GTM 167: Competing with Giants: Inside You.com’s Battle Against OpenAI & Google | Peter Grant - The GTMnow Podcast

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_02 (00:00):
But it almost feels like Google and OpenAI had a
baby.
And you're just playing thismiddle ground that is so, so
valuable and needed.
It is.
We're living through it rightnow.

SPEAKER_00 (00:09):
What Peter Grant calls the biggest opportunity
that we have ever seen in alifetime in technology.

SPEAKER_02 (00:14):
As Chief Revenue Officer at U.com, he's going up
against giants like OpenAI andGoogle.
And you're competing in one ofthe most competitive markets.
You know, you're up againstgiants.
He's building at the pace ofchange while holding onto the
values he learned from workingwith three of Tech's greats.
Tom Siebel's precision, MarkVenioff's storytelling, and
Rishy Koslav's philosophies.

SPEAKER_00 (00:33):
Find someone that's exceptional.
Be a sponge to them.

SPEAKER_02 (00:35):
In this episode, we cover a lot, including how to
hire SEAL team six-level talent,run a go-to market motion in the
age of AI, and build productsthat stand on truth.

SPEAKER_00 (00:45):
You can't paper over the cracks of a poor product, I
mean.

SPEAKER_02 (00:48):
And the reality of building?

SPEAKER_00 (00:50):
This is a manathone running a sprint.

SPEAKER_02 (00:52):
All right, let's get into it.
Peter, welcome to the podcast.

SPEAKER_00 (01:07):
Thank you.
It's a pleasure to be here.

SPEAKER_02 (01:09):
Yeah, it's a pleasure to have you here.
And you've led go-to-marketteams through some of the
biggest, most monumental shiftsin technology, including cloud
and now AI.
How does this feel incomparison?

SPEAKER_00 (01:22):
It uh well, it this this era that we that we're in
now.
Um I wish I was 25 years old andstarting my career all over
again.
So I'm very envious of theyounger generation coming
through for the reason this isthe biggest opportunity that
we've ever seen in our lifetimein technology.
The impact is having the speedis permeating, you know, just
the consumerization.

(01:43):
If you look at ChatGPT, thespeed, 100 million users in 60
days or less, now 800 millionactive users, monthly active
users, sorry, weekly activeusers that they actually have is
pretty incredible.
And obviously you'll see thatconsumerization of coming from
the consumer going into theenterprise as well.
We've never seen anything likeit.
And it's obviously not justChatGPT, it's many other

(02:03):
companies that have comealongside that, but that is
really, really exciting, right?
So they're market makers foryou, which is great from a
marketing point of view.
You don't have to waste yourmarketing dollars educating the
market.
Why?
You just have to spend your timenow on differentiation.
I think that's probably thebiggest challenge.
If I go back to when I got intothe information technology space
back in 1996, I joined Seabor.

(02:23):
And CBO was going from mainframethat era to client server.
So we always say, oh, clientserver, this is a big shift
where computers we put in thehands of the end user and
everything else as well.
And we created a category.
We created CRM.
So Tom Seabor was a genius atdoing that.
And he realized when he was atOracle that you it was difficult
to see your customerinformation, he wanted that
360-degree view.

(02:44):
We did that, we dominated thatmarket, we caught we created
that category.
We went from literally zero totwo billion dollars in four
years and a few hundred staff to8,000 staff.
So you learned discipline inAmsterdam processes and
execution.
It was absolutely flawless.
And you're right, I went tocloud.
It wasn't called cloud back thenin 1999 when Salesforce

(03:05):
launched.
I joined just at the end of 2002in the UK.
But it was actually utilitycomputing.
And Mark was a genius, a geniusmarketer and still is about
telling that story about how todo it.
And things were a bit slow tobegin with, to make that
transition, going from clientserver onto cloud.
But look at yeah, look at themnow.
It's absolutely the the gorillain the market space.

(03:25):
But this is so much quicker.
This is unprecedented.
If you took it take digitaltransformation, Google took five
years to get to 100 millionusers.
Now, obviously, the internet hasbeen an accelerant or the World
Wide Web for doing that, buteven TikTok took nine months to
get to 100 million.
So what you've seen with GPT hasbeen pretty incredible.

(03:46):
And the speed is moving at now.
I think in the value there were500 net new startups in Q1 this
year in generative AI.
So if you're the you putyourself on the other side of
the fence, right?
You're the buyer.

SPEAKER_03 (03:56):
Yeah.

SPEAKER_00 (03:57):
Yeah.
It's really hard to know who togo with.
And that's the biggest problemthere.
One, the speed, the change, thenew people coming into the
market, and what is your keydifferentiation that buyers want
to go with you?

SPEAKER_02 (04:08):
Mm-hmm.
Mm-hmm.
And I have to ask, before we godown so many different paths,
what was it like to work withTom Siebel?

SPEAKER_00 (04:14):
Tom's a legend.

SPEAKER_02 (04:15):
He is.

SPEAKER_00 (04:16):
Yeah, he's an absolute legend.
He um I learned so much.
So I've worked for Tom twice.
When I was at Seable, I didn'treport him to Tom.
I was a baby sales rep.
I was like 27, 28 years old, andI was running accounts um in the
UK.
But more recently, I was at C3and I was on Tom's management
team and I ran the USNAPAC forTom.

(04:37):
And it's probably one of thebest educations and learnings
I've ever had from one of ourindustry's most prolific uh
entrepreneurs.
But it was a it was hard.
You know, it's tough.
Tom is a, he drives, he expectsresults, he rewards you
incredibly well as well, buthe's in highly professional.
I've never I don't think I'veever worked with anybody has so
much attention to detail, soprofessional, so focused on his

(05:01):
mission and what he wants to do.
And what's really interestingabout Tom, he's obviously
phenomenally successful, but hestill has that appetite today in
his 60s.
He's still in the office early,he works really late at night,
very focused on every singledeal that's there, every email
that goes out, every singleproposal, every contract that
has his name on it.
Tom has touched that.

(05:22):
So it's pretty incredible.
It was a great learning curvefor me.

SPEAKER_02 (05:25):
That is incredible.
Just pure ownership ofeverything.
And I I do have to say a hugecongratulations.
You just announced your Series C$100 million at a$1.5 billion
valuation, which is justincredible.
And the growth that you'veexperienced at U.com.
Now I'm sure there's principlesthat you've taken from Tom now
into your leadership.
I'd love to hear a little bitmore around how you're thinking

(05:47):
about hiring and growing andreally developing talent now in
this year in this environment.

SPEAKER_00 (05:53):
Yeah, well, thank first of all, thank you.
It was a team effort.
We have an amazing team atyou.com, led obviously by Dr.
Richard Sosha, one of theleading NLP research scientists
in the world, and Brian McCannwere the leading AI research
scientists as well.
So we've actually gravitatedaround them.
They are two of the pioneers inthis space.
So we feel very lucky to be ableto work with Richard and Brian,
but we have an amazing executiveteam and engineering team that

(06:15):
actually made that happen.
From Tom, I think one of Tom'sother key key skills is
basically hiring amazing people.
Yeah, not everybody has a talentto see what good looks like and
what great people are, but Tomliterally, what we in the
Britain we'd say plays in thepremiership.
Yeah, lots of people thinkthings are good, but unless
you've operated at that level,you don't really know what it's

(06:36):
like.
So the way akin to I'd explainin the US would be still team
six.

SPEAKER_03 (06:41):
Okay.

SPEAKER_00 (06:41):
Right.
So I always say that, yeah, Ilike doing things early.
I'm not a big company guy.
I'm that zero to one or one toten guy.
That's when I sort of come inwhen you're looking to scale,
you've got product market fit,and you need to pour some fuel
on the fire and really executewhat you're trying to do.
So the hiring process is reallyimportant.
So I will basically look foryour sales skills, your sales

(07:04):
knowledge, your sales execution,your customer advocacy, your
leadership potential that youactually have.
And the way we do that, we havea very quick fire interview.
We have a set of questions thatwe take you through and we mark
you.
We actually use AI now to do themarking with me to make sure
there's no bias.
And I've loaded all the perfectanswers I'm looking for and

(07:24):
everything else.
If you get through that, youthen come back and you do a
panel.

SPEAKER_02 (07:28):
Okay.

SPEAKER_00 (07:29):
And on the panel, we're looking for a slide on
yourself to see you're acultural fit, you know, what you
like to do outside of work.
We're looking for your careerachievements.
So think about a timeline ofsince you started your career,
the companies you've worked at,and what you've achieved at
those particular companies, youknow, club trips you've been on,
presidents' clubs you've made,the type of logos you've sold
to, the deals that you've sold,the personas that you've sold

(07:51):
to.
So I'm looking to see you're afit for selling our type of
applications.
Yeah.
Lots of you have doneinfrastructure deals, but
they're not the right people forus saying productivity or
applications, for example.
No disrespect to them, but it'snot necessarily what we're
looking for in our particularspace.
We'll then ask you to pitch backour company to us.

SPEAKER_02 (08:09):
Oh, I love it.

SPEAKER_00 (08:10):
Yeah?
So, and then because it'syou.com, you can use you.com to
help you put the pitch together.

SPEAKER_03 (08:15):
Truly, true.

SPEAKER_00 (08:16):
So we want to see that you can actually use the
application itself.
And I should say, even beforeyou get to the first interview,
we will give you a free licenseof you.com.
And on you.com, we're quiteunique.
You can do training classes thattake you from fundamentals all
the way through to mastery.
So it's an investment you haveto make in yourself.
Yeah.

SPEAKER_02 (08:34):
I'm sure you weed people out in that process too.

SPEAKER_00 (08:36):
Yeah, we will we will weed people out, but
hopefully people say thisproduct's amazing.
I want to sell it, and this iswhere I can sell it, and I can I
can make myself successful andtherefore make you successful as
well.
So yeah, that's why we do it uhin the process.
People listening to this wouldprobably go, this is a big lift,
right?
Remember, we're looking for SEALTeam Six here.

SPEAKER_02 (08:53):
Yeah.

SPEAKER_00 (08:54):
Right.
So so we want you to put I likefootball.

SPEAKER_02 (08:56):
We can we can go prendly.

SPEAKER_00 (08:58):
Okay, and the legal.
Um, so so then you would dothat, and you'd you pitch back
you.com, then you have the demoof the product as well.
Yeah.
Yeah.
And then the obvious 30, 60, 90day plan.

unknown (09:08):
Yeah.

SPEAKER_00 (09:08):
And what's really interesting about your first
question is people often putwhat they can achieve in 90
days.
And I always say you need toachieve that in 30 days, right?
The speed this market is movingat, the change and everything
else as well, the competitivepressures that are coming, the
decision cycles are a lotfaster.
We have to work quicker andfaster, right, in what we do.

(09:29):
So we look, we put them all theway through that, and then we do
the reference check, the backchannel, and everything else as
well.
And then we do then that's ateam um effort, the panel.
So they're talking to product,customer success, their peers.
We're making sure that we thinkthey're the right fit.
And ultimately, can they besuccessful if they come enjoy?
It's a big investment we'remaking.

SPEAKER_03 (09:47):
Yeah.

SPEAKER_00 (09:48):
Yeah, I you know, they used to say, you know, miss
a mishire with sales reps isgoing to cost you a million
dollars.
Right?
Time it takes to hire, bringthem on board, the ramping,
realize you've made a mistake,pipeline loss, effort and
So we, you know, the the oldadage of basically hire slow,
fire fast is you know what we'redefinitely akin to.
But then once they're on board,you need to put them into

(10:10):
training, you need to put theminto enablement and everything
else as well.
So we invest, we've actuallyinvested, I'd say, ahead of that
for the size of company we are.
With some amazing RevOps leader,uh, must give Spencer a shout
out here and Ben Cotton and ourenablement team.

SPEAKER_02 (10:24):
Oh, Ben and Spencer.

SPEAKER_00 (10:24):
Yeah, exactly, right?
But they are doing a phenomenaljob for our sales kickoffs, for
our certification that we do.
Then everybody has to go throughcertifications.
I have this mantra, train hard,fight easy.
So really understanding ourproduct.
So going back into what I lookfor as salespeople, um, they've
got to have a really goodunderstanding of the product,
right?
Inside out, they've got to beable to articulate it.
The good thing here is you'reselling a product that you use

(10:47):
every single day that makes youproductive.

SPEAKER_02 (10:49):
Truly.

SPEAKER_00 (10:49):
So you should be a domain expert.

SPEAKER_02 (10:50):
Yeah.
And you should be passionateabout it.
And I love that that philosophyof going through the process
because if somebody falls inlove with the product,
inevitably they're gonna besuper passionate when they're
selling it.

SPEAKER_00 (11:00):
Exactly.

SPEAKER_02 (11:01):
Quick pause because it's event season and this is a
game changer.
At GTM Fund, our portfoliocompanies, our LP operators
companies, we're all planningevents right now, as I'm sure
you are.
Sales, kickoffs for next year,company retreats, conferences,
you name it.
It's a lot of work.
Planning these company eventshas been made simple, though,
with Boom Pop's AI poweredplatform and event planners.
They handle everything fromvenues to experiences, so you

(11:23):
can create an incredible eventwithout being bogged down by the
planning process itself.
And as a listener of GTM Now,you're eligible for an exclusive
discount, full service eventplanning for just$99 per person.
Terms and details are on thewebpage in the show notes, which
is boompop.com forward slash GTMfund.
Head there to start planningyour next offset.

SPEAKER_00 (11:43):
So you have to have to be very analytical as well.
So we look for people there,especially in this particular
space.
It's pretty technical some ofthe stuff we're doing, but
you've got to be driven bynumbers and not by, you know,
emotion and everything else aswell.
Got to be really good atforecasting.
Yeah, we have to run ourbusiness on commits, yeah, not
wishes and stuff.
And so we need to make sure thatpeople are professional,
analytical in the way theyassess their deals and

(12:04):
We look for people that arehumble, yeah.
The most important thing,actually, I should say we look
for people that are trustworthyand honest.

SPEAKER_03 (12:11):
Yeah.

SPEAKER_00 (12:11):
Yeah.
So a lot of our business thatwe've found so far, and the
accelerator we've done over thelast 18 months, is winning net
new accounts, but the growth inthe existing accounts, I think
last quarter, our net retentionrate was 169%, which is
phenomenal.
It's up to charge.
You think gold standards 130,good is 100%.
So that's really good.

(12:32):
That means people are buyingtheir few hundred licenses or
API calls and then constantlyincreasing uh what they're doing
with us, right?
So it's important that you're anadvocate for the customer.
So we don't want thisdrive-by-selling.
We want people that really careabout customer success and they
put the customer at the heart ofeverything they do, right?
And they fully understand theimplementation process, right?

(12:52):
What it takes to make thatcustomer successful, and you're
gonna be with them on thejourney.
And I know if you're a buyer,you're gonna look at me and say,
Do I trust you to make mesuccessful?
Right?
Does that person, that rep, haveinfluence inside the company
that if it does go wrong,because it will go wrong, knife
of these perfect, that they willget the right people on my

(13:13):
account to make sure that I'mgonna deliver against my MBOs
and make sure I'm gonna besuccessful if I make a decision
to go with you.com.
Because I was taught at a veryyoung age that buying decision
is a very lonely decision.
So you need to make sure you'rede-risking everything for them
and you're gonna make themsuccessful.
So those are just some of thetenants that we look for when
we're hiring, and then what wedo in the enablement, we

(13:33):
obviously follow all thatthrough as well.
So that's I think that's soimportant.
If you look at building techcompanies, there are four main
things, right?
One is the people.

SPEAKER_03 (13:40):
Yeah.

SPEAKER_00 (13:40):
Yeah.
Doesn't matter what who you are,what you do, right?
You've got to have amazingpeople on on the on the bus with
you.
And you have everybody rowing inthe right direction.
So every focus on a plan and aan envision that the founders
have and a category creationthat you're gonna go after.
And they all believe in it.
They may not may not agree withthis sometimes, but they have to
agree to disagree, but thencommit what you're effectively
gonna do.

(14:00):
No, no, uh, you don't want uhDennis Robbins on the bus, yeah.
Uh number two is you've got tobe in a really uh amazing market
space, right?
So yeah, is you gonna dominatethe world, you're gonna dominate
the US.
That's irrelevant, right?
But it's gotta be dynamic, it'sgotta be moving, right?
It's gotta be buyers in thatmarket and everything else,
right?
Number three is you've got anamazing product.
And I think that's even youasking your question earlier

(14:22):
about changes.
I would argue you can't um youcan't paper over the cracks of a
poor product anymore.
What you're seeing changes in goto market are these PLG motions.
So look at lovable, look atcursor, right?
Look at their growth they've hadin such a short space of time,
because they've been so focusedon that cut product experience.
Yeah.

(14:42):
And that's my thing aboutconsumerization coming from the
consumer, as well, like a mix ofconsumer and enterprise product
people, because they understandwhat the consumer, that that
instant sugar hit you have, butthe enterprise side is about
that pain, that that vitamin,not vitamin, excuse me,
painfully you're providing tothem to they say, Yeah, I need
this, I have to buy it, right?
I have to find budget for it, Ihave to replace this um existing

(15:03):
system.
But I think that's reallyimportant from a product point
of view.
But if you have the right peoplein the right market, you will
make the product workeventually.
But eventually, these nowinstead of being months and
quarters, is now literally daysand weeks by the speed you have
to uh iterate up.
And the final thing is timing.
Getting your market right.
And it is market with gen AI,everybody's investing in it,
right?
If you look at the latest MITreport in the last 18 months, is

(15:26):
it 30 to 40 billion has it beeninvested in generative AI?
It's incredible.
Yeah, whether it's beensuccessful, we can come on to
that in a moment, right?
But yeah, so I think those arethat's why people are so
important.
That's why people should spend alot of time investing in the
right people, right?
And not making mistakes there,because they will they will
drive your business forward,right?
And then giving the freedom todo that.

(15:47):
So from a leadership point ofview, I would say set a mission
for them, find the right people,let them know what their
individual role is in thatmission, then let them go and
execute.
As a CRO, you you you know, mostCROs have marketing, they have
sales, they have customersuccess.

SPEAKER_03 (16:05):
Yeah.

SPEAKER_00 (16:05):
But you never find a CRO's good at all of them, I
don't believe.
People may disagree with me, butI care through the sales side.
Yeah.
Yeah, then I learn the customersuccess side.
Yeah, marketing, yes, of courseI'm aware of it, but I always
hire the most amazing customersuccess person, Doug Duke and I
have worked together for thelast three uh decades now.
He's he's incredible.
So yeah, so we've got the sameperson on the team, I trust him,

(16:27):
right?
And now um Caddy doesn't workfor me, but Caddy's come on our
team, she's incredible as well.
So you just have these really,really good people, really good
at their job, and then we justhave to operate together as a
team.

SPEAKER_01 (16:37):
Mm-hmm.
Mm-hmm.

SPEAKER_02 (16:38):
Well, first of all, that's incredible.
I love the framework of justlaying it out in terms of a five
areas.
And one thing you mentioned wastheir ability to go deep on the
product and understand theproduct.
In turn, the utilization andadoption of AI for personal use
and just the ability to learnbecause you've emphasized the
speed at which everything ischanging, is so, so crucial.

(17:01):
How do you actually gauge in theinterview process itself how
adept people are at learning AIand adopting new technologies,
not just your product, but AIoverall, to anticipate all of
the different needs that they'llhave in their AE function.

SPEAKER_00 (17:15):
Yes, leadership.
Yeah, it's a really goodquestion.
It's actually funny, theinterview process has actually
changed in the last 10 monthsbecause when they came in
before, they were doing basicprompt engineering.

SPEAKER_01 (17:24):
Right.

SPEAKER_00 (17:25):
Yeah.
And we go, Oh, that's that'scool.
Because it was even new to us,right?
That's really good.
And then somebody changed ourmind when they started using
Python code and they starteddoing some really sophisticated
stuff and workflows withyou.com.
And that was a sales guy whodoes not have a technical
background.
He's actually a poet bytraining.

(17:46):
Um but he blew us away.
And then we started to realizethat in the market, most of the
salespeople coming in areactually have a pre-sales type
background or quite technical.
And so to answer your questionspecifically, we're just seeing
in the sophistication of whatthey're doing with the agents
and the type of use cases thatthey're solving with them.

(18:07):
So as a tip to anybody who'sinterested at you.com, don't
come and say about auto write myemail, don't create this
content, because we've seen allof that.
That's old hand in what we'redoing now.
Yeah.
So a lot of the stuff we'redoing is these agentic flows,
going really deep, doing a lotof deep research, finding
different use cases in certainverticals that um these agents
can solve for you now thatpreviously you couldn't solve

(18:29):
before.
So to answer your questionspecifically, it's the AEs that
understand that and work backfrom the customer experience and
then say, okay, how would Isolve this with AI?
And then they use the AI forideation.
So I think I could like pseudointelligence, you're using a
different version of yourself,right?
But can go much more deep andmuch quicker and bring back
information for you to help youideate.

(18:49):
Right.
Right.
So we use a product we havecalled ARI, which stands for
advanced research and insights.
But I will use that not just togo out and scour a thousand
websites in five minutes andcome back and give me this very
comprehensive report.
I will start saying, now you'rea CE in this CMO.
Actually, start from thebeginning.
Let's do the ideation, you're alean canvas.
This is an idea I have.

(19:09):
Um, a girl from Research, whowould be the ideal customer
profile to sell it to?
Who would be the persona?
What would be the value prop andeverything else as well?
What might what's thecompetitive landscape look like,
et cetera, et cetera.
And they come back and they giveyou some various forms of
ideation, go, this is prettycool.
Now write me a productrequirement document, the PRD
for engineering for buildingthis particular product.
Yeah.

(19:29):
And then could focus on thesepersonas if I agree they're the
right personas.
It will go off and do all thatfor me, right?
I say, oh, this is really good,right?
Yeah.
Now write me a go-to-marketplan, right?
That backs up doing all of thisas well.
And then go off and write me ago-to-market plan and what
geography should you go to andwhat account.
It will actually pick outcertain accounts.
I say, this now write me a pressplan.
Now it will go out and it willfind the journals, it will find

(19:50):
the journalists for me.
It will come back with themessaging, the copy for it and
And they say, finally, now writeme pricing and packaging.
I can do all that in a couple ofhours.
I think about build a wholebusiness case and ideation.
So that's that's the that's thesophistication we're looking for
now.

SPEAKER_03 (20:08):
Yeah.

SPEAKER_00 (20:08):
And then now you put yourself in the head of somebody
in a healthcare company or atravel company or a finance
company, right?
And you need to, they need towalk in their shoes and see how
they would use the AI todramatically improve their
productivity.

SPEAKER_02 (20:21):
Okay.
So it sounds like it's reallythat sophistication gauge that
you're looking around.
What type of sophistication dothey have in the interview
process for building andthinking ingenically?

SPEAKER_00 (20:30):
Yeah, exactly.
We're we're we're lookingtowards, you know, with this
super intelligent enterprise,right?
Yeah.
Step back from there is ATI,artificial general intelligence
as well.
We're not there yet.
But you've got to, you know, ifyou can dream it, we will get
there eventually.
The technology's coming andeverything else.
I think one of the big thingsthat we realized last year is

(20:51):
there is a lot of AI illiteracy.
So we say people are not beingtrained.
They've just been given thetools, whatever the tools may
be, whether it be us or one ofour competitors or whatever, but
they're not embedding thetraining.
They're not investing in peopleto actually do it.
And that's why we partnered withthis company called Pair that
we've now embedded inside thetrains you and all the LLMs and
everything you can do.

(21:11):
And the most important thing isthis role-based training.
So no, I'm a CRO of a techcompany.
It gives me specific challengesto do and how I should use the
technology to overcome thosechallenges really quickly.
As an example, have an outage,need to alert the customers or
an upset customer, whatever itmay be.
Now go and do a mind map on yourwhiteboard.

(21:32):
So go and draw a mind map on thewhiteboard, is how I'm going to
answer the particular customerchallenge.
It says, then take a picture ofit and then tell the LM to write
an email to your boss to getapproval for what the actions
are.
I never knew you could do that12 months ago.

SPEAKER_02 (21:47):
I love that.
I I especially love that becauseit solves for the gap between
agviation and execution, whichis one of the biggest ones in
AI.
Like a lot of companies, whatthey're doing for enablement is
they're creating theseenvironments where AEs can
create their own agents.
And then you can share and seewhat other agents people are
building, which is great.
Don't get me wrong, that'sfantastic.
But a lot of the time you stillhave that agation gap, whereas

(22:09):
you're actually showing them theideation process and then the
execution is exactly.

SPEAKER_00 (22:14):
It's it's going back to the MIT report.
Um so 30 to 40 billion spent,95%.
So they hadn't didn't have anROI.
Right, which is frightening.

SPEAKER_02 (22:25):
It is frightening.

SPEAKER_00 (22:25):
Yeah.
And it's the reasons you've juststated, right?
So number one reason is lots ofthe use cases were focused on
the front office, on sales andmarketing, but they were point
solutions.
Right.
And they weren't being measuredor they weren't being trained to
get the full value from whatthey could actually do.
They were doing very basiccontent creation, email
creation, and basic accountresearch as well.
Um, the second reason is theyweren't embedded into the

(22:48):
workflows, to your point, thatcan be fully agentic in what
they could actually do.
Um, and I'll give you an examplewhere we're doing that with a
customer in a moment.
And the third reason, which isreally interesting, is that most
of them were failing becausethey weren't working with domain
experts.
So they were taking APIs ortaking GPTs and deploying them,

(23:09):
but they weren't really doingproper what we would call
private rack, private retrievalaugmented generation over your
data, getting highly accurateresults, or they weren't having
an outside view of the web aswell for their agents, and they
were failing in the projects tobasically deliver, which was
disenfranchising the end usersas well, especially when you had
the hallucinations and the uhinaccuracies.

(23:31):
Um, so that that customer I wastalking about is actually the
telegraph.
So the the telegraph's one ofthe UK's leading newspapers.
Yeah.
Uh we're just rolling out athousand star everybody at the
telegraph.
But the two main use cases arereally interesting.
They have 500 journalists, andwhat we're doing is we're doing
a legal fact checker.
And we're also, so we're doing alegal checker and a fact

(23:52):
checker.
So legal check is basically areyou writing this article in
lines with the editorialpolicies of the telegraph?
Now, normally most humans havebeen trained on that.
We have an employee guidehandbook, yeah.
But it's very specific to theirjournalism based on their
political beliefs and what theycan and what they can't say and

(24:13):
So we're having to retrain theLLM, change the uh guide so it
can be interpreted by the LM,but do it all live whilst
they're writing so it could bechecked because it's not holding
up the journalists.
So that's one thing.
The second thing is it's a it'sa fact checker.
So we have a web index, so wecan go out live to the web when
our algorithm will search.
So if it's saying, you know,Peter Grant, 45 years old, two

(24:37):
dogs and everything else, it'sgoing to come back and say
that's not true.
So then you've got one, I'veonly got one dog.
I'm joking, right?
But the thing is, right, so youmake sure it's factually
correct.
Their biggest complaints havebeen around um uh poor
journalism for not correct uhcorrectly uh reporting facts
correct uh where they should be.
So but that's embedded into theworkflow of the journalists and

(24:58):
then pushes it to the CMS, thecontent management system.
Right.
And that's really important inwhat we're doing.
And we're doing lots of otherthings with them, so it's really
exciting.
But uh yeah, that's that that'sa really good example of the
training, of supporting them intheir workflow process, right,
and pushing it out to the CMS aswell.

SPEAKER_02 (25:14):
Yeah.
And talk to me aboutdifferentiation.
You mentioned it earlier, it'sone of the biggest, most
important things.
We see it on the venture sidenow, there's consolidation
happening, and companies thatare not highly differentiated
are are not able to raisesubsequent rounds, are not able
to grow.
And you're competing in one ofthe most, at least it sounds
like, the most competitivemarkets.

(25:35):
You know, you're up againstgiants like Google and OpenAI.
And we are love to hear howyou're thinking about it and how
you see it in the market too,through your role and also all
of your advising for startups.

SPEAKER_00 (25:44):
Yeah, it's an interesting question.
I mean we're generating tens ofmillions of AR, but we want to
generate billions.
And if you look at the launch ofOpenAI this week, the death day
they had, you know, we say wesaid a a few weeks months ago we
want to get out the open AIblast radius.
That blast radius went nuclearis weak.

(26:05):
If you look at what OpenAI aredoing.

SPEAKER_03 (26:07):
Yeah.

SPEAKER_00 (26:07):
And they and they're frenemies, right?
Because we use their LMs, right?
We're not we're we're uh youknow 40 different large language
models you can connect to withu.com.

SPEAKER_03 (26:15):
Yeah.

SPEAKER_00 (26:15):
However, I think the war you're seeing play out is
back as we had in the 1990s,where you had the Mac and you
had the Microsoft operatingsystem.
And everybody was basicallyMicrosoft, and then up came Mac
OS, and it was really cool andtrendy.
Only designers used it first ofall, and now I don't know where
they are market share-wise, butopen AI is probably the

(26:37):
Microsoft, if that makes sense,uh analogy.
Who's gonna whether it's gonnabe anthropic or whatever on the
on the desktop side, I I don'tknow who's gonna win on the
other side of that war.
But it's not something we'regonna do with the capital and
everything else that we have.
Yeah.
So I think a couple of things.
One is you've got to look atwhat you're really, really good
at.
Yeah, and if you look at thehistory of Brian and uh Richard,

(26:59):
they were two of the original AIresearch scientists in large
language models.
Richard invented promptengineering.
Brian was the first to take uman open source large language
model and apply it to proteinresearch in a lab.
Wow.
Yeah.
Um, this is like eight years agoor so.
Richard invented promptengineering.
Richard has a patent pending formarrying a large language model

(27:20):
to a web index, stuck andhallucinating.
But they're real, real coreskills in search and providing
highly accurate answers.
So we're going to become morethe AI search infrastructure
layer for all of those agentsthat are being deployed.
So we would see more of OpenAIand everywhere as customers that
we can really enrich thoseparticular agents, right?

(27:40):
So first you have your webindex, but then you look at your
vertical strategy domainexpertise that you have.
So you go into like legal, youcan go into healthcare, you can
go into e-commerce is anotherreally big driver.
So anywhere where data's tradechanging rapidly, that it's
designed for human search andnot for LLMs, we want to change

(28:01):
that, right?
We want to make it available tothe LLMs, get that
conversational output, right?
Much more unstructured data, butmoving really rapidly, right?
And then feed the agents.
So whether you're a Salesforceor, as I say, a chat GPT, you
need to connect all differenttypes of data, but you need to
have a view on the outsideworld.
And if you're domain specific,you need to be experts in

(28:23):
knowledge in financial services,in trading, or whatever it may
be.
And I and that we see is thatthere's less people operating
there.
It's a much harder problem tosolve.
You need quite a bit of capital,right?
But you need a lot of searchexpertise, intent, understanding
as well.
And uh, we have an amazing teamthat have followed Richard and
Brian to do that.
Yes, we're still gonna do theprivate rag stuff.

(28:44):
So we think you're gonna mix theprivate data in there as well.
And you st everybody said theycan do it, but the the proof is
in the pudding that what we callthe final mile, it's actually
really difficult to get reallyhighly accurate results coming
back.
And that's why we're all we I weget up and go to work every
single day to provide accurateanswers.

SPEAKER_02 (29:02):
I love it.
I love it.
I know this is is certainly notdoing it justice by any means,
but it almost feels like Googleand OpenAI had a baby.
And you're just playing in thismiddle ground that is so, so
valuable and needed.

SPEAKER_00 (29:14):
Yeah, it is.
Yeah, and I makes it become evenmore uh pertinent in the future
rapid, the speed is moving out.
I think people are gonna startto realize that as you see more
agents deployed.
You know, part of the vision isthat we will manage agents.
Now, Zuck said this last year,right?
But we we generally believe thatI probably have 30 or 40 agents
that I use, whether it bewriting OKRs, V2 Mond, doing the

(29:37):
interview process.
I have one listening in to makesure there's no bias and score
as well, to make sure that Ihaven't missed something as an
example.
Um, obviously, you can do yournormal email stuff that you
might have that's doing youroutput, right?
The research agents for us,account research, um, 10K
agents, you know, briefingsbefore me, all sorts of stuff
that deploys it, just makes meso much more productive.

(29:58):
And my sales team.

SPEAKER_02 (30:00):
Mm-hmm.
Okay, so we've got the companyproductivity that you're
enabling with you.com, but Iwant to lean into your
productivity now and your team'sproductivity, like you just
talked about of you've got 30,40 agents.
That's a lot of agents.
There's a lot of research thatsays, you know, people can
manage up to, I think it wasabout 12 agents right now, and
eventually it'll be, you know,20, 30 and so forth.
But it is that management partand minimizing hallucinations

(30:23):
and so forth that is reallychallenging and providing the
context continuously.
How are you managing so manyagents?

SPEAKER_00 (30:29):
Well, I don't manage them all at once.

SPEAKER_02 (30:31):
Okay.

SPEAKER_00 (30:31):
Right.
It's it depends on if you thinkabout your day, what you do in
your calls and everything elseas well.
Yeah.
Um and the ones I probably usethe most are like the basic
ones, like just recappingmeetings, giving me notes and
everything, doing my one-on-oneswith my team, right?
So, you know, listening to thatconversation is trained, you

(30:51):
know, what's your pipeline,what's your commit, right?
What account is it coming from?
And recapping what the actionsin this particular meeting and
and everything else, right?
We're just taking a step back.
A normal salesperson onlyspends, believe it or not, 23%
of their time actually talkingto customers.

SPEAKER_01 (31:08):
Wow.

SPEAKER_00 (31:08):
Yeah?
Now if you could double that,that's 50% of their time,
nearly.
I don't know.
And then for you don't need tohire as many people,
potentially.
And that means the yield you canget from from the salespeople is
much more productive.
Right.
So that's really what we're sortof sort of trying to do.
You know, we're a small startup,right?

(31:30):
Doing it at scale, where you'vegot 10,000, 20,000 salespeople,
that is a significant saving uhfor organizations.
And then it's a matter oftraining, and the other
important thing is sharingagents amongst the team as well.

unknown (31:42):
Okay.

SPEAKER_00 (31:42):
Which you can do with you.com.
So if you build a really coolagent, you can share with
everybody else.
Suddenly everybody else becomesreally productive, right?
So you have that learning curvethat people go through how to
build an agent, what it can do,how to prompt correctly.
So we even have an agent thatbuilds prompts for us.
So you call it prompt like aboss.
So I so I just talk to you.com,but I don't have to type.

SPEAKER_03 (32:02):
Yeah.

SPEAKER_00 (32:02):
So I can just talk to at speed, right?
Give me personality.
I need to do this.
Like v2 moms, everybody'sfamiliar with v2 moms, you know,
from Salesforce or OKRs, right?
But every single quarter, werewrite them.
That's the speed things aremoving at, right?
And we do it.
I literally done mine in half anhour.
Like days, right?
As soon as I get it from theCEO, what the direction is, what
number you want me to achieve,how many people I need to hire,

(32:24):
right?
What metrics I need to hit andeverything else.
I just tool them all into theagent and bang, it gives them
out.
I put you cut and paste it, putit into Google Docs, send it
back to the CEO to Rich and say,hey, you happy with these?
Is this am I aligned with whatyou want me to do?
Yes, and I deploy to the teamliterally the same day.
Well, that is a hugeproductivity saving from admin
and everything else you may needto do.
The other really important oneis um think about customer

(32:49):
ideation.
Um, we didn't really talk aboutthis earlier, but lots of
people, we don't even know whatthis technology can do.
We don't know how you can driveand transform people's
businesses.
So we now use Ari to help us.
So if we're going to a certaincustomer in a certain vertical,
uh, let's take uh travelhospitality, let's take a cruise

(33:10):
line, let's pick one up.

SPEAKER_02 (33:12):
And did for everyone listening to Ari is and it is
kind of like your equivalent ofdeep research, is my
understanding.

SPEAKER_00 (33:18):
Because yeah, well, I could say deep research is
their equivalent of Ari, butyes.

SPEAKER_02 (33:22):
There we go.
I like it, I like it.

SPEAKER_00 (33:24):
Yeah, so RE stands for these balanced research and
insights.
It will go out to a thousandwebsites in five minutes, it
will do basically reasoning,chain of thought.
You can change the prompts tomake sure it's doing the the
searching for you correctly.
It will read a thousand up to athousand websites, it will then
say, oh, these thousand, three,four hundred of them of a
particular interest as sourcesfor me.
So it would bring back the wholewebsite.

(33:45):
Yeah, so not just a snippet andeverything, but whole uh
citation with the snippets andeverything else.
And then it will start to do agenerative output and where it
sees data or information, itwould turn into charts and
graphs as well for your report.
And then it will put into a PDFfor you.
So you now you have it as anlike an analyst as a particular
report, right?
So going back to my example, saywith a cruise line, we're not

(34:07):
experts in cruise line, but wemay say, okay, how can uh
genitive AI impact the guestexperience for a cruise line?
Now, a cruise line has basicallypre-booking.
So when you're looking on thewebsite, I want to go on a
cruise, what I want to do.
Now I booked it.
Then it has pre-boarding.
So now you've got a mobile app.
And what do I need to know?
I'm going to this particularcountry.

(34:28):
Do I need to have my passport?
What should I pack andeverything else as well?
Then you have onboard where youare.
Now, how do I get to thisparticular restaurant?
Where do I book this?
If I want to eat sushi tonight,where is it on the ship?
Now, some of these ships have 40restaurants on them.
They're absolutely huge.
And then you have off-board whenyou go and visit a location.
I want an itinerary.

(34:49):
What do I want to do today?
Right.
And then you have uh post-boardwhen you've basically left the
cruise.
How do you therefore keep themas a customer?
So in that instance, we used Arito produce all the use cases.
Now we can completely transformthe user experience, or sorry,
excuse me, the guest experience.
And it gave us all the set usecases for that particular uh

(35:10):
prospect that we're workingwith.
And then when we went in, theythink we're domain experts.

SPEAKER_03 (35:15):
Yeah.

SPEAKER_00 (35:15):
Right?
And they think these guys reallyunderstand my business.
And they bought innovative newum ideas that can really drive
our MPS, drive revenue for us,improve the customer experience,
look at uh rebooking andeverything else as well, and
keep them in the mobile app.
So one of the big issues theyhad, for example, was that um
65% of all mobile engagementswent to human after the first

(35:38):
search because it's theold-fashioned blue link search.
It was coming through, here itis, it's looking at their
product information.
It wasn't telling them, itwasn't having a conversation
with them.
And that's what we look at isyeah, you're having a
conversation with your data now,it's talking back to you.
And that's so exciting.
And how that can change thingsfor customers.
And that's that's a good exampleof how we use our own technology

(35:58):
to do that, which acceleratesthe sales process.
It differentiates us in thesales process.
Um, and there's some excitingannouncements that will come in
the not too distant future.

SPEAKER_02 (36:08):
That's great.
Well, we can't hear can't waitto hear them.
And for for startups, you know,you've you've grown up some
incredible companies and takingcompanies through these gross
stages and advised a lot ofcompanies.
How should companies think aboutdifferentiation overall as
they're building?
And maybe they don't have thesame kind of data just at their
disposal.
But what creates differentiationnow at the core, if you boil it

(36:30):
down?

SPEAKER_00 (36:31):
Yeah, I think, well, you've got to do something
you're passionate about.
I mean, everybody's everybodysays this right.
You and you've got to really,really understand it where
you're gonna differentiate him.
But, you know, I I stole thisfrom someone sequoia, but you
because this is a common problemfor everybody, right?

SPEAKER_03 (36:43):
Yeah.

SPEAKER_00 (36:44):
Stay focused on it and go really deep and be
really, really good at it,right?
And be able to articulate itreally simply so everybody
understands it and hire peoplethat will go on that mission and
and do it with you, whatever itmay be, right?
And and go for it.
But yeah, but I think that's themain thing, right?
You you have to be really,really core on it and try and, I
mean, it's obviously trying todo things that other people

(37:05):
aren't doing, but you thinkthere's another reason why
they're not doing it, right?
But it'd be yeah, the the thingin this market, people are
making markets for you.
You don't have to spend all yourtime educating, right?
You just have to spend your timeexecuting better and providing a
better quality product and a lotfaster.

SPEAKER_02 (37:20):
Go deeper, execute well.

SPEAKER_00 (37:21):
Yeah, yeah.
I mean, I mean, people go, well,you duh, obviously.
But it's it's easiest to sayfrom the outside, but it's
harder on the inside to do.
Incredibly hard.
Yeah, it is, right?

SPEAKER_02 (37:31):
Like you said, one mishire can change the entire
trajectory of execution.

SPEAKER_00 (37:35):
It can, right?
And I and I admire founders thatstick to their core purpose,
what they exist for, what theyare going to do.
Yeah, lots of people don'trealize.
Back in the old days, Oraclenearly went bust like three
times.
As did Salesforce.
Yeah, so especially Salesforcehad a quite a turbulent start
for what it was doing.
People didn't believe in it.
You need to remember, back then,we were telling people,

(37:57):
especially in Europe, go sendtheir send their data to a data
center in America where theAmerican government can look at
it.
Are you crazy?

unknown (38:04):
Right.

SPEAKER_00 (38:04):
I mean, that that was just a complete mind shift
for what people are having todo.
But I think, yeah, going back toyour question, I think people
that have that single purpose,they're gonna solve that
problem, yeah.
Whatever, yeah, I honestly staycaught to your values there.
Now, there are certain umanomalies to that, like what

(38:24):
we're seeing in OpenAI and whatthey're doing is getting a bit
harder.
But then I would say, look atyour go-to-market model.
If you look at OpenAI, they alsolaunched, they're gonna do this
$10 million consulting thing,like a like you'd expect an
Essential or McKinsey to do.
There are four deployedengineers from Palantir and C3.
There are only so many companiesin the world that can afford to
do that.

(38:45):
That's what we realized with C3very quickly.
Tom used to say to BPO, neverwalk away from a small deal,
run.
Now he was focused very much onthe Fortune 50.

SPEAKER_03 (38:54):
Wow.

SPEAKER_00 (38:55):
But I believe there's there is what I'm seeing
with generative AI is there'slots of mid-market companies
that are a thousand to five orten thousand deployees, but
their yield, their spend on AIis far superior than what I saw
in CRM or you might see an ERP.
Meaning that if you buy a CRMsystem, 40% of your total

(39:15):
company may be licensed to useit.
If you buy an ERP, was it 20% orsomething, something like that?
I'm not too sure I'm on an ERPguy.
But what I'm seeing in GenitiveAI is every employee is getting
it, right?
And every product is looking tobe reinvented through genitive
AI.
Think about your websiteexperience, how you search for
products on the web, or how youserve people that from a
customer success point of viewand everything else as well.

(39:37):
So I think the the you can stillmake a really, really good
business by focusing on onething, but also focusing one
market area and one sizing aswell.
So vertical and sizing and buildyour business from there and
then make that really successfuland rapidly grow from there.

SPEAKER_02 (39:52):
Mm-hmm.
Mm-hmm.
That makes sense.
Super interesting.
And with speed, like you said,just continuously, continuously
just becoming faster and faster.
How do you think about yourphilosophy?
You know, you you talk a lotabout speed and truth at u.com.

SPEAKER_00 (40:12):
Yep.

SPEAKER_02 (40:12):
How does that feed into the equation of your
go-to-market strategy?

SPEAKER_00 (40:16):
So I think trust is a really important value.
And I remember Benioff sayingthis in the early days, and I
didn't really know what hemeant.
I sounds a really weird thing tosay, because we have high levels
of integrity and everythingelse, right?
But you know, you've got to betrust in everything you do, what
you say, your marketing,communication, how you
salespeople, your delivery, theway you store data, your

(40:36):
encryption, not talking aboutvarious things and all those
sorts of things and and andeverything else as well.
Um when you're moving reallyquickly is sometimes hard, but
that's where you have to fallback on your values of of what
you're doing.
And you need to educate peopleum constantly, the direction

(40:57):
we're going, and bring thosecustomers on the journey with
you.
In fact, the interesting thingis that customers can't move as
fast as you often.
Yeah, and the speed of changethat you're doing.
So we live in this bubble in thevalley, right?
We're in the third largesteconomy in the world now, um,
here in California.
But you only need to go to NewYork or the Midwest.
And even New York, they comehere and they go, wow.

(41:20):
I have no idea, you know, thegrowth and everything else as
well.
And then they see the speed,they see on the 101, every
poster is AI, for example, like,oh my God, it's all happening
here, right?

SPEAKER_03 (41:32):
Get it.

SPEAKER_00 (41:32):
So I think here it's it's not too difficult to
articulate that message, but assoon as you move outside, you
have to constantly keepreinforcing it and the speed
that we move at.
I know culturally that we clash,not clash is the wrong word, but
we find it difficult doingbusiness in Europe at the moment
because of some of theregulations they're putting in
place with the EU AI Act, withthe publishers saying don't

(41:54):
crawl us anymore and gettingeverybody to sign up to that.
But the work ethic is just notit's just not in line with the
speed, the market and the changeit's moving at.
Um and I'm not gonna criticizethem for that, but I'm just as
an observation um that I thinkis also important as well.

(42:15):
So it goes back to your questionabout speed of what we're trying
to do, is this is a marathonrunner at a sprint, right?
And this is an opportunity thatwe probably won't see in our
lifetime ever again.
So you just you just have to letpeople then hire it goes back to
the hiring process.
I say this is freaking chaos,right?
You've I've never seen anythinglike it, and I freaking love it.
Right.
It is so much fun, yeah.

(42:36):
Right.
But sometimes I feel like I'm,yeah, it's like you know, lions
led by donkeys sometimes becauseyou think, oh, we're change
chopping and changing all thetime and everything else, right?
We're trying to get productmarket fair, we're trying to get
new customers on, we're tryingto grow like everybody else is
like, you know, go to$100million in nine months, and that
we're only growing at half thatrate, you're terrible and
everything else.
Yeah.

(42:57):
Look at the old SAS days.

SPEAKER_01 (42:58):
The standards have changed.

SPEAKER_00 (43:00):
The standards have changed, right?
But you do, you know, as you'regoing back, I think so.
Find people that can do all thatchaos, right?
But people don't lose theirvalues and everything else,
right?
They go to the core tenants thatwe have, you know, as a business
openness, transparency, trust issuper important to us as well,
and continually reinforcingthat.
And what we actually do, uh, toanswer your question
specifically, sorry, long-windedanswer, at the end of every

(43:21):
single stat um company call wehave, we put our values on the
screen and then we say we do aQLOS call at who has who has
demonstrated these values in thecompany today, uh, sorry, this
week, right?
Whether it be in front of acustomer, whether it be a
support engineer, whether it besomebody in finance, somebody in

(43:41):
people operations.
What have you done that showsurgency, trust, customer
support, advocacy, etc.?
Right.
And we get that we call thoseexamples out uh to people.
And it sounds a bit uh wokey,should we say, but it isn't,
right?
Because it's really importantfor the team to let them know
they are living out by ourvalues.

SPEAKER_02 (44:00):
Definitely.
And I'm sure that alignmentcreates too in itself.

SPEAKER_00 (44:04):
It does.
And the other thing Richard doesreally well is, you know, we
learn this from Mark, is at thebeginning of every company call,
we call out our B2 Mom.

SPEAKER_02 (44:12):
Hmm.
Okay.

SPEAKER_00 (44:13):
What our focus is, what our KPIs are, what accounts
we need to win, what we need todeliver, our accounts to make
them successful as well.
And all and there's noambiguity.
Yeah, and it seems repetitive.
And I remember Tom Siebel doingthis and thinking, uh, you know,
been in five years, I do itevery single quarter.
But that's why he does it,right?
To keep everybody on track.
This is where we're going.

(44:34):
There's no ambiguity, right?
It's no what we're doing, whyare we doing it, right?
You know exactly where you'regoing as a business, right?
Mark was really good at doingthis, and Rich has adopted it
now.
And even our size company, ahundred or so people, people now
comment, yeah, I I I Iunderstand why I'm here for what
my mission is and where we'regoing.

SPEAKER_02 (44:53):
Mm-hmm.
And I I have to give it a hugekudos to you because, like you
said, it you don't knowexcellent until you know
excellent.
And you have to hire excellentpeople.
And you've worked for some ofthe largest legends in tech.

unknown (45:06):
Yeah.

SPEAKER_02 (45:06):
You know, Mark Benioff, Tom, like we talked
about Richard.
So you are a reflection of thatin yourself.
You're instilling that in allthe people that are under you,
and you've also learned a lotfrom those three.
We've talked about a fewprinciples.
Are there other key principlesthat you've learned under their
leadership over time that nowyou implement that we haven't
talked about yet?

SPEAKER_00 (45:26):
Um that's a good question.
Let me have a think about that.
I think um I think belief aswell.
So I also work for Rishi Costa,so Rishi's a very successful
entrepreneur.
He sold his first company for600 million to Moody's, and then
he built a bank which is worthmulti-billions now.
And I ran the tech side of thebank as a president and COO for

(45:49):
him.
And Rishi's attention to detail,just like Tom, just like um
Mark.
Well, he had was more speed.
Bang, bang, bang, bang, right?
And it he rishi is more of a sixby six by nine culture.
Sorry, nine by nine by sixculture, right?
So six days a week, nine to ninetill nine, and you know, and he

(46:12):
was the one that said this is amarathon runner, a sprint.

SPEAKER_03 (46:15):
Yeah.

SPEAKER_00 (46:15):
Yeah.
Um, but Rishi would not haveanybody negative around him.
Right.
This is where we're going,right.
And you get with it, andeverything was positive, right?
He always had a positiveoutlook.
I never saw him lose his temperor anything, and he was uh
highly intelligent and verycontrolled, that sort of

(46:36):
narrative, and he's brilliant atarticulating it.
And he was good at getting intodetail as well.
Really good at getting intodetail.
In fact, I argue the three ofthem were like that.
So Tom, absolutely, right?
I mean, Tom gets right down intoyour emails, what you're doing,
your contracts.
I mean, I remember sitting inhis office at one o'clock in the
morning with a whole lot of SOWsto go out.
Yeah.
Right.
And this he could buy it, but hewould he would basically be the

(46:57):
buyer.
He believed what you were doing,what the deliverable was.
He knew he was going to getpaid.
There's no ambiguity.
He had to go off and rewrite it,get it sorted, and everything
else here.
Mark with legendary, you thinkMark's very high level, but
every now and then Mark would gointo a deal, into your CRM, and
go right down to your old chart,why are they buying?

(47:18):
Where's the activity?
That deal's been lost.
Why haven't you got a forwardactivity in three months and
everything else?
And Rishi was the same as wellwith the detail.
And he was very good.
And Steve Garnet was the same,taught me.
But a problem is don't just talkit out, get on the whiteboard,
start to draw it out and ideatewhat that particular problem is.
And let's have a positivemindset to solve that particular

(47:39):
problem.
But yeah, I'd say, yeah, again,that detail, but also that
enthusiasm, that positivity,that was that energy that you
brought to the team, and thenthat solution, uh
problem-solving mindset.
In fact, Tom, if you go to theC3 offices, lots of it's all um
the walls are glass that you canwrite on, or the white, the or

(48:00):
the white walls are actuallywhite boards.
Really?
Special covering on them.
Yeah.
So at any time you can juststand up and ideate and fix
problems together.
And that culture is anotherthing I learned.
I thought it was really good.

SPEAKER_02 (48:11):
That's great.
Just a a speed a speed cultureand what it is.

SPEAKER_00 (48:17):
I think the other yeah, the other thing actually
reminds me of war rooms.
So um funny story.
So um I was in my uh exco oneday and he said, Where's your
sales plan?

SPEAKER_03 (48:30):
Yeah.

SPEAKER_00 (48:31):
What sales plan?
I said, What do you mean youhaven't got a sales plan?
I said, It's in the CRM, Tom.
He said, You are joking me.
And I said, No.
I mean the sales plan, right?
So get a sales plan.
I want it by tomorrow.

SPEAKER_03 (48:44):
Yeah.

SPEAKER_00 (48:44):
Uh sorry, not tomorrow, next day.
I walked out and I said the headof strategy worked for me.
I said, He's never told me Ineeded a sales plan.
I was like, new to the company.
He's right, we've never done asales plan.
So and my counterpart for Julianwas in uh Europe.
Yeah, and he had to get anairplane then, literally that
day, a fly to Redwood City.
And we literally worked allthrough the night and everything

(49:06):
else with uh head of strategy,and and we came up as a most
amazing sales plan.
So we literally got thewhiteboard and we like slide
one, slide two, slide three,what it was gonna be.
And we built like pilot boarddeck, sales plan, go-to-market
plan, marketing plan, everythingwe built and put together.
But it's a speed we did it atlike in 48 hours.
Yeah, and then we presented itto Tom, did so a few tweaks, and

(49:27):
that became the execution, thatbecame the blueprint and
everything else.
You see, other people, you askedfor something, and like two
weeks later you're still chasingfor it.
Yeah.
Now I'm putting into context,you had to prioritize it, but
that was an important thing thatwe had to deliver that actually
aligned all the go-to-marketteams with with was in the CRM
or in our heads.
It wasn't in detail.

(49:47):
It was a very, very detailedplan we put together.
Sorry.
A sense of urgency.

SPEAKER_02 (49:54):
Yeah.
We we think about it on theinvesting side too, is how you
run the process is how you runeverything, where it's
indicative of it in a way.
So your speed of executing inthe process itself is
demonstrative of how you'regonna run your go-to-market
experience.

SPEAKER_00 (50:07):
Yeah, exactly.
I think I think the other thingthat's interesting about this
market is that we all haveplaybooks, but you can't
necessarily bring your playbookinto this market, if that makes
sense.
Like what has necessared in thepast is not gonna work in the
future.
Lots of those things have goneout the window in your
go-to-market models and youknow, how you generate leads,

(50:28):
for example, right?
And yeah, you know, you know,the old, yeah, I can't remember
I read it the other day, but umthe old thing about doing
emails, ABN campaigns and allthat, you know, and the problem
is because agents and bots aredoing it, you know, lots of
people can read through it.
You can see there are sequences,have been auto-written by 11x or
whatever, you know, whatever itmay be.

(50:48):
Right.
And you're not necessarilygetting the traction around.
So we're actually going back toa lot of old-fashioned things,
you know, of basically going outto exhibitions, pressing the
flesh, doing the dinners andstuff like that that you used to
do pre-COVID.

SPEAKER_03 (51:01):
Yeah.

SPEAKER_00 (51:01):
That we're finding those sorts of things that are
working as well, right?
Or creating communities ofeducation because people don't
know what it could do, orbringing different industries
together and saying, actually,how can we, you know, utilize
this without sharing competitiveinformation to do those sorts of
things.
I think you have to have areally open mind of what you can
do and how you can change.

(51:22):
And I've been I my fault hasbeen in the past, I've been a
bit too regimented.
I've seen what's work before,gonna bring it execute, but I
don't think you can do that inthis market.
I think it's it's it's differentand you need to be open to
change, right?
And then agree that, but thenferociously execute like you
used to before.

SPEAKER_02 (51:38):
Can you give us an example of one of the things
that you're doing right nowthat's working extremely well?
The pendulum swinging backtowards in person, a lot of just
one-to-one, human-to-humaninteractions.
But I'm curious what that lookslike in practice for you.

SPEAKER_00 (51:53):
Yeah, I think uh we are starting to attend a lot of
industry events where people aregoing.
So media is a big market for us.
So I mentioned the Telegraph, wehave Deutsche Press Association,
we have Apatik Umscha.
Um, we have a number of otherones I can't mention, but a lot
of press associations we workwith and other media titles.
But meet well, we're in Italyback in April, at Perugia, it's

(52:15):
like the Davos for media.
We were presenting there, we puta customer as you, you know,
would you got them to do thepresentation, but they were
demoing agents for us andshowing all the sorts of stuff
that you can do with thetechnology.
And that's where we picked upthe telegraph.
Um, I've got a guy in Polandright now who's at a Polish
event, he was in Dublin lastweek, a media event.
We're going to Paris at the endof the month.
We're finding those type ofevents.

(52:37):
We're meeting some people alltalking, and uh, we're making
some really good traction doingthose sorts of things.
The other thing we're doing iswe're going into some of our
financial services companiesdoing lunch and learns.

SPEAKER_03 (52:49):
Okay.

SPEAKER_00 (52:49):
Right?
So we're teaching them how to dode-research.
We're teaching them how to dothe prompting and stuff because
some of these traders will spendtheir time doing some of the
training, shall we say?

SPEAKER_03 (52:58):
Yeah.

SPEAKER_00 (52:58):
So you've got to walk the corridors and press the
flesh with them and literallystand over their shoulder and
show them how to do it and youknow some interesting use cases.
They're they're uh trading desk,they're doing um research on
pharmaceutical companies thatare getting funded, getting
patents, doing breakthroughs,etc.
They're potential MA targets forthe bigger pharma companies.

(53:18):
So they're using our researchtool to basically go out and do
all that information.
But but just being there inperson with them as a as a guide
to sort of help them is reallygood as well.

SPEAKER_02 (53:28):
As part of an acquisition strategy or
expansion?
So this isn't that new account.

SPEAKER_00 (53:32):
So they'll their bank is looking to put together
deals for all the big pharmacompanies to gobble up some of
the smaller biotech companies.
Right.

SPEAKER_02 (53:38):
If they're not an existing customer yet.

SPEAKER_00 (53:40):
Uh though they're customers of ours.
Yeah, but they're not for them.
Sorry, no.
These are the trading parts ofthe bank.

SPEAKER_02 (53:45):
Okay, okay.

SPEAKER_00 (53:45):
Yes, if we're going into the bank who are customers
of ours and we're teaching themhow to use our research tool,
right, rather than just saybought it, sold it, and the
pre-sales, but we're actuallygoing up there and doing lunch
and learns to get more tractionwith them and more usage of the
product.

SPEAKER_03 (54:00):
Yeah.

SPEAKER_00 (54:00):
And that's generating more leads for us as
well, going deeper into thebank, right?
The the media event one isactually generating leads for us
and they're moving quitequickly.
Yeah, we just we just launched awebinar today and we've already
had like nearly 300 signups cometo the webinar, it's a bit old
school, but uh doing the webinarstuff.
But I I generally believe justbeing out there at the right
targeted events with use casesfor those particular verticals

(54:24):
um is helping us.
Right.
So the email stuff is not reallyworking for us.
SDR, we we do use 11X um to goout there and try and generate
some leads for us.
Um that's had you know somesuccess in what we're doing.
We do, we have an SDR, she'sdone really well.
Um I think also, yeah, you need,I think having an amazing

(54:48):
website that that we haven't hadin the past.
That's we're we're cleaning thatup and we're seeing a much
bigger lead flow and then goesback to your messaging, your
clarity, what your mission, yourmission is, what do you stand
for, and everything else aswell.
So yeah, we're we're not perfectby any far stretch of the
imagination, but we're gettingbetter and better at those
things.

SPEAKER_02 (55:05):
Well, it's interesting to hear what's
working and what's not.
It sounds like the common threadamongst all of those is thought
leadership and enablement andreally helping people get better
and solve their problems.

SPEAKER_00 (55:14):
Well, actually, what we do is we put our founders at
the center of everything.
Well, because of who they are.
Yeah, I was gonna say you've gotit to it.
We're very lucky, right?
So because there are so manypeople that are out there,
right?
But there are not many richassocias and Brian McCanns.
If you look at um you look atthe br brain drain between
OpenAI, Apple, and and and uhMetra and everybody else, right?

(55:34):
They're on that path.
There's only a handful of themin the world.
And we're lucky to have them asan asset.
So it's having that asset nowworking on your account with
you, yeah.
And we expose the founders, youknow, to all our accounts and
customers.
They meet with them andeverything else, they go to
their board meetings and stuff,and that um gives us great
thought leadership, makes themlook good on their side as well,
and helps with the partnership.

SPEAKER_02 (55:54):
Mm-hmm.
I love it.
I love it.
And I'm curious about yourlearning.
So obviously you're you'relearning in terms of product
utilization.
How are you personally learningabout AI outside of you.com?
Any favorite resources?

SPEAKER_00 (56:07):
Um I yeah, I I follow a lot of um, you know,
people on LinkedIn, for example.
I watch a lot of YouTube.
I mean, it's interesting, right?
So you go back to recruiting,you've got to have this appetite
and passion to learn.
Wasn't my forte score, if I'mhonest with you.
It was more sporty.
But um, I remember joining SIBO,and this is pre um YouTube that

(56:31):
got to do so much reading, youknow, and try and maintain the
information and all this clientservice, CRM stuff.
I know it sounds really basicnow.
Um, but I was lucky when I wentto C3, I put the first boot camp
in place and had these amazingpeople that work for me on the
enablement side and had all thedata scientists come in.

(56:52):
So we understood machine, allthe different forms of AI and
the machine learning, computervision, and identity
recognition, etc., what an ROCcurve was, what precision and
recall is, we tested everybodyon it.
So you so you you had to hadthat goof foundation.
And then in keeping up to speedon on, I watch everything on
YouTube.
I spend all my time laying inthe bath, watching it on my
bike, listening to podcasts, oryou know, whatever it may be,

(57:14):
just to try and keep me up tospeed.
And the other thing I do is Ispend a lot of time with Richard
and Brian.
And they are because they're twothought leaders, when they're
often going out there talking,they're not talking about uh
necessarily you.com and our usecases.
They're more about the future ofLLMs and hallucinations and the
meaning of work and how it'sgoing to change the world and

(57:34):
all those sorts of things, andand what they think some of the
breakthrough breakthroughtechnologies are gonna be.
That that that's a massivelearning.
I say to Richard, I don't knowhow you do it.
You run you.com, you run aventure fund, you're writing a
book at the moment, you're themost third most cited research
scientist in the world for NLP,yeah.
And you know, you appear on allthese forums and everything

(57:55):
else, and you've got such adepth of knowledge, he's an
amazing human being.
So yeah, just so just if youfind people that are super,
super smart and attach myself tothem, if I can pick up 10% of
what they know, then I think I'mup to pretty good innings.

SPEAKER_02 (58:09):
I'd say so too.
And what about books?
Do you still read many books orhave they written any impactful
books per in particular on yourcareer?

SPEAKER_00 (58:17):
So um I I like Lucas when he wrote Elephants Can't
Dance?
Many, many years ago, the IBMone, just yeah, transforming um
there.
Uh obviously I loved uh Horowitzuh the was it the hard things
about the really hard things,which I think was a really good
Buddha's written there.
And then we started to readthings on the master algorithm
as well about having all thedifferent five R algorithms, one

(58:41):
master algorithm that couldsolve literally uh every single
sort of problem in the world.
I did get into Blink list for awhile.
Oh, yeah.
And when I was traveling, goingup and down the Blink list?

SPEAKER_02 (58:50):
Yeah, yeah.
Okay, I've got into that alittle bit too.

SPEAKER_00 (58:52):
Yeah, when I was going up and down the 101, stuck
in the traffic and or in the gymand everything else.
But to be honest with you, I'dI'd move to YouTube.
Yeah.
And and then I and I or I willgo into you.co and I say, can
you give me a summary of thisbook and the main talking points
and learnings from it?
And I and I would do that.

SPEAKER_02 (59:09):
Mm-hmm.
Do you find you retain the sameamount?
Like I found when I got intoBlinkist I couldn't retain it
the same from the long form.

SPEAKER_00 (59:15):
Yeah, that's a really good point.
Um I think Noah's probably theshort answer to that.
Do you other most books I readare actually special forces
books?
Because I I read about peopledoing extraordinary things and
and and challenges because it isstartup, it's really, really,
really hard.
Yeah.
Like really hard.

SPEAKER_03 (59:35):
Yeah.

SPEAKER_00 (59:35):
Yeah.
I admire any founder that oneattempts here at the second
lease is successful, yeah.
90% are gonna fail.
Like it's just like specialforces selection.

SPEAKER_03 (59:44):
Yeah.

SPEAKER_00 (59:45):
Yeah.
They are gonna fail, right?
And and unlike the normalmilitary, special forces, no
one's shouting at you, no one'stelling you what to do and
everything else.
Like, turn up here tomorrowmorning at 4 30 a.m.
Wake up, it's pouring with rain,it's cold outside.
Where's the motivation?
It's got to come from withinthat you want to you want to go
and do that.
So I like reading those things,those extraordinary stories that

(01:00:07):
people have done.
And I like to apply it in justthe the culture, the philosophy
of what we're trying to do andmaking the people that get in
feel really, really, reallyspecial to be there and then
trying to make them uh reallysuccessful.

SPEAKER_02 (01:00:20):
I love it.
Great recommendations.
All those will be in the shownotes.
And I have to ask you, becauseuh a common thread has been just
the the absolute sheer hard workit takes to truly build a
generational company, and it istrue.
And I know you uh are workingincredibly hard at at you to do
this right now.
What are your thoughts on 996?

SPEAKER_00 (01:00:43):
Disenfranchise.
Disenfranchise myself here froma lot of people.
Um Well, you mentioned itearlier.
So I know, I know.
It's like it's almost like youdon't have to say it.
If you re if you if you have areally clear purpose and mission
that you want to achieve, thenpeople will naturally dive out

(01:01:04):
of bed at 5.30 in the morningand have be dragged by their
partner, kicking and screamingfrom their desk or whatever it
may be, to stop work in theevening to spend some time with
the family.

SPEAKER_03 (01:01:15):
Yeah.

SPEAKER_00 (01:01:15):
Yeah.
And I know that's not the rightthing to probably say and
advocate for because you do needa good work-life balance.
But you know, an old boss ofmine used to say sleep is for
the afterlife.
But the the reality is, right,I'm just talking about in our in
our bubble.

SPEAKER_02 (01:01:30):
Yeah.
Right.
Yeah.

SPEAKER_00 (01:01:31):
You know, it's going to create immense wealth.
But that's not how I do it.
I I do it because I want to, Ilove, I love being part of a
team that's invoking change thataffects other people's business
to make them more successful.
That's the real goal.
You try I love building things.

SPEAKER_03 (01:01:48):
Yeah.

SPEAKER_00 (01:01:49):
Right.
And that is so exciting.
I'm an entrepreneur, not anentrepreneur.
I'm much better at taking otherpeople's ideas and executing,
operationalizing them.

SPEAKER_01 (01:01:58):
Um you've done it over four times.
Yeah, it's not exactly.

SPEAKER_00 (01:02:01):
It's a whole team.
It's not I'm part of a team,right?
So, so you know, you take praisefrom the back and criticism from
the front.
It's so important from a teampoint of view.
I've just been very lucky.
Not no everything's worked, I'vedone, but I've just been very
lucky to attach myself to somevery, very smart people that
have been really successful andand ride ride with them.
But yeah, I I I've learned somuch on that journey and all I'm

(01:02:23):
applying it now, and I try topass down that knowledge as well
to other people as well.
But going back to the COP, butnone of us did it easily.

SPEAKER_03 (01:02:31):
Yeah.

SPEAKER_00 (01:02:31):
Right?
No, no easy day.
Another great book, a specialforces book, no easy day, right?
But there's there is no easy dayin what we do.
And I look at one of my mymentors, a guy called Steve
Garnet.
Dr.
Steve Garnett, doctor of uh ofnuclear physics.
He was employee number 20 atOracle in uh Europe.
He was the same at sales for aSeaboard, excuse me.

(01:02:52):
And I met him at Seaboul, and hetook me under his wing as a baby
sales rep and seemed to like me.
And he thought he could mould meand um, you know, very different
backgrounds, but he's the mosthumble, intelligent, nicest,
ethical person I've ever had thepleasure to work with, and now
one of my best friends.
But uh his work ethic is what Iremember.

(01:03:14):
He was he was running Europe andI was in the UK, and he'd be up
at 4:30 to go to Heathrow, toget on an airplane, to go
somewhere and then back.
And he was a just phenomenalwork ethic.
And every time I look in themirror, that's what I want to
be.
Like I want to be, yeah.
But you can't say I want to belike you have to be driven by
the mission that you're on to doit.
So if you haven't got peoplethat understand that, I do

(01:03:34):
explain to the youngergeneration in in the company,
I've never seen this opportunityin my life.
Don't take it for grantedbecause you do not want to get
to the end of your tenureshipand fail and go, I wish I'd
tried hard, I wish I'd donethis, right?
So give it all you've got if youbelieve in it.

SPEAKER_03 (01:03:50):
Yeah.

SPEAKER_00 (01:03:51):
Right?
And and then and then it becomesnatural, right?
So do you would I mandate goingon the Saturday?
Not necessarily.
Do I work on a Saturday?
Yes, I'm a Sunday, whatever, butI do it because I love it.
I do it's the right thing forthe business.

SPEAKER_02 (01:04:03):
I love it.
I love it.
I I feel the same way as youshouldn't have to mandate it.
It should just be out ofpassion.

SPEAKER_01 (01:04:10):
Yeah, exactly.

SPEAKER_02 (01:04:10):
And that's how you find those people and you run
with them.
Exactly.
That's fantastic.

SPEAKER_01 (01:04:15):
Is there anything that you want to talk about that
we haven't covered just offlying here for a minute, taking
a beat?

SPEAKER_00 (01:04:21):
Um I don't think so.
I think um I I think that theimportant thing I think is the
learnings is is key, right?
It's the people who want toinvest in themselves, right?
And people that yeah, I I wouldI would say if I was starting
all over again, uh I I was verylucky to meet Steve.

SPEAKER_01 (01:04:45):
How did you meet?

SPEAKER_00 (01:04:46):
So I I joined Seball.

unknown (01:04:47):
Okay.

SPEAKER_00 (01:04:48):
He was head of Amir.

SPEAKER_01 (01:04:49):
Okay.

SPEAKER_00 (01:04:49):
Yeah, and I was a sales guy, and I was like one of
the top sales guys of thecompany.
So the first thing I did when Ijoined SIBO is there were three
salespeople that were like thebig guys doing the big
multi-million dollar deals.

SPEAKER_03 (01:05:00):
Yeah.

SPEAKER_00 (01:05:01):
And I'm so competitive, I wanted to beat
them.
I wanted to be one of them.
Uh John Annstey's no longer withus, unfortunately, but Steve
Meek, Steve Miller.
And I basically befriended them.
So even though I was a baby repwhen they're more senior to me,
you know, went to the bar, gotto know them, and I just
peppered them with questions.
You know, what does it take tobe like you, be successful, what
do I need to do?

(01:05:22):
And everything else as well.
And I went on to be the topsales guy in Europe for CPO one
year.
But Steve Garnet saw me and hewas running Europe.
He's running partnerships and hepicked, plucked me out to go and
do a specific job for him.
That job wasn't right for me.
It's partnerships, and I I woulddisenfranchise from the end
customer, and I found that hardto do.
It wasn't uh my skill set.

(01:05:44):
But what it taught me is thishaving a mentor was so important
to keep me on the straight now.
My my compass for success, Iguess.
And that's what I look for now,and that's what I try and pass
down to.
So the people coming throughnow, go and find someone that's
exceptional, someone that's beenthere, right?
Someone that's got that proventrack record, right?

(01:06:04):
And you know, be a sponge tothem, right?
Be subservient to them, go inthere and learn as much as you
can, as fast as you can, right?
To take it on.
And now I have engineers comingto me and younger people that
want to be entrepreneurs, evenat you.com.
You shouldn't be worried aboutthat, right?
You think it's great.
If you want to go set your owncompany up one day, I'll I'll
pass all my knowledge, all myworkings, and everything else on

(01:06:25):
to you, because it got passed onto me.

unknown (01:06:26):
Right.

SPEAKER_00 (01:06:28):
Paying it for it.
You're paying exactly, you'repaying it forward, right?
And then if that person can goon and be successful, that is so
rewarding for what you're doing.
So, yeah, I would say to a lotof people, like, find some
really, really, really goodmentors.
And if you're young founders,definitely find some really good
C CEO mentors that have beenthere, built it, been through
the hard yards that you've done,because it's really tough.

(01:06:49):
I've been a CEO, it's reallylonely, it's really tough.
And that's why I think we'retalking off camera, but um, I'm
a go-to-market advisor forBroadwave.

SPEAKER_03 (01:06:58):
Yeah.

SPEAKER_00 (01:06:58):
So Broadwave is a digital version, I guess, of um
different groups you have inSilicon Valley.
So Silicon Valley is 40 squaremiles, roughly.
It's the third largest economy,the cola of California, but
especially a lot of that comeshere from Silicon Valley.
But we have a great culture ofsharing meetups, you know, CRO
meetups, CEO meetup, whatever itmay be, right?

(01:07:20):
Just helping the VCG lead this,right?
It's really, really cool.
You don't have that in Europe.

SPEAKER_01 (01:07:24):
Really?

SPEAKER_00 (01:07:25):
Yeah, you don't.
And a lot of it's because it'sfragmented, different languages,
different cultures, andeverything else.
So Phil Robinson, he's anothergreat friend and mentor.
Um, he set up Boardwave a numberof years ago with this vision to
be how could we be like thevalue and bring people together
and have these sharingsbasically.
And took, you know, a lot ofolder people, grey-haired, white

(01:07:46):
males like me and females,right?
They basically say, How can youhelp this zero to one, one to
ten, and everything else comingthrough?
And that's been reallyrewarding.
We do podcasts, they do meetups,they just had their third
annual, big annual meet,brilliant over there last year.
We get more licenses to helpthem.
They're coming on Silicon Valleytours.

SPEAKER_03 (01:08:03):
Amazing.

SPEAKER_00 (01:08:03):
Um, yeah, it's all those sorts of things, right?
So anything can do help to payforward, as you say.
Um, but the important thing isyou've got to be coachable.
You've got to be, you know,recipient to it.
These people have been there,they've done it, right?
Yeah.
Yeah.
You of course you have your ownway, but yeah, don't think you
can do it alone.

SPEAKER_02 (01:08:19):
No, never.
Been there, done that.
Yeah.
As we say, as you've just said.
Absorb from those who have beenthere, done that.

SPEAKER_00 (01:08:26):
Yeah, exactly.

SPEAKER_02 (01:08:27):
I love it.
And where can people find you?
You know, you're advisingstartups through Boardwave, you
are getting at you.

SPEAKER_00 (01:08:34):
Yeah, my I'll my whole my whole focus now is on
you.com.
Okay, that's what I was doingbefore I joined you.com.
Obviously, I'm I'm I'm linkedLinkedIn, they can find me
there.
But uh yeah, I I everything I doright now is u.com.
If you want to u.com, come comeand see me, Peter, at u.com.
But um yeah, love to love tohave a conversation with you if
you're interested in bringingGenesis VAI to your business.

SPEAKER_02 (01:08:55):
Wonderful.
Well, this has been a pleasure.
Thank you so much, Peter.

SPEAKER_00 (01:08:57):
I really appreciate your time.
Thank you.

SPEAKER_02 (01:08:59):
Hi Gwess.

All Episodes

GTM 167: Competing with Giants: Inside You.com’s Battle Against OpenAI & Google | Peter Grant

Episode Transcript

Popular Podcasts

Stuff You Should Know

Crime Junkie

The Breakfast Club

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}GTM 167: Competing with Giants: Inside You.com’s Battle Against OpenAI & Google | Peter Grant