Jeremy Weisz 14:11
You’re one of the most successful ones was umbrellas.
Mike Begg 14:15
Yeah, the brush pens and the umbrellas sold really well. Umbrellas were a competitive category, but we had a good supplier we had a good price point on it. And every day it rained. Essentially the salesman crazy was awesome. So like we wouldn’t be watching a normal day probably sell like 10 15 units big rainstorm comes 100 150 units a day. We were like this is phenomenal. Like this is amazing. And the brass bands that was the other one. That was the first one that really hit it off with the brush pens, we launched in q4. So right before Christmas time and we ended up selling on the first day like 35 units and we were like well oh, like, this is the first time selling any products now that’s not retail arbitrage our own brand. And we were like, Oh, we were not expecting that. And then from there, it kind of kept going, kept going, kept going. And we ran out of inventory fast. within like two months, we were out of inventory. And we’re like, damn, we need to rebuy, we need to figure out how to get more units. And that’s really where the challenges with that kind of started. We kept that brand going for about a little more than a year. But at a certain point, we were getting so much competition coming in from China, with the same products, sellers knocking off our products, knocking off our brand. Thing from things we weren’t considering it all beforehand, that we were kind of like, alright, well, maybe we need to shift focus here and try to figure out something else.
Jeremy Weisz 15:46
What do you think right now is uncapped, like if you were to go in and start a product now, what would you take until you thought about this? What would you do now?
Mike Begg 15:57
Well, I have a product in development, which I’m not. But in general, I’m a big fan of, especially with Amazon. And again, I mentioned this earlier, and the brands we work with, I’m a very big fan of consumable products. Because if you have a good product, if you have a good customer experience, the customer is more than likely going to come back. Well, you can measure the customer lifetime value, you can figure out what your cost of acquisition is, the initial acquisition can be a little bit more expensive, maybe you don’t make money on the first sale, but you make money in the long term. So there’s a lot of advantages to working in the consumable category, especially because advertising on Amazon is continuing to get more expensive. We work with a lot of supplement brands, that’s probably one of the most competitive categories on Amazon. And you know, protein click cost per clicks are $25. So if you’re selling, I mean, the protein sells $78. But still, if you’re not converting at 33% on that initial acquisition, you’re burning through cash. So you need to make sure that the lifetime value of repeat consumers coming back to you is going to make up for that initial acquisition costs. And it’s a challenge. But when you figure out of the right formula for it, it allows your brand to really scale, it’s kind of a positive feedback loop in that you’re acquiring more and more customers, they’re bringing in more and more sales, they’re purchasing again, they’re leaving more reviews, it’s creating more brand awareness, and it continues to go up and up and up. Again, it all comes down to having your customer acquisition channels dialed in. But when you do, it’s really a powerful tool.
Jeremy Weisz 15:57
Like, what will your product launch look like? Are you going to also launch like a Shopify as well or talk about what when you release this, what are the levers you’re gonna pull?
Mike Begg 17:32
There’s gonna be a lot we’re gonna launch on Shopify as well. But it’s more for, I guess, spillover from other sources. So when it comes to launching a product, we’re gonna have the content ready the SEO ready ahead of time, upload the all of that at once get that going, we’ll be launching advertising on the Amazon platform focusing on the main keywords within the listing at the same time, we’ll also be launching advertising on Google to try to drive off platform traffic, as well as working on some content partnerships and PR placements to try to drive traffic from listicles or other websites where I might be able to get links going to Amazon. So there’s a lot of different ways that we’re going to focus on driving the traffic. I’ve talked to some other people on around other ideas about discounting and things like that. I’m not a huge fan of discounting to get sales, some people will do it, some people will, you’ve probably seen it on Amazon, they’ll list the highest MSRP and a low sales price. And it’s a temporary thing. That stuff kind of gimmicky, it works to some extent. But in general, I think if you just get enough traffic, the listing and you have a good enough product, it looks good enough, the consumer that you’re reaching wants it, you’re gonna be successful when you go to launch the product.
Jeremy Weisz 18:59
I know I’m sure the Amazon algorithm is always changing and like sales velocity, with the, like you said, the conversion rate, how frequently someone’s buying reviews, what’s your strategy that you recommend your clients as far as reviews go?
Mike Begg 19:15
Yeah, so with reviews, it’s always a challenge. I mean, there’s a lot of questions that come up around what you can and can’t do. And essentially, Terms of Service lays it out pretty clearly you shouldn’t give out incentivize reviews. So from that standpoint, a lot of I mean, maybe you purchase things on Amazon, Jeremy where you get the card inside, and it’s like, oh, save 50% or here’s a $50 coupon or a free product. All of these things are completely against Terms of Service. And when I look at it from a brand management perspective, as an owner, I mean, I guess you’re willing to take a little bit more risk. But what as I look at it from a brand management perspective, if you screw up on Amazon’s Terms of Service, they kick you off the platform. What are you going to do? Like how are you going to reach People, Amazon is where everyone’s going to search for products. And if your products can’t be there, then you’re essentially chopping off your hand, essentially, and trying to reach new people. So I think that’s like, the biggest thing when it comes to reviews. In general, the way I try to explain to customers how to get more reviews, it’s just to have a great customer experience, you can consider including inserts that do not offer a incentive for them to leave a review. But I’ve seen this with a few, you know, we’re more a small family business, blah, blah, like, leave us a review. That works for some people. The other way is obviously, we can request reviews, Amazon will send out the emails through the back end of the seller central platform to the customers that are actually purchasing it. And I think one of the newer, unique ways and I personally haven’t tested this is the manager Customer Experience section of the Seller Central platform. Amazon a few years ago created the ability for brands for buyers to follow sellers and brands on the Amazon platform, manage your customer experience as a way for you to stay in contact with the sellers by email. So there may be some ways for you to leverage that, to potentially drive more reviews, to the platform to your listings.
Jeremy Weisz 21:27
There’s a lot of software out there and search stuff like that, that helps manage those things. I love to hear your recommendations, like if someone’s gonna send an email through Amazon? I don’t know, there’s probably 20 probably who knows how many 100 software’s that help link up with Amazon to do that, I’d love to hear what are your go to partners and software that you like?
Mike Begg 21:54
Yeah, so we have a couple of partners that we work with, pretty closely for that type of be reviewed requesting we work with Zonguru. Zonguru, we integrate with all of our client accounts, we use a lot of the analytics, the tracking the research aspects of it to copywriting aspects to help our clients get the best results there. And then our other big partners and 10 wise on the advertising side, we use the platform a lot for the reporting aspects. And in-depth metrics they provide when it comes to the actual advertising automation, we don’t tend to use that. But we use the recommendations as well and some other aspects of it. So those are probably the partners we work with closely. We also use Helium10 for some keyword-tracking aspects. We just recently found a new company that sounds pretty interesting to us, called Jungle Ace. It’s essentially a split testing platform through your advertising. So we’re going to start exploring that a little bit more. But yeah, I mean, between those two, three software’s that I mentioned, were really able to manage everything that we need to on the Amazon platform.
Jeremy Weisz 23:06
We talked about the evolution of services and started off with kind of a full management of the brand on Amazon. Obviously, you’ve gotten more sophisticated as the platform has gotten more sophisticated as well. But we did mention the E-commerce enablement in Latin America, or is it just in Mexico? Can you talk about that program and why, again, I’m always curious on when you launch a new service. It’s great, but it also takes away focus on the current service. So talk about why you decided to launch that.
Mike Begg 23:47
So I haven’t had a chance to mention this yet, I don’t think but I live in Guadalajara, Mexico. I’ve been here for about six years, my wife is from here. That’s part of the reason I’m down here. And it’s kind of an interesting experience for me, because I’m mainly dealing with sellers and brands in the US and seeing what the customer experience is like for people in the US. And what I compare that to the customer experience in Mexico or in other markets in Latin America, it is horrible. The prices are higher if you want to bring products in they have to be imported from the US and a lot of instances in there’s a lot of hidden fees. For example, when I buy electronics from the US, I have to pay tariffs that are not reflected in the purchase price. They are added at the end when Amazon goes to checkout. So in general, the concept behind it was all right, well consumers in Mexico don’t have access to the same brands that we have in the US. A lot of brands can come into Mexico because different challenges of having a business having a partner but a lot. The consumers are paying more for products here than they would be paying in the US and essentially it came down to the point of like how can we increase the customer experience by getting brands into Mexico. And when we say we’re doing e-commerce enablement, that’s essentially what we’re doing. You have a brand that wants to get into Latin America, we help you handle all the logistics, all the compliance, any approvals, your brand registration, and we actually handle the distribution as well. So we’ll manage all of your ecommerce channels for you, as well as try to get you into retail. From our standpoint, we think this is gonna be massively valuable to brands that are looking to break into new markets, especially as in the US, the US dollar is getting weaker, relative to other currencies in the world. As an example, the Mexican peso has strengthened almost 30% over the past three years, which is crazy when you think about it. So being able to earn other currencies, I think is going to continue to be more important for a lot of these brands in the long term. We focus mainly on Mexico right now. But we do have a roadmap of getting into Colombia and Brazil. Those are the three largest e-commerce markets in Latin America, Mexico with about 20% of the economy share Brazil with about 50. And Colombia with a little bit less than 10%. So between three countries, you can hit most of the E e-commerce market in Latin America. Maybe 20. Yeah, exactly. So like why focus on everything else, when you can get to the place where most consumers are purchasing products, I mean, you can get into the smaller markets like Argentina, Chile, I guess Colombia, or sorry, Bolivia if you want to. But there’s really no return on all the investment there. It’s better off to just focus on those three markets.
Jeremy Weisz 26:44
I’m talking about ideal companies for you, who are ideal companies for you to work with in this program. And I want to give a shout out to Perry Marshall, I did an interview with Perry. He wrote the 80/20 Sales and Marketing for Mike just said the whole book is on 80/20, and your sales and marketing. And it’s a great book, great interview. So check that out. Ideally, companies who should be subjecting you about this?
Mike Begg 27:10
Yeah. So I mean, essentially anyone looking to get in there, but from a competitive standpoint, we work pretty closely with Mercado Libre, we have a really good partnership with them. And they have essentially brought us on to try to bring more brands into Latin America. And because of that, we get to see some unique insights into the platform on where they have needs for categories. And the largest categories. And this is not just in Mexico, this is in all of Latin America. From a product gap standpoint, our electronics, supplements, and cosmetics. All of those have unique challenges. Electronics mainly are made in China, most countries in Latin America have tariffs against China, or bans on Chinese products coming into their country, which is one of the obstacles for an electronics brand. And then supplements and cosmetics are both products that are regulated by essentially the FDA. It’s called COVID produce here, and Mexico has other names and other countries. And you need the approvals with those regulators to be able to bring the products in and be able to sell them. Right now brands are able to get through some loopholes by sending products from the US. But again, when we talk about customer Stan, customer, experience, customer relationship, customer loyalty, even and even legality of some of these aspects. I mean, it’s not it’s not legal to bring in a supplement from another country that’s not approved in that country. There’s some big loopholes that Amazon and Mercado Libre is letting brands take advantage of right now that I don’t think will be there forever. So I think the important thing is for the brands start doing things the correct way. And that’s exactly what we’re trying to help them navigate.
Jeremy Weisz 28:55
Do those brands, let’s take supplements and cosmetics. For you to work with them? Do you want them selling in a certain volume already on the main platform? What point will do they have to be up for that?
Mike Begg 29:09
Typically, we need people that are doing over a million a year in the US. In general. Like I said, there’s a pretty big draft of products in Mexico. So you may not be the most well-known brand in the US. But even having any brand recognition in the US might be enough for you to be successful in Latin America. And I think that’s the biggest thing about the opportunities like you can come in as essentially a disruptor brand into Latin America and take a larger market share than a more established brand in the US will have because they’re not doing things the right way. So yeah, that’s about the size company we need to see about doing a million or more a year on Amazon. It’s kind of our ICP across the agency bullet side and the commerce enablement side. Because we believe at that point you have the money to start investing in advertising start growing to start capturing more customers. And that’s really going to give you a moat and a head start on any other brands that come into the marketplace after.
Jeremy Weisz 30:06
So companies in electronics, supplements, cosmetics, are doing over a million dollars in the US Amazon, if they want to expand into Mexico, they should give you a ring.
Mike Begg 30:20
Definitely. And some other good categories are toys and pet products as well, baby products is another one, actually. Everyone has a pet down here. And the access to pet supplies like there are in the US on Amazon. That’s another very competitive market. It’s completely different down here. When we talk about competitiveness, we’re looking at cost per clicks that are 1/10 of what we see in the US. So when you think about that your ability to again to acquire customers at a lower cost to get a longer lifetime value out of them are more profitable lifetime value out of them. It’s pretty incredible right now.
Jeremy Weisz 30:55
Mike what are some of the advantages and disadvantages of building a company in Latin America for you?
Mike Begg 31:01
I mean, I think the main advantage that most people think of is the cost of human capital. It’s obviously less expensive to hire people in Latin America than it is in the US or even in Europe in some other marketplaces. But I think the other great benefit is the access to talent here. We’re able to hire MBAs, we’re able to hire executives with 10 plus years of experience in certain areas for half of the cost of what I would be paying in the US, these are people that have worked at multinational companies before that are familiar with how things work in the US or in other countries. So they already have a level of experience that’s very desirable for what we need and what we’re trying to achieve. Another great benefit, especially about Mexico is the similarities between cultures. When we think about it, about 40 million Spanish speakers in the US are Mexican, a lot of those Mexicans go they’re born there, or they go to the US for a while they get used to the US culture, and they end up coming back to Mexico. So the same desires, but the things that they had have transformed the Mexican culture as well, when it comes to shopping when it comes to buying and consumer habits. I think that’s another great benefit about Mexico is because culturally were very similar. And I think that’s something that is discounted a lot because of the language difference. Which is something that we just need to get more familiar with as Americans in the US. And the downside, I would say that the main challenges and like, we don’t have this challenge, because we have an office, but if you’re gonna have remote workers, infrastructure is sometimes a challenge with having reliable Wi-Fi or reliable power depending on where they are. Mexico is a country that has less of an issue with that. But we’ve worked with employees in Costa Rica, Guatemala, Nicaragua, and other places not has been more of an issue. So that’s the one thing to consider. And then I would say the other thing it’s I mean, like I said, culturally, it’s good in some ways. But there’s also some challenges that you need to adapt to as well. expectations on how to work expectations, and how to communicate, those are things where they usually are lacking or not on the same level as the US. But again, it really comes down to the people you’re hiring. And in the candidates, you’re recruiting.
Jeremy Weisz 31:03
What’s the office policy of people coming in to the office did that change during COVID?
Mike Begg 33:40
Fortunately, like, here in Mexico, the majority of our employees are in cities, they’re in Mexico City, or Guadalajara or Monterey. So we don’t have to worry about the infrastructure issues as much. So they can work remotely and be fine. Yeah, they can work remotely and be fine pre COVID, we had, we had a 15-person office space. And we actually renewed the lease on like, I don’t know, something like February 15 2020. And then like a week later, COVID hit and the office was shut for 12 months. So essentially, at that point, we were like, you know what, if you need a place to work, we’ll get you a co-working space, if not, like you’re fine at home. We have a co-working space here. That’s where I’m recording from. And we have seven or eight employees that come in a couple days a week. So with us, we’re pretty flexible on it. We have some employees in other areas, where the infrastructure is not as reliable Merida in the Yucatan. The infrastructure is not as great so he goes into a co-working space every day to work from so we’re pretty flexible with things. It really depends on each employee’s work situation.
Jeremy Weisz 34:54
Mike let’s say someone’s listening to this, they’re like, this sounds great. I want an MBA with 10 years’ experience. So in Latin America, where would you suggest people go to find great talent in in Latin America?
Mike Begg 35:09
I would say it depends a lot on your space. So I mean, when we look at, and I know this can be taken different ways. But when we look at like the types of companies or where to find talent, specifically, Guadalajara is known as the Silicon Valley of Mexico. So if you want to vet dev talent you want voters, whatever, this is the place to come look for it. In Mexico, at least, I mean, there’s a lot of talent in Mexico City as well, there’s just so many people there. But why this is what Guadalajara is known for Monterrey, for example, is known for logistics is known for manufacturing. So if you’re looking for employees that have experience with those, that’s a great area to go as well. Mexico is very segmented in that way. And that there’s certain industries or in certain cities, which is interesting that you can access talent. When it comes to actually hiring this talent or figuring out how you’re going to acquire them. There’s a bunch of different agencies that have come up from a hiring standpoint, and their fees are pretty reasonable, somewhere between 15 to 20%, of the annual salary. And for example, like annual salaries, probably less than 50,000. So you’re looking at a cost that’s somewhere in the range of what 10,000 or less to get an employee from the hiring standpoint. So it’s not a bad cost. Again, you can go further south, you can find other markets, other countries. For recruiting talent, there’s a lot of remote workers out of Colombia. There’s also a lot out of Argentina right now, Argentina is an interesting market, because the purchasing power of the US dollar it’s the only country in Latin America, where the purchasing power of the US dollar is getting stronger. Every other country that purchasing power is getting weaker. So from an employee standpoint, we have some employees in Argentina, who really love that fact that they get paid US dollars, the inflation is insane in Argentina. So again, it really depends what you need, where you’re comfortable looking. Time Zones are also a thing to consider. It doesn’t seem like it, but I think Argentina is I think Argentina is like three hours ahead of East Coast time. Brazil, we have some employees in Brazil, same thing two or three hours ahead of East Coast time. Luckily, Mexico is convenient, because everything is pretty much either Central or mountain time. With Tijuana being really the only area that’s on Pacific time. So lots of good things to consider when you’re looking at hiring in Latin America, it’s really just coming down to where you want to hire people, what skill set you’re looking for, and then working with the companies. That can’t be fun. Yeah.
Jeremy Weisz 37:44
So you recommend just finding one of the agencies actually, there was an interview I did with Condor agency, they actually helped keep source talent out of Latin America, so people can check that out me maybe Mike, that maybe another resource for you, as you’re hiring more. They’re good people over there. So you check out the interview I did with Condor agency. So from a hiring perspective, you guys have evolved, you have a couple partners, and your 60 staff. What were some of the key hires you put in place to get as an agency business is a lot different than an Amazon business. So what were some of those key positions that you put in place throughout the years?
Mike Begg 38:22
Yeah, I think that in itself is a very interesting question because it gets to the root of how the business evolves over time. And as you grow an agency, it’s very important to take it from the standpoint of being founder-led to being employee-led. And that is not an easy transition for many people. I think one of the first key hires we made was, she’s currently our head of account management, our director of account management. She had experience in customer success and a lot of other areas. When we started putting her in charge there, she started having the other account managers reporting to her. That’s probably the first key hire that we made. Because we were able to start standardizing the product or the service that we’re providing to a lot of our clients. The second key hire we made from there would probably be our advertising manager. He helped us build out the actual ad teams to make sure that we were again delivering a consistent product because like I said, that is the hardest challenge from going from a founder-led company to an employee-led company is consistency in what you’re actually delivering to the clients because if there’s a noticeable drop off, there’s gonna be some clients that are extremely happy other clients that are extremely pissed, and it’s gonna be a never-ending circle of trying to cut that off. Beyond that, so the more…
Jeremy Weisz 39:36
At what point in the or history of the company do you hire someone for Director of Account Management?
Mike Begg 39:49
We go so she’s been in that role for about two years now. We just got to the point where it was too difficult for us to manage on our own. At that point, I think we have probably 40 clients, 45 clients and we have one, I have two partners, one partner was focused completely on sales, one partner was focused completely on content production. Another important role that we hired down the road. And I was kind of focused in between marketing, finance, some aspects of operations dealing with Account Services and strategy. And it kind of just became unmanageable. It was like I need to start figuring out where my interests are, or where my strengths are going forward and start hiring for the roles that I can’t handle. One of the roles that I think I was okay, but it was something I did not enjoy was the account management, the constant client communication, constant responses. So we brought in someone that had really good experience in that she worked with over 100 clients at the agency she was at before, she was very comfortable dealing with customers dealing with communication with customers. And that was kind of the first way we started looking at what we were doing right now, what we enjoy doing, what we don’t enjoy doing, and then figuring out where we’re trying to identify the people that we can bring in to help handle the aspects of the things that we don’t like.
Jeremy Weisz 41:08
Yeah, yeah, I’d love to your other positions you put place actually, my partner, John, we have what we call an intervention meeting once a week, where we intervention more on my intervention. And he talks about, here’s what you’re doing, here’s what you should not be doing, you should stop doing this some of the intervention and we need to get this off your plate. So yes, I’m like, oh, I like doing that it’s fine. And he’s like, no, you shouldn’t be doing that. So it’s kind of my intervention of a weekly intervention, meeting myself. So I get what you’re saying.
Mike Begg 41:38
We focused a lot. And again, talking about the evolution of the agency, we’ve kind of gotten to the point where, instead of selling a full management service, we’re selling specific in a way we call them packages or SOPs on how to make these brands as successful as possible for so for as long as they work with us, they’re going to be successful, if they choose to go somewhere else, they can still follow these continue to be successful. And I don’t want to say I’m a control freak, but I have a lot of experience on the actual deliverables that we were doing. And I was getting a little bit more involved in the actual planning and development of these packages. And recently, I’ve kind of stepped back from that step that I’ve stepped into more leading the company making sure everyone’s you know, on the right track, making sure the planning is in place, the strategic aspects are in place. And I’ve let other people handle those. And a lot of the feedback I’ve gotten lately from the people running them is like, everything is so much smoother without you in it. And I’m like, okay, well, that’s good to know, I guess it to the ego sort of a little bit, but I understand it as well.
Jeremy Weisz 42:40
It means you have a tight team members in place. Really.
Mike Begg 42:42
Exactly. I have good team members, it means that I was probably holding people back from stepping up because I was doing so much for them. And it’s giving people more of the desire to take on more to grow to push themselves. And I think those are the really important aspects as a leader that you need to be able to hit if you can’t inspire people to do their best or to grow, you’re going to have employee churn, you’re going to have unhappy employees, that’s going to lead to unhappy customers. So it kind of all trickles down when the founders get involved too much. And as you keep growing, you got to keep putting employees and responsibility on these employees to get things done.
Jeremy Weisz 43:23
What would you say, it is your baby. Right? It’s your baby. So it’s sometimes hard just step away and touch it. How did you do it? What was your advice to someone else? who’s like, yeah, I’m having a hard time letting go of these things. I know I need to or I have team members, I need to just hand it off to or people in there, at least in my mind, thing. I’m good at that. I can do it easily. I like it. But it’s stuff I should not be doing. Yeah. How did you actually detach from that?
Mike Begg 43:54
He was a challenge. I would say honestly, the thing that made the biggest difference was starting to work with mentors and business coaches. We worked with a really, really excellent business coach, who helped us a lot on the operational side, start to think about things differently. I mean, none of us had true operations experience. I was in real estate development. My partner was in project management. Another one was in sales. So it was an area where we were kind of lacking knowledge. And working with a coach to help us develop that knowledge is where we kind of started making those changes. So then we realized, all right, we can take things to a certain point. And now we need an operations specialist who knows what he’s doing to kind of take it to the next level, or advertising or whatever it was. And I think that’s where we started getting more comfortable giving up control is when we had the advice from someone that had been there before or someone that had done this before and knew how we should try to set it up. Doesn’t mean you’re going to have 100% success. A lot of that comes down to the way you’re doing things and the people you’re hiring. But when you have kind of that reassurance that you’re on the right track or someone to hold you accountable and kind of bounce ideas off of. That’s really where you can start growing a lot faster because we don’t. This is one of my favorite sayings is we don’t know what we don’t know, kind of comes from listening to Nassim Taleb, Black Swan. There’s always things that we don’t know. And when we accept that we don’t know things is when we can start, like leaning into it and growing more. And a lot of that comes down to getting the knowledge from other sources. And one way to do that is working with a coach or a business mentoring.
Jeremy Weisz 45:33
Mike I have one last question. First of all, I want to point people to AMZadvisers.com to learn more about what they’re doing. Last question is mentors, who have been impactful for you mentors, colleagues, throughout the years.
Mike Begg 45:50
There’s definitely a few, I would say, when I was, you know, still kind of starting to get into the hiring phase, I have a good friend Mike. He also is a foreigner who lives here in Mexico lives in Mexico City, Mike Roby. He helped me start looking at things differently. And his background is in finance as well. He has his own hedge fund. So he kind of cuts through all the nonsense, it gets right to the root cause of things, which is super helpful and changing perspective on things. The business coach we worked with was Brian Smith, he was super helpful again, on the operation side and kind of getting us to understand where our weaknesses were and where what positions we need to help the company grow, and how to position ourselves differently. I think that was another very important thing that he helped with. And yeah, I mean, I would say those are probably the two mentors that have had the biggest impact on the business. I mean, we’ve worked with a lot of other people. But when I look back and think of where we were as a business to what their help and advice got us to, it really helps us break through plateaus, and I think that was the most important thing.
Jeremy Weisz 46:55
Mike, I want to be the first one to thank you check out more episodes of the podcast. Check out AMZadvisers.com to learn more, and thanks everyone. Thanks, Mike.
Mike Begg 47:06
Thank you, Jeremy. It’s great speaking with you today.
