The Needle Movers
Niche to meet you
Have we been underestimating the sheer force of niche marketing all along? Join us as we confess our early entrepreneurial missteps and share the powerful lessons learned on honing in on a specific audience. It's a tale of transformation that saw us evolve from trying to please everyone to mastering the art of addressing the exact needs of a distinct group. We dissect the surprising discovery that a focused approach not only cultivates a loyal community but can also be more profitable than a broad appeal. Our candid exchange, complete with guest insights, unveils the strategic shift from our younger, know-it-all selves to the humbler, ever-learning business minds we are today.
Embark on the journey of our podcast's metamorphosis, bearing witness to how we refined our initially broad educational content down to a specialized, career-oriented theme. We lay bare the process of balancing detailed planning with the necessary agility to snatch up emerging opportunities – a delicate dance we initially miscalculated. As we share anecdotes of our Charles Young days, the pivotal changes in our strategy, and our newfound emphasis on branding and marketing, we invite you to glean from our hard-earned wisdom. This episode isn't just a walkthrough of our growth; it's a treasure map for anyone eager to carve out their niche in the bustling marketplace of ideas.
Check us out and send us a message on our instagram, Tik Tok and Youtube platforms @the.needle.movers
www.theneedlemovers.xyz
Have we been underestimating the sheer force of niche marketing all along? Join us as we confess our early entrepreneurial missteps and share the powerful lessons learned on honing in on a specific audience. It's a tale of transformation that saw us evolve from trying to please everyone to mastering the art of addressing the exact needs of a distinct group. We dissect the surprising discovery that a focused approach not only cultivates a loyal community but can also be more profitable than a broad appeal. Our candid exchange, complete with guest insights, unveils the strategic shift from our younger, know-it-all selves to the humbler, ever-learning business minds we are today.
Embark on the journey of our podcast's metamorphosis, bearing witness to how we refined our initially broad educational content down to a specialized, career-oriented theme. We lay bare the process of balancing detailed planning with the necessary agility to snatch up emerging opportunities – a delicate dance we initially miscalculated. As we share anecdotes of our Charles Young days, the pivotal changes in our strategy, and our newfound emphasis on branding and marketing, we invite you to glean from our hard-earned wisdom. This episode isn't just a walkthrough of our growth; it's a treasure map for anyone eager to carve out their niche in the bustling marketplace of ideas.
Check us out and send us a message on our instagram, Tik Tok and Youtube platforms @the.needle.movers
www.theneedlemovers.xyz
I'll be honest, right. So I think niches and we can start rolling, I don't care. Yeah, it's the one thing that we sucked at. We probably had, like, a great idea back in 2013 or however many years ago it was. I think it was right. Yeah, but we did not understand the power of niches. And if we had understood it and understood that we didn't have to care for everyone, but we just had to care for the handful of people, then we would have built a community of people that would have raved about us, that would have given us great review and would have referred us, and that was way more powerful than trying to encompass everyone under Dunebrella.
Speaker 2:I think when we like recently we discussed niches and I'm by that I mean in the last six months and when we discussed niches now we're like how deep do we want to go? Like how specific, which is hilariously the opposite of what we did back then, which was we just said young graduates and kind of cut it there. We didn't even like it felt like we didn't even really begin to try to address a niche, if that makes sense. We didn't consider what niche meant.
Speaker 1:Can I be honest? I think we did even worse than that. I think we said oh, you know, we are graduate engineers, we know the graduate assessment centers. What we're going to do is we're going to go one step beyond and we probably can also cover anyone that studied finance, anyone that studied economics, because you know, the tests are roughly the same and we actively tried to cover everyone under the sun and we actually purposefully went away from a niche generalized direction.
Speaker 2:I could see that Like, basically everything sounded to us like money on the table right. So we were just like, hey, no, no, no, pull them in, they could do it too. Never seen what they did. Which is funny because I know in like a few weeks episode we mentioned about how much diligence and research we did just to like, or the lack of really just to, I'd say, held ourselves over, feel busy, like what did I call it Proactive laziness or something like that, proactive inactivity. But in this case it was just like, yeah, just anti-niche is kind of the way I get that, because yeah, but we did. It was like we could have put words to it. I guess, say student X, Y and Z, but we were just like everyone. Why are we going to limit, kick them out Everyone? Oh no, but this would just leave out other people. Engineers, they were engineering, but what about the other people? Science might be key, and then it was just well, the umbrella fit too many people and I've never seen that big an umbrella before. Even kind of pays a limit.
Speaker 1:I guess, and it's super counterintuitive in a way, because you, I mean, when you launch a product or you think about product, you start thinking, okay, who does this appeal to? You almost think the more people you appeal to, the better. It is right, because if you appeal to more people, it means that you're printing money. But what you don't think about is that when you appeal to many, many, many people, you resonate less and less and less with people. So that means that to resonate with the economics and finance kind of student, to resonate with the engineers, to resonate with I don't know, biology students, whatever, it means that you are moving more and more away from resolving a specific pain point and you're becoming more and more general. Yes, we're solving the issue of how you pass an assessment center. That's great, but you're not addressing the key pain point that perhaps could be around an engineering student, which is engineering students are too busy to actually start thinking about applying for jobs and getting ready for those assessment centers. Engineering students have got a pain point of. Perhaps this hill has been too specialized around solving science issues as opposed to reading across the science issues onto being able to convert currency and not being able to resonate with those specific pain points, and doing the education piece has actually made us utterly useless and redundant in a way, because we're not actually solving anybody's point right.
Speaker 2:Yeah, it's weird because it's not out of not trying to help. It's trying to over help, like know your limitations. So we were like no, this could help so many people, why do we want to eliminate it from anyone whilst, at the same time, you're not really helping anyone because you managed to not really give them the, I guess, the transparency on this, this is how it will help you. It's like no, this is all help, a artificial, all everything, all encompassing thing. This is the God, god effect that's going to fix everything regardless. And it's weird because it the way I found it, at least from my experience, was that it was like a limiting factor in terms of I won't go into this depth, or because I'll be too niche, or I'll know I'll be too like specific, but therefore I am so broad, I'm not really fixed on anyone, and so, yeah, it's like you're trying to. Yeah, for me it was trying to. Now, thanks, hate it too much. And so back then, though, I could clearly see in my head how it worked, where it was like no, no, no, if we do this, we're gonna really just keep it. Keep it, keep it like an exclusive thing, which is funny enough, something that we really could have done Like it's a very exclusive club specifically for this one, and then over time you could take time to branch out into more and more but give them their own tailoring, which would be probably way more beneficial than the way a product which was one size fits all, like shoes that don't exist, but socks we really wanted to be a sock on there when what we were selling was a shoe. I guess in metaphor and I think that had a as you can tell from the fact we're talking about it 10 years down the line negative impact on where we went with it, right?
Speaker 1:Yeah, and I think retrospectively right, like if I were to give myself advice 10 years ago. I will probably tell younger self look, concentrate on the most low hanging fruit in terms of opportunity and niche down to solve one specific issue. So if I were to go back in time, the one thing I would do is probably concentrate in something that we are good at, expert in. That would be engineering jobs of people that have studied mechanical engineering type disciplines. I will concentrate on things where we are solving a specific pain point. So a low hanging fruit that would have been hey, you're an international student. You've already spent 40 grand worth of tuition fees probably even more nowadays. You definitely wanna find a job. You definitely wanna make sure that you make the most out of your degree. Let us help you secure that job. If they spent 40 grand on a job, spending two 300 pounds to get a job probably would have been a bargain by comparison. And I would have concentrated on resolving maybe one or two specific issue of the assessment center, whether that is the group activity or whether that is the HL. Really narrow it down on what is the 20% that causes 80% of the success when it comes to an assessment center, because then we would have been really tailored around hey, we're solving those issues, we're helping you get a job, we're resolving this particular pain point, and it would have been so much easier to appeal to that specific group. So much so then then, if they were successful and they were going to be then we could have had them review us, place the reviews as social proof. We could have then opened up the market onto more engineers and then eventually, once you hit all the engineers, then you could open up the market to everyone else. But you start small and then you widen up that market more and more.
Speaker 2:That makes annoying sense, because Quick build a foundation. Yeah, because it does. Though, and I can. When you said, oh, start with two, start with maybe numerical and verbal, just cut there and focus. And I was thinking of how I was back then when I've just gone through logistic and all these whatever logical and all these different type of reasonings, so the pressure in my head of that's on the table and we might not fulfill it and we're gonna off. People were so strong, but it's so true, and again it's that blocker of the and in my mind, the blocker of what did I go through there, for that's what I want to fulfill, rather than what is a good niche, what is a good customer base, what is out like needed out there. That would be still one financially beneficial to us, but two still fulfill the purpose and be required. Now, if I'm in my head and I'm, which I was at the time, and don't get twisted I can still have these thoughts because of like just being me where it's like, oh, if I just do verbal reasoning and whatever, say numerical, and then that's a premium that I personally wouldn't have afforded at the time. I'd want something that does everything, which is then discounted. Forgetting that people can just cause you can't personally Doesn't mean it's not a good business idea, it's not a good process or a good step to go towards, and even just as a starting point cause the first thing you want to do is make some profit, discounting the options or discounting the ways to get there by limiting it down and focusing in and getting something right, whilst releasing it, testing it with the two audience, making sure it's refined. Well, maybe I'll start with those two and then say, actually we can switch to a whole different one for now to kick off, but just start with that niche and see what your audience says. Because even still, by us not decided a niche, we didn't test one. So how do we find out? We tested everything and therefore we had splatters of results which you can't really read. And I'm not even going to say we really tested everything. We'll get down to those lessons, to those steps later down the line of what we did next, but still I feel like we gave ourselves no growth because we didn't really, you know, utilize these options of let's just focus in on this, see what results it brings and then find out. No, we took that option away from ourselves. Instead, it was like it's too much to on time. So yeah, I don't know, I'd give myself the same advice, except I'd say I don't know if I'd I was going to say, apply more precious and just be like make some fucking money, boy, it doesn't matter what you do.
Speaker 1:To be fair, like, actually, I wouldn't even say make some money. I would even say run the first two events for free, right? Get the social proof there, get people to write you a video testimonial that says how amazing the event was. Of course they're going to say it's amazing anyway because it's free and we provided some value and then use those testimonials, stick them on the website and then, like, do some gorilla marketing that could be, get all the addresses from different clubs and societies, or maybe use the address book that we had available at university and really I just push, push, push to get people signed up for an event and the more successful you become, the more you double your process. Maybe initially you start with 20 pounds per session, then 40 pounds per session, then 80 pounds per session, and at the beginning you can get some students to book you a conference room at a university and you can practically drive down your costs as much as possible as a consequence of that. And I think one of the big problems that we had is we were trying to do everything nice and proper. We were trying to make sure that we had the right contacts, make sure that we didn't like, get in trouble with the university make sure that we did the bookings correctly. Everything was legal. But actually we didn't know anything about that. We could have just winged it and we could have gotten like students to book for us, and we could have gotten we'll have a book for us on the session for free, just as a reward. We could have done so much that didn't require for us to be proper and we couldn't figure out how to be proper and much more later down the line.
Speaker 2:What's that thing? What's that thing? What was it? Forgiveness over permission.
Speaker 1:Or something like that. Yeah, exactly.
Speaker 2:And it's not even like it hurts much. It's very for this. It's low stakes, high reward. I think it is very true. It's weird, though, because at the same time, we're saying, where we did so much, we still didn't do much. Like it was very selective. It was like we've followed said path, ignoring said paths, or we were very into the detail, but not quite where it mattered, and so it was like it's not black and white. I'd say it's very gray, but it's like, with hindsight, very clear where the gray is in terms of if you're going to put a lot of effort in, don't get it twisted. We were very busy for no reason in some aspects, and we were very diligent. We were the exact type of people I'd give a task to, but I'd set them strict metrics and like time frames and stuff to do it in, because then they'd get it done with such diligence. They might ask a ton of questions, but I'd be like good, stop, stop, no, no, no, stop, thinking On to the next task. But back then we had, like I said, I think by us being in charge of our own path at the time meant we focused on the wrong things. We didn't give the attention where it could have been. We found we made it much more difficult for ourselves where it didn't have to be Like, okay, I understand I was going to say when we started, but we really did start at the end of like university I think it was mid exam period. No, I wouldn't change the fact that we were like let's wait a couple of days until we finish this, but we were still in very fresh, like alumni graduates, and there was so much on the table, like even in terms of the time frame of like university starting again, we didn't even section the years as when would be important to get into certain things fresh as we go something. We just was like no, and then we went like it was the industry or whatever we're trying to get into was doing this and we were doing our own thing and be like we'll tap it at some point and like seeing that after the fact is like, oh, that's very obvious, that's super obvious. Like this side, you could make the wrong decision. Any decision is fine as long as you do something with it. But we made no decision. So we had everyone as our customer and we didn't do something because in like, he said go there, just do something free. We had connections where we could have gone and presented. In the end I was presenting for a whole different company after a while, like one that hired me, so it was just. It's a pain to learn.
Speaker 1:Do you reckon that part of the issue is because we weren't able to just step back and look at a bigger picture?
Speaker 2:He triggered coding.
Speaker 1:For anyone that is not able to see this video I've said what I've said, and something like a cat popped up in front of my screen.
Speaker 2:In front of the mic like he has something to say on it. I got opinions. So when you say, repeat the question sorry.
Speaker 1:Do you reckon the part of the issue is that we were not able to step back and look at the bigger picture? What I mean by that is being able to step back and say what is really going to be moving the needle right. It's clearly not going to be getting all the processes in place or getting all the material ready and getting the website and the logo, etc. But actually what's going to be moving the needle is testing the product in the market, getting the feedback and utilizing the feedback for marketing to show our value. That's really like what it was down to right.
Speaker 2:So I agree with the fact that we didn't do that. I don't think it wasn't that we weren't able to step back, though I think we did a lot of step backs over the time, over the duration. I don't know if it was down to our limited mindset at the time. You know what I mean. If you gave us back then the opportunity to step back, I'm not convinced we would have still ended up here based on the mindset that we say now, we know now because of all the things we've learned and seen. But in that time frame, I do agree we must have felt rushed and still was slow somehow. And I do feel like we did take times where we'd be like less review, like in the end we did make most. You know, we did a lot of things to like check ourselves. I'm trying to think what was the reason? Part of the answers weren't the simple, straightforward ones, like maybe it would have been, and so I'd say partially yes, in terms of maybe if we'd given ourselves times to just be like focus in on what it should be. You know what I mean. But if you've already limited your mind frame to this is the path we're taking, this is correct. Everything that deviates is always the time. Stepping back would still leave you in that. You know what I mean. You're still framed in that box, and that's the part I'm wondering. So it's kind of yes, but also I wish I had more faith in our spent producer, like if I met us and was like, hey, just step back and think about it, and didn't mention niches or anything. I'm not sure if we'd be like that's really interesting. So what we're going to do is take time out and just focus in on what we're already focusing on Triple down. I don't know that. This is like 10 years ago, so who knows, maybe we would have.
Speaker 1:I don't know. I think part of the issue may also be and just moving on from that comment, so when you do your placement here and that's roughly the kind of experience that we had we have placed being here, maybe some part time jobs Sometimes you kind of expected to, you're given a small task, but really you are rewarded and you are praised when you don't just do the small tasks, you actually do everything else beyond it. Like they ask you to put together like some sort of a tracker and something you create like this massive Excel spreadsheet that even makes you coffee.
Speaker 2:You know, you can just put it in your own environment.
Speaker 1:Yeah, yeah, yeah, it has the color changes, it's got the e-function, et cetera, and I feel that in the corporate environment that's really rewarded. They give the small tasks to the big one and you go well beyond and people give you a pat on the back, whereas actually in the entrepreneur award it doesn't really matter what the whistles and bells are, because really what you need to figure out is whether this small thing actually does work and whether you hit the nail on the head. Everything else beyond that no one really cares about, unless that small thing actually works.
Speaker 2:That's so true. I wish, I wish we had done that, I wish we'd taken the chance to just do proof of concept, just to prove we've got we really the fact that we were at some point looking for offices.
Speaker 1:Before before oh God, please don't make me laugh, I've forgotten about that.
Speaker 2:We really wanted that mail in address. We went on so many viewings to go and see like this is where the office could be, this is where the office, just so we could work together. That was like a very big priority, higher than this, higher than finding the niche, which to me now is insane but it just felt like we were doing something. It's outrageous to me, yeah, it really felt like, and it's weird, because I think the biggest weird, the weirdest factor to me is it wasn't like if I was by myself or you were by yourself and we made these mistakes, it would make so much more sense to me. But there was multiple of us, there was three of us and we held hands as we went on our merry way down the wrong path. It's impressive and depressing at the same time. Like, wow, how did we like?
Speaker 1:tunnel vision is a real thing, a bubble is a real thing, and I guess it's okay and this is so sorry and this is an extreme example, right, but I guess this is the reason why people go for business coaches. So that you don't have the blind side and someone can actually give you the third party perspective, and the first thing you think of is all bloody hell. Business coaches are really expensive, but how much does it cost you to go down the wrong path for so many months of your life?
Speaker 2:Yeah, just lost time and I was going to bring in my family and friends into this, because when I bring up this like Charles young, we're working on, I'd get support. But it wasn't like you'd get direction. I just get questioned Are you doing this? Yeah, we're checking the perfect, we've got the business plan. We say these big words and they're like look at you making moves. High five.
Speaker 1:Yeah, you got business plan, business one buddy.
Speaker 2:Look at this man with all that paperwork. I like it, but but that's. Those people are just, for instance, they're not really the end goal, they're just like I don't know snapshots outside of it. So using that as a frame of reference to am I doing well doesn't mean shit to me, to be honest, and the really and truly it's have I done? Approval concept is the demographic or niche that I've targeted, like willing to spend money. I love that. Cody just put his face up. But yeah, is it? The niche demographic is actually receptive to what I'm offering, like these metrics that you could really measure and check and say, oh, I can I'm not a man door or Right Correct my stance based on what I'm seeing. I'm slightly distracted by this. Let me just pick this cat up real quick.
Speaker 1:Go crazy. You know that was 10 years ago. When do you think you actually learned that the riches are in the niches? That's the say, right?
Speaker 2:The riches, the riches, the reach, and the riches are in the niches. Oh, the niches Does anyone call them niches? Anyways, Wow, she missed this job. Anyways, when did I learn it? So I can't think of like one specific book that said so, I know, definitely in my EMBA and like along the way I learned, hey, this is actually very important. This is something key to consider and in a very direct way. I think actually there was a point when I was considering selling t-shirts right With friends and I don't know what, but I so I know the time when it made much importance. I was like how do they? Like I was looking into how people market their brands and through checking brand marketing, and that's when it became super transparent or clear that, hey, you think of an individual and you go into that level of detail that person who's you sell, who is who you sell to, Everything you do outside of that might attract more, but you're able to go down to that very individual level and I was like, oh, wow, Okay. So I and at that point I don't think I extrapolated it to other ventures, I was just so very focused on, oh, this is branding marketing for selling clothes, so I just focused it in there and I think with time I was like that's business, especially once I studied with my MBA and stuff, where I was like that's everything, that's beyond just t-shirts. I keep hearing the same things. But I learned it from this thing. So I think it was doing it on a separate venture where I was made aware that, oh, you're supposed to think, like we're talking to I don't know Andre or Paul right now, and that's who the niches Forget everyone else and then people who have that same wave probably exist there's like seven, eight million of us most likely and if you're doing it on a medium that niche is like able to see, that's where the marketing comes Like, oh, my customer or whomever is at university, I should go there. I should just go and speak there and they want these things. They'll resonate with this. I think that's where it became super apparent. What about you? When do you think you figured it?
Speaker 1:out. I think I learned more about it during the MBA but don't feel like I really applied it or started applying it Maybe like two thirds through the podcast, when I started seeing that perhaps some of the topics that we talked about, some of the messages we talked about, or perhaps the you know who do we talk to was very generic and I started questioning whether the message was right, whether the niche was right, whether it aligns to what we're interested in, and I started questioning all these different aspects. You know, because you know we started off with the covering books right, and that was actually quite a disinitious because it's we were targeting people that are interested in learning more by having quite got the time to do so. Yeah, you could say that perhaps they're not generic. And then we started alternating it with those let's call it like run on topic episodes, and it's not run on topic. It was still self-growth based, but away from the books. I think that that's the key part. They were away from the books. And then we pivoted again into sort of like the career element, self-growth using books, etc. And I think it almost became more and more apparent that A the niche had evolved but we didn't have like a strong following. And the second element is that we were talking from the element of experience, but actually we could be talking about sharing the journey of what we experience ourselves and perhaps working more on that side. And I think that's when I kind of clicked in my head. I was like, ah, what would be great to do is to understand who is it that we want to speak to and then work backwards from there. And I don't think I had done that exercise previously. And finally, enough, I had done it for proposals at work, but I hadn't thought about doing it for the entrepreneurial journey, which makes a lot more sense, to be fair.
Speaker 2:I think. Finally, enough, when you related to the podcast, I'm like that might have been the first time. I as well tried to apply it outside of the t-shirts. Right, I'd known it, I'd seen it in NBA, and then I didn't address it. You know what I mean. I was like, ah, that's something to use as a business and that's where extrapolating it and saying that's everything, that's for a lot more. Especially, one thing we didn't even discuss. Sorry, I'm switching angles, but one thing we didn't even discuss was the fact that I don't think that was a topic or conversation. Branding, slash marketing wasn't something that came up during the Charles Young days. Right, I think we definitely were like, how do we get this out there? But I maybe not in that, those words, I don't think we addressed it and by not doing that we left. That's why I think niches won't even be considered. With the podcast, it became very much more apparent when you're like, how do you throw it Right, how do you get out there? Oh, market, and I think the trail this one led us, which was what made us consider it. Firstly, we did it for ourselves, we did it as a recollection thing. It was very, very much just the hobby. And then it was like, oh, what do you do with it? Let's just use this as a test case and do some business things. That's why we start posting everywhere. And then, once you start taking it to that series and you're like, oh, what's required? And that's in this mindset. It's very clear. We've got MBAs on our back, we've got work experience in our favor and we're like, oh, actually you need to make sure you're targeting a nation. And we're just like, no, we have to go more details. Like how detailed. But still it was very much more apparent once you've considered all the aspects. Now don't get it twisted. We said we did a business plan. Inside of business plan is marketing, but it wasn't to like. I don't remember it and one day I promised for an episode. I will open and read and see what happens.
Speaker 1:I was just thinking about that. I can feel myself changing right now. I have not even thought about reading documents.
Speaker 2:Oh no, I've got it somewhere deep down, but yeah, I'm sure, but this is something we didn't consider at this level, so it's much more apparent now. That's something I never considered how we should do a comparison between us doing this hobby podcast versus what we did back then. We talked about naming Charles Young and I think we spent way more time deciding the name for this, but even that was relatively nothing in comparison to the longevity of it, right, and the difference and so, and then thinking of niches and stuff, when it comes to Charles Young we didn't really consider, whereas here it was like and that's where every season you'll notice the topics change and we're more refined and maybe the niche changes, but we'll address it like the start of this one was like actually people grow and that's where I think it's. At least we're much more saved right now. What we what I wish the previous version of us on myself was was more self aware when it came to these things. Like I think part of it was the I don't know if it's the ignorance or arrogance of being youthful and young, so you just think you know, like you know there's more to learn, but you know so much already. If I looked at it like a cup in my head. I'm like, oh, I'm 75% full. And it's like, dude, you're probably still like 20%. There's so much more to learn. You're maybe not even 15. And that's you got a massive hole on the bottom of the water as it's keeping. It just keeps going out. But it's because you've like done so much, like just studied for five years when it comes to a masters, and you spent the majority of your life just studying, from school, high school, for example, secondary school, college, university, whatever. And then you're like, oh, I've got all of this. I'm not knowledgeable in this thing, but that's like maybe 10%. The rest of it I know. Yeah, so I think that's the difference, because now, where I'd say we're very much self aware enough to know that things we think are fact today could not be fact tomorrow, based on, like, new news, new information. That's why we keep taking information in, that's why we say things that we wish we'd known, and maybe in the future we'll do an episode on like the episodes we've done, saying, hey, that was wild, I can't believe. I used to think that. But still is that continuous growth and I think then, even though we were still trying to grow. In some aspects, we were limited because we were like we in our brains, we were like, oh, this is correct, like you're much more confident, but it's is it like found in confidence, or is it ignorant confidence, which is weird to say after just saying like we didn't feel confident In our like imposter syndrome in terms of how can we now provide this? But it's like, hey, that's fine to feel that way, but also look into what you're doing compared to other companies. In the previous episode, you mentioned how we just seen a number of businesses for university students as university students, and then we just disregarded them all. We didn't ask any questions. We're like God, that's crazy. Anyways, here's what we're going to do and that's just yeah, it's wild. I think it's just a, it's a lesson to learn.
Speaker 1:But anyway, this brings us to the end of the episode, and probably the one message to take away is that the riches are in the niches and do not to know the niches, because otherwise they won't make you the riches 100% and, as always, I've been one of your hosts.
Speaker 2:Mark Jason joined today by our non but so co-host.
Speaker 1:If you're on cameras, you'll see Cody and as well, who is a little furry black cat and you are a cool horse. Well, you may have seen my dog, Davy, in the background.
Speaker 2:Yeah, this is friendly. I was going to call you a fairy, something else, but I'll leave it be with that. Of course, We'll keep this discussion going. What topic will we do next week?
Speaker 1:Let's tackle the topic of team and team experiences. I think it's been interesting one to go on from niches. There's a lot of synergy there, but until next time.
Speaker 2:I've been, yeah, at ease. I almost said I've been the most much. We already did this. I'm slightly confused because I have a cat in front of my face staring directly into my soul. But yeah, until next time, everybody at ease.