How can they s- think about building a process that it actually is repeatable and might help them to scale?

One of the things that I teach in my class is that the entrepreneur has to be involved early on in the sales process.

And one of the challenges that you have with entrepreneurs is they think, "Hey, I'm a, I'm a product person.

I'm a, um, a technology person.

I'm a finance person, ops person," right? "I don't sell.

I'll just go hire somebody to sell my great idea." And that almost never works.

And the reason it never works is 'cause you got to take this idea and translate it, and oftentimes we're just not right with the product market fit, like we just talked about, the first time out.

You know, f- for us, someone who's leading a sales team in a big established company, what are the kind of the skills that they need versus what you talked about in the s- in the kind of medium-sized growth stage?

So just tell us about some of those differences and how you would think about addressing those.

Yeah, and maybe if I could even back up for a second.

When you think about sales to me, there's really two dimensions to it, right? There's the sort of behavioral skills that you have that are deployed in a non-linear way.

And then there's what I'll call the process and the math.

And I think the process and the math is relatively consistent and it starts out relatively simple and you can make it more and more sophisticated.

Just think about a simple funnel.

We start with leads in the top.

right?

Mm-hmm.

It's a cultural center, and, uh, it's Ukraine.

My parents were engineers, uh, so my grandparents, uh, uh, from one side was doctors, uh, were doctors, from other side, uh, pharmacists.

So I, um, uh, in the end of my, uh, high school education, uh, get a problem where I have to go in the future or to medicine or to engineering.

So finally, I choose engineering because, uh, yeah, for me, it was too, I think, too high responsibility for the life of pa- patients.

[laughs] Now I am actually doctor, uh, as well, but doctor of blast furnaces.

[laughs] So in, uh, 1971, I, um, uh, uh, get entering in a Moscow Institute of Steel and Alloys, uh, exactly in a department iron ore thermal treatment.

Uh, can you explain a bit about coking coal? Why do we need coking coal?

No fact would even need contra-resurrection affirmation to make 90%, and in fact, could even withstand some pro-resurrection rejection.

When Habermas says virtually all critical scholars accept his minimal facts, the pool from which those scholars are drawn is a pool in which the overwhelming majority of participants have a vocational commitment to the very conclusions being tested.

Many work at institutions that require statements of faith.

Many hold positions where publicly doubting the resurrection would end their careers.

Consider the institutional pressures.

According to the Association of Theological Schools, roughly 270 member institutions cycle through approximately 2,600 doctoral degrees and 3,000 full-time faculty positions each year.

These are the people producing the literature, however math counts.

If any postgrads are looking for thesis ideas, you can have that one.

[laughs]

I mean, uh, you know, I think it really...

You got, you, you gotta go back from, uh, start at the beginning I suppose, like any business.

So, uh, you know, Fitz's was a collaboration amongst three people.

Um, Allen and Tom were my original partners in Fitz's, uh, when we restarted it in, uh, 1992.

Uh, Fitz's history, you know, predated me.

Uh, you know, if you look on our bottles it says, "Since 1947." Although I might feel like I'm from 1947, I'm not.

Mm-hmm

... versus those that can't?

Yeah, I mean, I think there's a, there's a lot and there's probably a lot of different things.

And one of the things that I think is interesting about entrepreneurs is they come in many shapes and sizes, and so it's hard to say there's any one path to entrepreneurship.

'Cause you see a lot of people that are successful 'cause they know an industry inside and out, and then they see a problem and they build it in that industry versus others that, you know, they don't know anything about real estate, but then they've built a great prop tech business, um, because of the advantage that they understood a problem from a different angle.

Uh, so I think it's, it's different.

Uh, I, I would say there are some common characteristics I think of entrepreneurs or people that are successfully entrepreneurial, um, and that is, one, it's sort of an innate curiosity, and it's a curiosity about whatever problem they're tacki- tackling and sort of a willingness to marinate in it.

Um, and at the same time, these are folks with giant ears in that they listen really well.

... about some of those things?