Hi everyone, today we have Lloyed Lobo, head of growth at Speakeasy, a tool that provides superior conference calling, screen sharing, and collaboration to close more business, faster, as well as the co-founder of Traction Conference.
In today’s interview we’ll be talking about how Lloyed Lobo got—and kept—10,000 users in Speakeasy’s beta launch, why the conference calling business is inherently viral, and how startups in particular need to focus on one channel first rather than going after 6 or 7 at once.
- [4:44] – “The other thing to keep in mind is a solution like conference calling has some inherent virality…. I think like 20 or 30 percent of our new users come as a result of being on a call with somebody else.”
- [7:25] – On what makes Speakeasy different from the competition: “You don’t want your clients entering long PINs and downloading stuff. First thing, other solutions on the market have long PIN numbers, you’ve got to download software, etc. So, with us, you don’t have that. PINless number, custom URL. You just join.”
- [13:07] – “But it’s really important to stay focused… I think what drives focus or what can drive focus and improve that is having targets. So if you have a set target … I need to hit this revenue goal or this MRO goal or this user goal, then you’re not going to try dumb things. You might, but you’re going to focus on things that will get you there.”
- [24:11] – “It’s easy to get 5-600 people to attend your conference…. What worked best for us was building an email list, building a community, direct emails. I’m a big believer in email marketing to your community. That worked.”
Download podcast transcript [PDF] here: Lloyed Lobo Growth Everywhere Podcast Transcript.
- Traction: How Any Startup Can Achieve Explosive Customer Growth by Justin Mares
- The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million by Mark Roberge
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Full Transcript of The Episode
Video Voiceover: [music] Do you want to impact the world and still turn a prophet? Then you're in the right place. Welcome to Growth Everywhere. This is the show where you'll find real conversations with real entrepreneurs. They'll share everything from their biggest struggle to the exact strategies they use on a daily basis. So if you're ready for a value packed interview, listen on. Here's your host, Eric Siu.
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All right everyone, today we have Lloyed Lobo, head of growth at Speakeasy, a tool that provides superior conference calling, screen sharing, and collaboration to close more business, faster. That sounds very generic, so I'm going to let him explain in a minute. He's also the co-founder of Traction Conference, so we'll talk about that in a little bit. Lloyed, how are you doing today?
I'm well, thanks for having me on the show.
Thanks for being here. So why don't you tell us a little about who you are and what you do.
So, I joined Speakeasy in October as head of growth, and what that means is trying a bunch of different things to see what works, and double down on things that are working and scale it. If you've done conference calling, you know that most of them suck. You enter long PIN codes, download software, try to figure out who's on the call, use a tool to take notes, and then after the call some poor sucker has to compile these notes and send them off and log it to CRM. We take that pain away and put an end to unnecessary admin work. So you've got a PINless number, and a personal URL, you never miss your call because you can set the system to call you when your meeting starts or when someone joins, you bring your entire
[00:04:00] workflow related to your meetings in one place so screen sharing, file sharing, collaboration, note taking, all that stuff, and then after the call we compile and send a meeting summary and automatically log the call to CRM. Currently we're integrated with Salesforce.
All right. So Lloyed, tell us a little bit about where the company is at right now.
So we launched in open beta last May, right? And we got around 10,000 users trying the product, using it, giving us feedback. When I joined in October I spent the bulk of my time talking to existing users, understanding what pains is it solving, getting feedback, what they like, what they'd like to see improved, and - that was one part of it. And the other part of it was figuring out our real customer profile and reaching out to them and trying to understand what pains they're seeing with existing solutions, what are they forced to cobble together because they don't have Speakeasy. And taking all that feedback, refine it, and gearing it to our next release of the product coming out Feb. 9th.
Eric: So, Lloyd, tell us a little bit about how you guys ended up getting 10,000 users pre launch. How did that go about happening?
Lloyed: A number of things went into play there. One, we launched the Twilio Conference. We got some good press on VentureBeat and Tech Crunch. We were on Product Hunt, and then we did a lot of manual outreach to networks of influencers as well as networks that we already had between ourselves, between the founding team as well as myself and some team members. And it just grew from there. The other thing to keep in mind is a solution like conference calling has some inherent virality. So, if you have a good experience when you are with 4 or 5 people on the call, chances are after 2 or 3 such experiences, they'll sign up and join as well. So we see a ton of that. I think like 20 or 30 percent of our new users come as a result of being on a call with somebody else.
Eric : Interesting. So, 10,000 pre launch. How many users do you guys have around right now?
Lloyed: We have, I mean they're all there. Right? So, the key question is how many we can convert to paying. That's the main -
Eric : I'm sorry. I should reframe. So you guys had 10,000 for the pre launch, but how many users do you guys have today?
Lloyed: We've accumulated those users from pre-launch to now.
Eric : Got it. Makes sense. All right, so you talk about ... You joined earlier 2015 or later 2015, and you talked about talking to customers and then asking them about what they liked and what they didn't like. What's your whole process for surveying customers? What does that look like?
[00:06:00] So, one, I don't necessarily believe in sending like email surveys and all that stuff. My whole goal is "Hey, we're working on this. Thanks for using Speakeasy. I'd love to get your feedback. Do you have 15 minutes for a call this week or next?" That sort of thing. That's my approach. Get on the phone with them. Even better if I can meet them in person and understand a day in the life, understand where our solution fits in their flow. What do they like? What do they hate? And what would they like to see improved? That sort of thing.
And just working on that. The more you hear it from a critical mass of people, then you know what direction to take your product in and how to refine it from there. You want to hear it from hundreds of people. What you do not want to do is ... You'll get these one-off feature requests from different users, and if you keep fielding feature requests, it's going to be a mess, right? So, you don't want to do that. You want to talk to enough people to understand how they're using it and what you can do to improve and make it more efficient for them.
At the end of the day, what you're really doing is you're making their life better, their life easier. You are trying to save time for them.
Eric : Makes sense. So, how does Speakeasy really differ from all the conference tools that are out there? You know, people are already subscribing right now. What is the main differentiator you would say? I can just hear people asking in the audience.
[00:08:00] Yeah, definitely. So, we get that a lot as well. And that's why we've honed in on the salesperson. The bulk ... I shouldn't say the bulk, but a good chunk of our users are selling to others. And what we want to do, and what we're doing, is making it more efficient and making conference calling and online meetings more productive for the salesperson. So when you're a salesperson, one, you want to build a solid reputation with your client on the line. You don't want to be late. You don't want dropped calls. You don't want bad call quality. All of that stuff. You don't want your clients entering long PINs and downloading stuff. First thing, other solutions in the market, long PIN numbers; you got to download software. So, with us, you don't have that. PINless number, custom URL. You just join.
The second thing is, you don't want to miss the meeting. We call you at start or when someone joins. So that's another differentiator. The third thing is, people cobble together multiple tools. I'm a sales guy. I'm on a call. I'm doing a screen share. That's fine. I need to be note-taking, so I'll use Evernote maybe. I need to go and check our my prospect's social profile so I'll hop over into Linkedin. And, you know what, I really need to see what's up with this opportunity, so I'm going to spend some time in Salesforce.
You've got 4 or 5 tabs open. We bring all of that in one place. We don't want you to ... Focus on the the customer. Focus on the call. Don't focus on switching between apps and apps. So, when you're on the call, you can click on the caller profiles and see their Linkedin, their Twitter. You can see their Salesforce history, how many meetings you've had, what opportunities, and all of that. You can take notes. You can chat. And whatever happens on that call, after ... You can clean it up after the call and send it off as a meeting summary. And right from Speakeasy, you can log in to Salesforce. Nobody does that.
Eric : Interesting. So, if I were to reframe it, I would say that this would be superior conference calling for salespeople. That would be the first target market, would you say?
Lloyed: Yeah. Exactly. And that's one of the things we try to nail down. When you're an early company. Mind you, we've raised $5 million, but we're an early startup. If you focus on too many things, you're not going to please anybody. The bulk of our 10,000 users ... I shouldn't say the bulk, but a good portion of our 10,000 users are folks from various industries, various job titles, various segments.
[00:10:00] And where we found the most success is with salespeople, because we're saving them time. We're adding hours to their day. They're the ones doing a ton of conference calls. They're the ones doing a ton of online demos. And so we said, "Let's just focus on this account executive, outbound sales rep and make this person's life better and then expand from there." Otherwise, you're just building what everyone else is building, and then it's like, I guess it's a feature race to the bottom.
Eric : I love it because if this is a tool that works really well for one account executive, he's going to tell everybody on his team. He wants to look really good at the same time too. And everybody gets a lift at the same time. I like that, selling to account executives, because they're naturally ... You talked about the virality there. All the salespeople want the coolest tools to get ahead of the game. So, I like that.
Lloyed: Exactly. And that's why we're not building a building a webinar tool. We're not building just a regular conference bridge. That's not what we're doing. We want to be a software company that makes sales reps more productive. Like I said, the conference calling business is inherent virality in there. So if we can provide a great experience to an account executive who's doing a ton of calls, chances are that their clients are going to love it and ask about it. And not only that, see it, and jump on it.
Eric : I love it. So, I want to jump back to the pre-launch for a second. When you guys did the pre-launch, what was the offer exactly? What did it look like? Were you pushing people to a landing page? What exactly got people to sign up? Lloyed:
[00:12:00] Yeah, the offer at launch, or pre launch, was PINless number, call you at start, mobile first, mobile only kind of thing. Very simple use case. Sign up, download the app, and link your calendar. You get this PINless local number, you set it to call you at start, share with everyone, and people join. Very, very, one simple use case. And as we added users, and we talked to them, and then refined our ideal customer profile, and tried to understand their pain points, then we started expanding into other features like screen sharing or note taking and all of that. So it has to come from pain points.
Eric : Makes sense. So, you guys are prepared to ... You guys are preparing for a bigger launch now. What is going into the preparation right now?
Lloyed: All kinds of things. Deeper understanding of ... And marketing has to be, marketing and growth and product, everything has to be together. It's integrated. So, better understanding and honing in on the user persona and then figuring out where they eat, greet, drink, and sleep. And then, sort of, not even sort of, go and dominate that space.
Eric : Got it. I think a lot of startups tend to forget about ... You talk about people trying to do too many things at once. And for startups, it's about really nailing down that one channel first and maybe 10x-ing, 20x-ing, 100x-ing down. I think a lot of people really forget about that. I'm grateful that you touched upon that. I think it's a really important reminder. Just to retouch upon that -
Lloyed: I've fallen prey to that as well. It happens to all of us. It's like, your new company ... I need to drive growth. I need to drive users. Let me try a bunch of different things. It doesn't always mean I'm going to throw spaghetti on the wall and see what sticks. It just means that I'm going to try these channels. I read a lot of blogs. I follow these influences. Let me try 5, 6, 7 different things and see what works.
But it's really important to stay focused, and it's very, very hard, right? So I think what drives focus or what can drive focus and improve that is having targets. So if you have a set target ... I need to hit this revenue goal or this MRO goal or this user goal, then you're not going to try dumb things. You might, but you're going to focus on things that will get you there.
What's an example of one of your targets for Q1?
Lloyed: Oh, man. My Q1 target ... Actually, you know, I wouldn't share it publicly if that's okay.
Eric : That's okay. That's totally fine. Could you give us an idea of what a good target would look like for an early-stage startup?
Lloyed: Definitely. If you're a early stage startup, your baseline is nothing. So, you need to be growing, I would say, 10, 20, 30 percent week over week. If you do that, you can grow to a billion dollar company, right? But sustainable growth, week over week ... Eventually you'll get to a point where you can't do that, and you can't sustain that. But when you're just starting out, you need to say, "How do I double my growth week over week?" If you're talking to one person, next week you've got to bring 5 people, and then like 15 people. It's the same thing with any online activity. You want to drive more and more week over week. And that will sort of taper off, and it becomes harder and harder as you've reached that critical mass of users or customers.
Eric : Great point right there. I think you need to focus on the percentage of the growth rate, we should just call it, for a period of time. So what period of time do you think that ... 10, 20, 30 percent actually starts to die off?
[00:16:00] I think it becomes very difficult once you've tapped out a channel or two almost. Let's say ... And it's so hard to tap out a channel, not necessarily the right thing to say. But let's say you're focusing on salespeople in the Bay area, or San Francisco. And you've done everything you can. And you've got maybe a few thousand salespeople using your product and loving it. How do increase from there? It becomes more and more and more difficult. That's when you need to expand the boundaries. So, if you start small and stay focused on a particular subset of a market, and you please them and get product feedback, bake it in, they're loving it, then you can expand and expand and expand and expand from there.
Eric : Makes sense. So, let's go back to that launch again. Big launch is coming. What channels are you looking at? What do you think have the most potential given the audience that you think you're targeting?
Lloyed: I would say, all this PR ... There's a bunch of things you can do. There's all these different channels right now today online: Product Hunt, PR, and all of this stuff. For me, the most important thing right now, over the next few months, is sales. I want to build and get the sales engine working. It's different than traditionally what we've done, which is more focused on organic and inbound, but I feel sales is the way to going because we are selling to sales people.
Eric : Total sense. I'd imagine the lifetime value of a customer is ... I mean, if you can please them with your product, they're going to be around for a long time. So having that sales engine, it makes complete sense. Okay. So I want to switch gears right now, and I want to talk a little bit about Traction Conference. Can you tell us a little bit about what that is and how you came about it?
Lloyed: Traction Conference is another interesting story. In my last ... I started a couple of companies. One is Boast Capital, which is a tech services company that helps technology companies recover their research and development costs from the government. We boot-strapped that with 9 people, did really well, and I took a ton of time to travel because it was a great lifestyle business. I was almost traveling every month, every other month. My daughter was almost two years, and she'd been on 40 flights.
[00:18:00] And I was so bored. Last February, I was in Dubai and Kuwait. I was born in Kuwait and then moved as a refugee in the Gulf War. So, I was in Kuwait and talking to entrepreneurs, and I found that in Dubai and Kuwait, it just kept coming up. Traction ... We don't know how to get, keep, and grow customers. So, like wow, this is the same problem everyone faces universally. Then a good friend of mine runs Launch Academy in Canada, and he's like, "Yeah, we should run like a workshop or something that's focused on getting startups, new startups, traction." So I talked to my co-founder at Boast Capital, Alex, as well. And we're like, "Yeah. It's a great idea, but we're giving you no budget. So figure out if this thing works."
So my step one there was, "Well, do people even want it?" I had done all this customer development in the Middle East while I was traveling, talking to entrepreneurs, so I knew there was a need there. But I wasn't going to run a conference in the Middle East. So, came back to the U.S. and then started talking to entrepreneurs locally and in Canada as well. And what we found was that the bulk of the conferences that are run, they're very high level.
They bring a giant, big-name speaker, and they do this high-level entrepreneurs' journey, but the founders are still like, "Hey, what do I read? What do I do? There are tons of blogs. How do I cut through the clutter?" So, we're like, "What if we did a conference that was so tactical that you could walk away with tips immediately to implement in your go-to-market strategy as a startup?" They're like, "Yeah! We love it. We'd definitely attend. We'll pay like 4, 5, 6 hundred bucks for it." Like a one-day growth MBA kind of thing.
[00:20:00] So, we're like, "Okay, great. We know now that people will pay for it and attend." So the next step was "Let's invite speakers." Literally, used the, uh, I think CB Insights - they have the unicorn list. Used Kimono, scraped that list, put that list up on Mechanical Turk, got everyone's email addresses, wrote a very simple email: "Hey, I'm doing this conference, focused on helping startups how to get, keep, and grow customers. The first one is in Vancouver. We'd love to have you join. Are you in?"
And then ran a drip every couple of days with new updates. So if we got a few speakers interested, then we'd send that update off. And then 1 or 2 speakers confirmed, and the rest went from there. That took about a couple weeks. Over the weekend, developed the landing page, put up tickets for sale, put up super early bird for like $299 bucks. That sold out in a day. Then, the FOMO of that, our early bird sold out in a week. Then, the conference sold out 45 days ahead of schedule.
So that was the story of Traction. And then I was traveling in Peru ... So Traction Vancouver was last June, and then in July I took some time off to go to Peru, and I had Daniel Saks, the CEO of AppDirect, which is a billion and a half dollar startup now. And he called me - he was a speaker - he's like, "I really loved the conference. Do you want to collaborate on something in the Bay area?" I said, "Sure." And he's like, "I'll sponsor the whole thing. Run Traction SF."
Then, the same thing. We set aggressive targets. We said, "All right. This is July. You want to run the conference in October, first week of October? We need to build a lineup in 10 days." And we ran the same process. We had success from one, and we confirmed the lineup in 5 days, and essentially the same tactics we used to scale to get us up. So, that's the story.
Eric : Got it. So, how many attendees did you have in Vancouver and then how many in SF?
[00:22:00] We cap our conferences at 600 attendees. We want the right kind of people there. The right kind of people for us are founders, folks who run marketing, folks who run growth, folks who run product, are our target market. The experience is really great. But I didn't have interest in running a giant conference because I feel sometimes, in the Bay area, we focus too much on this is the biggest conference for this or the biggest conference for that. I'd rather get a few hundred people, 5, 6 hundred people together and provide them a great experience. And then build and grow from there.
Eric : Quality over quantity, right?
Lloyed: Yeah, because we could always scale it, but we've kept that. I mean we've kept the same sentiment for SF, and we're doing the next one in Vancouver in June, and we've capped it again at 600 because that's been our sweet spot. The other thing is we don't do long talks. They're all TED style. If you're Parker Conrad from Zenefits or you're Selina from SurveyMonkey, or you're the CMO of Slack, or whatever. No matter who you are as speaker, the talks are all 15 minutes. The fireside chats are all 20 minutes.
So it's actionable. We want people to walk away with a few things that they can immediately implement rather than ... You know, sometimes, it just becomes this long story and people's attention spans are low. People just can't stick on. If I can't listen to a talk for half an hour, 45 minutes, than I can't expect my audience to do that.
Eric : It actually makes a lot of sense because there's a lot of podcasts out there where I'll listen 15 to 20 minutes. I have to 2x too because I just want them to get to the point. The same thing. I spoke at a recent event, and when I was given a 15 minute slot, I was like, "How am I going to pack enough in there?" But, when you set that constraint, you're forced to pack that amount in there. And people are ... You are just going to take away that one key takeaway, and you eliminate all the fluff, right?
[00:24:00] Exactly. Exactly. You don't want fluff content. You just want key takeaways, and then people will come back. When we did the SF conference, we had almost 50 percent of the people come from Canada, almost. At the end, I asked the question: "How many people are here from Canada?" It was like half the room. And we'll get the same thing. We'll get people coming back over and over. I've had CEOs tell me that the talks are so TED-style that it's good. We can listen, rather than somebody just rambling on for a long time.
And in terms of marketing and driving that even, in the Bay area, it's easy to get 5-600 people to attend your conference. Although it's so noisy, but you've got a good lineup of speakers, and people will attend. In Vancouver, in Canada, there's not as many people, so it's even harder. There, what worked best for us was building an email list, building a community, direct emails. I'm a big believer in email marketing to your community. That worked. And then, we did some very interesting retargeting.
I'm not sure if I told you this before, but there's this tool called Retarget Links, and it helps you retarget other people's content that you share. We didn't have time to write a blog, but we had all these speakers. They wrote interesting content, we shortened their URLs with Retarget Links that tied to our AdRoll account, and then anyone who clicked on those blog posts or piece of content that we shared, started seeing ads for Traction on Facebook.
Eric : I think you were the guy that showed me that. I also know there's another tool out there called Sniply, but that one more has like a call-to-action at the bottom. So I think Retarget Links is just you push it to link, but then you're able to pixel those people, right? Is that how it works?
Lloyed: Yeah, yeah. So that drove ... About 70-80 percent of our tickets came from direct email. Press did some. We had good relationships in the Canadian press, so that got our word out. And then retargeting worked really well.
Eric : Got it. I love it. So, what use of putting together a conference? There's obviously a lot of headaches that come with it. So, what are some mistakes to avoid as a conference planner?
Lloyed: [00:26:00] As a conference planner, there's two pieces of it. Or there's three pieces of it. One, getting speakers. The other piece is marketing, and then the last piece is logistics. I'll start with logistics. I see a lot of people trying to save costs and book a venue and then use a supplier for AV, and then use a supplier for catering. If you can't hire a project planner, and you want to manage it all, it's just a headache. We did that mistake once. It was me and our founding team running around throughout the conference and didn't get a chance to enjoy it. I would just say, "Pick a hotel that's all inclusive." It ends up costing a little more, but find a venue that takes care of everything for you on the logistics side.
Eric : Can you give us that cost break down? You said it costs a little more, but what's one without the hotel doing it for you, and what's ... What's the difference I guess.
Lloyed: Having the hotel take care of everything for you, probably like 15 percent more - 10-15 percent more. It's worth it. If you go pick a venue somewhere, and then find a caterer and find an AV person, and all that, you've got to manage it unless you hire somebody to manage all of that. If you are a boot-strap conference guy, you don't have the budget to hire somebody. At least if you go to a hotel, they give you an estimate. You know the experience is going to be right, and baking it all into the costs of your ticket.
Eric : That makes total sense. 10-15 percent more. Maybe the first time around, maybe you do it yourself just to really get the experience to understand it, or maybe you're talking budget, but after that, once you have "traction," 10-15 percent should be an afterthought, I think. I agree with that. All right. One thing I wanted to touch upon: you talked about Boast Capital being a lifestyle business. What do you mean by that exactly?
Lloyed: [00:28:00] When I said lifestyle business, meaning ... I think my co-founder will be really upset if he heard me say that. Not necessarily a lifestyle business, but how do I word it? A business that gives you a good lifestyle. It makes good money, you haven't raised outside money, you don't need funding, everything is in gear. And you don't need to spend millions of dollars to hire growth experts or salespeople to explode. You're not going for the billion dollars. You want to build a 20-30 million sustainable business that gives you a good lifestyle for a time period. Perhaps maybe I should ask you the question. What is your goal with Single Grain? Is it to turn into a billion dollar company and work around the clock, or is it to be balanced a little bit?
Eric : What a great question. What a great question. So, the way I look at a lifestyle business ... And I just wanted to define it for everyone, and that's a good definition for sure, but I look at a lifestyle business ... To me, that's lifestyle/cash flow business, right? With the services business, for the most part, you're probably not going to achieve those sexy billion dollar-plus valuations. It's really good for you personally. It's good for you personally, but investors aren't going to want to put in money for it.
I think, when people are starting out, to not have to worry about anything, not have to worry about cash anymore, a lifestyle/cash flow business would be good for that. And then, after you have that security, you can go work on whatever the f**k you want. You can go work on something that investors will want to put money into, where you want to aim for that billion dollar plus valuation. Or whatever you want to do. That's how I look at it. So, when I think of lifestyle and cash flow business, I think of freedom, not being tied down to anything. So that's how I look at it.
[00:30:00] Exactly. And it's not necessary that every business that starts out as a lifestyle business remains a lifestyle business. I know a few friends of mine who started out who started out as consulting shops and services businesses. And then they honed in on a particular market, and they really nailed down the customer problem. And, over time, just doing consulting for their customers, they saw a product idea there. And they started building that, and then they raised a ton of money, and now they have like 100 million-plus valuations.
So, you never know where the world takes you. At the end of the day, I like your term "cash flow business." If you build something to provide value and make money rather than a fast in and out, chances are you might stumble upon a great idea. That may not be as sexy, but it will possibly be a big business.
Eric : Totally agree with that. All right, let's switch gears again. Let's talk about you personally. What's one piece of advice you'd give to your 25-year-old self?
Lloyed: If I could go back in time, I would have started my first company right out of college, if I could. I come from a family where you work hard, you work for the man, and then you retire when you're 65. And you look after your family and all of that stuff. It was more about like, "Hey, where's your degree? And where's your Masters? And where's the promotion? And how big is the company you're working for? Oh, you're working for a small company? You're working for a startup? You haven't achieved it." So, that's the culture -
Eric : It's the Asian culture. It happens to me too. I think it's, yeah, it's the Asian way.
[00:32:00] Exactly, right? So for the longest time, that's what I saw. Even when I started, when I co-founded Boast Capital and even with Traction, I think for the longest time my parents thought I was doing nothing until a newspaper did a feature on the business. Then they're like, "Oh. Wow. So you are doing something." If I could give myself, my 22-year-old self, some advice, I would say, "Start a company. There's never ... It's never too late, it's never too early to start it."
Eric : Amen. So in an ideal day ... Obviously a startup, a lot of things are flying around, but if you had an ideal day, how would you structure your ideal day? Lloyed: If I could structure it this way, I'd like to wake up early ... I always wake up early. I'm up by 4:00 or 5:00 in the morning. But I'd like to hit the gym. My gym doesn't open that early. And just get into work. Take care of things before the distractions sink in. Especially, I think the most important things I could do is start prospecting, reach out to customers, get that out of the way. Schedule calls. Schedule demos. Get face time with customers. I feel whatever is the most relevant, important task for you for the day, do that first, when you have a lot of energy and you're up.
Eric : Totally agree with that. Early in the morning is everybody's shut up time. There's no messages. There's no emails, whatever. You get to do the gym first, and then you get to work on the most important thing. And then the chaos starts. I totally can sympathize with that. That's what I do too. Now, what's one must-read book you'd recommend to everyone?
Lloyed: Must-read book. So, I'll tell you what I've read recently that I like. I like the traction book by Justin Mares. But that's been awhile since I read that. But last year? I'm reading some - Mark Roberge from HotSpot wrote this book on scaling sales. I can look it up real quick-
Eric : The Sales Acceleration Formula.
[00:33:59] Yeah. That's a good book. And then, those are two good books. And then, I read blogs more than I read books, so I read Brian Balfour's blog called Coelevate. I read Andrew Chen's blog. I read Dharmesh from HubSpot - he has a good blog. HubSpot is general puts out some really good content. Mark Suster puts out a good blog. If you follow these growth experts, they all write interesting stuff.
Eric : Yeah, those are the top blogs, at least on my list for sure. So, we'll drop that in the show notes, but Lloyed, this has been fantastic. What's the best way for people to find you online?
Lloyed: Twitter. Lloyed Lobo. I don't tweet as much. It's easier to
find me on Traction Conf. I'll tweet from Traction Conf. That's it. Linkedin. Lloyed Lobo.
Eric : Perfect, so we'll drop that in the show notes. Everyone make sure you check out Speakeasy, especially if you want to close deals faster. Lloyed, this has been great again. Thanks for doing this.
Lloyed: Awesome, yeah. Speakeasy.co, Speakeasy.co