December 4, 2024 • 25 mins
What if you could transform your entire video production process with just your smartphone and the power of AI? That's exactly what Amer Tedayon, the innovative founder and CEO of LusaHub, is bringing to businesses worldwide. In this episode, we explore Amer's fascinating career journey from computer science and filmmaking to revolutionizing corporate video production. Discover how LusaHub empowers businesses with tight budgets and time constraints to create fast, high-quality video content. Amer shares his insights on the importance of aligning with the right investors and team members, and how these choices impact the success of any venture.
Join us as we delve into the challenges of building a thriving remote company culture, particularly in an ever-evolving industry like AI. Amer offers strategies on fostering community among geographically dispersed teams through creative tools and how empowering employees can lead to organizational growth. We also discuss the strategic shift at LusaHub towards scaling sales operations and the role of AI in enhancing efficiency, leading to the development of the new Creative Copilot feature. This episode is packed with valuable lessons for entrepreneurs and business leaders looking to navigate the complexities of remote work and technological innovation.
Here's what you'll learn:
💰 Identifying the right market segment is crucial for startup success.
❗ Lucihub democratizes video production by enabling clients to film on smartphones.
🚀 Building a remote culture requires intentional engagement and communication.
💼 Empowering team members to make decisions fosters a proactive work environment.
🚀 Hiring the right people is essential for scaling a startup effectively.
🤖 AI tools can significantly enhance video production and marketing efficiency, but the balance between AI and human creativity is vital in video production.
📈 Sales strategies must adapt to the evolving landscape of technology and consumer needs.
Timestamps:
00:00 Introduction to the Gen Z Mindset and AI in Video Production
02:31 Amer's Journey: From Software to Filmmaking
05:30 The Evolution of Video Production: Democratizing Access
09:01 Building a Remote Culture: Challenges and Strategies
11:31 Empowering Teams: Decision-Making and Leadership
14:51 Hiring Strategies: Scaling a Startup
18:08 Leveraging AI for Sales and Marketing Efficiency
22:11 The Future of Video Production: AI and Human Collaboration
Amer Tadayon
LinkedIn - https://www.linkedin.com/in/amertadayon/
Lucihub - https://lucihub.com/
Brandon Amoroso:
LinkedIn - https://www.linkedin.com/in/brandonamoroso/
Web - https://brandonamoroso.com/
Instagram - https://www.instagram.com/bamoroso11/
X - https://twitter.com/AmorosoBrandon
Scalis.ai - https://scalis.ai/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey everyone, thanks for tuning in to D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, former founder of
Electra and now the co-founderof Scaleless, and today I'm
talking with Amer Tedayon, who'sthe founder and CEO at LusaHub,
which is an award-winningAI-powered video production
platform and mobile app.
(00:21):
Thanks for coming on the show.
Speaker 2 (00:23):
Hey, thanks for having me, brandon, good to be
here.
Speaker 1 (00:27):
So before we jump into things, can you give
everybody just a sort of a quickbackground on your career
journey and how you got intothis current business?
Speaker 2 (00:35):
Sure, I guess you could see I'm a jack of all
trades.
I studied computer science andhuman factors and I was in the
software industry for a longtime and then I decided to go
become a filmmaker, and inbetween that I was actually
working for a couple ofconsulting firms Cognizant and
Frog Design and this particularbusiness is kind of connecting
(00:56):
the dots with all of them.
So it's technology, it's peopleand it's the video production
industry.
Speaker 1 (01:05):
That is definitely a wide array of experiences.
Yeah, what was the moment whereyou decided you were going to
start this current company?
Speaker 2 (01:22):
So I actually I'm also a musician and I live in
Vegas and I sold my last companyin 2020 and I'd had my earn out
and I was going to take a yearoff and play music and I was
working on a production for anagency client, literally
producing music, and she saidyou know, I wish you knew
production.
We spend thousands of dollarson video and by the time we get
(01:43):
it back it's irrelevant.
And that kind of just sparkedan idea.
That was on a Friday and that,following Monday, I started Lucy
Hub, and the idea really is howdo you use tech and people or
people in tech to deliver highquality videos at speed and
scale?
Speaker 1 (02:01):
And so that's really what we set out to do and scale,
and so that's really what weset out to do, and entering into
this space because it isn't onethat you had been in before,
like for founders who arethinking about breaking into,
you know, like a net newvertical, you know per se,
obviously you had, you know,some experience and obviously
previous experience as a founder.
(02:22):
What were some of the thingsthat you did, aside from the
actual product ideation anddevelopment, but more on, like
the you know, the go-to-marketside of things.
Speaker 2 (02:31):
Yeah, that's a really good question.
So one of the things we lookedat I did own a digital studio
years ago and we did a lot ofproduction.
We did work for MTV and someother folks.
This time around, I looked atthe market segments and I looked
at who really had a need forthis, and we actually went after
multiple customer profiles tosee where we would land.
(02:53):
We started in weddings, we didevents, we worked with
production companies, we workedwith different departments
inside of enterprises, and whatwe realized is the people who
really need this product have alot on their plate and they
don't have much time, and so,after about a year of testing
different markets, we set on thefact that we're going to mostly
(03:14):
do videos for corporate.
So Microsoft is a client, cbreis a client.
We have a bunch of corporateclients who have demands for
video, but budgets are tight andtime is tight, and so they're
the ones we serve the most, andso we're really a business to
business product.
Speaker 1 (03:35):
And are these videos that they're creating?
What does the end productactually look like?
Are they explainer, tutorialvideos?
What types of content are beinggenerated with your platform?
Speaker 2 (03:45):
Yeah, great question.
So one of the things that we dodifferently is, I would say
we're really a hybrid platform.
You know, prior to Lucy Hub,you had two options you could
hire a production team and theywould do everything for you, or
you could use one of many DIYtools out there, but you have to
put in the time to actuallycapture the content and do all
the editing.
So what we did was we leanedinto the smartphone.
(04:06):
So our clients mostly film onphones, they upload to the Lucy
Hub Cloud and then aprofessional edit team takes
over and we use a bunch of AItools that we've built
internally and externally and weturn around edits literally
within hours.
So last month we turned around18 videos for a client in 16
hours.
Speaker 1 (04:26):
That is a very quick time to turn around.
Speaker 2 (04:30):
They range everything from explainer videos to CEO
stories, to employee stories, tocustomer testimonials, to just
event sizzles from a conference.
You know, prior to us we hadsome clients that would pay a
lot of money to bring avideography team in just to
capture an event.
And now the team does itthemselves.
(04:50):
And what's really cool isthey'll have multiple team
members film on a phone, uploadto us the next morning.
They'll have the video andthey'll be able to share that
they're at a trade show and pushtraffic their way.
Speaker 1 (05:01):
Yeah, and video is such a more engaging form of
content than anything else,especially some of that bite
sized pieces of content that youcan share on social and whatnot
.
Speaker 2 (05:11):
It is, and the challenge, brandon, is that the
demand for video has changed,the consumption has increased,
but the way professional videois being done hasn't really
changed much at all, and so whatwe're trying to do is basically
democratize that so anybody canget professional content back
quickly.
Speaker 1 (05:30):
What are some of the key learnings that you took away
from your previous businesseswhen you were starting this new
one, where you're like?
You know I'm not going to makethat mistake again.
Speaker 2 (05:39):
Yeah, there's quite a few.
Actually, I think two reallyimportant ones.
One is there's such a thing asbad money.
Not all money is the rightmoney, and so really evaluate
who you're raising capital with,because if you pick the wrong
team, you could lose everythingas a founder.
So that's one big lesson thatI'm applying this time.
And then the other one is don'tput the wrong people in the
(06:02):
wrong seats.
So what I mean by that is weall have maybe a friend that we
think might be a good fit, oryou just want to help somebody
out, and so you bring them andsay, well, you could do this,
even though they've never doneit before.
Or, you know, you might justwant to be helping somebody out.
It's typically a bad idea.
You need to treat it like abusiness and put the right
(06:22):
people in the right seats.
Speaker 1 (06:25):
I yeah, especially on your latter point, I feel like
you try to do something good innature and then it ends up being
more harmful to both partiesthan if you had just said no
from the get-go.
Speaker 2 (06:41):
Yeah, spot on.
You know what's the thing nogood deed goes unpunished.
Yes, exactly, those are tworeally big lessons I'm applying
on this one and just making surethe right people are in the
right roles.
Speaker 1 (06:55):
Are you all fully remote or hybrid or what's like
the structure?
Speaker 2 (07:00):
We're fully remote.
This is the second company I'vehad that's been fully remote
and the last one I actuallystarted in 2015, well before the
pandemic.
But there are a lot of benefitsfrom being fully remote.
You have to find the rightpeople.
I actually had people come tome and leave saying they can't
do this because their days bleedinto their nights and their
family life gets impacted.
(07:20):
So I think you need to have theright type of person.
But if you hire motivatedindividuals who are driven it
doesn't matter where they areright, we manage by objective.
You have a bunch of tasks toaccomplish are driven, it
doesn't matter where they areright.
We manage by objective.
You have a bunch of tasks toaccomplish.
You have to accomplish it.
So with this company, we weretwo things by design, global by
design and AI by design, so it'sin our DNA.
(07:42):
The last company was an agencythat I had, and same thing there
, we had people all over theworld, and one of the cool
things about being remote is itdoesn't limit your talent pool.
You don't have to look at a 20mile radius or a 30 mile radius.
You've got the entire globe tochoose from, and so I think
that's really one of thebenefits, and the other is you
(08:02):
can weed out the guys who aren'tperforming, because it's not
about how much time you'reputting in an office, it's about
how much output you're actuallygiving.
Speaker 1 (08:19):
And that's measurable .
You can actually see that work.
So this company is remote.
How do you handle the buildingof culture when it is that fully
remote environment?
Because that's something thatI've found to be more difficult
than when you're in the pit witheverybody and getting that
one-to-one interaction and goingto dinner afterwards and stuff
like that.
Speaker 2 (08:32):
That's a great question, I think.
So what we do, evengeographically, we'll pull teams
together from time to time.
So you know teams, even inother countries.
We'll make sure they're in aroom together from time to time
and they're interacting witheach other.
But globally and remotely, wedo engage in doing things other
(08:52):
than work and we'll have, youknow, we have these once a month
all-hand calls where weactually talk to people about
what they do outside of work.
We're a video productionplatform so we actually use our
video to highlight whateverybody does, on Taco Tuesday,
for example, and we all laughabout it.
We all get on a call and lookat the video like, oh, look at
where he was or where she was.
So we've got to actuallyleverage our own tool to help
(09:14):
build culture remotely bycreating videos that are
engaging our employees as well.
It is challenging.
I think it goes back to if youhire the right people and you
treat them right, you can stillbuild the culture.
It's a lot harder but you canstill do it.
We have a great team.
They're all really dedicated tothe project and the business.
(09:37):
They all get along really welland even though they're remote,
you just feel there's acamaraderie to it.
Speaker 1 (09:45):
Yeah, I think the team is even more critical in
that fully remote environment,in that fully remote environment
.
And you know it's easier tohide in a remote environment at
a larger organization than Ithink it is in a non-remote.
Speaker 2 (10:00):
Yeah, yeah.
Well, even with a smallerorganization, you can't hide.
At Lucy Hub, everybody's gotsomething to work with you.
You can't hide.
But I do think this notion ofculture starts at the top and I
think if you treat your team theright way, I think you're going
to innately get this team andthis collaboration.
(10:21):
That's really hard to do.
Speaker 1 (10:23):
Yeah, I think people tend to overcomplicate things
that really are more simple innature than we might want to
think that they are, and I thinkculture is one of them.
Speaker 2 (10:34):
I agree, I agree, and it's probably one of the most
important and it's oftenoverlooked.
Speaker 1 (10:39):
Yeah, when it comes to you know the things that
you're most excited about in theindustry as a whole.
You know, in this advent of AIera where it feels like
everything is changing everyweek, you know how do you build
into your business the abilityto you know sort of quickly
(11:02):
pivot and iterate as new thingsare coming to market.
Speaker 2 (11:05):
Yeah, that's boy.
You have a lot of goodquestions.
That one's a pretty importantone for me, Brandon, because
we're constantly pivoting hereand I think at the root of it is
enabling your team to makedecisions.
I have a saying I say to theguys all the time I said hey,
I'd rather you beg forgivenessthan ask permission.
(11:26):
If you think something needs tochange, make the change, and if
it doesn't work, then we'll goback to it.
But I really empower the teamto make really hard decisions so
that I'm not a bottleneck, orso the CTO is not a bottleneck
or the head of marketing isn't abottleneck.
So that's one thing we've done.
One of our, you know, one ofour.
What is it?
(11:46):
Our key term?
But we always tell everybodyyou have to be a leader, it
doesn't matter what role youhave, you have to make decisions
.
That a leader would make if it'sgoing to help the company.
So that's one of the ways we doit, and we just had a call this
morning.
We had to make a couple ofdecisions and make some changes.
(12:06):
That decision, thoseconversations, happen weekly
here.
In fact, sometimes they happendaily.
We have the platform consistsof three things.
It's an entire set ofpromptless AI tools that'll act
as a creative director, so youcan do scripts, voiceovers, shot
lists, everything.
Then we have the productionplatform, which is actually
video production tool set.
(12:27):
You can upload all your content.
You can actually collaboratewith your teammates on the
revisions, and then we have theteam that delivers it, and the
AI piece of this is constantlychanging, and so what we're
always looking at is saying whatdo our clients need today?
How can we help them solvetheir problems?
And so we made some changesthis morning around the
voiceover studio that we'reannouncing next week.
(12:49):
But we have to be open to itand you have to be nimble.
Speaker 1 (12:53):
Yeah, I think the empowerment of the team is an
extension of the culture and iscritical to being in an
environment where people areactually bought.
Important for me to make surethat they felt comfortable in
(13:22):
their own right with the powerthat they have to make change
and to make an impact on theorganization, because people can
be a little bit skittish aboutcoming out and saying things and
making themselves heard whenmaybe they you know that 20
years of experience or somethingto lean back on.
Speaker 2 (13:41):
Well, but I'll tell you what.
We have some people with 20years of experience who I think
they've just had some badmanagers and you know I tell
them hey, this is like, this isyour domain, go do it, don't,
don't worry about it.
If it doesn't work, we'll fixit.
I don't think they're used tothat.
I think, unfortunately, there'sa lot of bad managers out there
who want their thumbprint oneverything that gets done in
(14:02):
their organization or on theirteam, and we just don't function
that way.
We get together once a week, wetalk about what direction the
ship is going in.
Everybody has a role and thendepartmentally, they have their
check-ins and they do their work, but everybody here is
empowered to deliver and notworry about the consequences.
I'm never going to come down onthem if we mess up.
We just right the ship if wemess up.
Speaker 1 (14:26):
How do you decide what types of roles you need to
hire for and when?
Because you're obviously a newcompany, you're growing.
In an ideal world, you wouldprobably get to hire 100
employees tomorrow and you do 10different things that are
floating around in your head.
But how do you, you know, bringthat in and make some key
strategic bets, not only on thethings that you're pursuing, but
(14:48):
the team that needs to be inplace to pursue this?
Speaker 2 (14:53):
So I look at the audience really, what do we need
to build?
Who do we need to build it for?
And I back into that.
You know we're a productbusiness first.
That's kind of how we started,right.
We started building sometechnology and so we have a
pretty big product team.
We have people on the AI side,we have people on the server
side, we have people on theproduct side.
(15:15):
So we spent the first year anda half really focused on finding
building something that wethought people could use, and
then we spent the second yeartesting it in multiple markets.
So we're a little over two anda half years in.
I feel like we're just findingour stride, and so now it's okay
, we found our stride.
You know, our customers arereally our core customers are
(15:37):
really the enterprise and theirHR departments and marketing
teams and comms teams.
So now the next level of hireis how do we scale that?
And so our big next push is forsalespeople.
I think we've got a good graspof the product.
We've got a core customer setthat's using it, giving us great
feedback.
They're renewing subscriptions,so we know we're doing
something right.
Now it's how do you scalefeedback?
(15:58):
They're renewing subscriptions,so we know we're doing
something right Now.
Speaker 1 (16:00):
it's how do you scale when it comes to sales?
Have you been doing likefounder, led sales up until this
point, and now you're lookingto delegate that off?
Speaker 2 (16:07):
Yeah, actually up until this point, I think I've
closed almost every deal in thiscompany and we just started
bringing in salespeople and thegood news for them is now they
have reference clients, casestudies, testimonials, all the
stuff they need to really run100 miles an hour, but it has
been founder-led sales and Ithink you know, if you want to,
(16:28):
this is my belief.
I think if you want to succeedas an entrepreneur, go carry a
bag as a salesperson for a fewyears because you're going to
need it.
Speaker 1 (16:37):
Go carry a bag as a salesperson for a few years,
because you're going to need it.
Yeah, I mean, that's the mostimportant part I would argue to
to any, to any business, becausethere's so many awesome ideas
or products that have diedbecause they can't get a
distribution and there'sproducts that maybe aren't as
good that we are living andinteracting with as we speak
(16:59):
right now, because they had abetter handle on how to get that
distribution and get the scalethat was needed on the sales
side.
Well, even in our business.
Speaker 2 (17:08):
I look at some of our competitors that are on the
full production side or the fullDIY side, and there's a lot of
misleading messages, there's alot of noise that I have to
overcome.
We actually have a product thatdelivers what we say it
delivers, and we have to fightacross a lot of products that
fall short.
But they sell a message andthat message is enough for
(17:29):
someone to write a check andthey say, well, we don't like
this product, but we alreadyspent money on it, so you'll
have to come back next year.
So that's one of the challenges.
But yeah, that it.
So you'll have to come backnext year.
Speaker 1 (17:38):
So that's, that's one of the challenges.
But yeah, that is my favoritething to hear as a as a
salesperson, but that's why it'sso important to continue to do
it like the.
A mistake I made early on withthe the agency was, you know
would spend so much timeprospecting and getting sales
meetings booked, but then myattention would go towards, you
know, all of the calls andgetting those people through the
pipeline and getting them sold.
But then once that was done,then I was left again with a lag
(18:01):
where there wasn't meetingsbecause the prospecting wasn't
being done, and so everythingjust needs to be running
asynchronously all at once.
Speaker 2 (18:08):
Yeah, being a founder who's driving sales, capital
raise in the business getsreally, really difficult and you
have to get really really goodat managing your time.
Otherwise that's exactly whathappens.
All of a sudden, you go througha pipeline in the course of a
quarter, you finish it andyou're like, oh my God, I don't
have anything for next quarter.
Speaker 1 (18:30):
How do you think about leveraging AI in these
efforts when it comes to sales,in these efforts when it comes
to sales?
Speaker 2 (18:37):
So I mentioned, we're AI from day one.
It was really on the back endof things.
Our job was to accelerateprofessional production and then
, about six or eight months intoit, openai came out and we
started using those AI toolsinternally.
We're a Microsoft Founders Hubmember, so we had access to all
this Azure OpenAI stuff beforemost people did, and we started
(19:00):
playing with it and testing it,and what we found is we actually
were able to createefficiencies in our own company.
I'll give you a really goodexample Our marketing videos, or
our explainer videos.
Two teams work on those.
Our production team works onthose and marketing works on
those.
So what we were doing is we wereusing AI to create the scripts
(19:20):
and then we were actuallyconverting those scripts into
social media posts and blogs andeverything that marketing
needed, and we were doing themso effectively and so quickly
that we said, hey, we shouldexternalize this as part of our
platform, because if we'regetting this much utility out of
it, imagine what our customerscould do.
And so one of the tools that wehave now called the Creative
(19:40):
Copilot, which we're actuallygoing to do an announcement on
next week, is it's Promptless AI, where you start with, hey,
what's the story I want to tell,and you create that script and
then with a tap of a button youconvert that into a voiceover
and a shot list.
So you've done all yourpre-production as a marketer or
an HR person literally withinminutes, and now you can go tell
(20:02):
that story visually, put itinto Lucy Hub and we'll turn
your video around the next day.
So something that would havetaken you two to three weeks
minimum to do you can do in twoto three days now.
So that's kind of how we'vedone it on our front, on our
platform and as a company.
I think we've delivered for ourinternal use about 100 videos
(20:23):
this year already, in additionto all the client videos we're
delivering.
So that's one way we're usingit to accelerate things.
We're also using it on the backend, on the demand gen side of
it.
Our head of marketing is doingsome stuff with AI.
There I'm closer to theproduction stuff because that's
what I work on with theengineering team, but it's
(20:45):
literally all over our company.
We're really we're a lot moreefficient with those tools and I
actually think entrepreneursare going to do better than
anybody with AI because it'sgoing to give them the ability
to scale with a fraction of theteam they would need.
And as a startup, it's going togive them the ability to scale
with a fraction of the team theywould need.
And as a startup, it's hard toraise capital.
It's hard to find people to buyinto your vision and come join
the team.
(21:05):
There's a lot of challengeswith this.
It's really hard and I think AIgives us a little bit more of
an advantage to a success rate.
Speaker 1 (21:13):
Yeah, I feel like we're the demographic that is
least afraid of jumping into newthings and just rolling up our
sleeves and figuring it out.
And you know, there's so manynew tools that are part of my
sort of daily just work ritualnow that didn't even exist six
months ago and sure, some ofthem some of them aren't great
(21:34):
Like.
There's definitely some thatI've started to use and I'm like
this is not helpful.
But then there's others wherenow it's a part of, like my, my
everyday tool set.
Speaker 2 (21:43):
Well, and the other part of it is I don't.
You know, as a company, wedon't rely a hundred percent on
AI.
We are people plus AI and Ithink you know I say this all
the time.
What we do, which is it's acreative space, is subjective
and no tech is going to take you100% there.
I'll give you a really goodexample.
We have a product in the worksright now.
So, you know, everybody's doingpodcasts and the real value of
(22:05):
a podcast isn't necessarily thepodcast, it's the cutdowns that
you put on social media to getengagement and all of that.
Speaker 1 (22:11):
Pain in the ass to do right now Right.
Speaker 2 (22:14):
Most people are using an AI tool to do a hundred
percent cut down, which justdoesn't make sense.
The AI tool doesn't know whereto cut these pieces together.
So we've been testing a toolthat you could take your podcast
brand and you could upload itto Lucy hub.
It'll pull out the transcriptfor you and you'll be able to
say give me this one at oneminute and eight seconds.
(22:36):
Cut it to three minutes and 15seconds.
Cut it to 25 minutes.
They'll do the stitch for youautomatically and then you can
push it into our cloud, or oureditors can add B-roll or
whatever they want to clean itup with, but you'll be able to
do these cutdowns literallywithin minutes now, and they're
not just AI-based cutdowns.
Yes, we're using AI, but you'rethe ultimate decision maker on
what's going to get used.
Speaker 1 (22:56):
Yeah, because I've tried.
Even Riverside has some ofthose AI cutdowns, but they're
not to the level that is neededfor me to then go release them,
and so it's cool in concept, butI still need to go find the
person or the team that's goingto take that and make it
something that is productionworthy and can be published, and
(23:18):
so there's really that missingcomponent of the people.
You know, having somebody thatcomes in, cleans it up and
polishes it in a way that canactually be presented.
Speaker 2 (23:26):
So we'll have that for you in a couple of months.
You can start using it.
I'll be a beta tester.
Yeah, absolutely.
Speaker 1 (23:34):
I am looking forward to just trying it out in general
, though, because you, you know,as we, as we come up for launch
here the week of December 2nd,there's so many applications for
for video that we need acrossthe board, from explainers to
you know, just general.
You know the conference as anexample.
You know there's three of usthere.
We're a small startup, we don'thave a video production team
(23:57):
and we had an iphone shootingvideos, shooting images.
The pictures are what made iton linkedin.
The videos didn't, because wedon't have, you know, the
firepower to turn that intosomething that is worthy of
being published.
So, you know, I feel likethere's so many businesses out
there that are listening to thisand, just in general, that that
can benefit from from drawingit out, we were at a conference
(24:18):
in Columbus, ohio, last weekcalled Attune.
Speaker 2 (24:22):
The conference ended on Friday.
They just uploaded their LucyHub video on LinkedIn this
morning and they got a lot ofgood feedback on it.
But your conference you threecould have filmed, uploaded and
we could have had the video foryou the next day.
Speaker 1 (24:35):
Yeah, that's awesome.
Well, I really appreciate youcoming on and sharing some of
your insights and I am very muchso looking forward to trying
out this tool.
But before we hop, can you letfolks know who are listening,
where they could connect withyou or Lucy Hub online.
Speaker 2 (24:50):
Yeah, you can.
So lucyhubcom is the URL forour website and you can find all
kinds of cool things there.
One of the real cool things onthat website is the Lucy Hub
Academy.
We've created a whole videolibrary of micro lessons on how
to become a great filmer using asmartphone and maybe just a
lavalier or a ring light, sothere's a bunch of really cool
(25:11):
free content on there foranybody who wants to be a
filmmaker with a phone and getthings done down and dirty and
actually make it look really,really positive.
You can also find me onLinkedIn.
I'm amert A-M-E-R-T at LinkedInand on Instagram I'm atdrums
because I'm a drummer.
Speaker 1 (25:31):
Oh, I love that.
Well, again, thank you forjoining us.
For everybody that's listening,as always, this is Brandon
Amoroso.
You can find me atBrandonAmorosocom and Scalessai.
Thanks for listening and wewill see you next time.
Thanks.
Hey everyone, thanks for tuning in to D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, former founder of
Electra and now the co-founderof Scaleless, and today I'm
talking with Amer Tedayon, who'sthe founder and CEO at LusaHub,
which is an award-winningAI-powered video production
platform and mobile app.
(00:21):
Thanks for coming on the show.
Speaker 2 (00:23):
Hey, thanks for having me, brandon, good to be
here.
Speaker 1 (00:27):
So before we jump into things, can you give
everybody just a sort of a quickbackground on your career
journey and how you got intothis current business?
Speaker 2 (00:35):
Sure, I guess you could see I'm a jack of all
trades.
I studied computer science andhuman factors and I was in the
software industry for a longtime and then I decided to go
become a filmmaker, and inbetween that I was actually
working for a couple ofconsulting firms Cognizant and
Frog Design and this particularbusiness is kind of connecting
(00:56):
the dots with all of them.
So it's technology, it's peopleand it's the video production
industry.
Speaker 1 (01:05):
That is definitely a wide array of experiences.
Yeah, what was the moment whereyou decided you were going to
start this current company?
Speaker 2 (01:22):
So I actually I'm also a musician and I live in
Vegas and I sold my last companyin 2020 and I'd had my earn out
and I was going to take a yearoff and play music and I was
working on a production for anagency client, literally
producing music, and she saidyou know, I wish you knew
production.
We spend thousands of dollarson video and by the time we get
(01:43):
it back it's irrelevant.
And that kind of just sparkedan idea.
That was on a Friday and that,following Monday, I started Lucy
Hub, and the idea really is howdo you use tech and people or
people in tech to deliver highquality videos at speed and
scale?
Speaker 1 (02:01):
And so that's really what we set out to do and scale,
and so that's really what weset out to do, and entering into
this space because it isn't onethat you had been in before,
like for founders who arethinking about breaking into,
you know, like a net newvertical, you know per se,
obviously you had, you know,some experience and obviously
previous experience as a founder.
(02:22):
What were some of the thingsthat you did, aside from the
actual product ideation anddevelopment, but more on, like
the you know, the go-to-marketside of things.
Speaker 2 (02:31):
Yeah, that's a really good question.
So one of the things we lookedat I did own a digital studio
years ago and we did a lot ofproduction.
We did work for MTV and someother folks.
This time around, I looked atthe market segments and I looked
at who really had a need forthis, and we actually went after
multiple customer profiles tosee where we would land.
(02:53):
We started in weddings, we didevents, we worked with
production companies, we workedwith different departments
inside of enterprises, and whatwe realized is the people who
really need this product have alot on their plate and they
don't have much time, and so,after about a year of testing
different markets, we set on thefact that we're going to mostly
(03:14):
do videos for corporate.
So Microsoft is a client, cbreis a client.
We have a bunch of corporateclients who have demands for
video, but budgets are tight andtime is tight, and so they're
the ones we serve the most, andso we're really a business to
business product.
Speaker 1 (03:35):
And are these videos that they're creating?
What does the end productactually look like?
Are they explainer, tutorialvideos?
What types of content are beinggenerated with your platform?
Speaker 2 (03:45):
Yeah, great question.
So one of the things that we dodifferently is, I would say
we're really a hybrid platform.
You know, prior to Lucy Hub,you had two options you could
hire a production team and theywould do everything for you, or
you could use one of many DIYtools out there, but you have to
put in the time to actuallycapture the content and do all
the editing.
So what we did was we leanedinto the smartphone.
(04:06):
So our clients mostly film onphones, they upload to the Lucy
Hub Cloud and then aprofessional edit team takes
over and we use a bunch of AItools that we've built
internally and externally and weturn around edits literally
within hours.
So last month we turned around18 videos for a client in 16
hours.
Speaker 1 (04:26):
That is a very quick time to turn around.
Speaker 2 (04:30):
They range everything from explainer videos to CEO
stories, to employee stories, tocustomer testimonials, to just
event sizzles from a conference.
You know, prior to us we hadsome clients that would pay a
lot of money to bring avideography team in just to
capture an event.
And now the team does itthemselves.
(04:50):
And what's really cool isthey'll have multiple team
members film on a phone, uploadto us the next morning.
They'll have the video andthey'll be able to share that
they're at a trade show and pushtraffic their way.
Speaker 1 (05:01):
Yeah, and video is such a more engaging form of
content than anything else,especially some of that bite
sized pieces of content that youcan share on social and whatnot
.
Speaker 2 (05:11):
It is, and the challenge, brandon, is that the
demand for video has changed,the consumption has increased,
but the way professional videois being done hasn't really
changed much at all, and so whatwe're trying to do is basically
democratize that so anybody canget professional content back
quickly.
Speaker 1 (05:30):
What are some of the key learnings that you took away
from your previous businesseswhen you were starting this new
one, where you're like?
You know I'm not going to makethat mistake again.
Speaker 2 (05:39):
Yeah, there's quite a few.
Actually, I think two reallyimportant ones.
One is there's such a thing asbad money.
Not all money is the rightmoney, and so really evaluate
who you're raising capital with,because if you pick the wrong
team, you could lose everythingas a founder.
So that's one big lesson thatI'm applying this time.
And then the other one is don'tput the wrong people in the
(06:02):
wrong seats.
So what I mean by that is weall have maybe a friend that we
think might be a good fit, oryou just want to help somebody
out, and so you bring them andsay, well, you could do this,
even though they've never doneit before.
Or, you know, you might justwant to be helping somebody out.
It's typically a bad idea.
You need to treat it like abusiness and put the right
(06:22):
people in the right seats.
Speaker 1 (06:25):
I yeah, especially on your latter point, I feel like
you try to do something good innature and then it ends up being
more harmful to both partiesthan if you had just said no
from the get-go.
Speaker 2 (06:41):
Yeah, spot on.
You know what's the thing nogood deed goes unpunished.
Yes, exactly, those are tworeally big lessons I'm applying
on this one and just making surethe right people are in the
right roles.
Speaker 1 (06:55):
Are you all fully remote or hybrid or what's like
the structure?
Speaker 2 (07:00):
We're fully remote.
This is the second company I'vehad that's been fully remote
and the last one I actuallystarted in 2015, well before the
pandemic.
But there are a lot of benefitsfrom being fully remote.
You have to find the rightpeople.
I actually had people come tome and leave saying they can't
do this because their days bleedinto their nights and their
family life gets impacted.
(07:20):
So I think you need to have theright type of person.
But if you hire motivatedindividuals who are driven it
doesn't matter where they areright, we manage by objective.
You have a bunch of tasks toaccomplish are driven, it
doesn't matter where they areright.
We manage by objective.
You have a bunch of tasks toaccomplish.
You have to accomplish it.
So with this company, we weretwo things by design, global by
design and AI by design, so it'sin our DNA.
(07:42):
The last company was an agencythat I had, and same thing there
, we had people all over theworld, and one of the cool
things about being remote is itdoesn't limit your talent pool.
You don't have to look at a 20mile radius or a 30 mile radius.
You've got the entire globe tochoose from, and so I think
that's really one of thebenefits, and the other is you
(08:02):
can weed out the guys who aren'tperforming, because it's not
about how much time you'reputting in an office, it's about
how much output you're actuallygiving.
Speaker 1 (08:19):
And that's measurable .
You can actually see that work.
So this company is remote.
How do you handle the buildingof culture when it is that fully
remote environment?
Because that's something thatI've found to be more difficult
than when you're in the pit witheverybody and getting that
one-to-one interaction and goingto dinner afterwards and stuff
like that.
Speaker 2 (08:32):
That's a great question, I think.
So what we do, evengeographically, we'll pull teams
together from time to time.
So you know teams, even inother countries.
We'll make sure they're in aroom together from time to time
and they're interacting witheach other.
But globally and remotely, wedo engage in doing things other
(08:52):
than work and we'll have, youknow, we have these once a month
all-hand calls where weactually talk to people about
what they do outside of work.
We're a video productionplatform so we actually use our
video to highlight whateverybody does, on Taco Tuesday,
for example, and we all laughabout it.
We all get on a call and lookat the video like, oh, look at
where he was or where she was.
So we've got to actuallyleverage our own tool to help
(09:14):
build culture remotely bycreating videos that are
engaging our employees as well.
It is challenging.
I think it goes back to if youhire the right people and you
treat them right, you can stillbuild the culture.
It's a lot harder but you canstill do it.
We have a great team.
They're all really dedicated tothe project and the business.
(09:37):
They all get along really welland even though they're remote,
you just feel there's acamaraderie to it.
Speaker 1 (09:45):
Yeah, I think the team is even more critical in
that fully remote environment,in that fully remote environment
.
And you know it's easier tohide in a remote environment at
a larger organization than Ithink it is in a non-remote.
Speaker 2 (10:00):
Yeah, yeah.
Well, even with a smallerorganization, you can't hide.
At Lucy Hub, everybody's gotsomething to work with you.
You can't hide.
But I do think this notion ofculture starts at the top and I
think if you treat your team theright way, I think you're going
to innately get this team andthis collaboration.
(10:21):
That's really hard to do.
Speaker 1 (10:23):
Yeah, I think people tend to overcomplicate things
that really are more simple innature than we might want to
think that they are, and I thinkculture is one of them.
Speaker 2 (10:34):
I agree, I agree, and it's probably one of the most
important and it's oftenoverlooked.
Speaker 1 (10:39):
Yeah, when it comes to you know the things that
you're most excited about in theindustry as a whole.
You know, in this advent of AIera where it feels like
everything is changing everyweek, you know how do you build
into your business the abilityto you know sort of quickly
(11:02):
pivot and iterate as new thingsare coming to market.
Speaker 2 (11:05):
Yeah, that's boy.
You have a lot of goodquestions.
That one's a pretty importantone for me, Brandon, because
we're constantly pivoting hereand I think at the root of it is
enabling your team to makedecisions.
I have a saying I say to theguys all the time I said hey,
I'd rather you beg forgivenessthan ask permission.
(11:26):
If you think something needs tochange, make the change, and if
it doesn't work, then we'll goback to it.
But I really empower the teamto make really hard decisions so
that I'm not a bottleneck, orso the CTO is not a bottleneck
or the head of marketing isn't abottleneck.
So that's one thing we've done.
One of our, you know, one ofour.
What is it?
(11:46):
Our key term?
But we always tell everybodyyou have to be a leader, it
doesn't matter what role youhave, you have to make decisions
.
That a leader would make if it'sgoing to help the company.
So that's one of the ways we doit, and we just had a call this
morning.
We had to make a couple ofdecisions and make some changes.
(12:06):
That decision, thoseconversations, happen weekly
here.
In fact, sometimes they happendaily.
We have the platform consistsof three things.
It's an entire set ofpromptless AI tools that'll act
as a creative director, so youcan do scripts, voiceovers, shot
lists, everything.
Then we have the productionplatform, which is actually
video production tool set.
(12:27):
You can upload all your content.
You can actually collaboratewith your teammates on the
revisions, and then we have theteam that delivers it, and the
AI piece of this is constantlychanging, and so what we're
always looking at is saying whatdo our clients need today?
How can we help them solvetheir problems?
And so we made some changesthis morning around the
voiceover studio that we'reannouncing next week.
(12:49):
But we have to be open to itand you have to be nimble.
Speaker 1 (12:53):
Yeah, I think the empowerment of the team is an
extension of the culture and iscritical to being in an
environment where people areactually bought.
Important for me to make surethat they felt comfortable in
(13:22):
their own right with the powerthat they have to make change
and to make an impact on theorganization, because people can
be a little bit skittish aboutcoming out and saying things and
making themselves heard whenmaybe they you know that 20
years of experience or somethingto lean back on.
Speaker 2 (13:41):
Well, but I'll tell you what.
We have some people with 20years of experience who I think
they've just had some badmanagers and you know I tell
them hey, this is like, this isyour domain, go do it, don't,
don't worry about it.
If it doesn't work, we'll fixit.
I don't think they're used tothat.
I think, unfortunately, there'sa lot of bad managers out there
who want their thumbprint oneverything that gets done in
(14:02):
their organization or on theirteam, and we just don't function
that way.
We get together once a week, wetalk about what direction the
ship is going in.
Everybody has a role and thendepartmentally, they have their
check-ins and they do their work, but everybody here is
empowered to deliver and notworry about the consequences.
I'm never going to come down onthem if we mess up.
We just right the ship if wemess up.
Speaker 1 (14:26):
How do you decide what types of roles you need to
hire for and when?
Because you're obviously a newcompany, you're growing.
In an ideal world, you wouldprobably get to hire 100
employees tomorrow and you do 10different things that are
floating around in your head.
But how do you, you know, bringthat in and make some key
strategic bets, not only on thethings that you're pursuing, but
(14:48):
the team that needs to be inplace to pursue this?
Speaker 2 (14:53):
So I look at the audience really, what do we need
to build?
Who do we need to build it for?
And I back into that.
You know we're a productbusiness first.
That's kind of how we started,right.
We started building sometechnology and so we have a
pretty big product team.
We have people on the AI side,we have people on the server
side, we have people on theproduct side.
(15:15):
So we spent the first year anda half really focused on finding
building something that wethought people could use, and
then we spent the second yeartesting it in multiple markets.
So we're a little over two anda half years in.
I feel like we're just findingour stride, and so now it's okay
, we found our stride.
You know, our customers arereally our core customers are
(15:37):
really the enterprise and theirHR departments and marketing
teams and comms teams.
So now the next level of hireis how do we scale that?
And so our big next push is forsalespeople.
I think we've got a good graspof the product.
We've got a core customer setthat's using it, giving us great
feedback.
They're renewing subscriptions,so we know we're doing
something right.
Now it's how do you scalefeedback?
(15:58):
They're renewing subscriptions,so we know we're doing
something right Now.
Speaker 1 (16:00):
it's how do you scale when it comes to sales?
Have you been doing likefounder, led sales up until this
point, and now you're lookingto delegate that off?
Speaker 2 (16:07):
Yeah, actually up until this point, I think I've
closed almost every deal in thiscompany and we just started
bringing in salespeople and thegood news for them is now they
have reference clients, casestudies, testimonials, all the
stuff they need to really run100 miles an hour, but it has
been founder-led sales and Ithink you know, if you want to,
(16:28):
this is my belief.
I think if you want to succeedas an entrepreneur, go carry a
bag as a salesperson for a fewyears because you're going to
need it.
Speaker 1 (16:37):
Go carry a bag as a salesperson for a few years,
because you're going to need it.
Yeah, I mean, that's the mostimportant part I would argue to
to any, to any business, becausethere's so many awesome ideas
or products that have diedbecause they can't get a
distribution and there'sproducts that maybe aren't as
good that we are living andinteracting with as we speak
(16:59):
right now, because they had abetter handle on how to get that
distribution and get the scalethat was needed on the sales
side.
Well, even in our business.
Speaker 2 (17:08):
I look at some of our competitors that are on the
full production side or the fullDIY side, and there's a lot of
misleading messages, there's alot of noise that I have to
overcome.
We actually have a product thatdelivers what we say it
delivers, and we have to fightacross a lot of products that
fall short.
But they sell a message andthat message is enough for
(17:29):
someone to write a check andthey say, well, we don't like
this product, but we alreadyspent money on it, so you'll
have to come back next year.
So that's one of the challenges.
But yeah, that it.
So you'll have to come backnext year.
Speaker 1 (17:38):
So that's, that's one of the challenges.
But yeah, that is my favoritething to hear as a as a
salesperson, but that's why it'sso important to continue to do
it like the.
A mistake I made early on withthe the agency was, you know
would spend so much timeprospecting and getting sales
meetings booked, but then myattention would go towards, you
know, all of the calls andgetting those people through the
pipeline and getting them sold.
But then once that was done,then I was left again with a lag
(18:01):
where there wasn't meetingsbecause the prospecting wasn't
being done, and so everythingjust needs to be running
asynchronously all at once.
Speaker 2 (18:08):
Yeah, being a founder who's driving sales, capital
raise in the business getsreally, really difficult and you
have to get really really goodat managing your time.
Otherwise that's exactly whathappens.
All of a sudden, you go througha pipeline in the course of a
quarter, you finish it andyou're like, oh my God, I don't
have anything for next quarter.
Speaker 1 (18:30):
How do you think about leveraging AI in these
efforts when it comes to sales,in these efforts when it comes
to sales?
Speaker 2 (18:37):
So I mentioned, we're AI from day one.
It was really on the back endof things.
Our job was to accelerateprofessional production and then
, about six or eight months intoit, openai came out and we
started using those AI toolsinternally.
We're a Microsoft Founders Hubmember, so we had access to all
this Azure OpenAI stuff beforemost people did, and we started
(19:00):
playing with it and testing it,and what we found is we actually
were able to createefficiencies in our own company.
I'll give you a really goodexample Our marketing videos, or
our explainer videos.
Two teams work on those.
Our production team works onthose and marketing works on
those.
So what we were doing is we wereusing AI to create the scripts
(19:20):
and then we were actuallyconverting those scripts into
social media posts and blogs andeverything that marketing
needed, and we were doing themso effectively and so quickly
that we said, hey, we shouldexternalize this as part of our
platform, because if we'regetting this much utility out of
it, imagine what our customerscould do.
And so one of the tools that wehave now called the Creative
(19:40):
Copilot, which we're actuallygoing to do an announcement on
next week, is it's Promptless AI, where you start with, hey,
what's the story I want to tell,and you create that script and
then with a tap of a button youconvert that into a voiceover
and a shot list.
So you've done all yourpre-production as a marketer or
an HR person literally withinminutes, and now you can go tell
(20:02):
that story visually, put itinto Lucy Hub and we'll turn
your video around the next day.
So something that would havetaken you two to three weeks
minimum to do you can do in twoto three days now.
So that's kind of how we'vedone it on our front, on our
platform and as a company.
I think we've delivered for ourinternal use about 100 videos
(20:23):
this year already, in additionto all the client videos we're
delivering.
So that's one way we're usingit to accelerate things.
We're also using it on the backend, on the demand gen side of
it.
Our head of marketing is doingsome stuff with AI.
There I'm closer to theproduction stuff because that's
what I work on with theengineering team, but it's
(20:45):
literally all over our company.
We're really we're a lot moreefficient with those tools and I
actually think entrepreneursare going to do better than
anybody with AI because it'sgoing to give them the ability
to scale with a fraction of theteam they would need.
And as a startup, it's going togive them the ability to scale
with a fraction of the team theywould need.
And as a startup, it's hard toraise capital.
It's hard to find people to buyinto your vision and come join
the team.
(21:05):
There's a lot of challengeswith this.
It's really hard and I think AIgives us a little bit more of
an advantage to a success rate.
Speaker 1 (21:13):
Yeah, I feel like we're the demographic that is
least afraid of jumping into newthings and just rolling up our
sleeves and figuring it out.
And you know, there's so manynew tools that are part of my
sort of daily just work ritualnow that didn't even exist six
months ago and sure, some ofthem some of them aren't great
(21:34):
Like.
There's definitely some thatI've started to use and I'm like
this is not helpful.
But then there's others wherenow it's a part of, like my, my
everyday tool set.
Speaker 2 (21:43):
Well, and the other part of it is I don't.
You know, as a company, wedon't rely a hundred percent on
AI.
We are people plus AI and Ithink you know I say this all
the time.
What we do, which is it's acreative space, is subjective
and no tech is going to take you100% there.
I'll give you a really goodexample.
We have a product in the worksright now.
So, you know, everybody's doingpodcasts and the real value of
(22:05):
a podcast isn't necessarily thepodcast, it's the cutdowns that
you put on social media to getengagement and all of that.
Speaker 1 (22:11):
Pain in the ass to do right now Right.
Speaker 2 (22:14):
Most people are using an AI tool to do a hundred
percent cut down, which justdoesn't make sense.
The AI tool doesn't know whereto cut these pieces together.
So we've been testing a toolthat you could take your podcast
brand and you could upload itto Lucy hub.
It'll pull out the transcriptfor you and you'll be able to
say give me this one at oneminute and eight seconds.
(22:36):
Cut it to three minutes and 15seconds.
Cut it to 25 minutes.
They'll do the stitch for youautomatically and then you can
push it into our cloud, or oureditors can add B-roll or
whatever they want to clean itup with, but you'll be able to
do these cutdowns literallywithin minutes now, and they're
not just AI-based cutdowns.
Yes, we're using AI, but you'rethe ultimate decision maker on
what's going to get used.
Speaker 1 (22:56):
Yeah, because I've tried.
Even Riverside has some ofthose AI cutdowns, but they're
not to the level that is neededfor me to then go release them,
and so it's cool in concept, butI still need to go find the
person or the team that's goingto take that and make it
something that is productionworthy and can be published, and
(23:18):
so there's really that missingcomponent of the people.
You know, having somebody thatcomes in, cleans it up and
polishes it in a way that canactually be presented.
Speaker 2 (23:26):
So we'll have that for you in a couple of months.
You can start using it.
I'll be a beta tester.
Yeah, absolutely.
Speaker 1 (23:34):
I am looking forward to just trying it out in general
, though, because you, you know,as we, as we come up for launch
here the week of December 2nd,there's so many applications for
for video that we need acrossthe board, from explainers to
you know, just general.
You know the conference as anexample.
You know there's three of usthere.
We're a small startup, we don'thave a video production team
(23:57):
and we had an iphone shootingvideos, shooting images.
The pictures are what made iton linkedin.
The videos didn't, because wedon't have, you know, the
firepower to turn that intosomething that is worthy of
being published.
So, you know, I feel likethere's so many businesses out
there that are listening to thisand, just in general, that that
can benefit from from drawingit out, we were at a conference
(24:18):
in Columbus, ohio, last weekcalled Attune.
Speaker 2 (24:22):
The conference ended on Friday.
They just uploaded their LucyHub video on LinkedIn this
morning and they got a lot ofgood feedback on it.
But your conference you threecould have filmed, uploaded and
we could have had the video foryou the next day.
Speaker 1 (24:35):
Yeah, that's awesome.
Well, I really appreciate youcoming on and sharing some of
your insights and I am very muchso looking forward to trying
out this tool.
But before we hop, can you letfolks know who are listening,
where they could connect withyou or Lucy Hub online.
Speaker 2 (24:50):
Yeah, you can.
So lucyhubcom is the URL forour website and you can find all
kinds of cool things there.
One of the real cool things onthat website is the Lucy Hub
Academy.
We've created a whole videolibrary of micro lessons on how
to become a great filmer using asmartphone and maybe just a
lavalier or a ring light, sothere's a bunch of really cool
(25:11):
free content on there foranybody who wants to be a
filmmaker with a phone and getthings done down and dirty and
actually make it look really,really positive.
You can also find me onLinkedIn.
I'm amert A-M-E-R-T at LinkedInand on Instagram I'm atdrums
because I'm a drummer.
Speaker 1 (25:31):
Oh, I love that.
Well, again, thank you forjoining us.
For everybody that's listening,as always, this is Brandon
Amoroso.
You can find me atBrandonAmorosocom and Scalessai.
Thanks for listening and wewill see you next time.
Thanks.
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