Michael Beck [00:00:00]:

But then I just love the thrill of the hunt. I like to hunt big game. I like to crack codes. And that's what selling into hospitality tech is. You're one trying to find the big game. But it's not that you're trying to take it down. You're trying to actually help it. You're trying to figure out a way, how do I add value to this? It is hellaciously fun for me.

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Michael Beck [00:00:20]:

Tell me somebody you want to get to and let's see where we are in two weeks. That's how I like to do it.

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Angelo Esposito [00:00:28]:

Welcome to WISKing It All with your host, Angelo Esposito, co-founder of WISK.ai, a food and beverage intelligence platform. We're going to be interviewing hospitality professionals around the world to really understand how they do what they do. Welcome to another episode of WISKing It All. We're joined today with Michael Beck, Popcorn GTM's co-founder and CRO. Michael, thanks for joining us.

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Michael Beck [00:00:56]:

Absolutely, Angelo. And I tell you, WISKing It All, that is a fantastic name.

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Angelo Esposito [00:01:01]:

I appreciate that. We played with a lot of different names, but that was, that was the winner. So I'm happy you like it.

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Michael Beck [00:01:08]:

Oh, yeah. It's exciting and just, I love when we, when you talk about marketing and branding, it's fun to see people being playful.

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Angelo Esposito [00:01:15]:

Yeah, absolutely. Like similar episodes. One of the things I like to start off with is just kind of a brief history. Obviously, I know about you. We've met before, have access to your LinkedIn, so I know about you. But for our listeners, give a little background number one of what GTM is, so we can maybe situate that and then just how you got there.

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Michael Beck [00:01:36]:

Yeah. So Popcorn GTM, we're a, as the name would indicate, we're a go to market agency. My business partner, Paul Molinari, actually had a business before we merged up called Popcorn Marketing Group. And it was all just the marketing foundations. And know at a point in time we ran into each other, I guess, back October last year, we were famous competitors for, gosh, eight, nine years when I was at Restaurant Magic and he was at crunch time as their, as their marketing lead, now as a sales lead. And so somewhere back October, he posted something about blur or nobler, and that was on LinkedIn. And the idea was, do you blur or don't you blur your background when you're on a call? And I'm in the tight angle right now for anybody that's watching and. But the room I'm in is different.

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Michael Beck [00:02:27]:

And so it's essentially it's a museum to marvel comics. Just kind of. I keep trophies for every big sale I've ever got, so the room is filled with trophies, so to speak. But if I get on with the CFO, I'm probably gonna blur my background because I don't want them to judge my financial decisions. If I'm on with the it crowd and my fellow geeks, I let my nerd flag shine, you know? So anyways, but to your question, we started riffing on the idea when I responded to his LinkedIn post, and then next thing I know, we hop on and we're talking about chat GPT prompts, because we're both big fans of AI. If you're not using that tool today, you're wrong. Or some version of that. We started going back and forth about these prompts, and then we found a friend of mine that was struggling in some sales areas with a big company, and he was really curious about a view on how his pipeline is doing, how his sales organization is, how healthy they are.

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Michael Beck [00:03:22]:

And I started taking a look in their CRM with them. And because I was talking to Paul and his marketing shops, they started asking the question, well, pipeline isn't looking so good. What are you doing around marketing? We invited Paul to the conversation, so we sat over this and kind of looked together, and we came up with a plan to help save the company. And at the end of the day, Paul and I looked at each other and go, we could do this for people, right? And he was out there doing his thing with marketing for some clients, and I was trying to figure out what my next move was. And that's how we ended up starting Popcorn.

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Angelo Esposito [00:03:56]:

That's awesome. And I guess maybe to take a step back, and then we'll jump into, you know, everything, hospitality and restaurant related and tech. But to maybe take a step back, like, I know you have a, I think it's 30 plus years under your belt in terms of, like, sales experience. Not a mole, but I love to know with someone with 30 years under their belt, what's the biggest kind of shift you've seen in the sales landscape, right from your experience?

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Michael Beck [00:04:24]:

One, I think the death of the hero salesman has become a thing. When I was out there, or when a lot of us were out there 15 years ago, selling, uh, somebody could go out to a young brands and, and be the hero and bring home that deal. There, there was relationship selling, I think was, was more potent. I think it's still a big thing now, but, uh, you know, there's a whole idea of risk mitigation. And your boy cannot pick your tool for you because he has to answer to a bunch of different people. Can't be like, I'm bringing in my guy. Right? And so, so diligence is heavy, and I think tribal selling has become more of a thing. When par came, and so par technologies came and bought the company, I used to work for data central, and now par data central, they really opened my eyes to that because they have a very strong sense of tribal hunting.

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Michael Beck [00:05:14]:

In fact, they match up accounts to key people who know those accounts really well. They have built a tribe around the people. They're supposed to take it down. And I think this idea of pairing up with your person, almost like football, like, that's the person I'm going to cover. Right. That idea is now kind of flowing into sales in a much, much stronger sense because I believe that people are understanding that you need more than one leg to build a table. Right, right.

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Angelo Esposito [00:05:36]:

It makes sense. And it's funny because I think. I think to some degree, it's probably happened, like, in a lot of other industries. Like, I think about, like, like a funny one I think of that's, like, obviously, heavily, heavily regulated today is like banking, but, like, back in the day, it's like, this is your buddy. It was more like, I trust him, give him the loan. You know, I like his business idea now. It's, like, super rigorous. So it just.

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Angelo Esposito [00:05:58]:

I don't know why it made me think about that scenario where, like, that's.

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Michael Beck [00:06:01]:

Where you definitely have to hedge your bets, though, right? Yeah, same thing. And guess what?

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Angelo Esposito [00:06:05]:

This is.

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Michael Beck [00:06:05]:

It's all financially related, you know? You know, you can't. Can't make bad bets because you have not only your business will suffer, your investors, your employees. There's a whole systemic impact.

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Angelo Esposito [00:06:15]:

Right. That makes a ton of sense. And I know, I know. Obviously, you've done pretty good to put it lightly in sales. Some. Some amazing milestones I think someone's, I wrote down were, like 25 million in ARR, 16,000 plus units sold. So, you know, hearing from someone who's, who's done pretty good, again, to put it mildly. What's.

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Angelo Esposito [00:06:36]:

What are some tips you have into, like, selling into the hospitality world? Because, you know, selling in general, people can argue, yes, you need the base, and it's similar in industry, different industries, a lot of transferable skills. But, yeah, being in the restaurant industry, I find it's a bit more challenging than the average sale. But I'd love to hear from you. What are some tips you have for people selling into the hospitality space?

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Michael Beck [00:06:55]:

You know, I think that that is a really great question. You know, when you hire for tech, you typically say, what's the one requirement you need, right? My old CEO drew Pelleve used to say, you can, you need three things out of somebody, right? They need to know, know the tech, probably. They need to know how to sell and they should probably know the industry. And you can only teach one of them, right? What's the one that you can compromise on? And I would almost argue that the technology is the one you compromise on versus sales and being a domain native or industry native. We're tribal. Like we are tribal. And typically you ask, have you ever served a person before? Have you prepared food as a paid role? Have you been the person at the front desk that's heard the vitrol that comes out of the customer? Do you know what they're going through? Do you have that empathy? And I think that's the key word, empathy, because these operators, they are fiercely protective of the brands, they're fiercely protective of their people and their culture. And when somebody ingenuously comes along saying, I'm going to fix you, but I know nothing about your industry, they immediately lose, lose credibility.

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Michael Beck [00:08:13]:

And I think that is probably one of the more important parts, is that you find hire people in sales. If you're selling into this segment that have carried a bus tub, that have washed dishes, that have worked the front, have worked the register, have seen the impact of a bad Pos implementation, or have heard horror stories of bad food costing when things are given away and how important it is to count, right? Or great customer service and guest experience. I think also a real discipline around selling. When we hire people, we have to admit that they're all from different backgrounds, all different walks of life. We talk about standardization in a lot of ways for technology, but there's no standardization for sales, right? So we may hire somebody that's fantastic, but they may speak a totally different language, right, when it comes to selling or how they gate things or how they look at a sale. And so internal alignment is really key. How we sell and communicate with each other should be consistent. Same expectations.

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Michael Beck [00:09:18]:

I also think good forecasting and goal setting is important. We have too many companies that are going around with these hugely inflated pipelines and they're literally carrying around dead dogs that shouldn't have been in that pipeline for months. We haven't had conversations with them. We're not moving them forward. Do we need to move that back to a lead? Because it's no longer even something that we can say, we can count on.

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Angelo Esposito [00:09:40]:

Right, right.

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Michael Beck [00:09:41]:

Yeah. So those are some of the things that occurred to me. I mean, but there's a whole myriad of things that have to go. Right. And I think the one thing that if you were trying to crack the code is, above all, you need people that are going to be creative. There's a funny comic I read recently that said, we've tried nothing. We're all out of options. Right.

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Michael Beck [00:09:58]:

And so it's. It's, you know, I've watched BDR suffer going through, like, I don't know how to get to the people in this company. Well, we've given you a data source. There's LinkedIn, there's Google. There's a million ways to find anybody. And I think you have to find the people that are creative.

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Angelo Esposito [00:10:15]:

Yeah, totally agree. Totally agree. It's one of the things we try to do at WISK is, like, how can you experiment quickly? And, like, the shorter you can make that feedback loop, generally the better it's like. And I try to encourage you with the team. Like, I was telling guys, like, it's good if we fail, but, like, as long as you have the learning, like, test fast. Okay, cool. But, like, what was the learning? It's like, okay, I don't know. If we price things too cheap, we get to attract the wrong people.

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Angelo Esposito [00:10:38]:

Okay, cool. Let's go again. Let's try, like, let's test, test, test. So I'm big on that. And then the other thing you said, which I totally agree because I've seen it firsthand again at WISK, is some of our sales employees that were from the industry but didn't have sales experience. You know, manager of a restaurant, one team member was, like, working the hotel space, whatever. The point was, they seemed to just naturally be better, connect with the. With the clients.

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Angelo Esposito [00:11:08]:

And ultimately just teaching them some sales skills was easier. Like, if they were an SDR. Like, this is how you handle. Like, it was easier. This is the competition. This is. It was easier to teach that. So there's something that I definitely underestimated because in the beginning, I was like, oh, nice, let me hire someone from another b, two b tech company, and they'll be up and running in no time.

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Angelo Esposito [00:11:27]:

But then it was like, there was so much, you know, what's variance? What's cogs? Why I'm like, oh, man, this is going to be an uphill battle to explain, like, food costing and point of sale stuff.

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Michael Beck [00:11:37]:

You can give them a list of definitions and terms, but until somebody knows what marries it to actual activities, it's.

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Angelo Esposito [00:11:43]:

Exactly.

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Michael Beck [00:11:44]:

Doesn't really mean much, you know?

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Angelo Esposito [00:11:45]:

Exactly. And look, one thing, obviously I love to pick a rainbow just because even prior to Popcorn GTM, like you said, you've been in restaurant tech companies, did a lot of, a lot of work, a lot of sales there. So I know restaurant tech in general is a quite competitive space. We spoke about it not too long ago about how many startups and we could touch on that.

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Michael Beck [00:12:05]:

Oh yeah.

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Angelo Esposito [00:12:06]:

How do you guys help clients, you know, stand out? Because it's, we're talking big numbers in terms of like the amount of startups every day and the amount per category in the hospitality space.

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Michael Beck [00:12:17]:

You know it's funny, we look at the, I think we call what we've internally called it Brita's bullseye. It's that circle of the top 250 that show up on the scene, right? Segmentation, you know, pos, loyalty, all the other, all the various flavors of technology, right? And that circle represents 250 companies that live in a major category and straddle other categories. And then if you do some research on the kind of the black space, everything that's not in the circle, there's some 6000 or so companies that are scrambling to get into the bullseye. And then if you look at some other data fundable recently did a piece and they had a really a lot of interesting data points. And one is there's 6565,000 startups that hit the US every month.

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Angelo Esposito [00:13:05]:

Every month.

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Michael Beck [00:13:06]:

Every month. Every month. Every month, right. And the failure, he says that the data on that is that 910, nine out of ten of those will fail. And it's typically because there's things like market need hasn't been created. So demand generation is different than lead gen, right? If you have something special that's new and different, maybe the world doesn't even know to buy it yet. But I think, I think people play it too safe when we go to trade show, right? Just think about the last trade show you went through and you walk through some aisles. Can you think about one logo that stood out to you, one booth that was like wow, that was really cool.

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Michael Beck [00:13:38]:

And so, you know, we have the logos that are underrepresenting who we are and our flavor and our personality. You know, one of the things we do really well, it's more from the marketing side of things, but I think it's kind of a foundational piece. Like if we thought about WISK.

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Angelo Esposito [00:13:50]:

Yeah.

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Michael Beck [00:13:51]:

And I really wanted to get the sales team aligned and I wanted to get the world on board with what WISK does. The first exercise we would do is we do almost like a police sketch artist or, you know, take the. Take the audience along on a journey. Or think about it this way. If your brand were a person, how would that person dress? What were the kind of things they'd say? What kind of, kind of equips do you usually hear? Are they funny? Are they witty? Are they quick witted? Are they kind of deliberate? What kind of car do they drive? What kind of music do they listen to? Now we're starting to draw a composite, right?

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Angelo Esposito [00:14:21]:

Yeah.

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Michael Beck [00:14:22]:

And I bet yours probably has a handlebar mustache.

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Angelo Esposito [00:14:25]:

Yeah. I was just thinking, that's the only one I want to throw in. I'm open to others, but he's got to have a list.

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Michael Beck [00:14:32]:

It's probably got a little bit CHong in there, too, your counterpart there. And it's usually some kind of composite of dominant personalities in the business and just the general flavor of the business. And when we get to that place, everything passes through that gate. It's like that phrase that people say, you know, what would Jesus do? Right? So you say, what would wisdom do? And if everybody starts measuring against that thought, you don't have crappy content going out. You're going to be on brand. And I think one of the things is to find your brand, you have to find who your brand is first. Then you have to elevate that into something that people recognize. And I do believe in.

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Michael Beck [00:15:05]:

Pattern interrupt. Sandler. Selling is a school of thought. People want to get into our program. Absolutely love what they do. They have this term called pattern interrupt. You want to be different, stand out, build on something that isn't playing it safe. Let people clearly know what you do, but also have a personality about it.

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Michael Beck [00:15:24]:

Right. Because if we do that, you're memorable.

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Angelo Esposito [00:15:27]:

Yeah.

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Michael Beck [00:15:28]:

Right. You're memorable. I can't tell you how many times when I was selling back office, at the end of the presentation, I'd hear something like, yeah, you guys are all the same.

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Angelo Esposito [00:15:36]:

That's the worst thing.

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Michael Beck [00:15:37]:

Fail. Yeah, I fail.

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Angelo Esposito [00:15:39]:

Yeah. That's a dagger. That's, like the last thing.

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Michael Beck [00:15:43]:

I'm one of many, and I have nothing special that I've even opened up to you. So what did I do wrong? Cause I see something special about this is why I'm out there selling it.

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Angelo Esposito [00:15:52]:

Exactly.

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Michael Beck [00:15:52]:

Yeah, yeah. And then the other thing, too, is, you know, the salespeople without that end up spending a lot of time trying to figure out a message to send, and they're tinkering with, with content, and that shouldn't even be their job. We should, you know, marketing should hand them the best possible message that they then wrap their personality around. I have consistency anyways. I went down a roll rapidly.

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Angelo Esposito [00:16:12]:

No, I love that. That's super valuable. And I guess maybe for our listeners, what would you say just to maybe highlight. I know there's a few different key areas of Popcorn, GTM, but, like, what would you say kind of makes you guys stand out. So going on that theme of, you know, standing out pattern interrupt being a bit different, what would you say makes you guys different from maybe other sales and marketing, you know, consultancies in the, in the restaurant tech space.

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Michael Beck [00:16:35]:

Yeah, I mean, the different side of us is, you know, we'd like to present a little more of a rock and roll pop culture sort of swagger with this. If you hop on with Paul and myself and, and Chad, even our backgrounds are going to be. I'm heavily loaded with comic book stuff. Paul's all got music and guitars and stuff in his background. Chad's all about puzzles and problem solving. Not that that is our curb, but it's kind of consistent. So, you know, when you look at that, you're like, okay, this is a little different. And when we work with people, it's got to be fun, right? Not that we obsess on having fun all the time, but if there's fun in your work, it comes out.

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Michael Beck [00:17:13]:

In vena culture, there's this idea of what they call terroir. Are you familiar?

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Angelo Esposito [00:17:19]:

No.

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Michael Beck [00:17:19]:

So "Terroir" is a French term that essentially says it's about how the grape takes on the flavor of the environment. It grows in terroir. Terre means earth. And so a working environment, whether it's Popcorn or your company or at a brand, the output of our people is dependent on the environment they work in. If you have a wonderful working environment, the sweeter the grape, the sweeter the fruit, the sweeter the product. Right.

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Michael Beck [00:17:48]:

And so, one, we have a lot of fun with our customers doing this and our clients. And the thing that's different about us is we are looking to do sales operations. Right. When I think about many of my esteemed colleagues that provide consulting services, it doesn't seem they're focused on revenue creation more, getting the right tech things in line, connecting them with things, setting them up. And my first question is, how do I get revenue to my clients faster? Not a meeting, to the meeting, to the meeting, to a strategy, to running a marketing campaign. And then seeing six months if we did something. Yeah, we're going to do that, too. But what do we do right now? Can we go through the Morgan and Lazarus, some of these bodies that are in there and figure out how we get them back to life? Or find the comorbidities of why deals die and create some vaccines, so to speak, or inoculate against those things from happening again? So we have the sales component.

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Michael Beck [00:18:50]:

We have the marketing component, which works together with sales. And then the third pillar that we have is partnerships. And so we're doing partnerships as a service.

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Angelo Esposito [00:18:59]:

That's interesting.

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Michael Beck [00:19:00]:

So think about this. So we went to NRA, um, this last round, and we went with a couple of our customers, or, sorry, clients, and one had a great time with them. But part of our role there is, they're both newcomers on the scene.

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Angelo Esposito [00:19:13]:

Okay.

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Michael Beck [00:19:14]:

And we spent both two days there, and we acted as Sherpas and the guides to connect them. At the end of the show, they said, you know what? One, we couldn't accomplish any of this in within three years had. Had you given us a list. Two to find. Right. And so it should be about accelerating. And that's really what we do. We accelerate, and we try to find the places where you're weak.

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Michael Beck [00:19:38]:

We try to find the places where you're missing things. And we're kind of a spackle. Right. You know, you probably have a fantastic sales leader. You probably have a great marketing person. You probably have a lot of the things that we propose to do, but where the business falls short, so the silos and the. And they're not connected gears that everything turns each other. And so if we do our.

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Michael Beck [00:19:57]:

Do it right, your business becomes a machine.

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Angelo Esposito [00:19:59]:

I love that. And I know one of the kind of models that you have is make it pop, which I love. How do you kind of translate that into maybe tangible results for clients? Yeah.

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Michael Beck [00:20:10]:

Yeah.

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Angelo Esposito [00:20:11]:

What that means, too.

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Michael Beck [00:20:12]:

So I have to give credit to the name. I freaking love Popcorn. I think that's a fun name. I'm resisting sending bags of flavored Popcorn to our clients at Christmas. Cause that's too easy. You have to.

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Angelo Esposito [00:20:24]:

Come on.

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Michael Beck [00:20:25]:

But the idea. Yeah, but the idea of Popcorn is that, you know, you have this. This kernel here, right. And in it is potential. In the right energy, intention, light, and commitment, it will pop. Right. And so, so that's really, you know, to. Your question is the way we make it pop is we get everybody on board with that.

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Michael Beck [00:20:48]:

We get everybody focus. Like, everybody's a magnifying glass to this one kernel that's going to make the whole company go. And so we think about what are the quick things we can do? Get everybody behind that we all agree what we're going to do next, right. And we also believe that, you know, if we make it really noisy, things will happen. What I mean by that is we had a client that was seeking funding for a long time, and we signed with them, and about three months later, they got their funding. Now they were looking for funding like for several years. What I would argue is that the intersection of our work and making it noisy out there, we didn't find them investors, but the investors they talked to, everywhere they turned, they started seeing the name of that company they're thinking about investing in. Everywhere they turned, they were in the middle of some very important conversations.

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Michael Beck [00:21:37]:

And that alone makes it pop. One of the many things. But, yeah, that's huge.

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Angelo Esposito [00:21:45]:

And it's funny switching gears, let's say, to the, the operator side, right? So talking about, you know, how do we make these, you know, you help a lot of these restaurant tech companies stand out and make them pop as. Yeah, on the flip side, right. When you look at the restaurant operator, any advice from their point of view on how to choose a system? Right. And the reason I ask is because they're being bombarded, right? Whether it's online delivery or pos or this or that, like any invite. And I see, I see kind of two sides because on one side I see, okay, they're being bombarded and they might. Their reflex, which, you know, it's not, it's not their fault. I don't blame might be like, shut off everything. But what sucks is they're probably missing out on actual real opportunities of like, I don't know, a great Pos edition or a loyalty.

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Angelo Esposito [00:22:30]:

But like there's system, like WISK. Like there's real systems that would probably save them money, but like, I get the reflexes. Like, there's too much out there. So any advice to restaurant operators when kind of maybe looking at tech and trying to filter through all that noise?

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Michael Beck [00:22:45]:

Boy, yeah. It almost goes back to one of your first questions. How do you stand out? Because everybody's vying for the same set of eyeballs. All these companies, the 250, the 5000, the 500,000, all these entities, they're all vying for that set of eyeballs. And so there are walls up at the operator level and there should be, there's got to be some kind of filtration. And ever since the pandemic, the gatekeepers have actually ostensibly kind of gone away. Pick up. People are picking up their cell phone.

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Michael Beck [00:23:16]:

They're getting text messages, for God's sake, on their. On their personal devices from something they ever even talked to, like, what the hell? But if it's coming to tech, you know, I think one of the realities is the blue ocean has gone away, that everybody has something now for some, in. In every major category, right? Like, if you wanted. If you have a major function, you probably have a pos, you have a back office, you have some solution in place, right?

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Angelo Esposito [00:23:39]:

Yeah.

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Michael Beck [00:23:40]:

And the reality is, somebody helped set that up and stand it up, and that probably took a long, major work effort. If it's Pos, that was months, if not years, to stand up and deploy. Right. If it was a back office inventory, like, kind of what you guys do, those deployments take a long time, too.

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Angelo Esposito [00:23:55]:

Yeah.

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Michael Beck [00:23:57]:

And so there has to be enough pain in the organization to motivate change, period. It can't. Because you want some new doodad. It can't. I mean, these operators are operators. They are. Their whole goal in life should be to be customer facing, creating fantastic experiences, and not tinkering with tech.

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Angelo Esposito [00:24:20]:

Agreed.

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Michael Beck [00:24:20]:

Yeah. So I think the first thing is they have to ask themselves, do I have enough pain that this is something I need to solve? And then they should probably quantify that pain. This pain costing me, is it costing me time? And if it's time, what are the hours? What's the hourly wage of the people who are solving this for me? And what's the. What's the impact across my brand? Right. I have a thousand locations. I'm spending x amount of time on this function, and now I'm looking at $500,000 a year I'm spending for something that probably shouldn't cost me that much that's worth solving. Right.

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Angelo Esposito [00:24:48]:

Yeah.

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Michael Beck [00:24:49]:

There's also the idea of SaaS fatigue. Right. There's so many subscriptions we have, even just as private citizens. How many, like, they make apps for these things now? Rocket money. You know, you have all these apps, you're paying for the don't use it.

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Angelo Esposito [00:25:02]:

Exactly.

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Michael Beck [00:25:02]:

Right.

‍

Angelo Esposito [00:25:04]:

I love the irony of, like, how far it's gone, that there's an app to track.

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Michael Beck [00:25:07]:

There's an app to get rid of our apps. Right? Yeah. And every trade show you go to, I promise you, if you look up, you're gonna see probably the same statement every other booth, if not every booth. We're gonna save you one to three points on your food costs. We're gonna save you one to three points in your labor cost saves. If that's true, wow. But why doesn't, why doesn't everybody buy everything, you know, but doesn't work out that way, so, you know, and the other part, I think, is that one of the cliches that I've said for a while and people agree, is that a technology project without operations buy in is doomed to fail 100%. Technology serves operations.

‍

Angelo Esposito [00:25:47]:

Yeah, exactly. Yeah. It's funny because, like you mentioned, you mentioned the idea of just like, the pain being big enough. And there's the whole saying in the startup world of, like, you know, be a painkiller, not a vitamin. Like, a vitamin is nice to have, and it might help, but you want to be a pain killer. And it's funny because we've seen that, and obviously the pain we're solving is big enough, so that's great. But for the wrong person, example, if they're too small, and it's a small pizza shop, and the owner works every day, and he's got two types of beer, like, he doesn't need WISK. Right? Like, he might be okay with pen and paper, but then you have a flip side, and this one was a bit of a learning, but you might have the perfect Persona on paper, but they're not doing, in our case example, they're not doing inventory.

‍

Angelo Esposito [00:26:28]:

And what we realized is it was too much of an uplift to try to teach them or educate them to do something because they won't appreciate it because they're doing nothing. And so there's this irony of, like, if you're doing nothing, like, nothing's faster than nothing. And obviously I can give you a million reasons why. If you're doing nothing, it's bad because, like, no visibility. This, that's easy being from the restaurant world. But for the operator that might not know, they're like, hey, before I was spending zero minutes doing inventory, and now I'm using this damn WISK app, and it's spending 2 hours every week. And so we even learned for ourselves to, like, try to stay away from that and wait till they go to their first system, whether it's excel or a competitor, and then we come in, because then there's this kind of natural appreciation of like, oh, my God, this is so much better than my whatever legacy system I was using. But if we go straight to someone that's not using anything, it's always an uphill battle.

‍

Angelo Esposito [00:27:19]:

It's, it's, yeah, and then you're just fighting to get them to use something, and you're dependent on them. If they're. If they don't want to use it. WISK is. It's almost like a CRM. I say it's like it was CRM, but no one's putting deals in or contacts or managing the pipeline. Like, CRM is useless. Right?

‍

Michael Beck [00:27:34]:

Yeah. Or, you know, there's a QSR brand I used to work with and massive scale. And. And the thing was, they were telling, oh, you need to do food costing. Like, so why? My kids are stealing from me. What do you mean? Well, it's just me, my wife, and my kids that work here, so who am I supposed to be monitoring? That's an interesting idea. Right? Like, so are you gonna. Are you gonna run that? But, you know, I come from a family that we've had a number of restaurants.

‍

Michael Beck [00:28:03]:

My father lost a couple of businesses. Cause he was just a really nice guy.

‍

Angelo Esposito [00:28:07]:

Yeah.

‍

Michael Beck [00:28:08]:

He gave out drinks all the time to everybody. He gave away food to everybody. And his employees saw those behaviors, and they mirrored those behaviors as well. And because of that, he lost his business, you know, and it is so. Those are painful things, you know? But that's also one of the reasons I exist, because I know what it's like.

‍

Angelo Esposito [00:28:26]:

Yeah, I remember that, like, when one of the. The first things stats, I think that really kind of got me excited about wis. This was ten years ago, 2014, but it was the stat that, I think it was 20%. So we really bar focus at the time, but it was like, 20% of drinks basically are gone through overpouring, spillage, or theft, you know? So.

‍

Michael Beck [00:28:46]:

Yep.

‍

Angelo Esposito [00:28:46]:

That stat really stuck with me because I was just like, man, imagine if we said that about, like, I don't know, you selling computers at Best Buy, and you're like, yeah, but one out of five computers goes missing, you'd be like, what?

‍

Michael Beck [00:28:56]:

We're solving this, in fact be true?

‍

Angelo Esposito [00:28:58]:

I don't know, but, yeah, maybe imagine it's higher now. I doubt it, but for sure. But that's awesome. And I know you're heavily focused in the restaurant space because that. That's where you. Where you got your experience. So, like, maybe just to quickly touch on. And it's funny, usually we start with this part, but to give people a little.

‍

Angelo Esposito [00:29:16]:

A little background is, can you maybe go through some of the restaurant experience you have? I know you mentioned, you know, family being in the restaurant space, you working in it, but also working at some tech companies just to kind of maybe. Yeah, the overview.

‍

Michael Beck [00:29:28]:

So there's a whole kind of, you know, like, what is it the broken roads alleged you here, right? Yeah, exactly. So, yeah, growing up, my dad had a bistro in Long Beach, California, called the Beck Sale Inn. We had another place called the 49 er tavern on Examineau and 7th street in Long beach. And then he had another bar called the honey Bucket. Long beach. And so when. When we had the sail in, we used to live above it, almost like the cartoon Bob's burger. We lived above it was like the cartoon Bob's burgers, right.

‍

Michael Beck [00:29:58]:

They live above the restaurant. That was us. We lived above the restaurant. We go down and cook the food during the day, and at night we go back up to our home. And then several years later, my dad opened up a bar in Palm Springs called the elbow room. And then my uncle had a place called Harvell's out in Santa Monica in trio on the shore, which was a high end kind of nightclub. So then right after I got out of high school in the. In the late eighties, I was trying to figure out what I want to do with my life, and I joined the army.

‍

Michael Beck [00:30:35]:

And after I got the army, I used my army college fund. I went to culinary school, and I got my degree from Cordon Bleu as a chef. Yeah. And somewhere along the way, I ended up partnering up with this guy, Kareem Hamaui, and we started a company called Innovative Productions, and we got really fortunate and landed a couple of key accounts. One was a century city bar association, so we do all their kind of catered events and ClE events and that kind of stuff. And we got creative artists association, which is every actor in Hollywood, every a lister. They're, I mean, just phenomenal. Like, some of the stories we have are just ridiculous, you know, but had a lot of fun doing that.

‍

Michael Beck [00:31:14]:

And then after, and that was like, you know, six years or so of that kind of work. And then from there, I went to my first enterprise job in software was at altimetrics, and I learned from Mitesh Gala, the industry of back office, and how he gave me a book of business and taught me how to work in the space.

‍

Angelo Esposito [00:31:38]:

And can I ask you just to jump in right there? Because I'm always curious. When people go from hospitality to tech, like, what made you or sale, you know, tech sales and enterprise sales, what made you kind of go through that transition of the catering business and everything you were doing?

‍

Michael Beck [00:31:52]:

And then, yeah, I mean, mine is just a mix of disciplines that kind of added up. Like, I don't know if you've experienced this in your life, like, so in my private life, I like to cook. And every, and every year, I build a new computer for fun, you know? And so, I mean, I'm a nerd. I love to tinker, and I love. I love technology in my own. In my own life. And I'm an early adopter, which this all kind of just spells the right fit for me. And it was just an accident.

‍

Michael Beck [00:32:21]:

I fell into this industry. I had a reset from a relationship. I'd moved back down to southern California. He was going to do next. I found a job on monster.com, and next thing I know, I'm working at altimetrics, and I am now in my favorite place to be.

‍

Angelo Esposito [00:32:38]:

That's awesome. That's so cool. Just to wrap up. Then what happened after that? You worked there. You started learning about sales. You weren't, you know, weren't living the life of getting called down from the restaurant, which was a blessing and a curse, right. Easy to get to the restaurant, but every little thing, you probably got a call and you didn't have an excuse because you were living.

‍

Michael Beck [00:33:01]:

The difference between, like, you know, what are the reasons? Well, one, you know, when you have a catering company, the hours are crazy. And late night prep, early morning prep, the drive out to the location, all the fun stuff, which I love. But then, you know, the industry changed, and there was an economic downturn around that time, so my. I wasn't able to charge by one. But then I just love the thrill of the hunt. I like to hunt big game. I like to crack codes. And that's what selling into hospitality tech is.

‍

Michael Beck [00:33:29]:

You're one trying to find the big game. But it's not that you're trying to take it down. You're trying to actually help that you're trying to figure out a way, how do I add value to. This is hellaciously fun for me. Tell me somebody you want to get to, and let's see where we are in two weeks. You know, that, that's. That's how I like to do it.

‍

Angelo Esposito [00:33:47]:

Awesome.

‍

Michael Beck [00:33:47]:

Oh, I was just going to wrap it up with, with, with kind of the journey. So, yeah, I was at ultimetrics. Did really well. Got taco Bell as an account for them. Got Denny's an account for them. Um, you know, some nice signature signature business. Uh, I left the industry for about a year and a half to, because I didn't want to hurt anybody I'd worked with before. That makes sense.

‍

Michael Beck [00:34:06]:

Like, I didn't want to run to a competitor. I just. I left, um, and I worked in work with a startup out of. Out of Holland for a little bit, and then I came back, and I worked at expient for a while, helping them launch their back office. And then next thing I know, I got recruited to restaurant magic, which is where I spent the best years of my professional life. I learned with my CEO, Drew Pellebay. He taught me so many things as both a professional and as a human being. You know, it's his influence that helped me change my life.

‍

Michael Beck [00:34:40]:

I lost 80 pounds. I met my wife. Because I'm a different person because of it. I'm now a dad. I a homeowner. Like, life is just great. I love the fact that in our industry, there's so many great mentors that really want to see people succeed, you know? And, like, you asked me a question earlier, what's the secret? Find good mentors, period. If you're a tech person and you're trying to grow your company, find a mentor that's done it.

‍

Michael Beck [00:35:03]:

You know? If you're. If you're a restaurant leader and you. And you want to grow your business, find the mentors that. That have done this before, and don't take advice from people who've never been there.

‍

Angelo Esposito [00:35:11]:

Yeah.

‍

Michael Beck [00:35:12]:

So many people handing out advice that don't know anything.

‍

Angelo Esposito [00:35:15]:

Yeah.

‍

Michael Beck [00:35:17]:

Social media.

‍

Angelo Esposito [00:35:18]:

Yeah, exactly. It's funny because it's such a. It's such an obvious thing when you say it, but it. But it's like, I remember when, like, I first really hit me when I'm like, wait. Like, not all advice is weighted equally. Yeah, that goes for, like, family, too. Like, people might want the best for you, and your mom might want to give you advice, but, like, maybe I won't take b. Two b sales advice from my mom, you know? Like.

‍

Michael Beck [00:35:39]:

Yeah.

‍

Angelo Esposito [00:35:39]:

So it's. It's, like, understanding. Like, okay, did the person. Is the person. The advice been where I want to go? And if so, then that advice has more weight, and if not, well, think about that.

‍

Michael Beck [00:35:47]:

Angelo, are you a father?

‍

Angelo Esposito [00:35:49]:

Not yet.

‍

Michael Beck [00:35:50]:

Okay.

‍

Angelo Esposito [00:35:51]:

Husband.

‍

Michael Beck [00:35:52]:

So, I'm watching. I'm watching my kids, right? And I think what's really interesting, and I don't know if this will make the cut or not, but I think it's interesting, right?

‍

Angelo Esposito [00:36:01]:

Yeah.

‍

Michael Beck [00:36:01]:

When we were growing up, our teachers were. Who. Who were the people? Who were our teachers? It's not a rhetorical question. Who are some of our teachers growing up? Yeah.

‍

Angelo Esposito [00:36:12]:

If I look at my childhood, for sure, my parents.

‍

Michael Beck [00:36:15]:

Yeah.

‍

Angelo Esposito [00:36:15]:

My siblings were five kids, so at least my older siblings. Yeah. Yeah. Pretty much family and friends. I guess. And then. Yeah. School.

‍

Angelo Esposito [00:36:25]:

Your actual school team.

‍

Michael Beck [00:36:26]:

Sure.

‍

Angelo Esposito [00:36:27]:

So.

‍

Michael Beck [00:36:28]:

So people that had seen some life. Life experience and. And had been taught some stuff and actually learned some things, and we're teaching others, right?

‍

Angelo Esposito [00:36:36]:

Yeah.

‍

Michael Beck [00:36:37]:

Who are the teachers for our kids now?

‍

Angelo Esposito [00:36:39]:

Social media.

‍

Michael Beck [00:36:40]:

Other kids who don't know anything about life and are handing out advice like a faucet.

‍

Angelo Esposito [00:36:46]:

Courses. Yeah, courses.

‍

Michael Beck [00:36:47]:

Yeah. Hey, it's all here. It's all easy. It's all free. Just be me. Like, it's just.

‍

Angelo Esposito [00:36:51]:

It's.

‍

Michael Beck [00:36:51]:

It's God awful. So. Yeah. Find people that actually have life experience that have done it.

‍

Angelo Esposito [00:36:57]:

Yeah. No, it makes sense. Yeah, it makes sense. And it sounds like such an obvious one, but the amount of, like, times I've seen shifts in my life by finding either a coach or a mentor has been. And it feels weird in the beginning, but then you think about it, you're like, okay, listen, if you want to be, like, high performing, like, there's a reason. I don't know, like, if you're in sports or you're going to the Olympics. Like, you have a coach. Like.

‍

Angelo Esposito [00:37:18]:

Like, you have a coach because you need someone to help direct you and teach you and train you and push you, and so I'm all for that.

‍

Michael Beck [00:37:25]:

Yeah. The other. The other side of that equation is be coachable.

‍

Angelo Esposito [00:37:29]:

Yeah. Which is one of the things, when people ask me, like, oh, what are you looking for in this role? It's like, one of the first things I have. It's like, just be coachable because there's nothing worse than buying someone that might be good, but they're not coachable, because then it's just like a ticking time bomb. It's one of the. We really instill that in our culture at WISK is, like. Like, just, we try to find people who are willing to learn, make mistakes, but, like, yeah, be coachable because it's so. At least for me, I find I'm not. I don't love cultures that.

‍

Angelo Esposito [00:37:54]:

That don't have. A lot of people are open to learning because I find it makes it very toxic, in my opinion. So, like, I'm big fans of people who are open and, like, yes, give me feedback. Like, I want to learn. I want to be better at this or, like, actively seeking it otherwise, you know, in other places. But for me, that's. That's huge.

‍

Michael Beck [00:38:10]:

Yeah, I was. I think it was RSpa I was at, and Daniel Disney got up and spoke, and one of the things he shared, I thought was really cool is. Is the collaborative notion of yes. And instead of no, but are you familiar?

‍

Angelo Esposito [00:38:24]:

Yeah. Yes and no.

‍

Michael Beck [00:38:25]:

Yeah, yeah. It's such a different conversation where your team isn't saying no, but yes. And how would we do that? Yes, and that might be a good idea. It walked me through it. No, but it won't work. Like, the critical parent shouldn't be in collaboration. It should be the collaborative.

‍

Angelo Esposito [00:38:40]:

Agreed.

‍

Michael Beck [00:38:41]:

Yeah, agreed.

‍

Angelo Esposito [00:38:42]:

Yeah. We talk about. That was too, like, the idea of, like, radical candor. Like, just being as honest as we can, but, you know, in a nice way, but, like, being honest and being able to give feedback and not being scared to give feedback. Like, I think it sucks when you're like, ah. I would have given. I would have made this person better by giving them some advice, but, like, I don't want, like, I'm too tiptoe.

‍

Michael Beck [00:39:03]:

Around their safe, safe space. Yeah. You know? Yeah.

‍

Angelo Esposito [00:39:05]:

So it's like, then. And then you lose out on both ends, and now you're not giving the advice, and the person is never gonna learn from whatever they could have just took on.

‍

Michael Beck [00:39:13]:

I think build, break, build is such a great approach. Right. You talk about what's good.

‍

Angelo Esposito [00:39:16]:

Yeah.

‍

Michael Beck [00:39:17]:

You break down the problem, and then you rap on what's good. And it's a nice bookend. And you get to the uncomfortable colonel, but happy.

‍

Angelo Esposito [00:39:23]:

Yeah.

‍

Michael Beck [00:39:24]:

Uncomfy. Better place. Right?

‍

Angelo Esposito [00:39:26]:

That's so funny. I remember that. I learned that concept. I think we called it the sandwich. I used to. I used to be a lifeguard, like, years ago.

‍

Michael Beck [00:39:32]:

Okay.

‍

Angelo Esposito [00:39:33]:

And I used to teach swimming, and it was one of the ways when I forget the colors, but there was different colors based on your swimming levels. And at the end of the, whatever, two months or whatever it was you see of Lem, like, a report card and, like, stickers. And that was one of the recommendations, like, the sandwich method. Tell them, like, whether good, like, your front stroke has been really good, and then, like, something they can improve and then.

‍

Michael Beck [00:39:52]:

Yeah.

‍

Angelo Esposito [00:39:53]:

And so just funny that, like, something I learned when I was a kid has gone full circle.

‍

Michael Beck [00:39:58]:

All these things apply, though. Like, just. It's, you know, the big consistency in all of it is people.

‍

Angelo Esposito [00:40:03]:

Yeah.

‍

Michael Beck [00:40:04]:

You know, and if you're in hospitality, you like people. You like working with people, you know, and you probably have some selfish thrill.

‍

Angelo Esposito [00:40:11]:

Yeah.

‍

Michael Beck [00:40:12]:

Out of service.

‍

Angelo Esposito [00:40:13]:

Yeah.

‍

Michael Beck [00:40:14]:

Right. Yeah. I think hospitality, we're giving people, but I think there's a selfishness to it because we feel good about making people feel good.

‍

Angelo Esposito [00:40:23]:

I love that. I love that. And I wanted to ask you just kind of maybe switching gears, like, when I think of the restaurant space. What question, I was like, asking my guests, because, you know, there's some overlapping themes. But what are some interesting things you've been seeing in terms of the restaurant landscape? Like, in terms of just the evolution and the tech space in the restaurant world? I'm just curious to get your point of view of, like, what you've seen coming and what's your take on it?

‍

Michael Beck [00:40:51]:

I think the gold rush of AI and XR, the umbrella of extended reality, which is virtual reality, augmented reality, and those things. I think the question used to be, what's your it strategy? And that was a pretty easy question. Right. What do I do around this? What do I do for infrastructure, sox compliance, blah, blah, blah. Right. And now the questions that C suite's asking more and more is what's our AI strategy? But the problem is, is they don't know the utility. We need some AI. What for? I don't know.

‍

Michael Beck [00:41:20]:

Everybody's got it. We should get us some of that, you know?

‍

Angelo Esposito [00:41:22]:

Right, right.

‍

Michael Beck [00:41:23]:

And so, you know, I think AI is going to be extremely, it's already extremely impactful, you know, but also to the point of standing out and being different. That's what everybody's making the same content. Content now using the same GPT. So guess what? Welcome back to the sea of sameness again. Right?

‍

Angelo Esposito [00:41:39]:

Yeah.

‍

Michael Beck [00:41:40]:

I think AI is going to play just such a massive role in what we're doing the moment we start getting better ideas of utility. Oh, yeah. I can write a document. Cool. I can create a counseling form. Great. I can automate some processes. Well, now that's getting interesting.

‍

Angelo Esposito [00:41:55]:

Yes.

‍

Michael Beck [00:41:56]:

Right. Like, if you think about back office, this is like what occurred to me when GPT first hit was, okay, so when you set up a back office or a Pos. A lot of it is flipping digital switches. Yes. No, configure, configure, configure. They're not coding. They are flipping digital switches for the configuration. Right.

‍

Michael Beck [00:42:16]:

There's some coding that happens, but not that much, and that takes months. So why wouldn't AI just be able to flip the digital switches? I think there's a lot of that, that's coming from, from the work effort side of things. I think that there's a hyper interest in CX and the guest. I think we're dancing online there. You know, how much can you, how much can you know them without being a complete manipulator of the guest experience?

‍

Angelo Esposito [00:42:40]:

Right, right.

‍

Michael Beck [00:42:42]:

That is interesting. We know more about the guests than we've ever known. And how do we use that. And how do we make it better for the guests? Not that we're analyzing 10th level, but we should make it about how we make their experience better. And clearly we want to make more money with them. Yeah, but, you know, I think there's an ethical line we're starting to dance on, too. But, you know, I think, you know, AI for, like, what Domino's is doing on the AI for. It's almost like minority report.

‍

Michael Beck [00:43:07]:

It knows the pizza before it even needs to be made. Like, the moment you start ordering, it's already producing something with the idea that you're going to order that pizza. Right. Like, there's so many things. And the other part is, can we. And should we. Those are the gates. Right? Can we.

‍

Michael Beck [00:43:20]:

And, well, should we back to that pain point? Is it really solving that much, or are we just going down a rabbit hole of cool stuff?

‍

Angelo Esposito [00:43:26]:

Right, right. Taking a step back and looking at the bigger picture. That makes sense. That makes sense. And, you know, I always like to maybe wrap up with some kind of more personal stuff. So a couple. Couple for you. Number one, I got to ask you, outside of work, you know, you mentioned a few, but outside of work, what are you passionate about?

‍

Michael Beck [00:43:45]:

A couple things. So, one, I have a 501 c here in Tampa. I'm really big on waterway Conservation, on protecting the indigenous wildlife here. We live on a beautiful stretch of the river. Every time it rains, when I look in, the waterway is just covered with. With trash. And it is the thing I'm working on now, and I'll even let it out here is I'm approaching brands about this. Since I no longer work with them directly.

‍

Michael Beck [00:44:11]:

I'm allowed to do this. Before I had to pander because I didn't want. I didn't want to take them off. And so when I, when I pull all this trash out of the river and my neighborhood, we, our community, we go out there regularly on our kayaks and boats. We have these cleanup trips. It is literally a sponsored NASCAR festoon of logos coming out of that water.

‍

Angelo Esposito [00:44:29]:

That's crazy.

‍

Michael Beck [00:44:30]:

90% McDonald's, Taco Bell, KFC Wawa. It's all cups, plastic and trash that's generated by these companies. The idea, though, is all this stuff's coming out and it's not their fault. It's going in the waterways. Right. I am working with some groups out here to do riverways and lakes and have cleanup there. In Holland, they have these devices called bubble walls. They blow up a stream of bubbles.

‍

Michael Beck [00:44:54]:

In the river flows the trash at the top, an automatic arm comes over, skims it, gets it. Beautiful. And so I'm looking, you know, to generate several million dollars for, for Florida for this function to prove the model and then scale that nationally to do waterway cleanup in the United States. Everybody's got, everybody's got a river. Not everybody has an ocean. You know, everybody's got a lake or river they care about. And so I think that's a very noble cause. And the fact that, you know, the waterways here, there's so many beautiful animals and they're all sick and dying from eating this stuff.

‍

Michael Beck [00:45:25]:

You know, we can do better.

‍

Angelo Esposito [00:45:27]:

It's cool. Really cool. That's awesome.

‍

Michael Beck [00:45:29]:

Yeah. I have two kids. I want to, I want to leave a good, I want to leave them in a good world.

‍

Angelo Esposito [00:45:33]:

I love that. No, well said. And then what about a book you'd recommend every sale? Well, I guess, let me break it up because I don't, now that I pause there. Now I'm curious about just the general book, but I was going to ask you a book you'd recommend every salesperson should read, but let's do both because I saw you got excited, so you probably have a good recommendation.

‍

Michael Beck [00:45:54]:

I mean you can always say that, you know, the, the carnegie, the, the skills of highly, say the habits of highly successful people are just. It is a staple. You know, I think that's a really good one. I think I like reading this stuff on, it's not sales, but I love Simon Sinek stuff. Because if you, if you, if you, if you live that start with why thing sales to me gets easier. Right. People get out of the features and feature game and just start talking about why they're passionate about this technology and who it's going to help and what they're going to do. I'd rather have people think more philosophically than steps.

‍

Michael Beck [00:46:29]:

You can go to sales school for that. But I do start with why is a great place to go, you know, if you haven't read it, do the ten minute TED talk, at least to get up to speed with it.

‍

Angelo Esposito [00:46:38]:

The TED talks, great. Yeah, it's a good place to start. Yeah, I like that. And then last but not least, if you could have, you know, with your superhero theme. So if you could have any superpower for closing and deals, what would it be?

‍

Michael Beck [00:46:49]:

Time travel. I go back to the moment I screwed up. I could unset that email. I could not. Yeah. I could not be so chippy with the very stern face guy that I should have mirrored a match, you know? Yeah. I think time travel will be a good one.

‍

Angelo Esposito [00:47:09]:

I love that. I love that. Well said. And I always like to end off the episode with just kind of plug in anything you want. So really, like, where can people find you Popcorn GTM website socials? I know you just start a podcast, so whatever. I will also obviously link in the episode, but it's just a chance for people listening to maybe here where they can find you and pop and whatever. So whatever you want.

‍

Michael Beck [00:47:33]:

Yeah. So the company again is Popcorn GTM comm. Our focus is on technology companies that are looking to launch and operate inside the hospitality space. And so you can find us at ww dot Popcorngtm.com. you can find us on Facebook under the same name and LinkedIn as well. We have a really good time doing this stuff. And if you're curious about how you can accelerate your journey to market, if you flip, if your sales have flattened out, if you're trying to get better partnerships, better marketing and increasing your sales, this is what we're here for.

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Angelo Esposito [00:48:07]:

I love that. I love that. And I know you also just started. I don't know if I can mention I have it. You just started a new podcast. You want to, you want to play that or is that on the website?

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Michael Beck [00:48:15]:

No, it's actually that sign right behind me there. The morning Ralph and morning Sam podcast. It comes out Friday weekly. Well, at least we record it, then we issue it the following Tuesday, the first ones in the can. In fact, we just dropped it yesterday. So I can even give you a link to share to your audience if you like.

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Angelo Esposito [00:48:31]:

I love that.

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Michael Beck [00:48:32]:

And we'll have to have you on Angelo, I'd love to have you in Chongan and talk shop with you guys at some point. Point.

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Angelo Esposito [00:48:37]:

Would love to. I would love that. So let's definitely plan that. I love it. Well, Michael, thanks for joining us on the WISKing It All. Great, great value shared with us today. So I appreciate all the experience, the knowledge you shared, and thanks for being on this, on this episode.

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Michael Beck [00:48:50]:

It's my sincere pleasure. Thank you. And then thank you, everybody, for giving it a listen.

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Angelo Esposito [00:48:54]:

Feel free to check out WISK.ai for more resources and schedule a demo with one of our product specialists to see if it's a fit for.

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