Subscribe
Share
Share
Embed
Visit www.growthforum.io for 30-days free of The only community focused exclusively on your growth. Use the code: GROW30
Each week, Revenue Operations expert Rosalyn Santa Elena shines the spotlight on founders, CEO's and Revenue Leaders from hyper-growth companies and dives deep into the strategies they implement to drive growth and share their learnings through the process.
Rosalyn brings you the most inspirational stories from revenue generators, innovators and disruptors, as well as Revenue Leaders in sales, marketing, and, of course, operations.
Let's unpack everything that optimizes and powers the revenue engine with this brand-new podcast from Growth Forum https://www.growthforum.io
Welcome to the Revenue Engine Podcast.
I'm your host, Rosalyn Santa Elena,
and I am thrilled to bring you the
most inspirational stories from
revenue generators, innovators and
disruptors, revenue leaders in sales, in
marketing, and of course in operations.
Together we will unpack
everything that optimizes and.
The Revenue Engine
Growth Forum Production.
Are you ready?
Let's get to it.
Having an excellent buyer
experience is a key contributor
to driving revenue success.
But how do you engage buyers and
provide that optimal experience?
Salespeople often hate their crm.
Why?
Because they are hard to use, difficult
to customize, and expensive to maintain.
This means leads and
opportunities don't get updated.
Things get missed and sales can suffer in.
Insightly is the modern
CRM that teams love.
Easy to use, flexible enough to
support your unique needs and
scales with you as you grow.
This helps you sell smarter, grow faster,
and build lasting customer relationships.
In Insightly is trusted by more
than a million users worldwide.
For more information.
Visit insightly.com/get Insightly in this
episode of the Revenue Engine Podcast.
Samir smi, the c e o and founder at Get
Accept shares how a digital sales room
empowers teams to engage and understand
the buyer from opportunity to signed deal.
So please take a listen and
learn how to engage your buyer.
Where and how.
They want to be engaged.
So super excited to be here
today with Samir Smajic, the
founder and c e o of Get Accept.
For those of you who may not be
familiar with, get, accept, get,
accept is an all-in-one sales platform
that empowers revenue teams to
increase win rates by engaging and
understanding buyers from opportu.
To signed deals.
So welcome Samira, and thank
you so much for joining me.
I am so excited to learn more
about your journey and just learn
from you and your experience.
Super, and thank you
so much for having me.
Uh, wonderful to be here
today and talk about this.
So interesting topic for us.
Of course.
Awesome.
Thank you.
So, so let's talk a little
bit about your career journey.
You know, prior to founding, get accept,
um, I think it's over seven years ago.
Yeah, it is.
So maybe can you share a little bit
more about your background, your
career journey Of course, and kind
of, you know, prior to get accept.
Of course, no time flies.
So when you say seven years,
it feels like, yeah, I got old.
Maybe I, I have . No, but I, I,
I come from a background, I'm a
mechanical engineer from the beginning.
Um, uh, so.
Growing up and calculating a lot
of things during my, during my
exams there, but I found out that
isn't too interesting for me.
So I started to look into
like the business and and
commercial side of things.
So what happened is that I, by some reason
happened to end up on a CRM company called
Lyme Technologies here in in Sweden, and.
Competing quite a lot with Salesforce
and, and, and similar companies.
And I was a consultant who came out.
Implemented all these CRMs, um, and the
tool set that the, all the sales reps
were using and everything from like super
small companies, two, three users to like
big companies with several hundred users.
So that was how I co came
in contact with, with sales.
Two, to be honest, I haven't done
too much sales myself before that.
Um, and that is how I got introduced, but
also learned a lot about what is a good.
Really doing, and how are they
running their deals and what,
what makes success, et cetera.
Uh, so, so that is my, that is
the life prior to get accept.
That was also where I
understood that I, that I.
Wanted to work with something connected
to sales in a way, but then before
starting it accept, I actually came in
contact with product because as I was
implementing these CRMs and some sales
reps, they can sometimes like sell
something that you maybe can't really
develop with the product that you have.
And, um, , but I was always
eager to, to deliver on that.
So since our solution was so adaptable,
if you could could write a couple of lines
of code, you could actually build some
things to, to really adapt, which I did.
But then I also realized that I was
doing the same thing over and over, so
why don't build it into the product?
And I was starting to like push those
ideas to the product department and
try to like, Make them into some kind
of epics where I described why, what
was the reason for us building this?
What's the roi?
How much can we earn if we
like build these things?
And then, uh, from, from doing that for a
year or so, uh, someone said, but to me,
but pay Samir, you're, you're more or less
doing a, a product management role also.
And that was where I got into becoming
the VP of product at that company,
running that for a couple of years.
Uh, learned that if you build a really
good product in combination with sales
teams, you can really do amazing work.
Uh, and then I took a lot of that
experience and put it in to get accept.
And the main reason was I just felt like.
really good.
Sales reps are doing so many good
things when it comes to communication,
engaging, being, building those
relationships, understanding stakeholder
structures, um, not being pushy, but
actually building around helping people.
And I thought that became more and more.
Hard when you couldn't meet with people
since more and more was done through
meetings like this, even pre covid,
and, and you did it through email
inboxes and, and that to me isn't
communicative or, or engaging at all.
So I was thinking like, okay, but
if we create something like get,
accept a digital sales room where
you can meet and where you can
communicate and where you can engage.
Where you can understand the
ba, understand the buyer.
Yeah.
Then maybe that's something.
That people want.
Yeah.
Yeah.
I love that.
I love that.
Definitely.
It's getting, um, you know,
the buyer experience being more
of that human to human right.
Humans selling to humans
and humans are buyers.
So amazing.
I love that.
Um, you know, when you launched get
accept back in 2015, you know, what was.
The, you know, touched on, you touched
on this a little bit, but you know, what
was the original vision for the company?
Like, was there some, you know, sort
of aha moment kind of led you to say,
Hey, I'm gonna go and start the company,
you know, what was that vision like and
how has it evolved, I guess, over time?
Yeah, no, but, uh, good question.
Like the vision has always
been a digital sales room.
, uh, which then of course that has
evolved over time, but, but in the
beginning it was like, Hey, this will
be the place, more or less like the
CRM between the buyer and the seller.
And the whole thing was about making
it really good buyer experience and
wanted to take as much as possible
from the B2C way of buying things
that you should feel that you are.
As a, as a, as a buyer, you are the
one deciding when to move forward.
You're the one requesting things.
You are the one communicating when, when
you want to communicate, not when you as
a seller have a slot in your calendar.
And we thought like, let's, let's
make a room where the, where the
seller can make everything available.
Content, uh, customer cases and themself
to be honest, because the buyer is
often not buying when you want to sell.
They're buying maybe when they sit in
the sofa and want to read that proposal,
whatever it is, and if they have a
question, why not be able to chat?
at that moment.
Not meaning that you as a seller
need to work around the clock, but
if you also have your phone next
to you and it pings and it says
like, Hey, why, why can't we buy X?
Or why can't we include that?
Or if I just get that extra
discount, can we then move forward?
Uh, and we thought like that
would be, that would be the place
where, where all that happens.
But, uh, in the early days, um,
everyone like this, that was why we
came into Y Combinators, one of the
companies in, in the batch of Winter 16.
But when we came out to the market,
everyone said, wow, this is really great.
But not for us right
now, , but I see you have this.
P part of building a proposal
that we really need like to
make that beautiful and nice.
And you also have the part
about signing contracts.
So if you ask our like early days
customers, they would say, Hey, I
bought it because this was a very nice.
Modern e-signature tool where I
also could add videos, for example,
to explain certain details in the
contract instead of writing very
long emails about that specific
topic or specific page, for example.
So, yeah, and then of course Covid
happened, things accelerated.
Now everyone wants a
digital sales room, so yeah.
Uh, it's, it's, uh, it's an, it's
easier, easier to pitch today.
Yeah, awesome.
I love that.
You know, you talked a little
bit about this, you know, just
the revenue process, right?
When I think about revenue today,
it's increasingly complex, you
know, especially as it relates
to driving that frictionless.
Seamless experience, right.
For the buyer.
Mm-hmm.
, you know, how have you seen this,
you touched on this a little bit,
but how have you seen this sort of
evolve over the past, you know, maybe
five years, especially with just
the explosion of information and
data that's available to us, right.
As buyers?
No, but I think, uh, just as you
said, I think more and more people
want to buy as it was a consumer.
And, and as you said also, you
have a lot of that information
provided in different ways.
But as a seller, you always like
guard your information and, and I
often say, or or or the, the, the,
the old story is like, don't give
them the proposal because if you.
Have that given them that before
having like a commit, they have all
the information that they need and
then, then they can just sit and
discuss on their side more or less.
Uh, where I now say, send them that
like as early as possible, as long as
you have control of it, as long as you
can understand how they are consuming
it or are they inviting other people
so that you then can connect with
them, but also allowing them to connect
when they are actually consuming that.
So I think.
From the early days, you put yourself
in as a seller in, in the center, and
then you, you, you drive the deal.
Where I think now it's more about
putting that, of course, customer in
the center and enabling them to get
all that information in, in a very
nice way where they don't, they don't
need to hunt, hunt that information on
different pages in their emailing boxes,
in their, I don't know, uh, where,
where they're hunting all information.
So if you can provide that.
That will then enable them
to buy in a much easier way.
And, and you'll be seen as the one
helping them to take a decision.
Um, I think many people forget
that like, I mean, if you have
identified someone who wants to buy,
they want to take a decision, just
make it easy for them to do that.
And, and, and, uh, try to understand
who to talk to by understanding the
stakeholder structure, for example.
Cause now it's, I think it's about 11
persons in each deal, uh, now in b2b.
So you need to understand who to
talk to and, and, and enable them
to ask you questions along the.
. So I think that has changed a
lot, like seeing it more from a
perspective, you not being a center,
driving and pushing the deal, but
actually being there to help them.
Um, and enabling it's, it's, and
it's, to be honest, quite scary.
Um, because as a seller, you, you want
to be in control and, and, um, Yeah.
That becomes scary when,
when you are, yeah.
Yeah.
So, so I think you touched on this a
little bit as well, but you know, what
are you seeing when you talk to customers
and, and you see other organizations,
like what do you see them doing?
Right.
And then maybe some of the things
that they're doing wrong when it comes
to managing this buyer experience?
Hmm.
No, but I think, I think the
ones who do it wrong are the one.
Even now after Covid don't
realize that they need to change.
Um, and, and I mean, change is
hard and that often takes time,
but I think the ones who are doing
it really wrong are the one okay.
But now things are opening up again.
We managed through Covid.
Let's now, let's now just
continue as it was before.
Um mm-hmm.
, and I think those, those.
I was about to say die in the long run,
but, but like so many people and co
uh, companies did change during Covid.
So I think there will be a new shift.
And then on top of that, we
have new kind of buyers being
the younger, younger crowd.
Mm-hmm.
, who will demand.
a new setup of how you are buying
things and who you talk to.
So I think the ones who are doing
it wrong is the ones who sit with
their arms in the, as a cross
and, and just not changing at all.
And not like, yeah.
Using that different tech to, to
actually evolve their organization.
Uh, so I think that that's the,
that's the one who will fall behind
because now things has moved so fast.
Like you often say like, Things
that should happen in a decade
happen over one year, more or less.
So you, you're not only one year back,
you're a decade back in, in one year.
So I think you, you need to really
understand that as, as a, as a
company or a founder or, or, or, yeah.
A sales organization and embrace things.
Um, uh, being on the techy side,
understanding where, where do I need,
which hole do I need to plug in?
Where can we involve, uh, as a.
and the ones of course, doing it right is
the ones who are embracing new technology.
I think I saw a slide, uh, comparing
like, what, what did people use?
2020 versus 2021.
Mm-hmm.
. And it was said like in 2020,
the, the cool things was like,
um, , uh, let me see here.
I have this line.
Uh, I have it here.
The 2020 were like, call
recording was really cool.
In 2020, uh, actually contract
and signatures were like, oh,
it was starting to get used.
And, and, and uh, things like LinkedIn
sales Neg Navigator in 2020 was
like, wow, that was, that was cool.
But then in 2021, all of that was
laggard things that, that was just
standard and things like more advance.
Like AI and chorus and recording and,
and getting understanding of how you're
doing your sales calls was like in the
middle of that, not even being on the,
on the, on the early adopter side.
. Mm-hmm.
So I think things, it's moving so fast.
You need to, you need to adopt,
test and see what, what sticks
on your organization and be Yeah.
And be very open to those changes.
But with some carefulness, because
we also know that you can't just
push new tools in the whole time.
Uh, which means you need, you need to
vet them and maybe have a good sales
enablement org in front of everything.
That, that puts up a tool
set that you can continue to.
Uh, and not just flushing
new tools all the time.
Yeah, I love that.
I love that.
Um, so let's talk a little bit about get
accept, because, you know, get, accept
takes a di this digital sales room, right?
Platform approach.
You connect insights, collateral,
videos, and then all of those
integrations across the buyer experience.
How does get accept, you know, help
businesses provide that connected
experience for not just their internal
team, but also for their customers?
No, but I mean, when we built it, we, we
said, uh, we, we wanna be the a e's best
friend, um, uh, and really cater for that
user and really build the ROI around them.
Like, you, you should more or
less get started in one day and
get the ROI and get the feeling
that, oh, I got something back.
Um, And we managed to do that.
Uh, but we also saw that marketing team
got interested because they wanted to
understand what are our sales reps using
for kind of content and what is working.
So we started to building out a
content library where you can host your
content and we also can see which one,
which of the content is used, which
of the content leads to engagement.
Mm-hmm.
. In the long run, which contents is
used in deal rooms where we actually
get a closed signed contract in the
end, meaning like, hey, videos are
maybe used, and if we've posted videos
about how the integration works, we can
see that that actually leads to more.
More closed deals, for
example, because that's mm-hmm.
a tricky part of explaining the
Salesforce, like how our, how we can
connect in our tool, for example.
So that was really interesting to see.
That wasn't, uh, uh, something
that we thought in the beginning
that we will cater for the,
for the marketing budget also.
Um mm-hmm.
. So that was fun.
And I think the whole sales enablement
crowd also now as that has become
a, a, a need in more or less,
any, any company, the one who's
coaching the, the, the, the teams.
Um, and to understand, okay,
which reps are actually.
Proceeding very well.
And what are they doing?
How do they build up
the digital sales room?
Because the room also becomes
a little bit of the process.
Yeah.
Thinking of like, I have maybe one
room and we have a template for that.
And if I use that, it's
for the enterprise deals.
For a certain industry, let's say.
Mm-hmm.
, and you can have two different of those
and more or less AB test those too, and
say, okay, if we have this content, we
have this customer cases, what happens?
Do they engage with that and
build out the process That then
works so that you can onboard and.
Yeah, coach and, and get
people up and running quicker.
Uh, so it's, it's really spread
now to, to different parts
of the organization, I think.
And I think now, especially being the
last day of the month, everyone wants
to understand what's in the pipe.
Um, what are we closing.
So I think the managers, uh, um, get,
accept, become a little bit of the
manager's best friend, at least on the end
of the month, . Cause uh, they often come
back and say to us like, Hey, get, accept
this ma, more or less the true pipeline.
Um, the CRM is maybe what, what
we put up and then you have the
gut feeling of the rep in there.
And then in get, accept, we go in
and see, hey, 500 K in, in, in our
crm, 350 in closing, in, get, accept.
And only 250 of those has been.
Active in the last two, three
days, which means we will most
likely not close more than that.
So that has become quite of a
fun part also to be able to help.
Um, and we use it ourselves, of course.
Uh, so that's quite fun
to see, um, how, how.
The differ diff different, uh, pipes,
uh, evolve and what, what's the most
true in, in the end of the month?
Yeah.
Yeah.
That's great.
That's great.
Um, you know, I, I get accept, I saw
has been recognized by g2, right?
With uh, A number of awards in the
leader category, the best results, and
the fastest implementation category.
Yeah, and I'd love g2, right?
Because it's just such great
recognition because it comes
directly from the actual users.
So first, congratulations.
I think that's amazing.
Thanks.
Um, you know, as.
As a leader in the space, you know,
what is your philosophy around product
development and, you know, how has that
product kind of differentiation helped
in accelerating your revenue growth?
To be honest, like in the early days
we were, we, even if I come from
product, we were very sales led.
Um, so actually we were like three
developers and 20 reps doing sales
in the early days, and everyone
was laughing at us and saying like,
Hey, that's, that's quite odd, to be
honest for being a product company,
So, so in the early days, I mean,
uh, a lot was pushed, uh, in a way
where we, we wanted to get as much
feedback to, to build out the product.
Um, but, uh, one of the things that
we always had as a, as a rule was that
we never build for specific cases,
uh, as, as a philosophy of building
product, like independent, more or less.
I think we have it written somewhere
in, in the early days, like
independent of how big the deal is.
We should never, ever build something
that is outside of our vision,
outside of our product roadmap,
just to cater for a customer case.
And that is something that we have
been holding onto since day one.
And, and I mean, in some cases it was
really hard, especially in the early
days, you get a 200 K dollar case
and you're like, if we only add these
three things, it'll just take a month.
Like it'll be perfect.
And then, then we just like,
no, we can't, we can't build it.
Like we, we said we would never build it.
I think that has really helped us in
the long run because now we have a broad
customer base with a product that caters
for many, and, and that is really helpful.
For example, coming into Covid,
we, before Covid, we had a lot of
hospitality industries using us.
Um, and if, if we were to cater for.
that, those specific cases,
that would be really hard.
But now, yes, that went down a little bit
and other things went up during Covid.
Um, so we have a very broad customer
base that helps us drive revenue
independent of, of more or less
the market and, and how it is.
Um, and even nowadays, like it's, yeah,
it's going very well when it comes.
, those different things
connected to the product.
Huh.
I love that.
I love that.
And then, you know, maybe from a
customer satisfaction perspective,
you know, what are the things that
you feel like you've done, you know,
right, in terms of driving customer
success and driving some of that value.
And then maybe how has that
contributed also to retaining
customers as well as expanding revenue?
Within your customer base?
I mean, from a karma, uh,
we, from the day one, we, we
measured the, the nps, uh mm-hmm.
. I think that that was a
really important part.
And we implemented, um, one
of those NPSs tools like.
Yeah, when we had a couple of customers,
uh, we could have just asked them of
course, but just to get that going
and we got a lot of feedback and
we've tried to use that as a part of
building out the product more or less.
Uh, every time we, we, we implement
something to, to listen in and how
is everything, things evolving.
And now we have an NPS up about 55,
I think it was the latest, 45 to 55,
uh, everything from month to month.
Getting there.
We want up to 60, but that has
always been an important part.
Um, and then we also, our ourselves,
we have a customer success team running
on the, on the bigger cases and in
the early days, we used customer
success on any case, like even if
it was the smallest one user case,
we gave them white glove treatment.
One to, to of course that, that
wasn't like, uh, defendable when
it comes to like the, the expenses.
Yeah.
But we got so much back from
those interactions, from those
teams of how to build the product.
So we use that more as an, as a
product feedback channel maybe
than, than just getting the customer
up and running to understand.
Mm-hmm.
. What holes do we need to plug, um, to
drive that revenue in the long run?
And now, now a large part of our,
like, large part of our, our revenue is
actually coming from a land and expand
way of doing business where we can land
a small deal, uh, onboard them and we
know that it will expand and we built
out the product so it can actually land
itself without any customer success.
Due to that, we have been evolving
and evolving the product over time.
Uh, so that has helped a lot to
drive the revenue, uh, up, uh,
the retention is at 130 something.
Wow.
And then we have an s smb,
uh, kind of, uh, crowd.
So it's, it's very high.
That's great.
That's really great.
You know, as I think about the revenue
engine and then this podcast, I always
hope others will be able to learn how
to accelerate revenue growth, right?
Empower the revenue engine.
So maybe from your perspective, , what
are the top maybe three things that have
really contributed to the success right.
That get accept has experienced?
Yeah.
I think in the early days, as I said
there, before we had, we had, we were
quite heavy on the sales team and,
and, and, uh, I think that was a, a,
a good move in many ways because we
got a lot of both revenue in to, to,
to drive the, the whole a r engine.
Mm-hmm.
, but also a lot of.
Customers who gave us feedback,
and we could like quite quickly see
what was sticking in what wasn't.
Mm-hmm.
, um, many do maybe think like, Hey,
let's build that perfect product
from the, from the get get-go.
Mm-hmm.
and, and just have
those customers come in.
And I, I think that is, that is
of course what everyone wants.
I think it's quite hard.
Um, so I think for, for us, that has
worked very well in the, in the early
days to, to, to use sales to drive that
revenue in the, in the very early days.
Mm-hmm.
. So, yeah, that is, that
is one of the things.
And, uh, over time I think, uh,
we of course now have switched
more to a product first setup.
Mm-hmm.
and, and, and, and focusing a lot on nbs.
Uh, we focus a lot on, on product
metrics such as activation, uh, meaning
do they activate their account, and
how long the time does that take.
We focus a lot on.
Engagement in the product.
Are they engaged or aren't they, aren't
they on a daily, weekly, monthly basis?
And we try to understand which
different features that build that.
So that has helped a lot to
drive retention, um, both in
a way of them expanding, but.
Also staying and mm-hmm.
, if you wouldn't have focused on that,
I think it would be so hard because
I mean, if you, if you start churning
customers, you need to add so much
to, to continue to grow in the,
in, in, in, when, when things come.
And become big.
When you have 1 million of ARR
and the churn is 10%, yeah,
that's, that's not too much.
But when you are in 20 million, it becomes
quite of a heavy, heavy part of the,
the a r and you need to add so much more
in the end to to grow in the same pace.
So I think those two things is,
is, is key, uh, from our end.
Got it.
Got it.
Thank you.
That's helpful.
That's super helpful.
Thank you for sharing that.
Um, are there things that maybe
you wish you knew earlier or
maybe you might do differently if
you could do it all over again?
Maybe?
Uh, in the super early days we,
we, when we started get, accept.
, we, we rushed very much to get it out to
the customers and, um, and much, this is
my first company that I founded, so we
had, we had a certain amount of time and
resources when it comes to money since
we weren't funded our, like, we founded
ourselves in the, in the early days.
Uh, so then you need to get it out
to get some money in, you know?
Yeah.
So now going back maybe.
I wouldn't do it different because
if I was in the same situation, but
if I would do it again and maybe have
a little bit more revenue coming in
or, or my own, my own funding coming
in, maybe I would have been pushing
a little bit further to understand.
Is this really what we want to build?
Like, because sometimes you hit a
couple of cus or you, you get a couple
of customers and that's working,
but then you realize, hey, maybe we
should have built it differently to
cater for those little bit bigger
customer cater for that specific case
or mm-hmm , those kind of things.
Um, maybe I would've done different,
uh, if I would start again, uh,
uh, from where I am today more or.
Yeah.
Uh, but then, then, then things I think
is, I mean, we got investors quite
early in and, um, running a business.
Uh, I was thinking I was, I was about to
say I was quite young in the early days.
There I, I was 30.
Um, and when you get the investors,
like you're, you're quite of a rookie.
Um, of course I've been doing different
things before, but you think that they
know so much, um, and they have a lot of
portfolio companies, they have a lot of
experience listening in, but many of them
haven't done it themselves, to be honest.
Like, um, that being said, there are
a lot of, I think you should choose
them to challenge you cause mm-hmm.
, that is what they really can do.
But you should always trust that
you know your market, you know,
uh, the product, you know your
customers most likely at least.
Better than anyone else.
And, and of course if you get
investors, I, I love, we have super
good, good investors and since day
one, uh, so you super proud of them
and, and they helped out a lot.
But yeah, always trust yourself.
Uh, Because I, I, I can, I can promise
you that, that most likely, you know,
you know your crowd better than they do.
Yeah.
That's great advice.
That's great advice.
Oh, well, thank you so
much for joining me.
Um, but as we wrap up, and
before I let you go, I always
ask every guest two things.
One, what is the one thing about Samir
that others would be surprised to learn?
. And two, what is the one thing that you
really want everyone to know about you?
Oh, um, how, um, how surprised do you
want to be, say , whatever you're, say
whatever you're comfortable with sharing.
. Yeah.
Yeah.
No, but, uh, I said I never did sales
there in the early days, but, but, uh,
actually, I, I did, I, I sold, I think
it's, it's not, um, it's nothing that
the police can come and get me for now,
, but, uh, I was so interesting in skiing.
Um, so I start to like
buy skis on, on online.
I found that like one in Austria who
was selling skis, I could get them so
cheap, so I started like buying skis to
myself and then I sold them and I, and
then suddenly I, I bought 10 skis and
then I bought 20 skis, and I think I was
up to 50, 80, 90, 100 skis in the end.
And I, I financed like a lot of
my own ski trips with my own skis
and a lot of other things on.
, but I never paid a single dime in tax.
So, uh, yeah, I shouldn't maybe, I
think it's, it's more than 10 years ago,
so it should be outta the red course.
Be safe, . I should be safe.
No, but that, that's, um, that was
super fun because what I, what I
liked or learned about that was
that I was so passionate about skis,
so I could sell that to anyone.
Like, uh, anyone who came to look at skis.
I could like just talk about these skis
and how good they were, how, and it wasn't
like me like trying to pretend something.
It was like, oh, I've just
been riding them in the ops.
Like, do you know how good these skis are?
Like you can do X, you can do Y.
You go outside of the of the
of the tracks, you can go
inside, you can do anything.
And when looking back at it, I think
I was a good sales rep based on that.
I was so passionate about what I was.
So that is something
I always take with me.
Like I think especially running your
own business, you need to be so sorry
for swearing but damn passionate
about what you're doing because
you will spend a lot of time, you
need to sell that thing and, and.
Uh, don't think it'll sell
itself in the beginning.
And if you are passionate about it,
I know that will shine through and
you will do a lot of sales yourself,
even if you aren't a sales rep.
Uh, yeah.
So I think that is, that is one thing.
Um, and then what's one thing you
want everyone to know about you?
Um, I always say I'm not a good
sales rep, but apparently then I am.
But, but, but I'm a
humble, I'm a humble one.
I love to share things.
I've been through quite a lot of when
it comes to failing, uh, during my time.
So, um, I love to chat with other people,
so if they want to connect with me,
uh, I'm, I'm, I'm super open to, yeah,
jump on a call and share my knowledge.
Uh, I know that a lot of people have
helped me with, went through Y Combinator.
As I said, that's an amazing network, but.
Everyone has that possibility.
And I just, I was so happy
talking to people and other
entrepreneurs and founders back
in the days, in my early days.
So feel free to ping me, uh,
if you have any questions.
Um, I'm, I'm, um, I love to share
those kind of things, so, yeah.
Um, humble, humble and sharing
That's awesome.
Be done.
Yeah.
Yeah.
Is um, LinkedIn the
best place to find you?
Yeah, I think so.
I think LinkedIn is the best,
although it do, sometimes I'm a bit,
uh, slow on responding on LinkedIn.
So try, if you want, just try and email.
Uh, if you find my phone number, call me.
Like, um, , uh, I will, I will not share
it here in the, in, um, in the podcast,
but, uh, but, uh, you will find it if
you want to because it's, it's, um,
it's somewhere there on the webpage.
I.
That's awesome.
Thank you.
Yeah, you're probably gonna be bombarded
with, uh, questions, people reaching out
because you just have shared so much.
Great.
Just so many great learnings,
so much great insights.
So I really, really appreciate
your time and thank you so
much for being on the podcast.
Thank you so much for having us.
Wonderful to talk about these topics.
Awesome.
Thank you.