads or closing sales. But, neglecting the middle can lead to missed opportunities and wasted efforts. By focusing on the middle of the funnel (MoFu), you can refine leads and ensure smoother transitions to the final purchase decision, ultimately boosting your conversion rates.  On this episode I explore the significance of the middle of the sales funnel and how businesses can effectively engage with prospects during this critical phase. The middle of the funnel acts as a bridge between initial engagement and the final sale, nurturing leads to ensure they are ready to convert. By maintaining continuity and delivering relevant communications at every stage of the buyer's journey, businesses can significantly enhance their chances of successful conversions. Joining me in this exploration is Brandi Starr, a marketing powerhouse with over 20 years of experience shaking up B2B and B2B2C companies. As COO at Tegrita, a consultancy that unlocks the power of email, she's all about transforming processes, enhancing go-to-market strategies, and ensuring smooth customer experiences. Named one of the Top 50 Women in MarTech, Brandi blends strategic vision with operational savvy. She's also the co-author of "CMO to CRO" and the host of the Revenue Rehab podcast, known for turning ideas into action and inspiring others in the marketing world. Links Mentioned: revenuerehab.live tegrita.com

In today's competitive healthcare landscape, expanding into new markets and maintaining a focus on customer-centricity are critical for sustained growth. Joining us to discuss these challenges and opportunities is Alice Eweida, CEO of Pandia Medical Group and Pandia Pharmacy. Alice brings extensive experience in navigating both direct-to-consumer and business-to-business models in the healthcare sector.   Alice Eweida is the CEO of Pandia Health (which includes Pandia Medical Group and Pandia Pharmacy) with over 20 years of experience. She took the reins during its seed stage and joined at a time of significant growth as the organization expanded into multiple service categories, adding menopause and developing AI that guides doctors to personalize prescribing medication to best serve the individual patient's needs.    Prior to Pandia Health, Alice led growth and brand marketing at several Series B digital health startups leveraging telemedicine for wellness, nutrition, diabetes and substance use care. Notably, she grew Boulder Care to approximately 5,000 patients and took DayTwo through a rebrand and expanded their care program from providers to mid-sized employers and national and regional payers. At Foodsmart (formerly Zipongo), she established their B2B2C enrollment and engagement programs, growing its user base to 950,000 through an employee benefits program with Fortune 500 companies, including Disney, Google, IBM and United Healthcare.    Alice spent four years at Google where her team launched Google Home, the first device with a voice-activated assistant built in, and was responsible for the integration with YouTube Red. Additionally, she spent time in their sales department to help grow advertising investments for global brands in the beauty and media sectors across Google Search, Google Display, YouTube and Google's Marketing Platform.   Earlier in her career, Alice led product marketing at Sky TV, now a division of Comcast, for Sky Go on mobiles, tablets and games consoles. Prior to that, she was part of Vodafone's Marketing Graduate Program. Alice holds an MA from the Oxford College of Marketing and a BA in English Language and Media Studies from the University of Birmingham in England. RESOURCES Pandia Health website: https://www.pandiahealth.com/   Connect with Greg Kihlström on LinkedIn: https://www.linkedin.com/in/gregkihlstrom   Listen to The Agile Brand without the ads. Learn more here: https://bit.ly/3ymf7hd   Headed to MAICON 24 - the premier marketing and AI conference? Use our discount code AGILE150 for $150 off your registration code. Register here: http://tinyurl.com/5jpwhycv   Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show   Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com   The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow   The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Today we're going to talk about the value of B2B2C, and how to create a win-win situation for all parties involved despite the challenges and risks associated with B2B2C and self-service models, in a special episode brought to you by The Office of Experience, a design-driven, digital-first, vertically integrated and collaborative agency that believes in the power of ideas and the strength of people. To help me discuss this topic, I'd like to welcome Carlos Manalo, Co-CEO and Co-Founder at The Office of Experience and Tom Flierl, Chief Commercial Officer at Amla Commerce. Resources The Office of Experience website: https://www.officeofexperience.com Znode website: https://www.znode.com Get the latest news and updates on LinkedIn here: https://www.linkedin.com/company/the-agile-brand/ For consulting on marketing technology, customer experience, and more visit GK5A: https://www.gk5a.com Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company