[00:00:00] Jay: Hi everyone. Welcome to The First Customer podcast. My name's Jay Aigner. Today I am lucky enough to be joined by Scott Martinis. He is the CEO and founder of B2B Catalyst. I was just telling Scott, I saw him on some video and, just want to be very impressed with his knowledge of outbound and you know, it speak to a lot of the problems I was having. And I think a lot of agency owners kind of go through some of the same stuff. So Scott, thank you so much for some of your time today, buddy. How are you?
Scott: Good. I had a good weekend. How about you?
Jay: A good weekend. are you a father? Did you have a good father's day?
Scott: I am not. I [00:01:00] actually flew to Michigan, and I've been working a ton right now, so I flew to Michigan, and I took most of Sunday off, and I spent a lot of the day hanging out. In Franklin with one of my newest employee who just started today. So it was very
Jay: Beautiful. I love that. Yeah, it was a nice weekend. And, where are you based out of?
Scott: I'm a natural
Jay: Nashville. That's right. the town that I am dying to go to next, have not been there yet, but I hear nothing but good things.
Scott: wait till the fall.
Jay: yeah, I was going to say the summer, I have no interest in anywhere like above the Mason Dixon line.
I just want to keep going as North as possible for now. so where did you grow up, man? Did you grow up in Nashville? Where'd you grow up and did that have an impact on you being an entrepreneur?
Scott: So I actually had no idea I was going to be an entrepreneur. I wanted, my dad was a physicist growing up. I grew up in Boulder, moved to Santa Barbara in 2004, high school, two years at the Naval Academy, [00:02:00] went back six years doing part time ministry, finish up college late. And I was shit, I need a job.
So I started working with this marketing agency, which it was interesting because I've been in the agency space in some level for quite a while. And it was interesting because we started as an, and it's called this site up. We started as an implementation agency for Entreport, which was a marketing, sort of a marketing automation, overall business automation platform.
And we started there and what ended up happening is we grew to like 25K a month and we lost a couple of clients and we grew up, blew up and then I got let go. And so that was kind of how I got my start into that. And that I saw a lot of that you were talking about the first customer, like that was kind of, that was kind of company first customer company that was almost my first business customer.
But I also got to see a lot of the [00:03:00] challenges. Of nailing down the early product market fit and offer stuff, which is. It's not easy to do for a lot of these companies. Like you, there are just so many moving parts to getting that traction and delivery, right? especially an agency where,
Jay: And what was that change for those guys? What was the kind of the golden ticket that made it all kind of come together
Scott: well, it didn't, the business actually folded.
Jay: or the business world? I thought you meant it blew up as in like, it got so big that you got like, it
Scott: It got bigger. It got bigger. It got to like 25 K a month. They hired a few people. And then it like got, then it, then they had churn and it had like the business, you know, it's, it taints. And eventually they, the founder joined one, joined another, the founder folded the business and worked as like a marketing ops person for someone else.
So it did not. Fortunately, yeah.
Jay: and what was next for you after that?
Scott: I tried to start my own coaching business. Didn't work. got a little bit of client, but I just didn't have the much [00:04:00] experience.I think that's something that is not messaged very well in the online marketing space. It's just like, Hey, you just got to do a lot of work to get good at something.and that's like, no, that's not a popular message.
I can see why people don't say it, but it's like, I think Alex Hermosi is a good, is doing a good job of bringing that out. But just like, Hey, you just have to get good at something. Like you have to get really good at something and then they'll pay you for it. And now I'm kind of finally at that point of mastery, like six, seven, eight years in.
And it's like, okay, I learned a lot. I learned a lot of things through the school of hard knocks. If I had intentionally practiced a lot sooner, I think I would have gotten to where I am a lot faster. so I tried to start my own business. I signed on as a business development rep. For a vertical software as a service platform focused on auto repair companies.
I went from the newest BDR to managing all the BDRs in about eight weeks, learned a ton, got fired 10 months later, [00:05:00] worked with a construction company, help them scale from 15 K a month to 80 K a month. They didn't want to pay me any more money. So I started working with marketing agencies at that point.
And my first customer there was, a company called Albatross digital golf.that was, growing vertical focused, marketing agencies, you can tell by the title and they needed a way to get the founder out of the onboarding process because they were getting lead flow and I helped them do that and they were able to double their MRR.
Jay: Well, that was a quick turnaround from, maybe not a quick turnaround, but I just want to talk. You're touching some very key there. And I think the reason why people don't talk about it that much is because it's like the grind part. Right. It's like the shitty part of like having to get experience and work for a bunch of places.
And like, there's, you know, everyone, everybody wants to hear that there's just like this thing you can do to go start a business or do whatever. But it really does seem like, when all else fails, you can [00:06:00] rely on that experience if you don't have that, like, and that's how I always understand, I don't understand with like super young business coaches and I'm sure there's some that are great out there. but I'm always thinking in my head, like how could a 20, you know, mid something like really coach a CEO. On anything just because they haven't really been through it.
Scott: So I, this is where I have a unique perspective on this. Cause I've done a lot of my, through six years in ministry, I learned a lot about mentorship and emotional intelligence and psychology. And I also have an operation, you know, I also know a lot about, a decent amount about the operation side of things from doing a lot of process mapping, the software marketing positioning.
And what happens, I think this is going to sound a little weird, but I would bet you most of the time you have like, uh,20s business coach that's successful, it basically boils down to, they're extremely emotionally intelligent. They're extremely smart, probably to 20, 10, 20, 30 [00:07:00] bit and IQ points above their target market, and they probably have a lot of life experiences or family experiences in business.
So my dad's a world class physicist, so that means like I behave very differently when it comes to learning math and science and breaking out new concepts. Cause I grew up watching my dad go through like, Hey, what is, what does a world leading physicist do? Like, don't like to boast about that, but I think that played a role in me being able to pick up and learn new stuff.
My dad, for instance, he had this behavior where he never, like a lot of parents kind of talk down to their kids. If they kids ask a question, if they ask a question, the parent doesn't know the parent get might get frustrated or give a pat answer. Never got that from my dad. And so this created this embedded experience, this habit in me, like, I am completely unafraid to say, I don't know what this means or how does this work?
And so that like habit develops the developed and it's kind of snowballed over time. So I think I [00:08:00] suspect a lot of those situations, they've found the niche where there's like one thing this business coach is extremely good at. And there's one thing the market really sucks at. And then you're like, okay.
I'm, I can go in and I can deliver a consistent result over a consistent scope. I find someone where the only thing keeping them from their dream outcome is the one thing that I do really well
Jay: That's fair. That's fair. Yeah, I guess it's not I guess it's not business experience over decades that they're coaching them on. Like you said, it's probably more emotional intelligence kind of stuff. that makes sense.
Scott: or analysis stuff like that. A lot of times, something I'm seeing with a lot of sales and marketing teams right now is they're in the grind and they do not have that. They do not have. A good enough habit set of reflecting. So what happens is their nervous system is so heightened all the time. They are unable to be creative and think critically about their own process.
They have no time and [00:09:00] space to reflect. So they cannot see what is wrong with their system. Their nervous system is too wound up to get ever get to a place of insight. So you can come in as an outsider and just like ask them questions and be like, well, it sounds like this. like, wow, that's amazing.
It's like, well, all that really happened is someone who's someone with some knowledge and skills made that you didn't, or some frameworks and mental models that you didn't have, who's calmer than you came in and asked some questions and suddenly this stuff pops out because you were too stressed and burned out to know what was really going on.
Jay: yeah, I think that's fair. I have a friend who's a public speaking coach. He's a younger guy, and I think he kind of hits. that just that niche of like, you know, giving you an outside perspective of like, well, yeah, public speaking is easy because a lot of us do it. But, having somebody that's all they do come in and like kind of critique you on it is not something that you may even have the ability to process in the middle of doing all these, you know, public speaking events. and I think he's great at [00:10:00] it. So that's a really fair point. So you brought me background, mid twenties, coaches. I apologize. I think everybody should hire one. so Tell me about B2B Catalyst, man. Like I see all these cool posts, you know, I know you're like into the tools. And like I said, I saw you on a podcast.
Like, I think if I hadn't been like a student of learning outbound myself over the past few years of probably a lot of that would have just like flown over my head, but it spoke to me directly because like, I'm the sales guy for our organization and now I'm training our first sales person. So like, I know some of this stuff, but just, First of all, what does B2B Catalyst do?
And then we can kind of get into a little bit of the specifics,
Scott: So let me answer that by telling the rest of my story up to today.the short answer is. I have evolved through a lot of iterations by failing is effectively what it boils down to.and one of the things that was, that's so, so I'll go on. So, so I came up with this process of like, Hey, I can process map out [00:11:00] of the business process of a company. And if I do that, then I can help them streamline and automate and revise and improve their processes.
So I started offering this methodology to agency owners and they all liked the idea. Okay. Of having to do less work to get client results and make your business more scalable and stuff like, but the problem was they would be like, well, this is cool, but I need leads. And then I was like, well, I know more than these guys do about selling.
Cause I actually helped run an outbound sales team. And I'm really good at the tech and tools, and I also need clients myself. So I started with like LinkedIn automation tools, like you link way back in the day. And so then I was like, Hey, I'll sell this thing called the automated sales assistant.
What we'll do LinkedIn and email outreach in parallel to reach out to people. And it'll be great. And I did that. And I did a couple of different iterations of that. And I realized like, Oh, like the target market I went after. I didn't really have language for target market. It was like, Oh, first I'm going to go for [00:12:00] marketing agency owners.
And then I'm going to have to go up for the founders of small B2B service company. And what I realized is. So, so the companies that I worked with crushed it, they had a decent online presence and they had a really good offer. Like probably the best offer that I, that the best overall client results I've gotten for someone was this company real bestseller and what real bestseller did is it was like, Hey, would you like to write a book?
would you, what if you could publish a bestselling book on Amazon and get a course from that book and you don't have to write a word, you just show up to a few, you have to show up to 10 interviews. With a journalist and reviews and manuscripts, and then you'll be a best selling author. And so you put something like that in cold emails, like, Hey, do you want to become a best selling author?
And it doesn't have to take any time, any of your time or energy or muscle to write through this. People like, sure, we had [00:13:00] incorrectly set up email domains that were booking a lot of meetings because of this, because it was just like, Hey, you know, the offer was so good. And we also had some copy from a previous agent.
And then with other clients, it was like, they were like, I think I want maybe biotent companies in this, company. It's like, well, what do you do? And it's like, Oh, we're, we do this it and we do all these different things. And then what I realized now is like, the problem is everyone, ironically, even marketing agencies.
They have the drill. It's a drill hole problem. Even marketing agencies, they know they're supposed to sell. They know it. And they always sell the freaking drill. Right. and so that, that was kind of what I realized is like, wait a minute. All of these companies have positioning problems. That's like most of the ones that are successful scale.
because of referrals. And then this creates this problem where they're confident in their selling abilities. And they've never actually had to sell someone because they're just talking to referrals.and so then [00:14:00] I was like, okay,I started going up market a little bit, started talking to actual sales teams and I landed a one year contract with a company with like, as an ad tech company, they had four sales reps and we generated 399 interest leads over one year period with high volume.
Let me do a few other things too, but that was the core of it. The problem there was the lead thought the followup on the leads was not good.so we helped them hire a BDR and then the problem as well, looking back was. they missed a lot of their best practices on the sales calls. It was a 45 minute pitch deck, heavy call, no discovery questions.
They didn't book a meeting, follow up meeting from the meeting. And the reps did not consistently send follow up emails. So it's like, yeah, you're not going to book very many meetings for that. And sometimes I started to realize like, okay, automation is really powerful to generate leads, but you also need marketing positioning and you also need good sales follow up.
And then I was like, well, I don't know. This is pretty complicated. Like this is not as simple as just book more book meetings on your calendar. You're you'll instantly close new business. And then I started expanding to other [00:15:00] orgs and I kept, I started determining this, the outbound engine, or it's like, Hey, we'll build out the stuff.
And gradually over time, the scope kept expanding now. And then what happened, my epiphany a couple of months ago was like, Oh, actually one, you need a sales process. But two, this actually becomes a culture problem because if you're telling sales reps how to follow up. But you're never actually inspecting their pipeline, seeing like, do they have actually qualified sales opportunities?
Do they understand the value of what they're selling? Are they asking any discovery questions at all? are their sales follow up emails remotely useful? Then, you know, and the thing that the issue I was having is like, I was always selling the meeting versus selling the revenue. So now we're kind of switching into what I would call like a go to market operating partner.
Basically, that means like we, we work with you to build out a go to market engine and sort of team management structure. To help, consistently scale and grow revenue. So I stepped in as fractional chief revenue officer for a [00:16:00] 2 million,FinTech startup. That's also a benefit. And. Like an employee benefit, that we've got three sales reps, a couple of people in partnerships, three marketers there and a few account managers reporting into me and we're kind of trying to establish like, okay, we need, so we have our board KPI forecast.
We need to break that into specific activities. How much marketing content does marketing need to produce? How many contacts do we have to prospect? How many calls do we have to make? How many emails do we have to send? How many of the meetings we're booking? How many do we have to work into the next pipeline stage?
What do we need to hit as far as onboarding timelines? All those things. And we also need to do things like we need to reposition the brand because a lot of The value props that we have a lot of values, a lot of features that other competitors in the space don't have, and we're not messaging efficiently off them.
So everyone hears our market category and thinks, oh, you guys do like this. It's like, well, yes, but this we're actually here and we don't, so we have to reposition, scope ends up, it's kind of the scope ends up [00:17:00] getting broader and broader. but I think we've got a decent framework for this at this point.
and that's kind of what I'm realizing is like. You can't really grow your sales without a culture change and real team alignment around. Okay. And this really starts with internal alignment, like deciding, Hey, this is the kind of company I'm working with. This is the service I'm going to deliver.
This is the value I'm going to create. this is my commitment to results. And like, you know, if you don't have all of those sort of people aspects in order in yourself first, Then the tools and techniques that doesn't really matter. Like I was having this conversation where this guy, this BDR reached out to me, it's like, Hey, can I use your help building up a clay table for my company?
I was like, okay, what's your ICP? What's your target market? It's like, oh, we want to sell mobile apps. I was like, to who? And what's the business value. And he's like, are you kidding me? Mobile apps. Everyone's on their phone. I was like, no, that's not going to work. Like that. That's no, no C suite person will ever respond to that.
But C suite people [00:18:00] respond to, is this going to make me money? Save me money or reduce risk. Tell me how mobile apps do one of those three things. And who you're going to do that for. If you don't have that, all the other tools are worthless. And most companies do not, have not seriously thought through.
And it's not just enough to have like an airy fairy high level thing. It's like, you need to backtest this. Against your actual customer base. And then you need to be able to say, okay, this was our actual customer base. This is what we deliver, or this is our actual customer base. This is the part of our customer base that we want to deliver.
This is how they show up in a data provider. This is what we're going to say to people who show up this way in a date. If you don't have that entire closed loop process, you can't really scale out. Or a lot of marketing for that.
Jay: I love what you said though, about, you know, this, a lot of companies scale. initially offer referrals, which I have such a love hate relationship with referrals because they're not scalable. And they're like such a [00:19:00] beautiful thing. And they're so nice. And they're, you know, they're just this hand, you know, hand packaged client for you.
But it's a really interesting point. And we have a, we had a similar issue with, with our, testing company because you know, we did business through Upwork forever and they're essentially very warm leads, right? I mean, they, the social proof is there, you know, it's basically referral essentially, like they come to you, they can see what you've done. They know your pricing and all these things. And like, it's basically very transactional. Like we need this thing, you do this thing here, take our money and go do that thing. And like, so to try to scale from that. It was very much the same exercise you just described. And I think, it's refreshing to hear that you yourself, have gone through those iterations of like, what are we like, who are we going after?
And like, you just kind of keep continuing to iterate and improve what it is you're offering these people and slimming it down. So it's refreshing to hear that even a guy who does this all day, every day is still going through the same process that I think all agencies are going through, right?
It's like. Continually. I actually love that feedback loop from like sales back to the products, especially in services, because like you can totally [00:20:00] hone what your product is
to better fit your market and your messaging, and then just go in this big loop. And if you do it right, you're kind of continually improving both, which is kind of a cool thing.
I think that points back to the culture you're talking about because you get all that line together. Then you can start to figure out, all right, what tools do we need for this stack? But I think tools are the ultimate, You know, shiny object syndrome, right? It's like,
well, this one's really cool. Let's get spun up in this.
And you spend a month doing that and you go, well, that's now, and you bang your head into the wall because you're messaging and all your other stuff sucks. So I think it's a really great set of points over those stories.
Scott: Yeah. And then the interesting thing is the further you dig into that, like the what, it's just gets so weird. Like I, someone in my network reached out to me and it's like, Hey, so I'm going after restaurants. Can I use AI to scale? And I asked him a few questions. And I was like, so have you tried email?
What's email like? He's like, I've tried this guy and that guy and they didn't work. And it was like, okay, are you getting any results from email right now? And it's like, [00:21:00] not really. It's almost all from, that's what I thought about. I was like, emails, if you're not getting any replies, even opens or clicks from email, you, it's, you can't, it's probably not a good channel.
It's not a mark channel. Your market uses, I mean, which makes sense for restaurant.
Jay: Right.
Scott: Like, I was like, I would do this one thing I would do. Here are the two or three things I would consider. Get some information for your calls with AI. So you have something you need to say you, instead of having the SDRs manually call through all of their leads, look at something like connect and sell or virtual assistants to increase the conversations per day and a couple other things like that.
But then it's it's one of those things where you're like, you know, it's,it's just not as simple as yeah, we're going, you know, it's not like you. I think I would have made a lot more money right now if I just picked a niche and picked a service, but I kind of feel happy with where I am now because, like, [00:22:00] I had this weird whining.
I kind of feel like God put me on this path because I'm now in this position where, like, I'm talking with companies like ZoomInfo and Apollo, Common Room, Warmly, like, and I'm kind of like HubSpot, like, I'm kind of in this situation, like, well, shit, like I know the most, I'm one of the most knowledgeable people about outbound sales tools or sales tools in general in the market right now.
And like, I wouldn't have done that. That wouldn't be here without all of these weird winding paths. meandering through all these different things. So now I feel really happy about where I am. I think my comment on niche is like discipline. Niche is good, but like, I am really glad. I think you need to, I think you need a niche that fits you.
Like there's a lot of niches where like, you kind of have to dumb down what you're saying for them to want to buy from you. B2B tech is not like that. And that's something I'm really thankful for is like, [00:23:00] I don't really want to sell. Like I had one of my clients tell me, it's like, your posts are too high level.
Like you need to dumb it down. It's like, actually, I don't want to dumb it down because it's easier for me, like very easy for me to market, right. Cause I just post what I'm thinking and then like leads show up in my calendar. And it's like, cool, I'm booked out two weeks at this point. Right. And I just post what I'm thinking about.
It's so, so having something where that matches like, Hey, here's actually your thought process and your values and unique life experiences. That's I think, part of where you have a niche that actually fits you and it doesn't feel like work, but you can scale in a niche that feels like work, but that is not a business I would want to be in for a long period of time.
Like, this is the kind of business where I'm like, okay, I can imagine myself staying in B2B tech for a while
Jay: Right,
Scott: because. All of the players here, I'm getting connected with these pretty crazy CEOs and marketers and sales reps. Like I'm [00:24:00] building all these relationships and these relationships are going to stick around the longer I stay in this space.
So the longer I stay in this space, the more value I'll have.
Jay: right.
Scott: So that's, I think
Jay: love it.
Scott: really powerful.
Jay: I agree. And I, I'm happy that you have kind of found this spot where you can, you know, it's the old, like, you know, you probably not feel like you're working as much because you're literally just doing what you're You enjoy doing right now and you're being connected and talking to these, I mean, I'm not saying that you don't work, but, it's much more fun to do work in the space that you feel like you can talk freely and kind of communicate effectively about. two more questions real quick. this one just came up to me as I was going this, I, how much easier is it for a professional services or any sort of agency to sell a productized service? Versus kind of a customized service. How easy, is there any difference to you when you're marketing something like that or doing outbound?
Scott: I will actually go as far as to say, you actually [00:25:00] cannot sell a custom service app. And what I mean by that is, it is actually no one buys a custom service. Off of outbound. So, so what it would, in order for this to work, one of two things need to happen. Number one, you need to create an indirect offer like to get an initial conversation.
really like growth partner on this, the FE growth partner with,not Jordan Ross. I can't remember their names, but growth partner guys, their playbook is basically, Hey, do an interview method, interview a bunch of different people in a very specific job title, very specific industry about the challenges.
Get it, put together a white paper of all your learnings and share it with everyone. And in the process of doing those interviews, you essentially should be able to map out what your customers are. Joe Rojas does something very similar for MSPs. So that is, if you're not going to sell a productized service, you need to have an indirect contact.
This is by the way, I didn't know this, but this is actually,their companies, a lot of [00:26:00] consulting companies that are bigger, they engage firms like Frost and Sullivan to eventually essentially sit, set up customer round tables and it's thought leadership. It's a lot of other things too, but it's also essentially a form of lead gen.
You're getting in the same room in a conversation with someone you can now follow up and book a sales call. So you need some form of offer like that. Or I just talked with a company that's an Amazon agency. They have this great initial audit process. Where they give you this really complete auditand they just want to, they basically, as soon as they go through this audit, they have a very complete roadmap of, Hey, this is exactly what, what this is exactly what you need.
in order to scale your Amazon account. So I think like a process like that's another example is like, Hey, you do a productized service where we'll set up an outbound engine or look like your target account list or do a positioning workshop, whatever that is, you need some kind of foot in the [00:27:00] door offer.
Now you can go full productized and like, just have one thing and you just sell that one thing over and over. And that's a model that works.I don't, I think that the LTV is very hard on those because what happens is if you sell to like 90 percent of the people in any given target market will not be a fit for that because your service will not be the only bottle you're like, Oh, I do it.
Facebook ads for realtors. Well, guess what? A lot of realtors have more problems other than just not enough lead flow. They also suck at calling and follow ups and closing and online branding. And like, if you will only get standout results, if none of the other links in the chain or bottlenecks. So that's the hard, that's why I'm a fan of more offers.
Product may not productize services, but more fleshed out solutions, because it means you can solve more of the customer problem.
Jay: No, I love, well, I love the, I mean, we, you know, we typically call it like some sort of wedge, right? Like just some way into these words. If you have a custom, cause we kind of have both, we have like a product [00:28:00] of service for one of our offerings and then kind of this custom thing for the other side, it's always been a bit of a mix for us on how we attack that.
But I think that you're dead on, like having, you've got to get the conversation started. Otherwise, like they're just, nobody wants some custom thing. You just emailed them. They don't even want to, they don't want to. They don't want to understand. They don't have to figure out how to understand what it is that you do.
Right. they don't have the time to do that. So if you're not coming to them directly with something that gives them value, they're out the door. one final question, non business related. I feel like I talked to you all day. I need to have you back on. if you do anything on earth and you knew you couldn't fail, what would it be?
Scott: I mean, it's kind of what I'm doing right now, but I kind of want to build B2B catalysts into like. A hybrid of McKinsey and Accenture that, kind of creates,I want to, well, I want to, there's not anything, but I think if I had to do just one thing that I probably would, what I'm [00:29:00] planning to do would be to be catalyst, which is.
I'm going to build it into a consulting firm, kind of like a McKinsey Accenture hybrid that, just essentially helps companies drive business growth. I want to create the strategy and help people execute it. And then I think I also want to create a methodology to make business growth as part of that.
I think most people have too narrow of a view of business. And I think if you think about accounting, right. Like accounting is like, it's a very well established framework right now. It's, but people don't realize it's actually a technology. Right. Like there's a very defined way of like, you run your books this way.
No one questions like, Oh, you, you have a, you're, you have a, you're in the red here. You have to fix this line item. We can do the same thing for business. It's like, Oh, you have brand debt. You have technical debt. You've got a sales process debt. Like, that's what I want to do is I want to give people and eventually potentially in other areas of life too, like, Oh, your health is constrained because you're not sleeping enough and you're not [00:30:00] sleeping up because of this.
So it's kind of like. Help people do root cause analysis very quickly so they can figure out what is my bottleneck to growing my business in life. That's what I want to be for people. I want to start with, you know, two to 10 million B2B tech companies, but long term, a lot of other people.
Jay: I love that.
Scott: Thank you.
Jay: Mackenzie and Accenture. It
Scott: some of those too.
Jay: somewhere. I mean, anywhere between those is probably a good number. So, I think, and it feels like there's a book that will kind of come out at some point for this, you know, this journey of yours too. So, all right. Well, again, Scott, I feel like we've talked to you forever.
I feel like we didn't even talk about a bunch of things I wanted to talk about, but, I'm going to have you back on eventually, maybe in between your 10 million sales calls that you queued up for yourself. if you want to reach out to Scott, LinkedIn, email, what's the best way to reach out to you directly?
Scott: LinkedIn. Yeah.
Jay: Got it.
And, if you want me to be catalyst where they find you LinkedIn.
Scott: com, but really LinkedIn is the best place to reach me. Yeah.
Jay: All right. It's the, it's a happening place.[00:31:00]
All right, brother.
Scott: the only Scott Martinis in the world.
Jay: Are you,
Scott: I'm pretty sure I have not found another one. I've Googled many times,
Jay: I mean, that's pretty,
Scott: so that, I need to get that domain. do it right now. yeah, I probably
Jay: if this goes live, you may lose it to a squatter. So you better get that immediately.
Scott: do that. I'm going to
Jay: it right. Do it right now. All right. Well, Scott, you're awesome, man. Thank you for your time today. We'll catch up again soon and, be good. All right.
Thanks, buddy.
Scott: Yeah. Appreciate it.
Jay: It's got.