Marissa Limsiaco didn’t realize it at the time, but she started honing her business development skills recruiting young women to the West Point women’s tennis team.
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Guest - Marissa Limsiaco
Host - Carl Grant
Producer - Seth Grant
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Carl Grant (00:00):
Welcome to Rainmakers! Now to our hosts
Carl Grant. Welcome torainmakers on here with Marisa
Lim Shaco. President of Otsoelcome, Marissa.
Marissa Limsiaco (00:14):
Thanks for having me, Carl.
Carl Grant (00:17):
Yeah, so I can relate in certain ways with
Marissa and that she is agraduate of West Point, I did
not graduate from West Point Iwas ROTC. I know how hard it is
to get into West Point. So youmust have been driven at a very
young age.
Marissa Limsiaco (00:32):
I was yes. And then the whole idea of doing
something a little different incollege and serving the country
afterward, but pretty appealingto me as well.
Carl Grant (00:41):
Yeah. So we're gonna walk through your career, you
run your own company now. Andsounds very complicated to me,
you. It's a real estate relatedinsurance play, and we're going
to dig into that. But I want togo back and talk about your
drive and and then your serviceto our nation. And then this is
a business development podcast.
And we were talking about yourdays at West Point, you really
(01:03):
started to realize you had aknack for business development,
when you were recruiting for thetennis team to talk a little bit
about that.
Marissa Limsiaco (01:13):
Yes, so we had the I had the opportunity, some
of us who graduated have theopportunity to go back, I played
tennis for West Point fordivision one, college athlete.
And so I had the opportunity tostay before reporting to my
first duty station for sixmonths to help my head tennis
coach, recruit and assistantcoach as well with players. And
(01:36):
so a big part of that was therecruiting. And we started, you
know, first first thing I didwas start just going to
tournaments all around thecountry. And I didn't realize
that at the time and lookingback, but that was really my
first kind of experience and andrealizing I'm pretty good at
this because there's a there's asales and there's a business
(01:57):
development component to that,where you got to kind of capture
them and get their interest. AndI think as someone that
graduated, my coaches reallysmart to put me in the front,
because I was super excited. Ijust graduated from school. Uh
huh. And so I was I was reallyhappy to talk about my
experiences and share them. Andso, over time, you have to
(02:19):
cultivate those relationships.
And not only do you have tocapture the interest of the
player, the girl wanting to goto West Point, oh, by the way,
this was 2005. And so this wasduring the height of the war in
Iraq at the time. So a littlebit kind of daunting to talk to,
I know, some parents didn't evenwant to talk to me. Um, so but
there was a component of megetting the interest of the
(02:40):
player and then getting theinterest and buy in from the
parents, and really having tocultivate those relationships
and the trust that hey, we'regoing to take care of your,
your, you know, your girl whenshe comes to school, and you're
going to see her come out, andshe's going to turn out like
this, and it's going to beamazing, just to serve our
country. Um, so that was reallyI ended up recruiting were the
(03:01):
biggest classes that year. And Iwas kind of like, sat back. And
I was like, Well, I guess I'mpretty good at this stuff. And I
enjoyed it as well.
Carl Grant (03:10):
Were you able to use that skill set when you went off
and served you were an aviationSupport Battalion Commander,
after that?
Marissa Limsiaco (03:17):
I did. I did.
I'm in another kind of time. Itwas really, I think one of my
realizations to going intoentrepreneurship at the time is
business sales, businessdevelopment, in a way, but it
was also a little bit there'singenuity and innovativeness
around one of the projects I didin Iraq, I ran a forward arming
refueling point. So what'scalled like a hot refueling an
(03:40):
army point where helicopterscome in while they're still
running. Think of it like a gasstation, where you're also like,
putting on like missiles andstuff like that. So it's a 24
hour operation. And I read,we're kind of in the middle of
our own area, about 16 milesnorth of Baghdad. And I just
realized, like the system, thefueling system was slow. It was
(04:02):
taking 20 minutes 25 minutes tofuel a back Blackhawk and I was
pulling the thread with I 70soldiers under me with over 100
years of experience, and just mycuriosity was like, hey, how do
we make this faster? Can we makethis faster? And as you know,
being in the military,everything is by, you know,
training manuals and by thebook. And so we're going a
(04:25):
little bit outside of the box bythinking hey, we can add these
pumps here and do this, thisand, you know, just started
playing around with the ideas.
And the idea became we read thiscould actually work and so for
probably better of like four tosix months happen more. I was
there for 15 months to thebeginning part of my deployment
(04:45):
was pitching this idea to my tomy superiors, my commanders,
which had to essentially go allthe way up to the general in
charge of Iraq at the time had ahigh because it was pretty high
visibility operation. So ifsomething went down and
helicopters can get fuel comingin and out of battle. And that
was a big issue, right? So itwas persistence, I think and
(05:08):
getting my my leadership onboard, and cultivating new
relationships of people that Iknew more decision makers over
time. And afterwards, we wereable to get it through. And I
always tell people, when we hadone hour to do that whole
transition of the whole system,and I don't think I clenched my
(05:28):
book sheets for like, an hourstraight, they're like, Oh, so
nervous that something would gowrong, because it just couldn't
go wrong. Right, and, and wewent from 20 minutes, 25 minutes
to fill up a Black Hawk to aminute and a half to Wow. And it
couldn't have come at a bettertime. It was actually right
before the surge happened, wehad no idea the surge was
happening. So we went fromvolume of 20 birds a day, 2030
(05:53):
aircraft a day to over 100 aday. And so we just it came in
good timing as well.
Carl Grant (05:59):
That's incredible.
So talk now about the transitionto the real estate business.
Marissa Limsiaco (06:05):
Yes, so we I, I bought the army about 11 years
ago, active duty, went to gradschool and discovered my love
for entrepreneurship. And Idon't think I realized that but
years after I'd already gone outand started running my
businesses is, you know, I, thefeeling I get when I'm coming up
with new ideas and gettingpeople to buy in was a lot of
(06:27):
those same kind of excitementand passion, passion feelings, I
had back no one else, I was in aback story I just told around
the the fart in Iraq. And we'veevolved over the last six years,
my whole vision and goal hasbeen to make commercial real
estate more efficient, andleasing just easier. In general,
(06:51):
there's not a lot of dataavailable to businesses looking
for space that there is peoplelooking for houses, because
there's an MLS on theresidential side, there is no
MLS or regulated database fromthe commercial side. And so I
started kind of my journey inthe industry trying to solve
problems like that throughtechnology. And through
understanding kind of theleasing process, how landlords
(07:15):
think. And brokers think it justso happened, we came up with
this idea for otso. And seeingthe friction point, when people
are doing leases, and having toput up a security deposit for
business, a lot of moneytypically 1000s upon millions of
dollars, depending on yourbusiness. But we really looked
at it from a landlord side andlandlord side is that there is a
(07:39):
big gap between upfront costs ofputting a tenant in and the
collateral that they put up inthe deposit. It's a big, big
gap, and you don't realize yourROI, typically till mid term,
and if that tenant defaults areout all that money. And so our
our product is really a way fornot only businesses to save
capital, but for landlords togain coverage on a deal and have
(08:02):
a little bit more cushion and,you know, transparency and
comfort with bringing newtenants in. And so what we
essentially do is we underwritethe tenant, they take a quick,
you know, financial assessmentfor us, it takes five minutes or
less, the decision goes to thelandlord, if they're approved,
they work us into the deal. Andsay, instead of putting down
(08:24):
that $10,000, the tenants onlyhaving to pay $70 extra per
month. And so it's this kind ofbig play on just being more
efficient with capital on bothends, really an increasing
increasing protection forlandlords, which, as you know,
is very top of mind witheverything going on in the
(08:45):
current environment.
Carl Grant (08:46):
So in running your own company, not only do you
have to, you know, come up withthis great idea, and and recruit
employees and and service yourclients, but you also have to go
out and you have to get theseclients. And so what component
of this type of business isbusiness development? And how do
you do that?
Marissa Limsiaco (09:08):
Yes, so there's, yeah, you're right, we
wear a ton of hats as a founder.
And, um, if you have to get ablend of both, you've got your
sales that you got to get yourshort class and be more
aggressive and close deals andget no again, your first couple
of customers in the beginningand, you know, grow that to
scale. So there's obviously aheavy sales component, but a lot
(09:30):
of founders don't realizethere's a big, big business
development component to being afounder. And there's this
nurturing process where whetherit be investors that you're
bringing on or big customers orpartners. It's over the last,
you know, six years, it was justlike I took every meeting,
(09:52):
because you just never know. AndI'll tell you a lot later the
number of people on my cap tablethat invested But in me that
told me no at first, but becauseI kept nurturing and you're just
kind of getting to know people,as a person, as I know, people
have probably talked about ontheir show here is business
development. And it's all aboutmaking that connection,
(10:13):
remaining memorable. But havingpeople want to help you or you
want to help people want them tosee you're a good person and
wanting to investment investorspatient best in you, or in a
business partners case, or a bigcustomer trust you that you're
you know, you're going todeliver what you're saying
you're going to deliver. And ifsome of these bigger deals take
time, years, multiple months,and there's that component of
(10:36):
that. I mean, there was, like Isaid, there's people that told
me no, first year, two, threeyears later came in and I'm
like, I really love what you'redoing, I want to be part of this
somehow.
Carl Grant (10:49):
And then you and I met kind of in a biz dev type of
manner, we were introduced by amutual friend, we did a zoom,
and here we are doing a podcasttogether. There's no real, you
know, near term business reasonfor us to be in contact other
than we have a common friend.
And I can we can like eachother. Right? And so I do you
maintain many relationships likethis, and and where do they
(11:11):
serve you business wise, downthe road?
Marissa Limsiaco (11:18):
I do I do. I like it. And for the most part,
business is all relationships,right. And that's, that's the
biggest part of this that Ilove. And that's what gets me
out of bed every day is not onlyyou have to be motivated by your
mission and your vision of whatyou're building. But it's the
fact that I spend my timemeeting new people such as
yourself, and learning aboutthem. And when you form a
(11:42):
relationship with someone that'slike, you know, oh, we like each
other, like, you know, I feltyou feel you get the comfort
down the road to be like, hey,and it's not like I have
anything to ask right now. Butdown the road being like, Hey, I
know you're involved in this, Ineed help. And I think that's
another component to being afounder is having to ask upfront
(12:03):
with people, because at the sametime, unlike traditional
business development, where youprepare corporate environments,
all we have is our time. So it'slike that balance of, you know,
cultivating relationships,because you just like, never
know what happens. But also, youknow, kind of keeping that
database in your head. Andremembering I take notes about a
(12:24):
lot, almost every person that Imeet, just kind of remember it
like I when we met, we talkedabout this, and this is our
connection, this is a memorablething that they told me. Oh, and
they're, they're connected tothis, and I'm actually looking
at, you know, makingrelationships in this field. So
maybe I could just like reachout and talk. So having that
kind of ask. It's a kind of ajuggle. But that's, like I said,
(12:46):
you just never know. And it'salso just genuine me liking to
connect with people as well.
And, and especially during COVID
Carl Grant (12:55):
drop down that I also play tennis probably not
nearly as good as you. And mytwo favorite states are the two
states that you live in Florida,and you have your company in
Austin. So Texas and Florida andmy two favorite states work. So,
alright, and and so as you thinkabout it, and like I put it all
(13:20):
together, recruiting for thetennis team, it probably the
same skill sets that helped youbring those young women into the
tennis team, or helping youbring clients in and nurture
relationships and build trustthat you're doing today, all
these years later. What Whatadvice do you have to say, a
young woman who's listening, whois just starting out in life,
and says, Wow, I'd love to belike her, I'd like to run my own
(13:43):
business like that.
Marissa Limsiaco (13:46):
Um, yeah, it's, it's go after it and don't
sit on it, I talk to almostevery founder is that ideas,
don't let an idea stick in yourhead, you know, try try to start
pulling that thread, and youbuild your you know, get by that
curiosity, and the persistence,and the resourcefulness to kind
of put yourself out there andtry to connect, my network
(14:08):
didn't build overnight to where,you know, I'm able to connect
with people, such as yourselfthrough, you know, second, third
order effects of people thatmet, it's a lot business
development, especially whenyou're starting a business is a
big portion of that. And overtime, you know, you find that
people that respond to you, andthat you find the people that
(14:29):
want to support you or be a partof what you're doing. And you
kind of like grasp on to that.
And then there's like secondthird order effects of that down
the road. So it's it's reallyjust persistence and passion.
And I think one thing that'scoming in it depends on your
industry. And I don't know ifyou see this in your industry,
Carl, but in my industry, I'mfinding that you know, when you
have made a lot of connections,and you probably have a ton of
(14:53):
LinkedIn followers as well, andI've been on Twitter and
Facebook and all of that, butthere's a component to social
media now, that's become reallyimportant in business
development. Um, and that's how,you know, people kind of come
back to me and be like, Hey, Isaw this post about this and it
doesn't even have to be aboutyour business. It's like
(15:13):
articles that inspire your youthink will, you know, connect
with your audiences or yournetwork, being genuine is
important, but the social mediakind of aspect of it, I think
the younger generation get thismore than us before. Is, is
really, really big componentcoming into I think sales and
and especially businessdevelopment, because when you
(15:35):
you're connecting with all thesepeople on these platforms, and
1000s upon 1000s, you can't calland, you know, text or email
them every day, or have evenlike to keep up with all of
that. So having that presenceI'm finding is extremely
important as well.
Carl Grant (15:51):
Absolutely. Great advice. Thanks for joining us
today. wrestlin Shaco, Presidentand co founder of Otso, if you
like what you've heard today,please subscribe. Please share
it with your friends and rateus. Thanks. You have been
listening to brain makers withCarl Grant
Welcome to Rainmakers! Now to our hosts
Carl Grant. Welcome torainmakers on here with Marisa
Lim Shaco. President of Otsoelcome, Marissa.
Marissa Limsiaco (00:14):
Thanks for having me, Carl.
Carl Grant (00:17):
Yeah, so I can relate in certain ways with
Marissa and that she is agraduate of West Point, I did
not graduate from West Point Iwas ROTC. I know how hard it is
to get into West Point. So youmust have been driven at a very
young age.
Marissa Limsiaco (00:32):
I was yes. And then the whole idea of doing
something a little different incollege and serving the country
afterward, but pretty appealingto me as well.
Carl Grant (00:41):
Yeah. So we're gonna walk through your career, you
run your own company now. Andsounds very complicated to me,
you. It's a real estate relatedinsurance play, and we're going
to dig into that. But I want togo back and talk about your
drive and and then your serviceto our nation. And then this is
a business development podcast.
And we were talking about yourdays at West Point, you really
(01:03):
started to realize you had aknack for business development,
when you were recruiting for thetennis team to talk a little bit
about that.
Marissa Limsiaco (01:13):
Yes, so we had the I had the opportunity, some
of us who graduated have theopportunity to go back, I played
tennis for West Point fordivision one, college athlete.
And so I had the opportunity tostay before reporting to my
first duty station for sixmonths to help my head tennis
coach, recruit and assistantcoach as well with players. And
(01:36):
so a big part of that was therecruiting. And we started, you
know, first first thing I didwas start just going to
tournaments all around thecountry. And I didn't realize
that at the time and lookingback, but that was really my
first kind of experience and andrealizing I'm pretty good at
this because there's a there's asales and there's a business
(01:57):
development component to that,where you got to kind of capture
them and get their interest. AndI think as someone that
graduated, my coaches reallysmart to put me in the front,
because I was super excited. Ijust graduated from school. Uh
huh. And so I was I was reallyhappy to talk about my
experiences and share them. Andso, over time, you have to
(02:19):
cultivate those relationships.
And not only do you have tocapture the interest of the
player, the girl wanting to goto West Point, oh, by the way,
this was 2005. And so this wasduring the height of the war in
Iraq at the time. So a littlebit kind of daunting to talk to,
I know, some parents didn't evenwant to talk to me. Um, so but
there was a component of megetting the interest of the
(02:40):
player and then getting theinterest and buy in from the
parents, and really having tocultivate those relationships
and the trust that hey, we'regoing to take care of your,
your, you know, your girl whenshe comes to school, and you're
going to see her come out, andshe's going to turn out like
this, and it's going to beamazing, just to serve our
country. Um, so that was reallyI ended up recruiting were the
(03:01):
biggest classes that year. And Iwas kind of like, sat back. And
I was like, Well, I guess I'mpretty good at this stuff. And I
enjoyed it as well.
Carl Grant (03:10):
Were you able to use that skill set when you went off
and served you were an aviationSupport Battalion Commander,
after that?
Marissa Limsiaco (03:17):
I did. I did.
I'm in another kind of time. Itwas really, I think one of my
realizations to going intoentrepreneurship at the time is
business sales, businessdevelopment, in a way, but it
was also a little bit there'singenuity and innovativeness
around one of the projects I didin Iraq, I ran a forward arming
refueling point. So what'scalled like a hot refueling an
(03:40):
army point where helicopterscome in while they're still
running. Think of it like a gasstation, where you're also like,
putting on like missiles andstuff like that. So it's a 24
hour operation. And I read,we're kind of in the middle of
our own area, about 16 milesnorth of Baghdad. And I just
realized, like the system, thefueling system was slow. It was
(04:02):
taking 20 minutes 25 minutes tofuel a back Blackhawk and I was
pulling the thread with I 70soldiers under me with over 100
years of experience, and just mycuriosity was like, hey, how do
we make this faster? Can we makethis faster? And as you know,
being in the military,everything is by, you know,
training manuals and by thebook. And so we're going a
(04:25):
little bit outside of the box bythinking hey, we can add these
pumps here and do this, thisand, you know, just started
playing around with the ideas.
And the idea became we read thiscould actually work and so for
probably better of like four tosix months happen more. I was
there for 15 months to thebeginning part of my deployment
(04:45):
was pitching this idea to my tomy superiors, my commanders,
which had to essentially go allthe way up to the general in
charge of Iraq at the time had ahigh because it was pretty high
visibility operation. So ifsomething went down and
helicopters can get fuel comingin and out of battle. And that
was a big issue, right? So itwas persistence, I think and
(05:08):
getting my my leadership onboard, and cultivating new
relationships of people that Iknew more decision makers over
time. And afterwards, we wereable to get it through. And I
always tell people, when we hadone hour to do that whole
transition of the whole system,and I don't think I clenched my
(05:28):
book sheets for like, an hourstraight, they're like, Oh, so
nervous that something would gowrong, because it just couldn't
go wrong. Right, and, and wewent from 20 minutes, 25 minutes
to fill up a Black Hawk to aminute and a half to Wow. And it
couldn't have come at a bettertime. It was actually right
before the surge happened, wehad no idea the surge was
happening. So we went fromvolume of 20 birds a day, 2030
(05:53):
aircraft a day to over 100 aday. And so we just it came in
good timing as well.
Carl Grant (05:59):
That's incredible.
So talk now about the transitionto the real estate business.
Marissa Limsiaco (06:05):
Yes, so we I, I bought the army about 11 years
ago, active duty, went to gradschool and discovered my love
for entrepreneurship. And Idon't think I realized that but
years after I'd already gone outand started running my
businesses is, you know, I, thefeeling I get when I'm coming up
with new ideas and gettingpeople to buy in was a lot of
(06:27):
those same kind of excitementand passion, passion feelings, I
had back no one else, I was in aback story I just told around
the the fart in Iraq. And we'veevolved over the last six years,
my whole vision and goal hasbeen to make commercial real
estate more efficient, andleasing just easier. In general,
(06:51):
there's not a lot of dataavailable to businesses looking
for space that there is peoplelooking for houses, because
there's an MLS on theresidential side, there is no
MLS or regulated database fromthe commercial side. And so I
started kind of my journey inthe industry trying to solve
problems like that throughtechnology. And through
understanding kind of theleasing process, how landlords
(07:15):
think. And brokers think it justso happened, we came up with
this idea for otso. And seeingthe friction point, when people
are doing leases, and having toput up a security deposit for
business, a lot of moneytypically 1000s upon millions of
dollars, depending on yourbusiness. But we really looked
at it from a landlord side andlandlord side is that there is a
(07:39):
big gap between upfront costs ofputting a tenant in and the
collateral that they put up inthe deposit. It's a big, big
gap, and you don't realize yourROI, typically till mid term,
and if that tenant defaults areout all that money. And so our
our product is really a way fornot only businesses to save
capital, but for landlords togain coverage on a deal and have
(08:02):
a little bit more cushion and,you know, transparency and
comfort with bringing newtenants in. And so what we
essentially do is we underwritethe tenant, they take a quick,
you know, financial assessmentfor us, it takes five minutes or
less, the decision goes to thelandlord, if they're approved,
they work us into the deal. Andsay, instead of putting down
(08:24):
that $10,000, the tenants onlyhaving to pay $70 extra per
month. And so it's this kind ofbig play on just being more
efficient with capital on bothends, really an increasing
increasing protection forlandlords, which, as you know,
is very top of mind witheverything going on in the
(08:45):
current environment.
Carl Grant (08:46):
So in running your own company, not only do you
have to, you know, come up withthis great idea, and and recruit
employees and and service yourclients, but you also have to go
out and you have to get theseclients. And so what component
of this type of business isbusiness development? And how do
you do that?
Marissa Limsiaco (09:08):
Yes, so there's, yeah, you're right, we
wear a ton of hats as a founder.
And, um, if you have to get ablend of both, you've got your
sales that you got to get yourshort class and be more
aggressive and close deals andget no again, your first couple
of customers in the beginningand, you know, grow that to
scale. So there's obviously aheavy sales component, but a lot
(09:30):
of founders don't realizethere's a big, big business
development component to being afounder. And there's this
nurturing process where whetherit be investors that you're
bringing on or big customers orpartners. It's over the last,
you know, six years, it was justlike I took every meeting,
(09:52):
because you just never know. AndI'll tell you a lot later the
number of people on my cap tablethat invested But in me that
told me no at first, but becauseI kept nurturing and you're just
kind of getting to know people,as a person, as I know, people
have probably talked about ontheir show here is business
development. And it's all aboutmaking that connection,
(10:13):
remaining memorable. But havingpeople want to help you or you
want to help people want them tosee you're a good person and
wanting to investment investorspatient best in you, or in a
business partners case, or a bigcustomer trust you that you're
you know, you're going todeliver what you're saying
you're going to deliver. And ifsome of these bigger deals take
time, years, multiple months,and there's that component of
(10:36):
that. I mean, there was, like Isaid, there's people that told
me no, first year, two, threeyears later came in and I'm
like, I really love what you'redoing, I want to be part of this
somehow.
Carl Grant (10:49):
And then you and I met kind of in a biz dev type of
manner, we were introduced by amutual friend, we did a zoom,
and here we are doing a podcasttogether. There's no real, you
know, near term business reasonfor us to be in contact other
than we have a common friend.
And I can we can like eachother. Right? And so I do you
maintain many relationships likethis, and and where do they
(11:11):
serve you business wise, downthe road?
Marissa Limsiaco (11:18):
I do I do. I like it. And for the most part,
business is all relationships,right. And that's, that's the
biggest part of this that Ilove. And that's what gets me
out of bed every day is not onlyyou have to be motivated by your
mission and your vision of whatyou're building. But it's the
fact that I spend my timemeeting new people such as
yourself, and learning aboutthem. And when you form a
(11:42):
relationship with someone that'slike, you know, oh, we like each
other, like, you know, I feltyou feel you get the comfort
down the road to be like, hey,and it's not like I have
anything to ask right now. Butdown the road being like, Hey, I
know you're involved in this, Ineed help. And I think that's
another component to being afounder is having to ask upfront
(12:03):
with people, because at the sametime, unlike traditional
business development, where youprepare corporate environments,
all we have is our time. So it'slike that balance of, you know,
cultivating relationships,because you just like, never
know what happens. But also, youknow, kind of keeping that
database in your head. Andremembering I take notes about a
(12:24):
lot, almost every person that Imeet, just kind of remember it
like I when we met, we talkedabout this, and this is our
connection, this is a memorablething that they told me. Oh, and
they're, they're connected tothis, and I'm actually looking
at, you know, makingrelationships in this field. So
maybe I could just like reachout and talk. So having that
kind of ask. It's a kind of ajuggle. But that's, like I said,
(12:46):
you just never know. And it'salso just genuine me liking to
connect with people as well.
And, and especially during COVID
Carl Grant (12:55):
drop down that I also play tennis probably not
nearly as good as you. And mytwo favorite states are the two
states that you live in Florida,and you have your company in
Austin. So Texas and Florida andmy two favorite states work. So,
alright, and and so as you thinkabout it, and like I put it all
(13:20):
together, recruiting for thetennis team, it probably the
same skill sets that helped youbring those young women into the
tennis team, or helping youbring clients in and nurture
relationships and build trustthat you're doing today, all
these years later. What Whatadvice do you have to say, a
young woman who's listening, whois just starting out in life,
and says, Wow, I'd love to belike her, I'd like to run my own
(13:43):
business like that.
Marissa Limsiaco (13:46):
Um, yeah, it's, it's go after it and don't
sit on it, I talk to almostevery founder is that ideas,
don't let an idea stick in yourhead, you know, try try to start
pulling that thread, and youbuild your you know, get by that
curiosity, and the persistence,and the resourcefulness to kind
of put yourself out there andtry to connect, my network
(14:08):
didn't build overnight to where,you know, I'm able to connect
with people, such as yourselfthrough, you know, second, third
order effects of people thatmet, it's a lot business
development, especially whenyou're starting a business is a
big portion of that. And overtime, you know, you find that
people that respond to you, andthat you find the people that
(14:29):
want to support you or be a partof what you're doing. And you
kind of like grasp on to that.
And then there's like secondthird order effects of that down
the road. So it's it's reallyjust persistence and passion.
And I think one thing that'scoming in it depends on your
industry. And I don't know ifyou see this in your industry,
Carl, but in my industry, I'mfinding that you know, when you
have made a lot of connections,and you probably have a ton of
(14:53):
LinkedIn followers as well, andI've been on Twitter and
Facebook and all of that, butthere's a component to social
media now, that's become reallyimportant in business
development. Um, and that's how,you know, people kind of come
back to me and be like, Hey, Isaw this post about this and it
doesn't even have to be aboutyour business. It's like
(15:13):
articles that inspire your youthink will, you know, connect
with your audiences or yournetwork, being genuine is
important, but the social mediakind of aspect of it, I think
the younger generation get thismore than us before. Is, is
really, really big componentcoming into I think sales and
and especially businessdevelopment, because when you
(15:35):
you're connecting with all thesepeople on these platforms, and
1000s upon 1000s, you can't calland, you know, text or email
them every day, or have evenlike to keep up with all of
that. So having that presenceI'm finding is extremely
important as well.
Carl Grant (15:51):
Absolutely. Great advice. Thanks for joining us
today. wrestlin Shaco, Presidentand co founder of Otso, if you
like what you've heard today,please subscribe. Please share
it with your friends and rateus. Thanks. You have been
listening to brain makers withCarl Grant
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