Yuval Brisker is a true serial entrepreneur who has launched and taken several companies full cycle. Including one for which he went from bootstrapping to raising $105M in funding before it was acquired by Oracle for $500M. His venture, Alviere has acquired funding from top-tier investors like Viola FinTech, Opera Tech Ventures, CommerzVentures, and Viola Ventures.
In this episode you will learn:
- Rapid rebranding
- Revolutionizing the world of banking
- Yuval Brisker’s top advice when launching a business
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The Ultimate Guide To Pitch Decks
Moreover, I also provided a commentary on a pitch deck from an Uber competitor that has raised over $400 million (see it here).
Remember to unlock for free the pitch deck template that is being used by founders around the world to raise millions below.
About Yuval Brisker:
Yuval is the co-founder of Alviere, a serial entrepreneur and technology visionary. Previously, he was co-founder and CEO of TOA Technologies, the leading global provider of cloud-based field service management software. He successfully lead the company its acquisition by Oracle in 2014.
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Connect with Yuval Brisker:
Read the Full Transcription of the Interview:
Alejandro: Alrighty. Hello everyone, and welcome to the DealMakers show. Today I’m going to be dedicating this episode to my grandmother [1:25], who unfortunately passed away today. I’m sure she’ll be very excited because it has that creativeness, also the background of our guest today. Today, I think that we’re going to be learning quite a bit with our guest. He’s done it multiple times, not just once, but many times, and I think that we’re going to be learning what it takes to take something from nothing all the way to something meaningful, and then also doing that full cycle, whether it is doing the fundraising, the acquisition, you name it. So without further ado, let’s welcome our guest today, Yuval Brisker. Welcome to the show.
Yuval Brisker: Thank you. How are you?
Alejandro: Very well, and what I want to do here is a little bit of a walk through memory land, Yuval. In your case, born and raised in Israel, but, obviously, they had a blend there of trouble because your father was a diplomat. Tell us about life growing up.
Yuval Brisker: I’m a multiculturalist. That’s for sure. I ended up having a life in two different countries, Israel and the United States. It was before there was a lot of exchange between the two countries. I got here as a child, and became very Americanized, and then felt very at home here. But I also had a strong affinity to the country I was born in. So I’ve always had this kind of split personality. There’s an Israeli side of me, and there’s an American side of me, and they cohabitate pretty well, especially since the two countries are close, and also the two cultures are pretty close, an immigrant culture, a very ambitious culture of entrepreneurial activity and entrepreneurship. As we say in Israel, we’re a Startup Nation, so it was in my blood, and the feeling of exploration and discovery has been a part of who I’ve been from the day that my parents started traveling and taking me to new places and exposing me to the world. I have that desire to discover and go to new places, and that’s both geographically, but also from a business and career point of view, and I’m really ingrained in it.
Alejandro: I think that also brings a different world view because new people and new places, to a certain degree that allows you to be more comfortable with uncertainty, and I’m sure that has served you well, especially throughout the years of yours being an entrepreneur. Would you say that’s accurate?
Yuval Brisker: 100%. I think that when you experience movement as a child, there is a certain instability of going from place to place, especially when you’re in elementary school or even in middle school or high school, which I experienced a few very serious moves in my early life. I think that gets you to a place where you realize there is no such thing as steady and stable. There is a lot of change, and you need to deal with it and you’re open to it. You learn that’s a fundamental part of your life, which is instability and change. I think that knowing how to address a certain level of, as you say, the unknown is something that I got as a child, and it’s worked for me very well, apart from the fact that I also learned English as a child and to speak English like an American. Even though I wasn’t born here, I sound like I was born here. People always say, “How come you’re an Israeli and have no accent at all?” That also actually opens your mind in a certain way. By being bilingual from a very early age, you adapt to thinking in different ways and structures and being open to a whole host of different things that maybe a lot of other people are not as open to, whether they’re people, places, culture, race, or any one of these. First, you experience it yourself. When you come as a child to a foreign place, and you’re a foreigner and an outsider. So you learn how to operate as an outsider and as somebody who is not necessarily part of a mainstream. It really changes your view. For me, it created a world view of openness and global, a view of the globe as one thing. I have no trepidation and no fear about travel or working in different cultures or coming to places where I don’t know people or I don’t know the language of the place. It’s just very natural.
Alejandro: But I think that being in the U.S., it really felt like home for you because you went back to Israel to be part of the army. In this case, it was the Air Force, and you came back to study architecture. So, why did you come back?
Yuval Brisker: I grew up here, and I was very connected to the place. My father went to school here, too, so I was imbued with this kind of passionate love for the United States and had a deep understanding of its uniqueness in relation to other places where I had lived in the world. I was attached to the place. I still see it as an amazing place, a unique country, even with its difficulties, even the way it deals with its skills and problems. It is very externalized and well-debated. It’s a debating society, in a sense, and I really like that. I like the idea that, ultimately, there was an extreme openness here. Even though there are parts of society that are very closed, there are also parts of society that are very open. The general sense of the United States is still a country of discovery and exploration, and a lot of openness to the new, and no fear. It’s a land where there is very little fear, and that’s because of the way that country has evolved through the years from its founding all the way to today. It’s always been about pushing, pushing, pushing the boundaries, and it’s pushed the world. It’s pushed the whole world along with it. I was fascinated by that as a child. Then when I was an adult, I said I really wanted to spend part of my life here and understand what it’s like to succeed here. Success here is the ultimate success. Everybody wants to succeed here.
Alejandro: The American Dream, of course.
Yuval Brisker: Right. You may be from another place. You may succeed somewhere else, but until you succeed here, it’s like the classic New York, New York. Until you make it there, if you can make it there, you can make it anywhere. That’s what drew me back.
Alejandro: 100%. So in your case, you came back to do your studies around architecture. Then you joined this firm to develop yourself as an architect, but you realized that perhaps it was better for you to go in a different direction and launch your own business. This first business was VIA, and it didn’t go as you had anticipated, but as they say: every time, you either succeed, or you learn. So, with VIA, which was a pivotal moment, your first baby, what did you learn out of that experience?
Yuval Brisker: I think the first thing, VIA was really a place where I was emerging from a solid salary place of work and beginning to fend for yourself, getting work for yourself, getting jobs, understanding how to build a company and how to build a business at a small scale. But my biggest learning there was that I could fend for myself. I didn’t need to care about getting a salary like the way my father was on a salary his whole life, and that was a limitation in many ways. I think the idea that you needed to have a long-term career, job, I learned very quickly inside the architectural world that it’s really very, very exposed to the ups and downs of the economy. We used to say in architecture: when there’s an economic downturn, the first thing that goes is building, and the last thing that comes back is building. So there was a lot of instability in that world. I learned that there are no guarantees in finding a place to work, so if there are no guarantees, why don’t I go out and do it myself. If there are always risks involved in a place of work, then why don’t I take the risk and build something of my own. So I started with VIA, which was a natural place for me to go because it was something I was doing at my architectural firm, VIA. I was working on computer-generated imagery, three-dimensional walkthroughs, and animations. I felt that would be something that would be marketable, and people would like it, but I learned quickly that it wasn’t a mass-market kind of opportunity. I had a partner at that time. We had to actually build every single model and every building that we were showing in the three-dimensional model. We had to actually build it. So it ended up being almost like building buildings, and I decided, “I don’t want to sell one thing. I want to build it once and sell it a million times.” So that was the biggest learning. The biggest learning was that if I really wanted to succeed economically in a major way, I’d have to build a mass-market product and build it once and sell it a million times. That was, to me, software at that time, so I moved into software and the designing. That was the time that the internet was blowing up, and it was around the dot-com era. It was very clear that the future of business, society, culture, economics was to be in technology and particularly on the internet. That was very clear to me, by the way. So I decided I wanted to join the revolution.
Alejandro: Yeah. At that point, you received a call from a friend of yours with the idea of you joining MaxBill. I think what MaxBill gave you was the possibility of meeting who became your cofounder. But I’m sure that the experience at MaxBill was great. But as you said, this definitely was during the dot-com, and you both ended up out of a job. How was that experience of all of a sudden, thinking, “What are we doing now,” and how did you come up with the initiative or the idea of, “Maybe you and I go together, and we build this company that we can do together called TOA.”
Yuval Brisker: Everything is a process. When you look back from the vantage point of 15 or 20 years later, everything seems very condensed and logical. When we look back, everything seems like the events that followed would make sense and be logical. But at that time, it was the dot-com crash in 2000, 2001, and right after that, 9/11. Suddenly, there was a real sense of instability and turbulence in the world. The first six months after those events happened, it was just getting stabilized and getting a sense of some renewed sense of purpose in the world. Then there was a period of time where we thought to ourselves, “We really want to work together, and if everyone else can do it, why can’t we?” That’s the biggest thing. We said to ourselves, “Look at all these companies. Look at all this economic activity. It’s all done by people taking initiative, taking risks, and going out and doing it—things that even look like they’re almost facts of life in your life, like big companies, big brands. At some point, somebody started those companies. At some point, somebody took a risk and started Walmart. Somebody took a risk and started JPMorgan Chase. There was a moment where there was a brand that established in such a foundation in everyday life. There was sometimes a moment where somebody said, “I’m going to take a chance; I’m going to do this.” So we kept on asking ourselves, “Why can’t that be us? We need to do it on our own.” That’s the beginning. And then it was about finding the right thing to focus our efforts on. I was always about things. Everyday problems bothered me. I used to say if I experience the same problem three times, and it’s the same one, and it brings up the same response in me, then there’s a company there. There’s a potential company to solve the problem because if I’m experiencing it more than once, then a lot of other people are also experiencing it. At that moment, that was like my partner-to-be called me up and said, “Oh, my father-in-law came back from the doctor, and he said, “Why is it that every time I go to the doctor, the doctor is running late, and they can’t call me and tell me he’s running half an hour behind?” My partner said, “Why don’t we design a piece of our software that will let people know if the doctor is running late?” I thought about it, and I said to myself, “I don’t really want to sell to doctors. I don’t want to sell to the medical industry. It’s too complicated, and it’s quite conservative. But then I was walking down the street in New York, and I saw a Time Warner cable truck, and I thought to myself. Wait a second. Maybe it’s not when you go to the doctor, it’s when the doctor comes to you, and the doctor happens to be like a cable doctor, or a washing machine doctor, or a delivery doctor. You’re sitting at home all day waiting for that guy to arrive. At the time, people were waiting whole hours for the cable guy to show up. So I thought, “There’s an opportunity. Try and solve the cable guy problem. Find a way to predict when an appointment would happen so that people don’t have to sit all day. If the technician is running late, there can be a way of notifying them. Things that look normal to us today, of course, were not then, and these solutions didn’t exist, like notifying you via text or stuff like that. It was completely not part of the day-to-day. I came back to my partner, and I said to Tommy, “What about this? What about developing something that would allow people to not have to sit at home all day and wait for the cable guy by giving them information about when to expect the appointment?” So we started a company called ETA Direct, which was Expected Time of Arrival Direct to you. We began to build. We had talked a lot about technology and where technology was going and the web and how the web was going to become a much more integral part of enterprise software because we were selling enterprise software that was still client-server-based.
Alejandro: How were you guys making money there, Yuval, for the people that are listening to understand the business model.
Yuval Brisker: Basically, we ended up building a full end-to-end solution for managing the field service workforce and started selling it to large companies, cable companies, particularly, starting out with cable, but ending up selling it to telecoms and appliance manufacturers and Home Depot-type companies, etc. But we were selling enterprise software, selling licenses. It wasn’t really a license per se. It was a subscription fee, just like we’re used to paying for today for almost anything that we buy, especially in technology. We’re buying subscriptions. No one buys enterprise software anymore today with a license. People buy monthly subscriptions, or an annual subscription, or a three-year subscription, but that was a brand-new model at that time, and we had to invent it as we went along. We took a lot of inspiration from Salesforce. Salesforce was the new entrance into the market, completely redefining what enterprise software was about, but doing it on a small scale to small and medium-sized businesses at that time. We immediately went to large businesses and started trying to sell cloud-based solutions, SaaS solutions, to the largest companies of their time. That was how we got paid. The biggest challenge, at the time, was to convince large businesses to not have software in their own data centers, and not have their IT manage their software, but actually give it to a third party, and even if it was mission-critical software like we were providing to entrust that to trust us. So building trust, building credibility, building long-term relationships was really what we started learning how to do, and when it came to this kind of subscription-based long-term relationships, it was integral to every day. You were that part of the company that was delivering this technology. Our technology was incredibly unique at the time because, first, it was completely cloud-based. Secondly, it had no apps on any devices. It was all web-based. Thirdly, it was using some very early ideas around machine learning because the software actually learned how the people worked in the field and used that to plan and schedule the day for the field service employees. So we were breaking ground on a lot of different things, and we did it quite successfully. As a result of that company, we grew rapidly and internationally. So back to your early question about how did moving as a child contribute to my success? It made me completely fearless in going out and doing business concurrently, not just in the United States but all around the world.
Alejandro: That’s amazing. Talking about all around the world because you ended up rebranding to TOA, and that actually happened in Spain.
Yuval Brisker: Yeah, in your home country.
Alejandro: Definitely, ETA was not the labeling that you would want to have on any company at that time.
Yuval Brisker: Some people might not know that ETA was the Basque terrorist organization that wanted to break free from Spain.
Alejandro: Hundreds of killings.
Yuval Brisker: It was quite active in the 2000s, and the first real international show I went to was a cable show in Barcelona. It was scheduled for early April 2004, and our branding was all ETA Direct, which was the name of the company and the name of the product. Then there was a big bombing in the mainframe station in Madrid where a lot of people got killed, and the first suspect was ETA.
Yuval Brisker: I’m looking at the material, and I’m thinking to myself, “Oh my gosh. I’m going to have to stand in front of a sign that says ETA Direct. It was like standing at a show in New York with a sign that says Al-Qaida Direct. So we quickly rebranded the company and changed the name to TOA, Time of Arrival Technologies. Within two weeks, we had to rebrand, rethink, redo everything that had to do with the company’s literature and material and the booth we had, and we did it. I went to the show, and that’s where I met my first customer, and it happened to be a Spanish cable company called ONO.
Alejandro: That’s amazing. What a small world that one of the cofounders is an uncle of mine.
Yuval Brisker: Right.
Alejandro: So, unbelievable.
Yuval Brisker: So we’re connected, apparently, somehow.
Alejandro: That’s incredible. In this case, this was an amazing journey. You built it to hundreds of employees, close to 700 or 800. I’m wondering here, how did you guys go about capitalizing the business as well?
Yuval Brisker: The first thing, we bootstrapped the first rounds. The first money came from our own pockets. I’d like to say I took out everything I had in my bank account, and I was going to school at the time at NYU, and I took some student loans out as well. We put that into the company. My partner took a second mortgage on his house. But I was the first founding, I would say seed capital was done through that and a combination of friends and family. Then from there, we started raising money from Tier 1 of VCs. Our first investor was Draper. It was DFJ. That’s through one of their affiliate funds. I’m based in Cleveland, Ohio, so it was a Mid-Western fund. After that, we grew, and we grew quickly. The interesting thing about it was we were signing. For a small company, we were signing big deals where the average revenue per year per deal was over a million dollars a year, and we were still pretty small, so that was attracting a lot of capital. People were in this new model of recurring revenue, and how do you value companies that have recurring revenue rather than companies that are buying and selling licenses for software. As we closed more contracts with more cable companies, both in the United States and in Europe, those were our first two target markets, then the investors started coming and became interested in this model. It wasn’t the predominant model at the time for buying enterprise software. It was new, but there were a few very switched-on people, as always, and so those people ended up investing in a company. I spent a lot of time raising money. I would say the predominance of my time during that time was going out and personally selling to customers, and at the same time, personally going out and selling to investors, so I was on the road all the time.
Alejandro: What was the total amount raised prior to the acquisition?
Yuval Brisker: Over or about $105 million. Today, it sounds like not that much because there’s so much money flying around, but in those days, it was a huge amount of money.
Alejandro: Oh, yeah. And in this case, the outcome was very positive. TechCrunch actually reported that the company was acquired for $500 million. What I want to ask you here is, how was that acquisition by Oracle? Can you tell us how it all came about and what was the process like?
Yuval Brisker: When you’re doing something at that level and selling to enterprises as big as we were selling to around the world, then you start attracting attention from competitors and/or enterprise software companies that are selling to those same companies. I think we kept on running into Oracle and other companies, Oracle, SAP, and Salesforce. We kept on running into them in many different places. We were making a lot of noise. We were taking those customers away from those companies because we had the most advanced software in the space. We were covered by Gartner as a leader in the space—the leader at the time. So we went from obscurity, two guys in a garage in Cleveland, Ohio, which is not a tech hub—and, by the way, that’s another story like, why Cleveland? Why a software company starts off in Cleveland, but the reality was that as we kept bumping into them, they got more and more interested in what we were doing, and at some point, we started talking about partnership and filling in the gaps that they have in their portfolio. They had a number of companies that were doing similar things to us, but older technology, and definitely not cloud-based. So between the success we had in selling to customers, large ones, and closing big deals, and raising money both local money but also mostly now from the coasts. Between that and running into them in all sorts of sales situations, taking deals away from them, and also seeing them in conferences, I think it really brought us up on the radar, and at some point, they came to us and said, “Do you want a partner?” We were like, “Sure. Let’s do it.” It turned out that their idea of partnership was acquiring us.
Alejandro: I love it.
Yuval Brisker: So they did that. We went out to California, and they immediately told us, “We’re interested in the company.”
Alejandro: And you stayed there for a few years doing what they call the vesting and resting. I’m not sure how much resting but definitely vesting.
Yuval Brisker: Not resting.
Alejandro: In your case, after that, as they say, Once an entrepreneur, always an entrepreneur. So you got started with your next baby that was called Mezu at the time. Can you tell us about how you thought about this company and what was that triggering event where you said, “Now is the time”?
Yuval Brisker: My friends used to call me the Stickler because I always find things that really bother me, like, this doesn’t work; that doesn’t work, and there’s got to be a solution to this problem. One of the things that kept bothering me as I was traveling was that I kept on finding myself without cash in my pocket. In situations where in tipping situations or in street market situations where I didn’t have cash, and they were only taking cash, so you’re running to the ATM and looking for one, and trying to figure out where exactly you’re going to get cash. I decided there should be an app for that. It was like, there’s an app for that period in our life, and I said, “There’s going to be an app that allows people to give and get money just like they would with cash, meaning without having to exchange personal information, without having the person you’re giving to having to give you their phone number and their email address. That didn’t exist, so I felt like this was an opportunity to do something that was both global that would allow people to exchange money without having to exchange any personal information. So the whole idea of privacy came out, and how do people exchange money privately today and not use crypto? One of my employees from TOA and I decided that we wanted to solve that problem on a global basis. We were both globalists. He’s Portuguese; I’m, obviously, American. We decided, “Let’s build an app that will work globally, not just in the United States, not just in Europe, not just in Latin America, but everywhere you go, it will be cross-currency, and they allow people to give each other money and pay each other without having to do anything in the realm of personal and personally-identifying information. So we started that venture in January of ’17 and worked over 18 months to get the application live. But by the time we got it live, the payment market had moved on. Then [30:43] was established. When we started, it wasn’t as established. It wasn’t a [30:50].
Yuval Brisker: But by the time we got the application live because it’s so difficult to get a financial service application live—get it to regulators, get it accepted by the banks, get accepted by all the different players in the financial services space that need to support your ability to move money from one person to another. By the time we got it live, the market had moved on, so we were financing and swimming against the stream, in a sense, and we spent about a year and a half trying to market the application. At some point, we decided that our technology could be built. The foundation of the technology that we built to support our own app was much more valuable than the app itself. So instead of selling to the consumer market, we decided to pivot to rebrand and restart the company with the same people and the same technology, but sell it to companies instead and provide it to companies who wanted to provide financial services to their customers. It was a very simple switch, but, obviously, very dramatic because we went from trying to break into the consumer market to deciding to go back to our roots, which was enterprise sales, B2B sales, understanding and selling to large companies, large brands, delivering, maintaining those relationships, and cultivating the long-term value that we bring to those companies. That’s what would happen. Three years in, we decided, “This isn’t going anywhere. It was a very tough decision, you know. Once you created something that’s very successful, like we did with TOA, accepting that the next thing you did was not successful is very difficult.
Alejandro: I hear you.
Yuval Brisker: Like failing after success—not so simple because your expectation is that you’ve got the golden touch. Whatever you do is going to succeed, and then you realize, “Well, maybe not. Now what?” It’s a very big professional, psychological, emotional struggle that you have when, especially in my position where I had a huge success as an entrepreneur, building an international company, and like you said, employees around the world, and then selling it for a substantial sum to The enterprise company in the world, and then integrating it successfully in the company. It was an all-around success but through a lot of hardship. I’m not saying that building success is easy. It’s not. There are always difficulties; there are always challenges; there are always hard moments along the way, but once you are successful, you feel like, “Okay, it could be hard, but I’m going to be successful.” But suddenly, you’re doing something that it doesn’t matter how hard you try. It doesn’t matter how much of your knowledge and experience you’re bringing into it; it doesn’t go anywhere. Not because of you but because of the market or the conditions you’re operating in and coming to that realization and making the switch, and now making that switch and making it successfully again is a huge feeling of satisfaction and redemption because you go from a place of difficulty to a place of success again. So you feel like everything you’ve done was worth it.
Alejandro: In this case, during the pivot to what became Alviere, tell us about that journey and what ended up being the business model of Alviere?
Yuval Brisker: I think the interesting thing about Alviere is that we’re actually partnering with customers by bringing our technology to main brand companies. We already have some customers. We’ve been Alviere for about a year. In this year, we’ve gone from zero customers to having a few very large customers. They’re not announced yet, so I can’t talk about them, but once they’re announced, you’ll see that the impact of what we’re trying to do is incredibly big. What Alviere is actually doing is providing a financial services technology platform that enables any brand, whether it’s United Airlines or MacDonald’s or Burger King or AT&T or you name it, to actually start providing bank accounts, debit cards, money transfers, wire transfers, currency exchange, all the different things that banks actually provide, but to do it to their customers. You suddenly will be able to have a United Airlines Bank or an American Airlines Bank that will actually provide banking services to their customers, and they can do that all very easily because all they need to do is just plug into our system, and our system is a turnkey, one-stop-shop solution for providing financial services. So we really partnered with our customers. We don’t actually sell the software per se. We partner with our customers, and we split the transactional revenue that comes from every transaction that people do with financial products. How do banks survive? Banks survive because they get interest, and they take fees. That’s it. They have deposits, and for those deposits, they get fees for money that comes in and out of the bank. With those deposits, they do lending, and that’s the basic economic structure of a bank. We can provide those capabilities of a bank to any company. So, essentially, any company can be a bank or a provider of financial services and benefit from the same economic drivers that banks do: fees, interest rates, fees for moving money abroad, and so on and so forth. What we do right now is we don’t sell the solution. We partner with our customers to bring on as many customers onto the platform and then split the fees between us. That way, we help our partner customers to increase revenue, increase retention, and all the different things.
Alejandro: It sounds capital intensive, which is a good thing, as well, because it creates defense ability. But in this case, you guys have raised quite a bit of money? How much money have you guys raised?
Yuval Brisker: We’ve raised $70 million. We just announced it a week ago to support our growth. This is in the first year. Mezu kind of shut down, but the same people and same technology turned and literally pivoted around. I’m very proud to say, not only did we not lose anybody, we continued to hire people as we pivoted. So, for this new entity, Alviere, we just raised $70 million. Our intention is to use that to expand in the market to grow our market share, to grow our global geographic footprint, so our intention is to go back. So I’m doing something that’s quite familiar to me, which is taking enterprise software and then selling it in multiple geographies, so our goal is to go to Latin America and to go to Europe, and that’s what we’re doing with the money that we just raised.
Alejandro: The global mindset. I love it.
Yuval Brisker: Completely.
Alejandro: One of the questions that I typically ask, and this is going to be my last question here for today, Yuval, but the question is, imagine I was able to take you into a time machine, and I bring you back in time with all this knowledge, all these successes, all the lessons learned, all the failures, whatever you want to call that, but all of that knowledge, going back in time to that moment where you were thinking about giving up your job as an architect and going at it and building your first company. If you could go back in time right before you gave that notice, and you were able to sit that younger Yuval down and share one piece of advice before launching a business, what would that be and why, given what you know now?
Yuval Brisker: It’s going to sound a little cliché, but I would say confidence, no fear, and never give up. Just keep on going for it. The “never give up” is the—I think those two things: don’t let fear be a motivator in any decision you’re going to make. Just think about the possibility, the opportunity, and the fact that you only have one life to live; you might as well do it the best way you can. To different people, that’s different things. I don’t judge. There’s no judgment involved. I think that for myself, going back to that young man, I would say, “No fear. No fear. It’s all good. Do what you believe. Go for it, and don’t give up. No matter what you encounter, just keep on going with it, and I think that energy, that energy of motivation and steadfastness, is very powerful. It’s very hard to replace that energy with anything else. If you have it inside of you, then you should do it, and success will come.
Alejandro: That’s incredible. For the people that are listening, what is the best way for them to reach out and say hi, Yuval?
Yuval Brisker: On LinkedIn. I’m YuvalB, and that’s a great way for people to reach out to me, and I respond.
Alejandro: Amazing. Yuval, thank you so, so much for being on the DealMakers show today.
Yuval Brisker: Thank you so much, Alejandro.
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