In this Prime Talk Podcast Sponsored by GETIDA – Ernesto Reza – Founder & CEO of Mayanalytics talks about going from From MIT to Helping Amazon Sellers Optimize Revenue, also more information about his life’s journey. #Mayanalytics #ErnestoReza
About Ernesto Reza of Mayanalytics –
Mayan is the growth automation platform for Amazon sellers. Our technology optimizes Amazon ads on behalf of 3rd party sellers, achieving them greater returns on the $31B they spent on Amazon ads last year. We were founded by four MIT graduates, all close friends for over 10 years. Our CEO was employee No. 3 @ Thrasio, the largest Amazon seller aggregator, where he helped build their systems that grew 65+ brands to over $200M in Amazon revenue.
Find the Full Episode Below
Yoni Mazor 0:06
Everybody welcome to another episode of prime talk today I have a really special guest. Today I’m having Ernesto Reza. Ernesto is the founder and CEO of My Analytics. But also a fun fact is he was employee number three at Atlas Sian. We’re going to get to that part of the story very soon. So Ernesto, welcome to the show.
Ernesto Reza 0:24
Thank you very much, Yoni. It’s a pleasure to be here with you.
Yoni Mazor 0:27
Awesome. My pleasure to have you. So today’s episode will be the story you. Right? Vanessa? Reza, you’re going to share with us everything. Who are you? Where were you born? Where do you grow up? Where’d you go to school? How’d you bring in your professional career, station to station until we reached where you are today, especially with the world of E-commerce. So without further ado, let’s jump right into it.
Ernesto Reza 0:47
Alright, man. So hi, everyone again. I was born and raised in Mexico City. To be exact. That’s where I spent the first 10 years of my life. And then due to my father’s job. When I was 10. We moved to Houston, Texas. We were the first sorry about that. We’re the first.
Yoni Mazor 1:09
So again, it cuts Atlanta cut this part. Let’s do it again. So yeah, yeah. So this part, I’m telling my editor, a video that we can send us the post-production. Okay, so let’s put that without further ado, let’s jump right into it. Go ahead.
Ernesto Reza 1:24
Hi, everyone. Thank you. Thank you for having me, Johnny. So yeah, man, my background is I was born and raised in Mexico City. I lived there until I was 10. Then we moved to Houston, Texas, because of my father’s job. And as well but that was my first exposure to the US. I had lived in Jersey thing for like, a year or 10 months ago. In
Yoni Mazor 1:50
New Jersey and New York. New Jersey boy, which party? Do you know? Because I’m in New Jersey, by the way?
Ernesto Reza 1:56
Yeah, we were in the Somerset area. Yeah, that’s when I was like two months to barely get into a year or something like that. So I don’t remember any
Yoni Mazor 2:06
Of it. And what was your father’s job? What was the nature of his job?
Ernesto Reza 2:10
Yeah, so he was an internal auditor. I think at that point, he was like, head of internal audit or global auditor or something like that. How we the how the opportunity came about,
Yoni Mazor 2:23
I don’t know what kind of like ours and young Price Waterhouse Cooper.
Ernesto Reza 2:27
So yeah, that’s what consulting firm he was, like, internal to a company. So like an internal team. But they a company took a group of like, 40 people from Mexico and move them all to Houston.
Yoni Mazor 2:44
The corporation was American or Mexican. Yeah, it
Ernesto Reza 2:46
Was in his 70s its part of like the Koch brothers I believe.
Yoni Mazor 2:51
So and this rich traditional industry.
Ernesto Reza 2:54
Yep. Yeah. Petrochemicals. Very cool. Yeah. And their
Yoni Mazor 3:06
My formative years were in Houston, Texas, it sounds like yeah,
Ernesto Reza 3:09
To an extent. And then we had like a kind of crazy beginning because, you know, had the opportunity to get our green card we’re in the process of all of that and then an activist investor, which means that it was a public company, kind of peer company that he worked for, is an activist investor when they come in and buy like more than five 10% Something like that.
Ernesto Reza 3:28
It’s like a really large controlling share, they basically said, like, ah, experts, it’s too expensive. So they like, let everyone go. So then that was an interesting point of our kind of like family life is that we that at that point, had to make a decision or like, Okay, do we stay in the US and just continue working towards that green card or go back to Mexico and as a family, we decided to stay in the US and that’s what opened so many doors for me, but also, it was a very challenging period for a family because
Yoni Mazor 3:58
All the events that happened
Ernesto Reza 4:01
Yoni Mazor 4:02
Yeah. Pretty young. Yeah. But it’s formative it’s for you, it will you know, make probably a world of a difference if you will move back to Mexico and we grew up there and you know, have one trajectory or staying in the US and like what you did, so let’s just that so, you know, so I guess high school years where you’re in the United States, yourself, you will you tried to do anything entrepreneurial, trying to make money on the side, you have some money for toys or gadgets or anything like
Ernesto Reza 4:28
That. So my life growing up was I was going to be either a soccer player, goalkeeper to be exact as the position or played for I think 1617 years competitively. And, or surgeon, that was where my mind is, and in the surgeon, I always had like, Okay, I’m going to do like, my independent practice. So that was kind of like my spur of like entrepreneurship and well, with soccer, football, as you can become an entrepreneur after you’ve kind of made it right because not like the career path itself, is entrepreneurial but
Yoni Mazor 5:01
It’s by a goalkeeper to a surgeon. That’s pretty cool. But I guess you’d like soccer slash football. I know probably Mexico is your country of the national team. That’s it’s cool. I give you that. But what about like a global goal for a soccer team? Barcelona rial?
Ernesto Reza 5:17
Yeah, I like Barcia I grew up watching more Mexican soccer circles. And, yeah, the Mexican soccer team. But I didn’t get to expose them to international soccer, mental moronic linear time and he was just a magician with Bosco Leino, then
Yoni Mazor 5:40
That’s all from us. Yeah,
Ernesto Reza 5:43
sorry. Yeah. Yeah, Ronaldinho,
Yoni Mazor 5:46
Then he kind of passed the torch to Messi right. As far as yeah, exactly. He kind of had his first game and you can help them out to break him. And that was kind of struggle and put them aside. I say playing So either you’re going to be you know, a professional athlete or a surgeon and then you finish high school in Houston also.
Ernesto Reza 6:04
Yeah, I finished high school in Houston. And then from there, basically, at that point, I had the opportunity to try out with not the first team but like the reserve team of Mexican protein, when I was a, my videos, sophomore, junior spring break, I was invited to come back for the summer, but the coach that I was practicing honors kind of made my life hell. And it also likes, came very clear that if I was to go to the that’s kind of like the unfortunate reality of football in a lot of Latin America’s either go fully into the sport and forget kind of education, or you have to make a choice.
Ernesto Reza 6:48
And for me, I decided to go with education just more, you have more control over your path that way. And yeah, so the path of thinking, Okay, well, how do I get to med school, I didn’t want to study chemistry or bio, because you still have to do secondary school for a lot of times to do something big with those degrees. And then a representative from SMU Southern Methodist University came to my high school at the time and started telling us about engineering, particularly, she made some biomedical engineering. And so that was like, okay, that’s the one that aligns very well with being able to have a full degree that if you don’t go to secondary school, you can still do work with and like, get hit with. But it also puts me in the past to be open to surgery. So at that point, I just started looking for the best
Yoni Mazor 7:39
Surgery, what kind of surgery did you have in mind which parts of the body I was
Ernesto Reza 7:42
Thinking, cardiovascular, neuro, or plastic? So yeah, I wanted something that like, very dynamic, not two days the same, so very light to how I also ended up intrapreneurship. But yeah, started looking for the best programs and ended up finding Johns Hopkins and MIT applied to those going into both and then decided through like the campus preview weekend, which is where you go visit the school to get a sense of like, how life is stark differences. And it really kind of took the trophy by farther beyond like the academics just a very welcoming space. It might, Johns Hopkins felt a little bit more cutthroat, and just the level of diversity and just the
Yoni Mazor 8:33
Maryland area, which is that yeah, yeah. Baltimore. Baltimore, right. Yeah. Okay, so you hit Massachusetts, right. MIT, Massachusetts institute of technology. Yeah. And while you was that when I guess when you start learning there,
Ernesto Reza 8:48
I wasn’t thinking I was going well, I declared Biochemical Engineering by actually, a few months in Oh, sorry. Like your first year, it doesn’t matter where you declare because you have to do the core requirements across the board. Unless you come with some advanced credits, and then, but yeah, basically, you start your actual major your sophomore year, starts in August, by late September. We have the career fair at MIT and MIT. We’re so like, focused on numbers, data, and Science, Math.
Ernesto Reza 9:26
All the majors Yeah, all the majors are numbered like enumerate by number. So for example, course one is civil engineering courses, mechanical engineering, three, and so forth. So the career for each of the employers will have like, just numbers on the corner of like their booth, which signal like, hey, here are the majors that we’re hiring for. So I went around looking at a time when I was still in Biochemical Engineering and they were all kind of like, oil and gas or your CPG kind of like more like Procter and Gamble type of like, chemicals. Yeah, I just didn’t see my soul or deodorants. Yeah, exactly. Like, I don’t see myself going into any of these industries, I got to rethink, like my major point I love going fast or adrenaline in general, like motorsports, like mechanical engineering seems like I could fall into that world. And so that’s why I declared mechanical engineering with a focus on entrepreneurship, and that’s what I ended up graduating with. And then three are my three co-founders for my analytics. They’re also all from MIT during my time there.
Yoni Mazor 10:34
So let’s see. So let me see. I’m Sam. So you graduate from MIT which year? 2013 2013. So you stay there. What if you were there for two, or three years? Four years? Yeah. Four years. And this was your secondary there. We got your first degree from Methodist.
Ernesto Reza 10:48
No, no, no. I only have one degree. My bachelor’s in engineering is from MIT, got the representative from SMU she came to her high school and that’s how I kind of found out about engineering in
Yoni Mazor 11:01
General. Got it. Okay, so after high school straight into MIT for a degree, you graduated in 2013 13 or so what’s your next step after college?
Ernesto Reza 11:11
I went straight to Nordstrom. Right before graduating, I joined a good friend of mine, Pablo veto. And in a company he has started called drinking for those in the northeast, I think, or things are more popular now as well. Now there’s a company called drizzly. The whole concept is of online alcohol deliveries.
Yoni Mazor 11:33
Frankly, I like drinking, and why the drinking? Oh, like, drinking? Got it? Yeah, so stay home, we got a delivery. Interesting.
Ernesto Reza 11:43
Yeah. So the whole concept was we were in Boston at the time is like you know,
Ernesto Reza 11:50
Going around to go your alcohol can be a pain in the butt. Especially in like, the cold months or when it’s snowing. And you know, to get better prices, especially like Boston being such for young people that are just starting careers like 80 bucks, you can save especially on like alcohol is a good buck’s aid. So that was the premise that we would partner with, like, local. When I started first, we were partnering with local liquor stores, and we just do deliveries for them. Which included, it being fun. That was a fun project. So I want one part of the day that was kind of working on thinking of like the math of the algorithm and like, okay, you know, how do we pick which is the right liquor store to then send the order to the right driver to like, make sure that we fit
Yoni Mazor 12:39
The format or the business model. So the consumers where get a phone app, and they go and they choose and a liquid they want and you have to route which store wants to supply that and then you organize the delivery. That’s exactly,
Ernesto Reza 12:53
Exactly. Okay. So from one, it was like actually free that piece out. And then the other end because we were bootstrapped and didn’t have any employees was when we were doing our first deliveries from six to like think 10 or something like that. There’s getting on a bike out there and doing deliveries. And one of the most memorable experiences from that is I’m out there, chugging along with this little card that says drinking on the sides like we made it very marketable. Now there’s this street on when you’re on Cambridge side, where were you going from like Harvard Square to MIT, or there’s this part where you make this across this intersection where it’s on Mass Ave, it’s, you know, main avenue or Main Street, and then there’s this small one that would come off and feed into it. So the lights are red, but there are no cars coming or anything. And I’m on my bike. I’m like, I’m just going to
Yoni Mazor 13:44
Run. Or something has happened. What happened?
Ernesto Reza 13:50
Well, I got pulled over.
Yoni Mazor 13:53
Oh, by police.
Ernesto Reza 13:55
Yeah, exactly. That was a fun time. But
Yoni Mazor 13:59
Yeah, got arrested and stuff. We’re just a little,
Ernesto Reza 14:02
Just a ticket. But
Yoni Mazor 14:07
A lot of love for drinking, you know, to make sure every drink we get.
Ernesto Reza 14:12
We wanted to make sure. We wanted to make sure our client got the beers before the big game, you know,
Yoni Mazor 14:18
So I still want to sell cold. Okay, so. So how long do you say we’re drinking? And what was the trajectory there?
Ernesto Reza 14:24
Yeah, I was there from May 2013 to January 2014. At that point. As I said, this is being bootstrapped. Those funds were running low and essentially like I wasn’t going to be able to take a salary anymore. And I had student debt student loans to attend to so you
Yoni Mazor 14:44
Are the founder is an employee there.
Ernesto Reza 14:46
That was an early employee. Yeah. Okay.
Yoni Mazor 14:50
So where’s the next station after that?
Ernesto Reza 14:53
Then I wanted to Accenture so when opposite went to the big corporation. They do technology consulting, I was on like the Data Storage data consulting
Yoni Mazor 15:02
Team, they are still in the Boston area, still in
Ernesto Reza 15:06
The Boston area. But at this point, I was doing a good amount of traveling. So I did Accenture for about two years where I had a project in Mexico that was with Messier Chile and Mexico. That was creating back-office operations and centralizing back-office operations for a big educational client, that their model was going around buying different universities in the world, and kind of creating their portfolio out of universities today essentially facilitate study abroad opportunities across like study opportunities in their network.
Yoni Mazor 15:45
Yeah, affiliate international cross exchanging in the other model, where they want to do real estate around it, because you’re going to have campuses or,
Ernesto Reza 15:53
Well, they’re already existing campuses, it’s more like, hey, all of these universities that we’re buying have finance operations, have IT operations have legal operations that force, like 80% of the work that they don’t need to have like that university-specific focus that can be more like kind of centralized location. So that was kind of like the project that initial universities. Yeah. So when I was saying this, linking back to like, oh, man, I’ve been in this aggregated
Yoni Mazor 16:21
Models, you know, different ways.
Ernesto Reza 16:22
Yeah. Just saying, I’m
Yoni Mazor 16:26
14 Until what 216 17? Yeah. And then,
Ernesto Reza 16:29
I mean, I did like five or six different projects, they’re ranging in like, in different ways. Well, basically, with a theme of data strategy, data architecture, Data Association, and leveraging data as a competitive advantage.
Yoni Mazor 16:41
Give us an example of that a little bit from your experience with Accenture is give us a, you know, an interesting case where you know, how data made all the difference, you know, making decisions and better outcomes?
Ernesto Reza 16:51
Yeah, one of them was, we were doing a project for this big financial firm where they do asset management, you know, I think they had over $100 billion in assets under management. And a project there was to rethink the architecture of their data structures because I mean when you have 100 Billion plus of money, that means you have, you know, a bunch of stock securities, different financial assets that you have these data. And so, one, you had to have very clear definitions of what each data element is and how it moves to other systems. So basically, that just shows that like, Hey, by having really clean data, a centralized data that everyone in the organization trusts, then you can empower everyone to make accurate and timely decisions to best do their role better.
Yoni Mazor 17:53
So this is a big financial institution, billions of dollars of, you know, financial assets. But the data was kind of structured all around, so you got to kind of centralize it. Well,
Ernesto Reza 18:02
Yeah, exactly. Just tries to make it accessible. And just a lot of self-serve aspects to it of like, hey, if I don’t know what this one piece of data is, can I go and find out about it myself and know exactly where it comes from? And what ways it might have been changed? Or do I rely on people because the more that you have to rely on people, that’s when you start creating bottlenecks around there?
Yoni Mazor 18:23
Right? So the more you rely on, oh, this person in the organization knows about it, because he has access to the data, I need to wait or reach out. Right? So it’s kind of recruiting all these barriers and walls, were saying you got to centralize it, when needed self-service, you are at this point of data and go to the system, login and maybe submit a request or whatever it is if I’m authorized, or for my whatever, I can just access it. No, here we go and then move on. So it’s much more scalable.
Ernesto Reza 18:46
Exactly. And then the other piece, especially for like these large corporations, where you have massive systems is you have to set up your architecture and technology in a way that is easily kind of transferable or can grow because technology and computers are like this technology, changes in access, constantly accelerating, constantly evolving and constantly allowing you to do more. So that’s another key piece on like these huge corporations need to this, like, failure of the site is like, how do we set up ourselves for success today, but also give us the flexibility and access to be able to bring in new technologies that will enable us to be better?
Yoni Mazor 19:30
On the infrastructure study, even though you optimize it, it’s most up-to-date, it’s still open to getting more updates and seeing more than I make and evolve. Just to get keep on getting better and better as maybe as opposed to the old way of thinking of letting me get the best now. You’re going to start aging. It is what it is after, you know, I don’t care or something like that. He’s just a much more strategic into the future.
Ernesto Reza 19:51
Yoni Mazor 19:53
That’s pretty cool. Yeah, it’s complex. It’s big. It’s strategic, but that’s what makes it the best organization. In the world and being a part of that and or being able to facilitate that, that’s very, very valuable business experience and life experience. Okay, so what’s your next station after Accenture? Yeah. So
Ernesto Reza 20:10
Then after that, I did like three or four months at this company called Evers to another technology consulting firm by that point, that Evers e v s and vowel e rig s. But then once again, data architecture is essential for a banking institution.
Yoni Mazor 20:35
So what you just point whatever it is, which he was at
Ernesto Reza 20:39
2013 I want to believe
Yoni Mazor 20:45
Accenture, from 214 until 2015. Or what was the Yeah, yeah, for sure with drinking then a year or two with Accenture or sorry, yeah,
Ernesto Reza 20:54
Like 910 months with drinking in, like two years with Accenture. For months with errors. This other technology consulting firm, that I was really to get out of consulting, gives a shot at like an actual working for the actual company that employs me because Accenture or consulting like you’re not working for the company that important for you, in a sense. So I went into NRG. And that was an awesome opportunity. And also just show me the power of networking at that point. Basically, what’s RG NRG? Energy is generated and distributed just to refill NRG.
Yoni Mazor 21:36
Yeah, got it? Yeah. So what do you do there? And by the way,
Ernesto Reza 21:41
I was part of the rotational Leadership Development Programme. I did three rotations for four months each. During the first rotation, I was on the energy trading floor. So gas trading, even like actual electrical energy, are things that are also traded in a financial market. So there, what I was doing was taking weather forecast data from service providers, I think we had like seven to 10 providers, providing us weather forecasts, taking that data to then basically make forecasts of what does energy demand look like? Because the way that energy in the US works is for a lot of areas that you have kind of decentralized systems of like, hey, this, this region of the US is on this grid, there are other regions on this other grid. So for a particular grid, I was my project was okay, take the weather forecast for this area, and translate that into potential, like the demand of connecting the whole region is going to have
Yoni Mazor 22:51
Analytics and prediction. Yeah. Yeah,
Ernesto Reza 22:54
Really, except prediction. Machine learning, essentially, was my first exposure to machine learning there. Then, I did another rotation where I was in their strategy and m&a group there was also a whole kind of
Yoni Mazor 23:13
Aggregating aggregate scenario, this is for the energy sector,
Ernesto Reza 23:17
This is the energy sector. Now there were there was more we were creating, I mean, there were also aspects of like, hey, we’re going to potentially sell this acid or buy this asset. So that was an interesting project of valuating, like, these massive power plants that Power to Gas and like, you know, what’s a fair price to buy them or sell them at, then? Yeah, so that was,
Yoni Mazor 23:40
Give me a taste of that, if you can, well, what’s the valuation of these plants? How do they value that as far as you remember?
Ernesto Reza 23:45
Oh, man, it’s the main KPI, a fuel type. So is it natural gas is coal because then that also gives you kind of like the future value of that power plant is something that’s going to be known we’re going to have to retire or is like how’s the public reacting to it. Also, just the dynamics of like the gas dictates how efficient the power plant is, which means how much return you get on that investment.
Ernesto Reza 24:13
The way that also works is to imagine that you have like Alright, here’s your demand, right? And you have like a curve that’s that you’re going to fit the demand. And at the bottom you have your like, energy-efficient power plants, water power plants, wind solar, they say like, you know what, I’m going to bid my energy in at $0 or even negative just so I make sure I get in on the demand.
Ernesto Reza 24:38
So let’s say that you have a demand of 100 kilowatts, each power plant you have, oh, I can contribute five kilowatts all I can contribute and blah, blah, blah, so forth. The one and just the, based on their economics, they start saying like, oh, I’m going to, you know, give you my energy at $20. I’m going to give you my energy at 40 the one that clears that okay, we had a demand for all of our regions of 100 kilowatts per 1000, whatever. The one that hits that, like, initial demand of like, okay, you paid us 100, and you’re the one that put us over the edge. Everyone below them gets paid that. So that’s also part of like, this strategy that goes into the evaluation is like, Okay, how many? Like where would I potentially fall under that curve? And how often would I get my energy accepted by the grid or not?
Yoni Mazor 25:29
So the grid works in a way, kind of a bundling situation where they, you know, buy wholesale from a bunch of suppliers. So can you can that power plant fall within that bundle and get the pricing that they would like to get because of all the bidding or, or aggregator bidding? Let’s put it this way. Exactly. Exactly. So So if the plant will be able to get into that bundling, and probably have a better valuation, if it’s not more or less likely that it’s better to have a lower valuation?
Ernesto Reza 25:55
Exactly. Because then that’s how you that power plant generates revenue or not. It’s like, how often it’s amazing
Yoni Mazor 26:00
To me how complex companies they’re, they’re very heavy energy can be education, they just become a product, and the company has the product. Yeah, cuz you need to buy a need to sell it, and the way you structure the buying and selling and the value is just magic. It’s all it’s all very different. And original, for each sector and nuances. So yeah, it’s fascinating. Okay, so you had another test of aggregation in another industry
Ernesto Reza 26:27
And the valuations. Yeah. And then finally, in the last rotation, there was I was part of the operations team. And the way that we worked or how we contributed was saying, Okay, well, we have 20 different power plants, these three or four power plants are very similar, they kind of generate the same amount of energy, they’ve all used natural gas, there’s, they should have similar operating profiles.
Ernesto Reza 26:54
So what we will do is look at different pieces of data that they will produce and essentially kind of produce comparable or visualize this data to analyze, okay, you know, hey, this one power plant is generating a lot more revenue than these other ones. What’s, why is that happening?
Ernesto Reza 27:11
So basically leveraging data visualization, to ask questions, and be able to answer them to just increase operational efficiency across the board. And then that was my last corporate job at that point, like, basically, when I joined energy, I was pretty sure that energy and just corporate life wasn’t for me anymore. But I stuck it through the years because of some commitments. The way I got that opportunity was when we moved to the US in the neighborhood where we were living all the surrounding families were
Yoni Mazor 27:48
Energy is still in the Boston area, moved back to Texas.
Ernesto Reza 27:52
So I started in Boston, and the second rotation was in New Jersey, Princeton to be exact. And then I was supposed to come back to Boston, but then actually the last rotation that has been in Houston, Texas,
Yoni Mazor 28:03
So rotation, I mean, all within the energy, the corporation Yeah, yeah. Yeah.
Ernesto Reza 28:09
Yeah, how I got the job is the one we were living in Houston, like two or three years after we moved there, another Mexican family moved across the street. So we became very good, close friends. Fast forward to, I think 2014. So like, three or four years after that family will then they left again because they have moved to New Jersey because of the husband’s job. Fast forward to Yeah, 2014, something like that. He will have just been named CEO of an orgy. So that’s how I came across that opportunity as well, which is what showed me the power of networking to an extent
Yoni Mazor 28:48
Its community and networking and relationships.
Ernesto Reza 28:51
Yeah, exactly. And, and so yeah, from there,
Yoni Mazor 28:55
So you felt he wasn’t? I see Oh, and you feel committed to put them on a time there and be successful you do and then kind of move out? Gently?
Ernesto Reza 29:02
Yeah, exactly. It’s like, okay, I, I had access to opportunity because of that relationship. And even though I knew early on that for me, it wasn’t going to be it. I wanted to respect it. Like, yeah, I couldn’t show
Yoni Mazor 29:18
You the job. You did. Well, I moved on. Yeah.
Ernesto Reza 29:20
So yeah. And then after that, I was like, okay, corporate life is not any longer for me. I. So why
Yoni Mazor 29:26
is that I want to touch it for more than what does that mean? Corporate. Let’s take us there in regards to your life. Yeah. Everybody has. Yeah. So
Ernesto Reza 29:35
yeah, in regards to my life, the reason I don’t like is I don’t like playing office politics, or just those kind of I’m very much like my work speaking for itself or merit-based workplaces and just when you get to a certain size of the corporation, I mean, Accenture has 330,000 employees worldwide
Ernesto Reza 30:00
Intel had 330,000 employees worldwide energy, I think it’s like 50,000. Like when you get to those types of corporations, it is as much as what you do as much as the kind of like how you kind of interact and move with
Yoni Mazor 30:16
it and navigate the organization. So, connectivity or actual performance, it’s more like, what do you know? How do you know? How do you manipulate and do all the politics around to advance yourself in the ranks?
Ernesto Reza 30:27
Yeah. And so, like that. And, you know, I kept climbing up in the corporate ladder, if you will increase in salary and all that and like, I still was not happy fulfilled, I was like, you know, like that I can’t, I can’t Kate, Monday mornings and celebrate for Friday evenings like that’s too much time of my life that I’m not enjoying myself.
Yoni Mazor 30:54
That’s a golden age for your the first was specifically for the Nests residence case, it was you know, a cage made out of gold and th