Neil Patel

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Sacha Michaud has not only been involved in the birth of several startups but has ended up seeing them go public as well. His latest venture, Glovo, has attracted funding from top-tier investors like GR Capital, Lugard Road Capital, Drake Enterprises, and Delivery Hero.

In this episode, you will learn:

  • Leading a public versus private company
  • Scalability
  • Successfully integrating companies in M&A

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    About Sacha Michaud:

    Sacha Michaud is an English entrepreneur with more than 15 years of experience in the online sector in Spain and extensive experience in creating successful companies.

    In 1997, Michaud founded the company LatinRed, one of the largest providers of internet services in Spanish, and then sold it to StarMedia two years later.

    During his career, he has founded several companies, including Inlander, which was sold in 2000; Binaria, a successful digital communication agency; and Transword, an online translation company.

    Toward the end of 2014, after nine years leading the Betfair Iberia team, he joined up with Oscar Pierre to create Glovo.

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    Connect with Sacha Michaud:

    Read the Full Transcription of the Interview:

    Alejandro Cremades: Hello everyone and welcome to the deal maker show I’m super excited about the guests that we have today I mean he’s absolutely incredible. You know the amount of companies that he’s built. You know what he’s doing right now. I think that we’re gonna be learning quite a bit you know on what he is up to and then also I think that you’re all going to find it super inspiring so without further ado. Let’s welcome our guest today Sasha Misot welcome to the show how you doing so originally born in London.

    Sacha Michaud: Um, a thanks Aleandra for the invite. Great.

    Alejandro Cremades: But you know obviously your your parents you know, different nationalities and you know you also traveled quite a bit growing up. So how was life you know, growing up, give us a little of a walk through memory lane.

    Sacha Michaud: Yeah I mean I’ve got you know, very fond memories of my childhood I’ve been very very lucky. Um as you said, um I was born in London um canadian father english mother. Um I lived there until I was about 6 um. My parents actually split up and my mother who’s the english one actually decided to to take my sister and me over to Canada and lived in Vancouver for about a year my mom was a bit a very young but lot of get up and go um and we ended up moving down to Mexico lived in Mexico lived in Guatemala. Great experience. Got amazing memories I learned learned spanish obviously um although I forgot it all when I went back to the Uk until I came back to Spain but that’s another story. So yeah, a lot of freedom I also spend a little bit of time in Greece switzerland so traveled quite a lot as ah as ah as a child which is a great experience. not that structured um not that um you know I was never pushed on school results and things that I always did enough. Um, but I had just you know doing a lot of things never at home doing a lot of sports getting up to mischief so I had a great great childhood, very free.

    Alejandro Cremades: Now now in your case too. I mean when you travel so much and being so young I mean is every time you you jump to a new place. It’s like new friends I mean obviously back then we didn’t leave in the connected world that we’re living in today. So I’m sure that moving so much also created quite a bit of uncertainty. So What do you think you know you really learned you know from that experience of um of having to start over you know over and over and over again.

    Sacha Michaud: Yeah, i’t thought about it a little bit like that. But yeah, um, to be um I mean for example, you know, um, fast forward when I moved to bar suon I actually met my wife who’s still my wife today a long time ago but and her her you know she’s been a bar on all her life and actually the rel relation she has to long term friends is um believe she’s got friends that she’s had. You know for forty years and and um and it done I and probably haven’t had a lot of that because I been was moving around a bit so I suppose it goes and certainly I’ve never felt that I felt the positive side of adventure. But um, but it does make you all sufficient right? Um because you can’t really rely on stability and things like that. Um I suppose um I am.

    Alejandro Cremades: I mean I’m sure that that help you you know to deal with uncertainty later on you know in life you know, look at you. You’re an entrepreneur entrepreneur. So I guess the um you know one thing that comes to mind here is when you turn 16 you know, obviously 1 thing let to the next and and you leave home.

    Sacha Michaud: Thought about it that deeply.

    Alejandro Cremades: You know, quite early quite young. So what trigger that.

    Sacha Michaud: Yeah, as I said earlier I mean I was doing a lot of sports. Um I was probably one of the smallest kids in the class and everyone kept telling me. You should be a jockey um, and so I started you know to learn to ride a little bit at 14 to be honest horse riding and. You know race horse jockey are very different The only thing similar is there’s a horse underneath but actually so I just started getting familiar with horses and luckily my grandfather um knew a race horse trainer and he just said you know when when he’s 16 give me a call and he’d come so I went there when I was 16 and and started you know. And the beginning you know, cleaning cleaning horse boxes groom then you start you know training the horses and then you start racing. Um, it happens all very quickly. Um I was the right size and and I started racing I raced for about four four and a half years three years in the Uk and then I and then I was lucky. It did the opportunity to go and race in the us. ah for a year I was in East Coast um New Jersey meadowlands um ah and then I went down to um Arkansas and Oakland Park um and then ah then I went back to Monmouth Park and I also spent a little bit of time in Belmont very cold 2 Christmas.

    Alejandro Cremades: So I guess e.

    Sacha Michaud: And minus five galloping horses round bellbone park I can tell you that was.

    Alejandro Cremades: My god I know the feeling I know the feeling of dealing with without weather. So um, you know what 1 1 thing that I wanted to ask you here. Is you know here you are a jocky you got that competitiveness. Um. I’m sure you love that you know the the adrenaline of of 1 those doors would open and you would just go like super fast but the um you know one thing that happened for you is that you transitioned you transitioned into programming I mean it’s such um, you know quite ah quite a big difference now from one to the other. So. How do you You know, really encounter the world of computers and what caught your attention and why do you think What did you think at that point it made sense to to switch careers. 5.

    Sacha Michaud: Yes, I mean it sort of happened organically I don’t you know the bright right? place at the right time sort of thing. Um, my mother was living in Barcelona um I was in in East Coast of the us and I flew over to spend a few weeks in Boston and I fell in love with the city. Um, it was around when the olympics were happening then there’s a real buzz. Um I hadn’t really been to school I hadn’t really you know and I was sort of doubting. You know she’ go back to the us and continue riding she’ go back to the sort of and I decided to you know take a year off to spend there and I said what am I going to do because there’s no horse racing here and you know I have to go to trade so I thought well I’ll learn you know I think. Computer program. He’s got a great future I’m sure I’ll always be able to find work if I do and um so you know went enrolled in a course learn to computer program. Got a job fairly quickly and um, yeah and I was working for a company then I joined another company actually ended up working for a bank. Um, this computer programmer. Ah, brazilian bank. Actually you can no longer hear banggaoo. But as very big, still still huge um and running their computer systems and then and then this thing will be no, the internet came along around mid 90 s um and I said wow this is incredible. You mean you can send files across the world and you can answer emails and you know and um. And I so you know so I just set up a little company that was um, you know, building websites and and then and then that right into a hosting company where we’re doing you know managing a lot of servers and lot of domains for for companies and corporations’s got a great name called seviatorris.com in spanish and.

    Alejandro Cremades: Know that in in in that case too is something interesting because you go from the web development you know agency consulting you know, which is you know building something that is not repeatable and scalable to now you know you’re you’re building this thing you know like you were saying the web hosting company that.

    Sacha Michaud: And.

    Alejandro Cremades: Ended up getting acquired. Um you know for for an ice price tack. You know for eighteen million bucks and I guess you know the the question here that comes to mind is this is the first time that you gained access to to the full cycle of a business. You know from building it to scaling it to you know selling it. So what kind of clarity did that give you on the cycles of a business.

    Sacha Michaud: Yeah I mean that’s that’s exactly the good point I mean you know we’re building websites and and basic the scalability of my first company depend on how many people I had in the company which is not very scalable right? But at the same time these companies were asking us to host their websites and that is super scale it because you end up putting in a so server and when you. Instant when you go to sleep at night. You’re still billing um and and then what derived from that and actually the company we sold for $18000000 at the time was was actually um, a services portal company which had you know we started off with ah pretty much a copy of Hotmail in spanish called latin mail we built a chat service. Build a search engine and our reference at the time and many of the younger viewers probably won’t know this but Yahoo at the time was the star. It was you know the Google of its day and and it was it was a spanish version of of Yahoo to say it’s a very community building and we end up growing. We were the largest spanish- speaking portal in the world. The time we had I think close to 18000000 active customers in the late 90 s is quite a lot. It doesn’t seem very much today. Um, and we we end up being acquired by a competitor which is a New York based company called star media in the same business as us. The main difference. They had a lot of money and we had all the traffic.

    Sacha Michaud: And we were quite just before we went public and we actually went public with star media and the Nasdaq um, and people don’t know this but in those days this is may 1999 star media was actually the company pre ipo who’d received the most amount of capital at the time full stop and in those days it was $90000000 that seems like nothing but um, interesting story star media end up being acquired by by France Telecom and their internet unit in those days which was called oneanado um, and I end up joining them after that, but it was a good ride and it was um, you know it was an amazing growth. Period. Um, and and as you said.

    Alejandro Cremades: Now.

    Sacha Michaud: It was scaling very quickly and we were actually doing fundraising the us we weren’t intending to be sold and and star media gave us a call and and offered toquire the business. It was very important for them to qui pre Ipo Um, and it sort of worked out very quickly.

    Alejandro Cremades: Very nice now you know as that you say once an entrepreneur entrepreneur always an entrepreneur entrepreneur but in your case you know once this company got acquired. It took you 15 years to go out it again. You know like because you worked that they want I do you were that the bitd fair I mean obviously I’m sure that you gain you know several skills. But. Why did it take you so long to start your next company.

    Sacha Michaud: Um, well I was ah we were when when when France telecom now orange acquired the business. Um I think I stayed there a couple of years or year eighteen months I had a big team I wasgrading I was doing a few interesting things within the group and I was generally enjoying myself. Um, but at the end I really wanted to do something else and funnily enough bet fair which in its day was fairly revolutionizing in in sports betting they they invented what was the betting exchange which is actually instead of betting against the house. You’d bet against other other users which was quite unique and amazing. And I was a big fan in the distance and obviously with my horse race and background and technology I understood the betting industry really well and I understood um obviously tech and and um, somebody reached out to me obviously somebody spoke about me that I um and we just started talking. They were just expanding internationally with ah in the Uk and. And I and I remember saying to Vicki I said you know I think this is going to be a great fun thing for me to do for a couple of years until I know what I want to do and I ended up staying there 9 years and and met some really really talented people. I had a great time. I was also very much product tech person until then now suddenly I was building a commercial business much on the other side of things. Managing marketing spend managing. Um so I learned quite a lot there. Um, and you know the guy who hired me a guy called Neil Walt Amazing 1 of the best guys I ever worked with ended up leaving a little bit earlier and he ended up running uber’s international business. So basically when the uber decided to move out of the us he was the guy.

    Sacha Michaud: Launched I don’t know hundreds of countries or thousands of cities and he ended up leaving and then in the end he became when I when I could he became law chairman and he really was institutionalized in in building the the playbooks to help us grow so quickly certainly the last five years um so you know cause effect I mean. Um, you know I’m sure if Neil hadn’t joined us. We would have been different place and I was lucky in Depthford that he actually hired me. But yeah.

    Alejandro Cremades: So then how how how they then because obviously after like 15 years like working you know you’re 9 to 5 You know you turn the light off you go back home. You know you get you get comfortable. You know so so at what point does the idea of global you know, come knocking and and why did you decided.

    Sacha Michaud: Um, yeah I think you do get comfortable. That’s fair I’m definitely a knife 9 to five I mean I’m really passionate about what I do I don’t I don’t think it’s actually about starting a young company I’m you know I’m passionate about doing things for other people as well. So I think it’s um.

    Alejandro Cremades: To go for it.

    Sacha Michaud: I think it just came to time you know I mean where I could have stayed in the gaming industry. Um Beford offered your role in in Dublin I said you know I’m not interested in a moon to Dublin and probably being in this big corporation that we’d we’d become huge right? We’d gone public as well. Um, and I thought I was at the age where really you know I should be. Starting to do something else of my own otherwise I think you you do get too comfortable. Um, and I thought you should you know why stay in the gaming and is that so easy. Um, why don’t you do something different and I think you know there was also this. Theme then in those days as we talk about it less but it was this sharing economy things in these companies like airbnb’s the ubers. You know all this thing about using resources and and turning into normal. You know, sharing your your flat putting a renting a room out um, sharing your car. There’s this whole movement around sharing economy and I started getting really involved with that getting excited and I think I think uber was was my reference of what they were doing with ridehailing how they disrupted it with technology and and you know they’d be amazing to do an uber of things was the thing I started talking a little bit about. So I left betfare sort of the summer of 14 and 2014 ands found a couple of investors told them my idea look and started pushing it. Um, this idea very quickly I ran in to Oscar who’s who’s.

    Sacha Michaud: Came who was coming back from the Us. He’d been studying there in Georgia Tech and he had pretty much a very similar idea he was a bit more Advanced. He was actually you know he’d already had a had a sort of name and he he was actually closing ah his his precede. And we met and I said hey why don’t Why don’t we join force and I’ll join your project and let’s do this together and and luckily you know he was all for that And so yeah.

    Alejandro Cremades: And the rest was history. There is was history now what were the early days of global like because at the beginning you guys didn’t have a lot of money.

    Sacha Michaud: No I think the the the preced was around 100 k I think we end up doing 140 k um euros and we launched we hired you know a very small team barr junior and for me, it was tough because I’d been in senior roles. So generally my my reports were quite. Senior so I was a good learning curve for me as well. Um, and we we grew Organically we launched in Barcelona then very quickly. We decided to launch Madrid but we didn’t have money to spend on marketing so it was pretty much you know some very clever Pr and getting noise out there but just organically we so we were growing. Um. You know, obviously not the speed you do with a fullyfledged company but we we were growing around and then and that gives you the feeling you’re onto something you know when something just grows and people you know I I received so many emails um with with hardy any orders from people saying what a great idea. The service actually works. It’s amazing then I probably received with millions and millions of transactions in betfare. 9 years are progressive more than six months in global um and just we knew we’re on something and there was ah and there was a attract and and quickly we became a buzz um company within the tech ecosystem in Spain which is quite relatively bigger now but was very small people were talking about us. This hot startup in barsonon and that really helped and we quickly did um, pretty much by the end of the summer um 2015 um, we closed what was the seed round for quite a ah lot more like around 2,000,000.

    Sacha Michaud: Um, a big jump and that really allowed us to scale. We quickly went to more cities in Spain italy Southern Europe

    Alejandro Cremades: And we’ll talk about the financing in just a little bit I guess for the people that are listening to really get it. What ended up being the business model of global. How did you guys make money there.

    Sacha Michaud: Well, the first year and a half we had global 1.0 which was pretty much there wasn’t a solid business model behind it. It was much more um, granite was basic. You could order whatever you want, you’d have a but 2 buttons in the app basically would we’d go to any any store or restaurant in your city. Tell us what you wanted. We’d go there. The courier had ah had a credit card who’d pay very manual pick up the goods and take it um or you could actually send or or deliver anything in the city. Maybe keys any you know document from your and not very scalable very manual. But very wow. No very imagine you can send somebody to that your your favorite shop mar and pick something up for you that was like wow moment. But um, also you know we’d pay the couriers fixed fee sort of um ah per delivery. Um, we charge the customer as well. A very high delivery fee of five Euros so not very scalable mass wise is a big um and we weren’t working with any of the stores or restaurants. We’d have a commission model move ahead pretty much a year and a half later global 2.0 which is probably the business model the base of it today which is a lot more scalable a lot more automatic is that’s close agreements with. With stores and restaurants they pay commission. We can use that commission to lower the delivery fee for the customer becomes a lot more widespread that more people can afford the service because if you you know cost you one euro 1 eu ninety um and and then there’s a scalable business model. Um.

    Sacha Michaud: There were with economics begin to work and then you offset the courier costs and the objective obviously is to make you know a little bit on every order covering the courier’s costs and using the commission and the delivery fee to offset that and that’s probably the the business model per se and since then um. You know we’ve done over 500,000,000 orders in the last eight years

    Alejandro Cremades: That’s pretty nice. That’s a lot of others that’s a lot of other sasha. So I guess the um you know question here is obviously you know to to scale something like this I mean it requires a lot of money now I Guess the question here is how much capital have you guys raised to date prior to the acquisition.

    Sacha Michaud: Yeah, we I think we raised close to you know 900,000,000? Um euros all in all I mean it’s very you know capital intensive business we’re in it seems like a lot of money. But if you look at every single one of our competitors. They had a lot more money. In fact, was you know. David versus Goliath and you know we had big companies coming to Spain and spending a lot of money to try and take leadership and it was It’s been tough. So um, so from a fundraising perspective as as far as seems a lot and and there’s a lot of money but in our industry it’s actually not that much. Um, compared to another uber eats I mean even deliveroo. Um, you know on companies like doordash where you can. You can look at the histories of their their finances. It’s been um, a lot of I think cabin intensive growth but but fighting off some gigantic companies.

    Alejandro Cremades: Now.

    Sacha Michaud: And I think we’ve done you know we’re in 25 markets today and um, we’re pretty much leader in in most of those so it shows that we’ve managed to fight them off.

    Alejandro Cremades: And how was the journey of of racing you know the 900000000 because you know being in Spain the market is perhaps not as developed as’s the us and maybe the funds they’re not as big so this is a lot of money. So how was the journey. You know of raising this money and going from one cycle to the next.

    Sacha Michaud: Um, I think that there’s a few things that were a little bit stacked against us. Um I think we’re a little bit later in fundraising than than most our competitors. So it meant that they were already pushing hard in markets where we were competing with with more capital than us and investors. So that’s high risk as in can this you know smaller startup from Barcelona um, could they compete will they have enough capital to compete are they going to be 1 of the winners. There was a feeling is a bit of a winner’s take old market or certainly winners take all market and if you left and third we just. In my opinion very correct I think there’s a lot of advantage in our his network effects that leadership or co-leadership or being one of the the major players doesn’t leave much room for um so there was a doubt and fundraising was really difficult for us which which you know I mean I remember 1 round I think was the series c I mean we had you know 110? No’s until 1 vc said yes and decided to lead the round. Um, and we’ve and we’ve had rounds where actually we’ve had to put money ourselves into that was that we’re very late and we’ve had to actually finance to make sure you know they.

    Alejandro Cremades: E.

    Sacha Michaud: People’s pay tips could have been paid so it was tough. It doesn’t seem like it from the outside is and also I think it’s less so today but in then there would be no major startup scale up, you know, unicorns out of Spain at the time so it was there was a certain thing. Was a bit of that we got that from a couple of investors and you know there hasn’t been anything major out of Spain. You think you can really compete on the world scale and we were because we were trying to compete the european level. Um Eastern Europe Latin America so we had a very wide geographical span. Um.

    Alejandro Cremades: And for.

    Sacha Michaud: And it made a positive side of that we had to do more with less right? We had less access to capital. So we really had to do more with less resources. So I think it made us internally a better company.

    Alejandro Cremades: And definitely more effective. So I Guess the um, the question here is for the people that are listening to really get an idea on the scope and size I mean you are alluding to it with a 500000000 orders Anything else that you can share in terms of scope and size perhaps like number of employees or anything else that you feel comfortable sharing.

    Sacha Michaud: Yeah I think we’re close to 4000 employees a little bit over worldwide when again I said when 25 countries when very different geographical when we was where he started which is Southern Europe we’re in eastern europe that’s Poland or the baltic region. Um, we also covered a lot of the ex so in countries Georgia Kazakhstan kyrykistan Ukraine ukrainein’s an interesting story how we had to close down the business when the war started and actually the local authorities reached out for us to reopen. Um, and now it’s pretty much 80% um, close to where we were pre and the team there’s amazing. Just an example to everyone. Um, and and we’re in Africa when 7 countries in Africa meanwhile we’ve we’ve actually sold our business in Latin America we wanted to really focus this side of the atlantic and double down There’s a strong competition there. A lot of players. We had the opportunity to leave and it was a very good very good agreement so so we’re very very very different parts of the world. Very different economics culturally language. Um, so yeah, we’ve we’ve grown and um. You know, really happy on the team. We. We give a lot of local um leadership to the teams we’re we’re a global business but very locally run. Um, you know the strategy in in sub-saharan Africa is not going to be the same in in the Mediterranean region or obviously Eastern Europe the the goto markete often changes.

    Sacha Michaud: Media we use. What’s effective how operations work. Um.

    Alejandro Cremades: So it sounds like things say you know we’re heading in the right direction. So at what point does the acquisition of the liberal. You know come to mind and and why did you guys decide that was the best route to follow.

    Sacha Michaud: Um, but deliver hero. Um, it was was an investor us for a number of years. Um, important investor we. We knew that you know they were on a board. We we have we knew who them they know the business. Um and it just seemed the right right thing to do. We were covering. Geographies and that they weren’t covering. Um I think we feel and and felt that you know they’re going to be 1 of the winners in this in this space. Um, they give a lot of our autonomy to the to local brands deliver here at the end of today’s an umbrella brand for a number of different brands worldwide. Um. They they let you know the teams run the business. Um and it just seemed um you know it seemed the right thing to do. Um I’ve been a couple of publicly traded companies. It’s it’s quite romantic but at the end of the day you know it’s a lot of reporting a lot of change of focus. Ah, your number is not going a quarter. It’s going to be public. It changes the dynamics of company. Um, you know I think it’s a bit of an ego trip taking public but actually once you’re there. Um, so you know just seemed to work and um and we decided to kick on with that I’m very glad.

    Alejandro Cremades: Nice and they were the terms of the transaction disclosed. So what were what were those terms two point three billion good stuff now the integration of something like this is not easy.

    Sacha Michaud: Very happy.

    Sacha Michaud: Um, yes, they were turn. Yeah, two point three million yeah yeah

    Alejandro Cremades: Right? Because there’s different cultures. You know, different things that need to blend together and and as they say most acquisitions fail. So what you know are some of the things that you’ve learned about effective integration.

    Sacha Michaud: Well, when our case it was quite easy. We already knew the Ceo the Ceo had a lot of admiration from them. They were not board. So so that part of it. Also again I mentioned there’s not necessarily integration. They leave the companies quite independent. So actually. Pretty much from the operational perspective. Not that much has changed um except we don’t have to do fundraising anymore which is great one and and there’s a guarantee in the project now. So I think that sense I think now if you look from from from our acquisition or mightus.

    Alejandro Cremades: That’s nice.

    Sacha Michaud: Or acquisition perspective. Yes, that generates. It’s difficult it’s difficult to keep um, founders um, interested align culturally, it’s it’s one of the big big things. Some companies I don’t think there’s a magic wand here I’ve seen companies who don’t really care that they’re going to acquire the business and have a plan. Make sure that business works well within their organization and there’s others who actually try and keep the the founders and the management team super so we don’t lose that and and they can have their independence I think to achieve the second you really have to allow um, acquired companies to to remain. Independent and make their decisions. Um, you know I sense and I’m not don’t know much about the insides running but I get the sense that you know what’s up to a certain extent. Um, you know within Facebook or Meta Now has been pretty much left independent and um and there’s a massive company and and I wonder if they ever. You know, try to integrate that with Facebook messaging at the time and try to integrate it within their core things probably would have killed it and I don’t know I mean I don’t know how that the history around there. But that’s a good example of of ah of a company using a massive asset and leaving it independent and you could probably say the same about.

    Alejandro Cremades: Now.

    Sacha Michaud: Um, Google’s acquisition of Youtube and how they just kept. It has um I believe a lot in that um of of you know, allowing if if you know if a team’s doing a great job or keep them motivated and and let them continue building something you can bring value. Back to your business at some point later on.

    Alejandro Cremades: So such how you’re a pro and when it comes to entrepreneurship I mean you being you’ve been at it for a while right? I mean you’ve been at it since since 95 I mean incredible. The amount of battles that you’ve had you know the amount of successes the amount. Ah the amount of.

    Sacha Michaud: Well I’m getting older. So.

    Alejandro Cremades: You know failures which I guess you know I don’t call them failures I call them. You know lessons learned and then if I was to give you the opportunity of getting into a time machine and going back in time and going back in time Maybe to 95 you know where you were like you know what? I’m going to start something on my own and. Being able to have a chat with your younger self and being able to give that younger satcha one piece of advice before launching a business. What would that be and why given what you know now.

    Sacha Michaud: Um, I think 1 thing that has always served me very very well and I’ve been very lucky and I don’t know how but it’s not science behind this but I’m pretty good at choosing. Um you know, partners and and and you know. And people to do that and I think you know a you know I wouldn’t do things alone. You need compensation. You need diversity I mean you know it’s a roller coast. They’re building ah a company. It’s difficult enough to make it successful but but also the longer it is you have ups and downs and it’s great to do this with with super talented people and I’ve been lucky from. From the beginnings from latin red um you know and then obviously with Oscar now. Amazing guy superstar. Um I think you know surround yourself with super taanted people who are better than you who compensate your your strengths. Um, you know don’t have too many people the same you know. Tip of 1 you know extrovert or get an introvert or if you’re super detailed. We’ll get somebody who thinks hired Devil um, people compensate to each other’s quite well. Um, surround yourself with good partners. Um, and you know people that you that you admire and you want to have ah you know they don’t know you work with. But. Enjoy having a drink with you enjoy passing time together and inspire you um, that’s probably been my trade and and again I don’t know why but I think that’s probably my my biggest asset that I I can identify really trying to people and and work with them and you know, ah, they’ll definitely advise that.

    Sacha Michaud: That’s my I think do things with a good team and and you know.

    Alejandro Cremades: I Love it So sasha for the people that are listening that I would love to you know, reach out and say hello. What is the best way for them to do so.

    Sacha Michaud: Yeah I mean I’m on Twitter and that’s probably the best way. Really easy to find me I’m super accessible. Love love talking to people. Um, you know there’s so many things happening in the tech space. It’s just amazing. Um, how would you know with technology. We’re really making people’s lives um, better people have more time to do you know people? sometimes forget. We have this conversation other day you know, but there there’s a bit of bit this text consuming us and we’re connected to me times. But but we all forget that you couldn’t used to be able to you know, get a flight on our Thursday night and then work. Remotely from your house or or answer emails at the airport and and you know people have a lot more free time thanks to technology or they can work from different places thanks to technology that sometimes we want I cake and eat it and technology has given so many people so much flexibility of movement and um.

    Alejandro Cremades: Absolutely.

    Sacha Michaud: You know my grandparents go to one country a year um you know my parents go to a few more but now I mean you know our team you know thirty year olds are going to 10 countries and working from there and then coming back to the office like you know we should um, embrace technology and for the good things it does.

    Alejandro Cremades: The digital nomads. No kidding no kidding satsha. So I just have to say thank you? So so much for being on the show here with us today. It has been a a real honor such a tool to have you with us today. Thank you? so so much

    Sacha Michaud: It’s not all good. Most of it is.

    Sacha Michaud: Thank you Alejandro good speaking to you.

    * * *
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    Neil Patel

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