Why Gemini 3 Is A Godsend For Marketers

Dude, have you seen Gemini 3?

Yes.

Have you been using it?

Yes.

I think it's a godsend for marketers. You look excited about it. I can tell you've actually used it. This is not BS. So how do you feel excited about it? What's so exciting to you?

Haven't I been saying since the beginning that I believe Google—

Google's going to catch up.

Catch up and dominate and not necessarily make ChatGPT go away, but they will become a dominant player in this space.

You have, to your credit, since the beginning, 3, 4 years ago you have said this.

Because I'm a big believer that data helps you create the best LLM, and Google has more data than anybody and than anyone else. And if you look at the person who created ChatGPT, they came from Google, and then Sergey Brin decided to come back in and just handle crap himself when they lost their person. And eventually—

What is this bureaucracy? This is stupid. Like, have you seen the All-In interview? He did this, like, this is so dumb. Like, no, we're just gonna do this. He's like, And then someone gets in his way, he's like, he goes, what's his name, Sundar. He's like, Sundar, just deal with this person. Like, he just doesn't have to deal with it, you know?

But only founders can do that in an organization.

Yeah, founders have, Jason Cohen, remember Jason Cohen from WP Engine?

WP Engine, yeah.

Yeah, so when I did the interview with him, he's like— He's Smarter Bear. Yeah, and Smart Bear, a smart bear. So he was like, founders have this invisible hammer where they have the only power to actually go around and make these types of moves. When someone comes back in and does this, only the founder can, not even Sundar can do this.

Yeah, because you know what? When founders want to do stuff, we, and I'm not Sergey Brin and I don't think like him. I'm not a crazy mathematician or anywhere near as smart or successful. But generally speaking with founders, we don't look at things like budgets and, oh, this is what's realistic. And, you know—

It goes right over my head.

With planning and politics, it's like, I just want to do this. I don't really give a crap what anyone else thinks. I want to do it. And the same goes with our company because we're recording this podcast literally on Black Friday.

Yeah.

And we have most of our 2026 budgets set in stone. So I get a text message from Mike, uh, co-founder Mike.

Okay.

My co-founder Mike. Right. And Mike's like, yo, you know, uh, I want to hire this developer and get them to start sooner because we already have our hiring planned out for 2026. Okay. Keep in mind, we haven't started the year yet. So, you know, if this is how we start the year—

Yeah, it's going to go off.

Yeah, it snowballs and makes it even more worse and it's probably going to irritate people over time. So quick question is how quickly will it irritate? Not if, it's more so how. So like, this is our budget for 2026 and—

You didn't say that, your finance said that.

Our finance says, so they sent us the budget per division. So Mike and I, hop around different divisions whenever we decide. Right now we're in the software division. When you hire engineers, you know, it's not necessarily that you have a budget for 2026 per engineer. It's also when do they start? Because if an engineer costs, to keep the math simple, $120 grand a year, that's $10 grand a month. I know there's other miscellaneous costs, payroll costs, HR, et cetera.

Insurance. Yeah.

Yeah. But let's just say it's $10 grand a month. Well, if this person was planned to be hired middle of the year, you would only have $60 grand worth of expenses, not $120 grand. So Mike's messaging me the other day and he's like, yo dude, I want to hire this engineer sooner and do this. And oh, by the way, it'll cost us $96 grand that's not budgeted. And him and I are looking at him like, well, we have to make all these product changes to really get the product to where we want, right?

So we need maybe more engineers.

Yeah. So him and I are like, so why are we waiting to do this? Well, this is the budgeting plan that was created. I'm like, yeah, we were both texting like, who cares? It's our company. Yeah, let's just hire him. How quickly can we get him? Well, it's going to take 30 days to recruit him. We already started recruiting.

Yep.

Right. And this is for engineers that we're supposed to hire, no joke, that's why I give them mid-year— 6 months out. Yeah, 6 months out. He's like, we already started to recruit. For how many of the engineers? He's like, Well, the one that we were supposed to hire in beginning of the year, we already started, but already started for the 4 that we're supposed to recruit middle of the year. That's not part of the 96. He already found one.

So you're at $400,000 now.

Yeah.

Or whatever's going to come. I don't know what we pay engineer, right?

But probably more than that or more than $100,000 a year, depending what country we're recruiting them from. And I don't know what countries we're recruiting them from, but he's just like, yeah, might as well just start getting them now so we can just do all this stuff we want. I was like, okay, sounds good. Same with other bureaucracy in a business. Like the reason our product moves slower, check this out. So when you have products, you have monthly pricing plans, right?

Mm-hmm.

For SaaS, as you know, and then we have these things called add-ons so that way people can just like upgrade for different parts of it. Did you know the add-ons on our system, because it has so much more logic, it slows down development an estimated 40%?

Wow. 40%. 40%.

40%. So I'm not an engineer, you know this. So I just got on the phone with the engineer. I'm like, so plans are less efficient, right? He's like, yeah. I was like, all right, I got a solution for you. He's like, what? Remove all add-ons. He's like, Neil, this would be too complex. What would we do instead? Create a plan for every single add-on.

Wait, add-ons for Ubersuggest? What are you referring to? You're talking about like feature add-ons?

Feature add-ons, or I'll give you a very specific example. Let's say you are tracking your rankings and your visibility on ChatGPT and you want to do it for Gemini. It's an add-on. So I say forget the add-ons, just keep plans that we have in our backend that aren't visible on our pricing page. And you can do a new plan for someone who has ChatGPT plus Gemini. And then if they don't want that, just drop them to the older plan that just has ChatGPT.

So à la carte and different bundles, is that what you're saying?

Kind of. I'm just grouping all the add-ons. So let's say if we only had 4 plans, just have 30 plans. And then, and I broke this down with my engineer. He's just like, yeah, if you end up doing that, then we wouldn't have—

And that speeds up capacity, your development rate. Yeah.

And I was like, all right, sounds good to me. And he's like, yeah, that works. He's like, you okay with 30 plans? I was like, yeah.

30 plans. How's that going to look?

Not visible on our backend.

Okay, got it.

So it wouldn't slow things down.

Got it, got it. Okay, that makes sense. This is interesting because literally I'm doing the same thing right now. I was like, there's a sales guy I've been trying to recruit for the last 3 years. I also talked to my co-founder CTO. I was like, hey, how many more engineers do we need to move this a lot faster? How much faster are we going to go? And this, none of this is budgeted, by the way. This is a bet on the future, right? But all that to say, so going back to Gemini 3 is a godsend for marketers. In what ways are we using it right now? Because I've seen so many examples. I'll give you an example. So we've talked about Replit, we've talked about Lovable, we've talked about these vibe coding tools, right? And Google Gemini, the Gemini AI Studio, the things you can build now is absolutely insane. Like, I don't know if you've tried this, but literally I designed, so I built the front end for a product, right? And then I designed it. I literally went to a website, I drag— I took a picture of a product that I thought was cool. I said, make it look like this. Boom, it makes it look like that, right? And then it's actually finding, uh, because I keep talking about Juicebox, the recruiting tool. I was like, I wonder if I can make a Juicebox for like sales and for like partnerships and like conferences and all that, right? And it—

What do you mean by that? I'm a little confused.

Juicebox does outreach for recruiting. I already got that part. So what, uh, what this product is called is Nexus. Like Gemini actually named this product Nexus, right? So it will basically look for people that we should reach out to partner with, that we should do content collaborations with, that we should do sales with, and it'll make like a web and like it shows me who I connect with over time and that web will just continue to expand.

Wow.

And it'll do it automatically like JuiceBox so I can make agents doing it. And so I'm just working on that right now and like it's finding real emails, it's finding the right people. And I'm like, dude, if I just keep playing with this for like a couple hours a week or whatever and I do it over a couple months, like I can actually build something real, right? Imagine how this is going to be in a year. But like, This is the first time, like sure, Replit's kind of cool, you know, Lovable is cool, but like it hasn't, it's not at this level.

Dude, I think, I know everyone's like Lovable is a big company.

$200 million, they just broke $200 million.

Yeah, in ARR.

Yeah, yeah.

And they crossed the extra $100 million in like 4 months or something like that.

Yeah, really fast.

Yeah, really fast. I believe Gemini and ChatGPT and Anthropic are going to end up in the long run, Crushing the Lovables, not necessarily meaning Lovable's gonna be worth $0. They're gonna take over the market share for that.

Dude, 'cause at least for right now, AI Studio Gemini's not charging me for it, or maybe I'm paying for the pro version, right? But they're not gonna like, they don't care about that so much because they just want to have people using their products and they want them in their ecosystem. That's how they make their money.

Yes.

It's not from the SaaS revenue.

Yes.

Yeah. And you've played around with the new Nano Banana, right? The new Nano Banana, you can take a picture of like this and then drag in like a scene that you like and then make like an Instagram feed. There's so much you can do with this. I wish we were like 20 years old again, 'cause we'd have a lot of time to mess with this. We don't have as much time today, so.

No.

Yeah.

But yeah, like these products that Google's creating, I think they're moving at a faster pace and doing a better job than ChatGPT.

I think so too. And I think this is where I read something on The Information last week, 'cause I still have a subscription to The Information. And it's like Sam Altman is like, basically the article is like how Sam Altman's like, oh crap, this is like, oh crap moment. And like internally he's like trying to push the team now, 'cause they need to be pushed because This Gemini situation, like they are starting to get lapped.

So yeah.

Yeah.

And I think this is going to really change what is going to happen in the whole marketing ecosystem. But yeah, no, it's—

And their TPUs too. So they, they're not as reliant on NVIDIA chips as the other companies are.

You saw the Facebook deal, right? It caused NVIDIA stock to go down.

No, what happened?

Facebook bought Google TPU. I don't know what the exact name is, but yes, it could be TPUs or whatever. They also have, I know it wasn't their quantum computing—

Tensor processing units.

Yes. I know it wasn't their quantum computing chips, 'cause I'm assuming they're not for sale, but they bought their quote unquote NVIDIA copycat clone. I'm not trying to say it in a bad way. I just don't know which version they bought, but it caused Google stock to go up. It got close to a $4 trillion market cap and NVIDIA went down. Uh, Nvidia announced a statement, you know, how they love their partners, including Google, because they're a big buyer, but they talked about how they're like a decade ahead of everyone else. And I'm like, you may say you're a decade ahead. Everyone can catch up very quickly and they don't need a decade's worth of time.

When your margins are that high, it invites competition, right? And so I think they're probably like 3 to 5 years still very, very, very solid. I think Nvidia is still very solid. That's what I think. What do you think?

It is a solid company. This is not financial advice, guys, but Google and all of them will just start dumping a ton of money in and catch up really fast.

Yeah. When you have a A cash machine like they have, like, it's, you know, it's— I was talking to my dad yesterday about this. Like, do you think AI is a bubble? And I'm like, because you have these companies that generate so much free cash flow that are kind of reinvesting into this space, I don't think that is. And then we're actually seeing real-world use cases from the AI side of things. And then you look at, if we're talking about Nvidia's, you know, PE, it's not crazy. I think maybe 90 to 95% of these AI startups are a bubble. And what I mean by that is there's a lot of like, I don't know if you're reading this, but I'm seeing on Twitter now, like one of my friends retweeted this, he's a VC, you actually know him. But what's happening is these AI companies will raise a bunch of money and then what will happen is they'll keep the money. They won't talk to the VCs anymore. And that's how easy it is to raise money in the AI space right now. So I think 95% of these AI startups are a bubble, but I think the scale-ups are not.

When it comes to raising money from startups, For startups. For the AI world, I believe it was easier 6 months ago. I think it is actually starting to die down because there's too many AI-funded companies and they're not doing as well. And we're seeing them. We were talking about Cluey, right? It's just like, it's obvious they're not doing as well. I'm not saying they're not growing or anything like that, but they must have retracted backwards.

They should just become like an influencer agency. That's what they should do.

That's not a venture-funded business.

It's not. It's not, but like, you know, what are you going to do? Like they're very good at finding virality, right? It's like, you know, it's maybe they should just return the capital and go do what they're good at.

Yeah.

That's not, it's just my thinking here. So anyway, that's why we think Gemini 3 is a godsend for marketers, also for businesses as well. I mean, the AI Studio stuff, Nano Banana, Veo 3.1's amazing. Dude, I can, you know what you can do? I messed around with this. I was like, okay, find me the best like Coca-Cola ads, right? I took that YouTube link and I went to Gemini for this, and then I was like, hey, gimme a script for VO 3.1. And I just dumped that script and then just like alternated a little bit. So we should be able to get a lot more creative. If you're in B2B, here's the deal. LinkedIn account-based marketing sucks, but it doesn't have to. With Carrot, it allows you to create personalized ads towards your customers and also personalized landing pages that align with the ads, you're going to have higher conversions and influence pipeline reporting to prove that your ABM works. So if you want to learn more, just go to karrot.ai and you can join the waitlist. Again, it's karrot.ai, and we'll see you on the other side. Which leads to another question.

How—

what percent of your company right now do you think you're happy with from an AI fluency standpoint? Like 10%, 20%, 50%?

Per employee, or are you talking about our progress in leveraging? Because it's 2 different things.

Second one.

The second one was our progress overall implementing. I would say I'm probably 30-ish, 40-ish. 30% of people. 30 to 40% satisfied?

Call it 35%. 35% adoption rate where it's like, hey, these people know beyond just ChatGPT, they can do other things that are a little more advanced.

For our specific industry and field being marketing.

Yes.

Yes.

Okay. So are you saying 35% satisfied or 35% adoption rate?

35% satisfied.

Okay. 30 to 40%.

So we'll take 35%.

What do you think the gap is right now?

Our biggest problem isn't the adoption. Our biggest problem is the efficiency. So let me give you an example. I'll use one that everyone who does marketing can understand. Let's say you use AI to do keyword research. You then take the keyword research, you find the gaps between you and your competition, and then you focus on writing content. And let's say you have humans in the loop and then you're modifying the content. Okay. I would say 35% of the output, 30 out of all the people in the organization, I'm happy 35% of the time. The biggest issue isn't the usage of the product. The biggest issue is the slop that's being created with AI. Part of that slop is technology, which I'm assuming you agree with. Part of the slop that a lot of companies don't want to talk about is the actual people using the AI and not working better at prompting or training.

And checking.

Uh-huh, and checking. Checking, I put as standard. If they don't check, there's a problem with them and they shouldn't be in the organization if you're not willing to check your work. But a lot of it is, I wouldn't call it human error. It's how humans use AI. And if you don't get what you want, you can modify it. The easiest way is, is if it's giving you wrong information, you can then end up going and being like, okay, go pull from this source. You know, you can leverage MCPs and you can say, hey, I'm going to use MCPs so then that way I can get a better output when I'm using AI. We already pay for all these tools. We have access to a lot of this stuff, but are they using it correctly? And what I find is 30 to 40% of the time, some of it is people, some of it's time, but I would say 30 to 40% of the time we're happy. The other remaining portion we're not.

Yeah.

And it's just fixing these little things and it's not by age either. What we're finding is it takes a little bit longer for us, what we've experienced for getting older people to adopt, not always, but I'm seeing that and not just in my company, but across the board. But on the flip side, with the younger people, they're quick to adapt, but a lot of times when you give them feedback, They believe they know how to do it better and they don't keep in mind business metrics. Like they'll show like, look at all this cool stuff. Like there's this guy in San Diego, he's really on top of with AI, crypto, social media marketing specifically out of all marketing channels. And he has this Gen Z lingo, like he'll use words like bet, not know and stuff like that. So sometimes I have a hard time keeping up with him, but he updates me on the lingo and what it means.

Yeah.

And I'm like, instead of not no, why don't you just say yes? But he's like, nah, dude, that's not what people say.

I'm like, all right.

I still say yes or no instead of the not no.

Not no.

But he'll tell me like, no, dude, this is what's wrong to do marketing with this crypto company. This is what we need to do. And I'm like, he's like, look how cool this is. And he'll show me his— I'm like, dude, I get this, but this doesn't actually move the bottom line. This company will eventually want to go public. They're large or they're going to want to sell to someone. They've already raised a ton of money. If we're not getting them more depositors and the depositors don't keep trading, it doesn't matter. But look at this cool campaign, in the long run it'll work. I'm like, dude, this is not tied to any KPI. We're getting paid to help them move the KPIs.

Dude.

Like it's just going around in circles.

Dude, I, you know the Rippling CEO, right? Parker Conrad. So, you know, Brian Halligan, the CEO of HubSpot, started a new podcast and I was like, oh, he's interviewing all these CEOs. I'm going to listen. I listened to Parker and this is a really interesting tactic that I started trying actually as soon as this week. And so what you just mentioned, if we're talking Gen Z, even a lot of people struggle to be held accountable or talk in terms of metrics. You would agree with that, right?

Mm-hmm.

Many people. And so what Parker does is he actually sends recruits that he's going to talk to, he sends them the investor decks, all these things, the strategy around the company. His expectation is when you come into the meeting with him, you're going to talk, you're going to have questions, and you're going to have a deep strategic conversation. And you can tell by that conversation over 30 minutes or so. If that person is, they know what they're talking about when it comes to metrics and how they think, how their motor is, right? Then after that, he just focuses on backdoor reference checks and really focuses on, hey, here's the goals of the company, here's what we're trying to do. But I think that part is interesting. You share, like you can share your strategy for the next, like let's say you don't have investors, right? You can still share your strategy for the next 6 to 12 months or so and see how that person communicates with you. If they're just kind of pie in the sky, Or are they nailing down brass tacks? Hey, like, what's your net revenue retention? Um, you know, what, what's, what's MRR going to be? Okay. What's your hiring plan? And then it's like, okay, you know that you can have a deep conversation. This is how it's going to be working with this person. I thought that was interesting.

That is interesting.

Yeah. Worth trying. I tried it this week. I tried it on one person. Okay. And she could not hold it together. She was just like, she kept talking about herself. She kept going back to herself and she made it, she might've just asked like 2 or 3 questions around the document that I sent, which is the plan for next year.

So what will you do with this person?

We will not hire this person.

Okay.

Yeah.

And what will you do with, you have a good amount of people on your staff, right? And they probably all don't fit within this formula that you just tried. What are you going to do?

And unfortunately, so what I would say is, and I think this is a broader thing, which is, this is good. This is actually one of the topics I had in my mind too. I think every time you double as a company, like a lot of things are going to break. Processes are going to break. People are going to break as well. Right. And so some people will scale, like Noah has seen this, right? Some people will scale. Some people will not scale. be able to. And it's all about making sure that you're setting the right standards, right? And this is one of the standards, but you also can't, like, what I've learned too is you can't set too many standards at once. It's got to be like one big thing at a time. And this is one of those things. It's like, hey, like if you're going to be a leader on the team or anybody on the team, you got to be able to speak and tell stories in terms of the numbers because like nobody cares if you bring, like we have the same people on the team too. They're really on top of like, oh, we're using Figma over here. We're using this over here. Oh, I found this new VO 3.1 hack over here. But like at the end of the day, who cares if it doesn't drive business value? That's right.

Yeah.

Um, so anyway, that is it for today, guys. Please don't forget to rate, review, subscribe, and we'll see you next time.

See you next time.