Why Jensen Huang Believes Marketing and Sales Are Just as Important as Product, Speed: The Skill Marketers Miss, Google’s John Mueller Urges SEO Pros to Rethink Their Role, Google Opens Gemini Research to Free Users (With Limits)

0:00Jensen Huang actually believes that marketing and sales are just as important than product. Really? Yeah. So you would think that he thinks the product is a lot more important. They have a great product. I assume. But yeah, marketing and sales, which is why they embellished the GPU. And then they came up with a lot of random things. They even came up with this CUDA fellowship, right, where they would give cards away to colleges because no one knew what CUDA was. They had to educate people. And he started basically infiltrating the University of Illinois. And then everyone's like, oh, my God, I want this.

0:28They want the GPUs. They want the teachers. And then they made like these CUDA fellowships, like the CUDA degrees and all these things. And then more and more researchers started using it. And then that's how it kind of spread throughout everything. Yeah. But that's marketing too. Did you send me the Jensen Wong entrepreneurship speech at Stanford today? Or was that someone else? That was somebody else. So yeah. So someone sent me a video on Instagram of him giving a quick talk. It was like a one minute clip. And he was talking about entrepreneurship at Stanford. And talking about how, hey, everyone in the room, him you guys are the top of the top the one percent you have very low resilience yes and he pretty much broke down he's like look you guys have high expectations because you guys are smart and you got yourself here but to succeed as an entrepreneur you need resilience and you guys have terrible resilience and i don't know how you get it other than i hope he wasn't speaking i think he you could be right he was speaking at stanford but he was saying look most people and and i'm going to connect this with warren buffett and then the the inner the drug interventionists that i what I was talking.

1:28This is all connected. Okay. Um, no, you'll like this. So, and I'm paraphrasing here. Jensen Huang from Nvidia said that most people with high expectations have very low resilience. Okay. Now what did Warren Buffett say about marriage? He's like, guys, the key to marriage is not what you think it is. And he waited for everyone. And he was lecturing at a university too. He's like, the key to marriage is very low expectations, right? Okay. Now let me tie this to the interventionist who I talked to. So this guy had done 900 interventions and I was just curious to learn from this guy. I said, look, you've done 900 interventions.

1:59What's the one thing that ties all these people in common? Is it that they're high powered executives? Are they like lawyers? Like, what are they? Right. He's like, no, it has nothing to do with their occupation. It has to do with the fact that they're entitled. So when you have very high expectations, you're entitled, right? So the key here is to have extremely low expectations because the moment you have high expectations, all your resilience goes out the window because everything that you expect doesn't go your way and you panic and you lose your poo poo and everything goes away, right? You just lose it all.

2:27And so that's why I think for the most part, um, I think you have, you, you have very low expectations. I think I like if you had to sleep on the, like, maybe you did a little higher today, but I think back in the day, if we had to sleep on the couch or we had to sleep in a cheap motel, like we would do it. Yeah. I still do it. Yeah. Yeah. I actually don't think you care. Cause when we travel, I don't think you care. Like if we're in it, like, uh, okay, fine if the car smells really bad you have a problem with it yeah cigarettes if it's cigarettes and it makes my clothes all sweaty and smelly i i hate it but if we went to a crappy restaurant to eat but the food tasted good you wouldn't care remember this restaurant wasn't crappy but it was like okay right we went to a chinese restaurant to eat like and you were down with it so that's an example not the chinese restaurant in germany this is in germany yeah but our expectations weren't that high like i'll eat tacos i'll eat something off the street like i don't care right um and like you know you and i wear like you know uh sure you might have nice jackets or whatever from time to time.

3:23But, you know, our T-shirts are cheap, right? T-shirts are cheap and my pants are cheap. I always wear a Viore or something like that. Viore, yeah. I mean, they're not cheap, cheap, but they're cheaper than what you used to have. But the point is, guys, if you want to win, you've got to have low expectations. Just look at this. Jensen, the interventionist, and Warren Buffett are all saying the same thing. You want to look to work with people that have low expectations and you want to have low expectations. People think like staying in a fancy hotel or all this kind of stuff is amazing. A lot of it's overrated.

3:50i have to go to i think it's calgary and my team's just like oh yeah we can get you a first class flight it would be from here i'm like i'm like i just checked i'm like there's an economy flight that's directed like they only have economy i'm like i don't care just give me the direct flight and oh it's west jet yeah west jet yeah okay west jet still has technically has a first class no no no uh this flight has no first class it's just pure economy oh it's fine west jet's great yeah i don't care um but where the last time i was on a trip i think it was like sea world or something like that i don't know where it was for an event there i stayed at a something like a holiday inn oh you did it wasn't called holiday inn but it was equivalent of a holiday inn i didn't care just get me to the closest place to the event and just optimize for efficiency and get me out yes same like when i go to brazil people like do you want to stay at the rosewood i'm like how far is it from the event like hour i'm like in traffic or not they're like well there's always traffic so it'll be hour i'm like well why would i don't say there what's the closest so like you won't like it there's no room service i'm like it's okay you guys can figure out how to get me uh uber eats which is i food in brazil so i was like yeah you just order it yourself exactly i'm like we're good like it's not in english i'm like no problem someone will translate for me like closest most convenient but i agree with you i think when people have too high expectations it causes problems and And by the way, this comes down to people that you hire too.

5:14If you ask them about their expectations, if they're extremely high in their use, by the way, you hire someone that's used to having like, you know, 15 or 20 different people helping them and maybe like two or three executive assistants and all these things, they've been conditioned to have high expectations and you better expect that. You better be ready for that. And you've dealt with that quite a bit. But let's talk about the speed aspect that you have in here. So speed, the skill most marketers don't focus on. Yeah. Some marketers focus on perfecting their craft, but what they tend not to do is they tend not to focus on how quickly you can end up making changes and just getting something out there and analyzing if it's working or not and to just rapidly iterate.

5:53I'll give you a great example of this. I was on one of our team calls internally this morning, and someone shows me an A-B test that caused a 27 % increase in conversions, paid conversions, for part of the funnel. and that funnel accounts for a little bit more than 30 % of the revenue for the software. So I was like, okay, how long has the test been going? They're like, it just finished today. It's been going for 17 days. I'm like, how did it take so long? Like, we only did 20 % traffic split. And I was like, why would you only test with 20 % of the traffic? Why don't you just test with 100 % traffic?

6:26Like, oh, if it fails, you know, at least we're not taking a big hit. I'm like, if it fails, it fails quick. If it wins, it wins quick. Like, you know, time is money. Let's go. Just do 100 % and watch it for the first few hours and, you know, four or five times a day. If you don't have the time to, send me the login. I'll watch it four or five times a day and I'll turn it off if it's really taking the numbers and just move on. So, I mean, here's the thing. That expression, that frame of thinking is a limiting belief, right? Yeah. And so how do you break that in your company, right? And sometimes you just have to get involved.

7:05well I told them from now on everything has to be done when you do tests we look at things on a daily basis and we check in on it multiple times a day so ideally at least four or five times a day yeah and look I think this is okay too because like in an organization not everyone's going to be like you or me and you and I want to move very quickly you and I want to go yesterday I think sometimes people also just need to know if they have the permission to move quickly too and that's okay but I think going back to this is this the reason that you brought this topic up? Yeah and the way I'm fixing it with this group is I said do you guys use Google or do you guys use Apple phones?

7:46And they're like Apple because they're in different countries. I was like cool. I'm like let's start a text thread. I'm like you guys have Apple laptops or PC laptops? Like Apple laptops. I was like cool perfect. I message for everything. I message for everything and you can even screen share it and it just shows up. So then I've already had more conversations with it being on iMessage and video calls than I normally do versus using Teams or Slack. They're technically on both. And this is just quicker. It's just like, let's go. Time is money. Exactly, right? Time is money. So like, think about it this way.

8:20If someone is, you're paying me, let's just say you're paying me$50 an hour or something like that, okay? And I can get something done in half the time. That means you also save money too, right? So time is money ultimately. And I think most people, this has been pissing me off quite a bit too, because I just look at it this way. We do this thing called the mindful transition, right? So let's say you've done a great job for my company, but it's not working anymore. And I said, no, not Noah, Neil, this is not working anymore, but we're going to give you 90 days to go find something else. We love you.

8:49We got you type of thing, right? Now, my team has gotten, because it's way easier to do this than to fire people directly. So my team has gotten used to doing more mindful transitions. This is the most amount of amount of mindful transitions. I was like, why are there so many mindful transitions? Well, guess what the price is for that? Now the price is the people that are staying with these mindful transitions. We're paying them a hundred percent, but they're giving us even less. They were maybe giving us 50 % before now they're giving us 30 % and they're stuck with us for the next couple of months or so.

9:17Right. And this is the price we pay for not holding people accountable to speed. Like the entrepreneur entrepreneurs are usually going to be the fastest, right? But if you're not holding people accountable, you're not keeping a temperature up. Your entire organization is going to pay for it because someone else is going to pay for one of your other eight players are going to pay for it They're going to burn out and they're going to quit and so you have to keep the temperature up and speed I think is one of the most important one of the most underrated things Totally agree speed and entrepreneurship This is why people like oh, you can't beat google google such a big company or facebook such a big company It's gonna be too hard.

9:51They have too much money startups beat large organizations because they could move faster. It's what you have when, it's your advantage when you have a lack of resources. You know what pisses me off the most too, or pisses me off pretty heavily? Oh yeah, Neil, let's go, this person's not on the call this week. Let's go ahead and push it to next week. I think you're on the call. Dude! Oh yeah, let's push it to next, let's go to talk to your mom and let's push it. Oh yeah, she needs to talk to her grandmother. And before you know it, it's taken three months to do something, it would have taken you three days, max.

10:21I agree. Hey, someone can't make it, no problem. We're gonna do it without you and it's recorded so you can just watch it at your own time. And again, like this is interesting because on Friday, I went to get coffee with a friend I haven't seen for five years. You met this guy before. And we were just kind of lamenting over the last five years. He's like, yeah, you know, all that stuff about, yeah, you can just hire someone and they'll figure it out for you, this GM. We both just kind of chuckled and we're like, nope, we just got to be in there, man. So yeah. By the way, if you don't want to be in there anymore, you should probably just sell your company.

10:49So yeah. Yeah. Anyway, that's more of an entrepreneurial piece, but you can pick the next one. all right uh did you see how google's john muller i could be saying muller advises seo professionals to reconsider how their work fits within today's business needs no i think this is hilarious though please explain who john muller is and uh this is where i think we can poke fun at the seo industry even though we're seos yeah so he works at google he's been at google for ages i don't know how he was like the new matt cuts basically who's the search liaison before kind of like danny sullman's a search liaison now he has been for a long time what was matt cutt's title before not uh head of web spam yeah that's right i don't know what john's title is but he's well respected in the search landscape and he goes on to say you know sdo professionals should adapt their skill as web development evolves uh focus shift towards client-side frameworks ai and user experience and learn new tech technologies can help seo pros stay relevant in essence he's pretty much calling out a lot of people who are just like, Hey, this is the way we've done SEO for 10 years and let's keep going.

11:54No, you're going to be out of a job. But we've talked about this in the past episode. Videos do the best for us right now. These RIP SEO videos, these SEO is dead, SEO is dying, traditional SEO is done. And there was someone arguing with me last week and I basically said traditional SEO is dead. And then he's like, he's like, well, no, I can do it this way. Or I will put$10 ,000 of my own time to do an audit versus yours or whatever. And it'll be better i'm like it just doesn't matter i'm like what you say just doesn't matter because in two years like it will be 10 000 times better than yours um so say whatever you want it has changed and so i'm just like i'm just like papa it's like what we got you know so you you gotta adapt eric and i people look at us as seos we were never seos we were marketers who leverage whatever platforms and channels helped us generate the most traffic revenue and sales i think by the way the The way I've looked at this is marketing is one of the best games to play, but business is the best game to play.

12:48So I grew up starting in marketing first. And then I realized as I started learning all these other channels that the real game is actually business because this game serves business. Right. I think you probably learn the same thing, too. And then we just kept because we kept learning. We kept finding the next thing and the next thing and the next thing. It's just kind of how like NVIDIA found that its Kuda architecture was what it was taking to the next level. And sometimes you don't know what the future looks like. You kind of have to just keep learning, learning, learning. And that's how you're going to get ahead.

13:13And I threw up a post today. I was like, guys, if you want to get ahead of all this AI stuff, all you have to do is be a top 0.1 % learner. Not a 1 % learner, a top 0.1 % learner. How do you do that? That means not just saying you love ChatGPT. That's not enough. It's actually you're doing things, right? You're actually experimenting with things. And that's how you're going to get better than other people. And then when you go into an interview, when Neil asks you, what are you doing with AI that's innovative? You can't just say, oh, I love ChatGPT. No, you're not going to get hired that way. You need specifics.

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17:29And on the right side, it was, I had an agent running that was running this, I had it watch a loom. And then what it's doing is it's going into my LinkedIn and it's reaching out to Neil, for example, right? But it's going into a CSV in Google and it's taking these custom personalized landing pages that we made and it'll say hey Neil um you know you know carrot does x y and z we created this personalized landing page for you want to chat for five minutes and it's actually doing that it's adding people and it's sending a customized message um and then it's just going down the list and it's finding people that are like you know it's like behaving like a human right so right side I have this working and in the middle of my screen I'm just watching the Lakers game and then on the left side like so I'm like oh my god imagine if I have like three screens or whatever and then like there's like eight of these running out of time this is the future i think although the lakers have been disappointed they won yesterday finally no i don't watch yesterday game yeah they lost four in a row and then they won yesterday i just can't believe how much they lost it's okay and brawny had quite a bit of minutes not yesterday but the game before he went one for five yeah i was like uh but i think they're gonna be fine hopefully yeah all right so i'll pick one go for it so let me um let's talk about this whole vibe thing have you seen this on twitter or hey have you seen the deal and rippling thing the deal on rip oh this is great okay the instagram ad that keeps says says that like rippling we raise a hundred and something million dollars like learn how we did it download this have you are you talking about that ad no no no so here's what happened so um do you want to explain what rippling and deal are the hr software right uh rippling is a little bit different than deal rippling is a full suite for hr uh i think they also do some security as well like you can give an employee a laptop yeah and the moment they're done they just mail it back and it just you know shuts it off from so here's what deal did the rippling deal implemented to go back for everyone who doesn't know deal if you want to hire people in other countries instead of set up being a corporation in every single country.

19:31They can just help you out. It's a pretty effective model if you're only hiring like one or two people from a country. If you are hiring quite a few people, it's just cheaper to do it in-house. So here's what Deal did. Deal hired an Irish salesman. So this is in Ireland. And Deal told this person to go get a job at Rippling. And so they added a spy who infiltrated Rippling. and what happened is at Rippling, whenever they saw that Deal was about to lose a deal to Rippling, that person had CRM access. So they would pass that information over to Deal, right? And then whenever Rippling was about to, they were like in a competitive, I guess, competing on, oh, whatever deal, I think Deal was about to churn or whenever they're in a competitive bidding process, Deal would be informed, right?

20:25So that spy was in there. and Rippling thought something was going on. So they created what they call a honeypot, basically like a trap, right? And what ended up happening was they found out that it was the father of Deals CEO that got involved with this. With the father of Deals? Who is the CFO of Deal. Does that make sense? The CFO of Deal. The CFO of Deal, who happens to be the father of the CEO of Deal, okay, was the one that masterminded all of this. And now Rippling is filing a lawsuit and they basically caught this person and trapped them inside the office. And then the authorities showed up.

21:03They tried to, or the lawyers showed up. They tried to serve this person and the person would not be served, right? And the person locked themselves in the bathroom and said, I will not be served, right? And then, because they wanted to get the phones and everything, but this person ran away with everything. And that's - So they didn't get served or anything. They didn't get served. And so this is now, this is now gonna be drama of HR SaaS. Wow. But I'm assuming deals going to get sued for a lot of money on. For sure. Here's the thing. It's like, it's a nifty idea and all that until you get caught.

21:29So probably shouldn't do things like this, but. Short-sighted. Short-sighted. And it's interesting because it's going all over Twitter right now. It's going all over LinkedIn. And a lot of SaaS founders are like, oh, I could have told you this was coming. And so I guess that means a lot of people think that deals shady. Who knows? Think for the long term. That's the lesson. Yes. focus on better marketing, better product, better customer support or success, whatever you want to call it. Like that's how you win in the long run. Not doing this like janky infiltrate, put in a spy. Those are short run wins.

22:01And I don't even think they're short run wins. I think they set you back in the long run. Anyway, that's it guys. Please don't forget to rate, review, subscribe. It helps us grow and we will see you later.