S6E28 - Eldad Postan-Koren - Blunt Truths and Bold Moves

Three roles that everything up in startups and business. Okay, Right, Yeah. The first one is the cfo. The CFO is always a curmudgeon. They always get in the way of everything. They have no vision. Oh, dollar sense, blah, blah, blah, blah, blah. Super annoying, right? The second one is legal. Whoever is ahead of legal and at whatever company is a fucking nightmare to deal with. They're always justifying their existence by redlining a contract and they're like, oh, Richard, you have a comma in the wrong place. That'll be $500, please. They fuck everything up. It delays every deal you try to get done. And the last one obviously on everybody's mind is hr because, you know, nobody likes HR for any reason.

I was sure it's going to be the CEO. No.

Yeah.

No, no, no. Definitely not.

CEO wants to do it, but they, for some reason I defer all these decisions to other people.

Yeah, See, CEO always, always wants to do stuff. They always have good intentions. Yeah, I, I am consistently shocked how little power a CEO actually has though.

That is, you know, by the way, that's the best clip right there, Scott.

You know, you think, you think to yourself, and I'll just make fun of ldad right now for, just for fun, but it's like, okay, this guy's super successful. He's scaling this business. They're doing really well. They've raised a billion dollars or whatever the heck much money he's raised. Right. It's like, you think this guy would now have the power to make decisions when he wants to do something, but it's like he has to have a meeting with 10 people just to change the flavor of Diet Coke in the office. You know, he can't do anything on his own. Oh, I really want to do this. CFO shuts him down. I really want to do this. Legal shuts it down always. And, and I'm talking about people who also have, by the way, had exits before and stuff.

Yeah.

You know, I think he's on his first like big VC kind of company. But imagine this guy has already had like 2 billion dollar exits and he's like, oh, I'm getting pushback from legal or I'm getting pushback from my cfo. I'm thinking to myself, this is why I can't run a software company. Because if I had had 500 million dollar exit, a billion dollar exit. And Richard, you were my CFO and you came to me and said, you can't do this, I would literally say, go fuck yourself, dude. I'm Doing whatever. I want.

To jump in here.

Go ahead.

The frustration all the way to Israel.

Yes.

The ocean.

Yes.

It's as passion. It's passion.

First of all, you already do that.

That's true.

Yeah. You are like, I'm not doing that, Richard. I'm just not. Like, I'm just not. But that's the first thing. But that. That backs up your point. You're like, you're. You're walking the walk, right? You're.

Yeah.

You're doing what you said, Right.

Literally had this conversation the other day, Richard, you know, I'm the lawyer. You know, it's my job to protect the company, blah, blah, blah, blah, blah. And I'm like, yeah. And they're like, you know, you know, you're the first time we've worked with this vendor, you know, as a vendor, and so I got to protect us. And, you know, I just, you know, I need you to just understand that, you know, it's nothing personal against you. This is just what this needs to say in the contract. And I was like, you guys asked me to do the job, and I've been doing this for 12 years, and you really think I'm going to sit here and try and take advantage of you? Like, you really. That's really your concern for me? And then when you tell me that my own business isn't personal, really. Because sounds to me like you're not a very good lawyer because you don't know how to negotiate.

Did you tell him? Did you tell them that?

I did.

I believed him. I actually believed him that, Richard.

And. And I said. I said. You didn't take that personally, did you?

Yes.

Well done.

Anyway. Hey.

Welcome to another episode. Welcome to another episode of the Surf and Sales podcast. I'm Scott Leese here with my good friend and co host and partner, Richard Harris, and we are joined, as you can see if you're watching on YouTube, by the CEO and founder of WIN, AI Eldad, posting Corin all the way from Israel. How's it going, my friend?

All good, all good. Happy to be here. What a beginning of podcast. I'm looking forward to the rest of it. Let's see.

All right, I gotta jump in on this. I got to jump in on this because, Eldad, you know, one of the things I love about Win is you actually do work to leverage the influencer model. Right. And I'm tired of trying to avoid that phrase because it just is what it is. Don't blame me. Right?

You came up with this one last week. I gotta. I Gotta push back on you a little bit. I did it. I participated. Right. You know, and, you know, I was. I was compensated. And I'm happy to do it because I know you and I, like, win, and I know what you're doing. One Vibe selling. All right, that was. Explain to people what vibe selling was. And then, yeah, I have some feedback for you on this one. So all good.

All good. I'm all about feedback.

Yeah.

So basically, you haven't heard my feedback yet, so be careful.

Can I. Can I mute you?

Yes.

Is that the podcast? You can mute the host? Yes.

Yes.

Beautiful. I'm happy to hear that. So, basically, vibe selling. Vibe selling is. Is a concept that came from the fact, you know, we have vibe coding now. And, you know, you can take it in a different ways. I think that what vibe coding means for me as well, and the people in our, you know, in our area, it means, like, vibe coding, that you write code together with the computer, together with AI, together with the computer, lovable, you know, cruiser base 44. And you create something together. And I think that vibe selling is to look at AI and not to say, okay, that's GPT. I'm going, you know, I'm taking the transcript, I'm pushing it afterwards to GPT.

And, you know, and I'm very active about it. We believe that AI will be augmented or is augmented now or beginning to be augmented, and we just live next to it and we create together a better salesperson or better sales call. So that's where you're coming from. I know that some people take it, you know, vibe, which is maybe cheat or lazy or whatever, but that's what's beautiful about odds. Everyone can interpret it in different way, and it's, you know, it's made the noise. We got the tons of good reaction, we got tons of bad reactions, but we are fine. I'm fine with it. I'm. I love it. I, you know, I think.

What was the. Yeah, what was the. And I agree with you, right? Like, you know, if they're talking about you good, bad or otherwise, they're talking about you, right? Like, that's. There's nothing wrong with that in most cases. Sort of you being the CEO of Astronomer, right, that's probably not a good talk that you need to be a part of.

What. What did people like about it? What didn't they like? Because I think people are very curious about this whole concept anyway, of like, you know, how do we, you know, do the LinkedIn takeovers and how do we do this Influencer thing, like it's happening, right? Like it's, this is now part of. Scott, tell me. Influencer is now part of the go to network strategy. Yeah, right. It totally is that.

Yeah.

So what did people like? What didn't they like? And maybe a third question is what should people think about if they're going to go down and try this strategy?

So I think that what, you know, I think that every time you will do a bold move that will make lots of noise, you will get pushback. And it's just, you know, it's a very basic law of nature. I think it's like the third one of Newton now. Every power there's, you know, something like that. So that's, that's, that's part of nature and it's fine by definition. It doesn't matter what you will do, if you will need, if you will do a big splash, there will be pushback. The second thing, that, which is more relevant for this specific campaign, I think that some people didn't like.

The vibe thing, like the terminology because it's once again maybe referring to laziness. And as I said, the second thing, I think that some people which.

As far as I see, take LinkedIn as a media very seriously and this is the place to do only to give only tips. And you know, I met Scott, I remember you posted it. I met the CRO of $10 billion last week and he told me XYZ, you remember those, this post you did as characterism about all of this, you know, same thing, same, same tips. And, and what we did was a campaign which was very playable. You know, it was, it was fun, it was strange, it was cringy. On purpose, by the way.

On purpose.

So, you know, it's, it's, you know, some people don't like it because this should be a serious platform. The last thing is, so it's not about the content, it's not about the media. Something about the, the motion. So there's a motion that people, influencers should say that they get paid for. They didn't get like if they get, if they were paid for, competitive for or once again, you know.

You spoke about people who you know are pushbacks. I'm, I, you know, and it's fine. People need to know the truth. We didn't, you know, we didn't cover it. That, you know, some people were compensated for that and that was part of the strategy and that's fine. Once again, we believe in creating noise. We are not in the legal how to, you know, you need to tell in advance once again. But fine. Like, some people even didn't like that we, you know, smash keyboards two years ago or three years ago. Two years ago because they were concerned about environment. You know, each one with his own.

Is going to end up in a, in a trash dump anyway. Like, you know, like.

But I think, I think this is exactly the point that Eldad is making. It's like you could do anything at this point in time and somebody will find a way to hate on it.

Yeah.

And say, this is no good. Right. It's like, where does keyboards go when they break or they stop working? They end up in the trash. The dumpster. Right. Am I damaging the environment because I chucked my keyboard behind me? Come on. You know, and this is one of the things that I really like and I gave the team this feedback a week ago or a few days ago. I said, you know, one of the things that I like is they're brave, they're bold, they take chances. They're not worried about, you know, blowback and negative feedback.

Isn't that every startup founder, Isn't that what every startup founders.

Absolutely not. Absolutely not.

No. But they. Not that they should, but they're creating something because they want to be bold and different. They don't know how to translate that into a business model.

They don't know how to translate it into marketing. Marketing campaigns and messaging that try to combine effectiveness with fun, with results. All these kinds of things. And, you know, whether it's the keyboard campaign or the vibe selling campaign, Win and Eldad and Oren and the team, I, I think have done a great job of pushing the envelope because I don't know what's in the water in Israel, but in the last 10 years.

Oh, I do.

In the last 10 years, if I, if you ask me which two companies have had people talking the most. Right. About content and their brand and whatnot, I would say early 2020s is gong gong and all the content they are producing. And in the last two years, Win.

Yeah.

I don't see anybody else talking about all these different kind of campaigns and things like that.

It's.

Those two companies are both from, From Israel. And so, you know, I, I applaud you for taking chances and being.

They call it, they call it. They call it the Israeli chutzpah.

Yeah, the Yiddish phrase. Right. Hey, I gotta pause for a quick second before you go on because, you know, we kicked off this podcast a little differently than normal. So I got, I do have to go in and mention Our sponsor, Vasco, real quick and then jump back in and you know, this is, this is, this is it. You know, it's a Monday morning, you're dragging your feet to the wbr. Your sales miss their number, blames marketing for week leads, marketing pushes back customer success, shrugs and rev ops is stuck patching together, you know, three different conflicting dashboards, right? So you've got all this data in one place and it's. Let's call it what it is. It sucks, right? And it's not doing stuff aligned well, it's not helping you determine next steps and goals. By the way, this is where our friends Basco, who are sponsoring us, step in and really help you. They are there to support your team, not replace your team in relation to AI. And they will help you get to that next stage faster so that you can turn all those negative things that are happening on Monday morning back around. So thank you to Vasco for sponsoring us all that. I cut you off. I needed to do that. Continue.

Wow.

No, I lost. I lost track.

I interrupted you. All right, so. So let's talk about. I have a question for you. You're based in Israel, right? I hope everything's going okay over there.

What?

For some reason. Tell me if I'm wrong. Every company that wants to come to the States, that's not based in the States struggles, the ones I know from Israel seem to do it really well, right? From this international perspective, what is it? What is in the water? Like, how do you do? Is it, Is it this? And I understand the mentality of you go for broke, you know, I understand how, where that comes from, you know, from a geographical perspective and historical perspective. But what are you guys doing, right, that just help you break into the market or because it's a sales tool and therefore it's easier?

No. So I think that, you know, for decades, the Hydex scene in Israel was not about selling at all until today, you know, out of Gong and Win and maybe Lucia, there are not many Israeli startups in the world of sales tech. It was more about, you know, security, more about cyber. That that's coming from the fact that we have a very strong intelligence force. And that's a great school.

But I actually think that one of the advantages is our disadvantage that we speak Hebrew and we have a very small population. And I will try to explain why every Israeli startup from day zero understand that the market won't be Israel.

And we don't have the luxury even to say, okay, we will do design partner in Israel and then we will do, I don't know, like we will do design partners in, in, you know, in the UK and then we will move to the US because this is not our home ground. Like, it's like we understand that Israel is not market, not for B2B, not for B2C for nothing. Second is the fact that Hebrew is spoken by not a lot of people at all. So once again, not a big enough market. So from day one we understand that, you know, probably US will be the market on majority of the cases just because Europe is very fragmented from a language point of view and regulation point of view and it's, it's much more complicated and cultural and US is more, to some extent more.

You know what, what are the first three things? If I'm, if I'm international, not even Israeli, if I'm a German company, a French company, what are the first three things? Based on what you just said, which I thought was a brilliant way to describe it, someone needs to do, to step themselves up to move into the US market to just get started.

So I think that the number one is not to compromise. And when I say that the easiest thing is to go to your neighborhood, your neighbor, sorry, and say, hey, are you willing to be a design partner? Now usually it won't be a US based company if you live outside of the US So I think that not to compromise on validation and early traction and to understand that if you want really to scale the business, it should be even in the early days in the US in the market at least, you know, whatever your market, it should be in the market. Because otherwise if you make your life easy and you validate the idea and the MVP with not the right market, usually it doesn't mean anything. And also for VCs, by the way, I think that second is.

You know, be in the market as much as you can. Going back to it, once again, the overall theme is product market fit. It's very hard to do to find product market fit if you're not in the market and if you're not literally in the market and you live out of the market and culturally you're out of the market. Find time and find a way to be in the market as much as you can. I'm going back and forth like week a month, which is crazy and kidding me with the jet lag and you know, I have small kids and I have very busy wife. She's a, she's a physician, she's a heart surgeon.

So. And even though I understand that if I won't be there, the company won't be there. So I don't know if it's three, but it's, it's two. And I think that once again, yeah.

I also, I work with a lot of international founders and companies and one thing that, that I didn't hear you say that I think might be part of that is you're very direct. Israelis are very direct. They get to, oh yes, they're blunt, they move fast, they know what they want. And this is very similar to much of, if not all of America and how we communicate and how we get things done. I just 15 minutes ago got off a call with a company based in the UK and they're struggling to adjust and I was reviewing their pitch and their emails and how they sell and it's very, very formal, very polite, very long winded. Right. And my experience at least with Israelis is they are not that way and I wonder if that, that translates effectively to selling in North America.

So you know, it's, it's, it's the same coin. Sometimes it's in your advantage and sometimes it's your disadvantage. I think that we are much more direct than the Americans. We don't know how to sugarcoat. We don't understand why we need to sugarcoat. Funny story, I had the AE in the previous company. He came, he was like, he had lots of experience in selling to hospitals and he came to Israel to do training and ramp up and in Israel he just went in the street and said hi and smiled to everyone and nobody smiled at him. And he came to me and asked me why people don't smile at me and I said we don't smile at other people, strangers in the street. They will probably thought that you're a pervert or something.

So the directness and like the we call it t it's being like very to the point sometimes does not translate well when we communicate with Americans. So for example, it's very hard for us to really understand. So this is the disadvantage, really understand if you know a VP cells liked it or not because American would tend not to disappoint you directly but they will just ghost you and we will say the truth in the face. Like that's not for us.

That's of course after we will ask for a discount.

But maybe so maybe I'm, I must be part Israeli, Richard. And I never knew it.

Yeah, I was going to say.

Not that far away. Let me, let me, let me pivot the conversation a little bit to something that's a little more serious. Perhaps a little more challenging when you, when you started the business a few years ago, go to market and sales and outbound was one way a couple years later now and all those tactics don't work as good as they used to and some of them are almost gone or should be gone. So the sales world a little bit I think.

Is, is in like this whole new era in the same area era of you trying to grow this company and sell a product designed to help salespeople perform better. Can you talk a little bit about the uniqueness of that challenge and problem as you've been experiencing it both from your feedback that customers get and you yourselves.

Trying to grow the, the business? I think it's, I think it's a very interesting unique experience based on what you've been trying to do and that, you know, period of time that you decided to start it.

Yeah, so you know, in, in I'm, I was in the Navy for many years and in the Navy we used to say that in order to have two years of experience, you need to have two years. So I'm, I'm only speaking, I'm only talking about from my experience. So, and, and my experience is basically mainly founder led sales.

And not, you know, I couldn't say that like, you know, I led the organization of 10 rep, 10,000 reps before with tons of VP sales and so my main sales background is basically founder led sales. And I, I would say that on that matter I don't think that things really changed. I think that founderless sells, at least how I did it three years ago and how, or two and a half years ago and how I do it today, it's quite similar. We can speak about that. But what I do see is that, and once again three years ago I think that social selling by the way was a thing back then maybe we were early adopters, but I think that it always was important even a decade ago.

And of course that outreach, you know, cold calling was always hard. It's much harder today. I think that, you know, code tools like Outreach and Salesloft that started automating email, you know, made like the reaction to email almost to zero. So it's from that matter it's much, much, much harder. And of course it's much harder for an early stage startup which is nobody knows who you are, you're calling someone and like calling from where. So it's very hard. And this is actually why we early on understood that we need to be very bold and very, you know, other from marketing point of view from top of the funnel and awareness point of view and then the awareness together with less, you know, less attention you're getting because the nature of the business and because of the nature of the technology, we believe that compensates. But you know, if I look from the perspective of our tool, you know, I think that what we help people and what we transform is, you know, taking most of the admin work from salespeople and helping CROs and VP sales to actually make sure that they follow like that the team follow what they want to follow. I think that that's actually, you know, potentially, and we see it, it's. First, it's improving the performance of the team, but it also makes the personal life of seller better because they don't do what they hate to do or at least less.

So, you know, it's, it's. And allow them to, to do more. And when you do more, you succeed more. So once again, there's no one answer here. I think it's, it's, it's a balance and a trade off.

Do you, you spend a lot of time thinking about this and engaging in all these activities, but from a product standpoint, you spend a lot of time thinking about it. You just said, you know, email responses are almost zero. I agree with that. You just said cold calling is harder than it's ever been. I agree with that. The things that everybody knows have been working for the last couple years. This is content, brand building, small events, referrals, influencer partnerships, these things, okay, we know those things are working. But now what always happens is when something's working, everybody rushes to the thing that's working. And before you know it, you know there's going to be 17 events every single night in your city by some company. And you can't go to a mall and it's going to. We're going to ruin it. Right. So in your mind, where do you think sales and prospecting is going next? Not, not what's working right now. If we assume that what's working right now is going to fade out a little bit in the next couple years, do you have a sense of where things might head and how you'll steer the company from a product perspective in that direction? Like is hologram selling the next thing, for example? Everybody laughs. But maybe it is. I don't know. I'm curious what you think.

So I will tell you something that I don't know if that's such a revolution, but I have a gut feeling about partnership.

Once again, I don't know if that's the future. And definitely it's not something that we, you know, we tried a lot. We tried a little bit. But what I'm really thrilled is like, how do you take someone else, other organization with other needs and other, you know, strength and how do you together to get you create better together but, you know, and create something really crazy together and then that opens to you, especially for a small organization, a whole new world that was blocked before. And, you know, it could be a very cool situation when one brand is more established and, you know, more boots on the ground, but no AI. And then comes AI company, early stage scrappy. And the combination of those two, very different organization and very different cultures, maybe it can create a new way to outreach many new customers once again. I don't think that's mind blowing, but definitely I think that's something. And, you know, there's also a word, you know, it's, it's.

SEO is also, you know, something that is going to die.

Yeah.

Would the GPT optimization or LLM optimization will be the next thing? Maybe. Probably. So that's probably another area that was to invest in.

Yeah.

Yeah. I'm actually already doing that. I don't know.

You're a trendsetter.

I am. But you know, Scott, I always come up with a great idea and you 3x me. Right.

That's hard, Richard, you just asked if I'm investing in that.

Yes.

I don't invest in.

Not, not. I don't mean money. Are you investing your time into the GPT world to get your stuff in there?

No, I, I, this might blow your mind, Richard, but somehow I'm already in there. I'm already getting, I'm already getting leads.

As am I.

Somebody is like, but I'm doing nothing. You're doing something to get leads. I'm doing nothing. They're just magically showing up. I don't know why.

There you go. Yeah. Yeah.

It's a good problem to have.

Yeah.

What was that?

He said it's a good problem.

It's a good problem to have.

It is a good problem to have. It is a very good problem to have.

So.

I want to talk a little bit more about.

How you decide to make bold moves. Right. You talked about it from this perspective of, you know, we're very direct. You know, it's a very small niche in Israel, but there's also a, there's also a personality thing. What do founders need to do.

To get out of their own way to make these bold moves?

Wow. It's a good question. I don't think you can teach people to be bold.

It's probably one of the things that are not, you know, coachable.

But I, I think that going back to the beginning of our conversation, I think that every entrepreneur to some extent is brave.

Or very not understanding the situation he's get, he or she getting into. But usually brave to some extent because building something zero to one demands to be, you know, brave to some extent. But I think that I, I, you know, I, I don't know if I told you that before, but I used to be a politician.

I ran two campaigns to the Hebrew University Student union. I know that in the US student union are not such a big deal, but I think that I don't know if half but good amount of the parliament members in Israel came from student unions. This is really one of the places that is the kindergarten of the national politics.

And.

You know, when I came to the hip university I went and I saw, you know, how the student union operates and I said, oh, I can do it better. So once again what I'm trying to say here, like it's just part of me. It's not something I can teach or give tips about. I'm just see myself as a brave or taking responsibility or trying to fix the world, whatever you want to call it.

So it's just part of my personality. I don't think it's interesting to think if that's a characteristic of a typical Israeli maybe to some extent.

Once again also go back to geography and the history.

But once again I think that's kind of the thing that or you born with or you're not born in born with. But I want to say something which is even more important. Everything you see is just the tip of the iceberg and the bonus coming from me. But every campaign and every crazy idea we do and every hilarious viral video is an effort of hundreds of hours and small details which I suck in taking care of. And Oren who leads the marketing and Carmen and Shah and the rest of the team are such a detail oriented people and introvert by the way, all of them.

And the, the combination works really well. So if I can give one a good, you know, tip is find someone who is good in what you're not good at and they will help you not only to be brave but also to take your bravery out there to the world.

Yeah, that's a great, that's a great tip. You always want to try to surround yourself with people who have complementary skills, personalities. Richard is very detail oriented. I'm not detail oriented at all. I'm much closer to you probably in this, in this regard. That's one of the reasons why the partnership has worked well for so many years.

You know, this is why we get along. Yes, that's right.

That's right.

It's the biggest frustration Scott and I have with each other sometimes too.

Yeah, yeah, fair enough. Our strength is our weakness. Right? That interview question.

That's right.

So we gotta move to. This thing's flown by. We gotta move to wrapping it up and all that will let you ask us a question. But again, just a big shout out to our, our friends at Vatsco for sponsoring us. Really just helping to connect your systems, clean and enrich your data automatically and give you an AI ready foundation. No code, no extra headcount. Check out Vasco. And we actually need to thank ldad and Win for sponsoring the event.

The event itself, the most important in Portugal. Yeah. Which is sold. Which is sold out, by the way. We've, we've, we haven't given that update. We sold it out about a month ago or so.

We did, we did.

Very excited.

So. And I'm excited for that time when Eldad will skip one of his trips to the US and come and join us at the surf and sales.

We almost got him this year. We almost did.

We did, we did. So Eldad, what do you want to ask us?

Well, actually it's, it's a, it's an interesting question. So you know, in the world of cells, we have many legends. Who is your number one legend that you would like to sit for a stake with?

Oh my gosh.

Insane.

I'm putting you on the spot.

I would, I, I'd go with Benioff because I want to ask him a bunch of. I want to ask him a bunch of early founder questions. Right? Like I want to. I was thinking about this the other day. I would love to ask him about what.

Has changed in founder led sales since he did it. Right. How much has changed? Right. What advice do you give to those people compared to what you did versus now? Because I know he did a bunch of gorilla stuff, kind of like what you're doing. Right. But I'm curious, I'm curious to his understanding of the evolution of SaaS sales from the founder early stage startup to that enterprise space. Because I think he has, you know, he's really helped put it all on the map in terms of the SaaS perspective.

That would be my person.

That's a very interesting question because when you ask that question, I would not even have thought of, Of Benioff. I don't, I don't even think of. I mean, I'm not saying you're wrong, but I don't think of him as like a sales.

Or a CEO legend. Marketing.

He started it. I mean, he started in his apartment in San Francisco.

I understand.

Like, I understand.

I'm not trying to. I'm not trying to diss him. I'm just saying. Yeah, I was not associ.

In that particular way. I, I'll. I'll give you my answer. Which maybe will surprise you. Richard the. When I first got a sales job, I'd never read any books. I didn't know about sales. I've covered this ground many times before. Okay. I used to commute to this job about 35 minutes or so with two friends of mine, Javier Belante and Henry Frazier. Richard knows both of these guys. We'd leave from Oakland, California. We'd go through the tunnel out past where Richard lives and go to Pleasant Hill. And one of them, I don't remember which one, one of them had a CD of Brian Tracy. And Brian Tracy is an old sales legend. And that was the first, like, piece of sales related content that I ever consumed. I haven't seen, never had read a book. There was no podcast. There was no LinkedIn back then. There was a CD. One of us put the CD in our car and, you know, it's only like, I'm screwed up, but maybe it's like an hour long maybe, right? We must have listened to that CD a bazillion times, going back and forth to the point where you knew what he was going to say. You had it all memorized. You know, you nod off in the car on the way home and wake up and you still know what he's saying. So you know what? I would pick Brian Tracy just to tell him, thanks for making that cd. That was the first thing that I ever listened to and ever consumed. I don't even know if he's alive still, to be honest with you. If he is, I hope you're. I hope you're in good health and good spirits. And I just want to say thank you. That would be my.

That's. That's mine, by the way.

I can't see it. It's upside down.

Upside down. Upside down and blurry.

Oh, my God. Oh, my God.

A qualified sales leader.

Proven lessons. The Bible. The Bible. Bajan.

Very cool. Well, what's great is. What's great is that everybody has a different, you know, a different pick yeah. Right. Just goes to prove there's. There's no one way to do things. And, you know, this is the art. Yeah. Find the one that resonates the most with you. Yeah, yeah, yeah. Very cool. Well, we appreciate you spending time with us, man. We had some fun, we had some laughs. We, you know, probably pissed a few people off. Probably. But that's the way it should be. Tell everybody where to connect with you, Eldad. And they should all, of course, check out w I n n.AI.com.

Yeah.

W I N N A. I win.

Yeah, yeah, yeah. AI. If you're ready for a psychedelic experience, go to our website.

And if you're ready for cringy, post on LinkedIn. You can visit me on my profile.

There you go. Hit them up, everybody, for some cringy content. We'll see you next time on the surf and sales podcast.

All right.