The following interview is a conversation we had with Alon Talmor, CEO & Founder of Ask-AI, on our podcast Category Visionaries. You can view the full episode here: $20 Million Raised to Power the Future of Enterprise AI
Brett
Welcome to Category Visionaries, the show dedicated to exploring exciting visions for the future from the founders who are on the front lines building it. In each episode, we’ll speak with a visionary Founder who’s building a new category or reimagining an existing one. We’ll learn about the problem they solve, how their technology works, and unpack their vision for the future. I’m your host, Brett Stapper, CEO of Front Lines Media. Now let’s dive right into today’s episode.
Brett
Hey everyone, and welcome back to Category Visionaries. Today we’re speaking with Alon Talmor, CEO and Founder of Ask-AI, an AI technology company that’s raised 20 million in funding. Alon, how are you?
Alon Talmor
Great, thanks for having me.
Brett
No problem. I’m super excited to have you here. And let’s go ahead and jump right in and talk to us about what you’re building there at Ask-AI.
Alon Talmor
Okay, perfect. So we’re actually building an enterprise AI platform starting from customer support that in our vision, eventually would disrupt SaaS deeply. We feel that AI would pretty much make SaaS dead and consolidate many of the SaaS solutions, including the system of record. So it’s just a little of a big opening for what we’re trying to do eventually.
Brett
And let’s talk a little bit about your previous company or one of your previous companies. I see you started a company in 2009, is that right?
Alon Talmor
Yeah, that’s true. That’s our first startup. I came out of a Israeli intelligence unit that’s well known called a 200. Got a few founders with me and founded the previous company. We were actually aggregating kind of a LinkedIn on steroids for kind of customer facing teams so that they get like a warm intro about like what is this person, what’s their hobbies, what they’re working on? And also to that. And that was pretty new in 2009 and so that was what were building back then. Eventually got sold to salesforce.com.
Brett
Yeah, some more questions about that. Let me ask about 8200. I’m sure you learned a ton of life lessons there. What was like the biggest life lesson that you learned from your time unit 8200?
Alon Talmor
Well, I don’t know if it’s a life lesson, but in 2009 data was becoming a big thing and the word big data was new. But in 8200 we already were looking into those kind of things. And so I think a little bit about what we learned there about how data and aggregation can help people bringing Data from multiple kind of silos into one point. That was a big lesson that could be extremely valuable. And now in the presence of AI, I think people realize that it can be even more valuable.
Brett
Interesting. And when we look at that exit, what was that process like for you? What did you learn from that exit to? It was Salesforce, right?
Alon Talmor
Yeah, that’s true. So were sold to kind of Salesforce as kind of the first developed dev center outside of San Francisco in 2012, and we opened kind of the Israeli office for Salesforce. I was chief data scientist there for data.com the reality is that, well, it depends, but it pretty much changes your life. It’s kind of a big psychological conversation about what that means. People tend to say, oh, that’s a big pity, changed your life. But the truth is that it makes you think about what is interesting for you to do next and what’s important. And sometimes it could be, even though that sounds strange but a bit depressing because you put your goal as kind of, I want to sell a company, I want to succeed in high tech.
Alon Talmor
If you feel that pretty much happened, sometimes you feel you have no so what’s your goal right now? And so you feel a bit empty sometimes when that happens. So I know it sounds a little bit like, okay, but that’s the reality of it. That’s where after half a year you start thinking, so what I want to do now, do I really want to work for a big company? Is just opening another startup, a goal startup that would do what? So those are the kind of things that come to mind when you sell a company.
Brett
And did you have that master plan all along that you were going to go, you know, putting your time at Salesforce and then start something new? Like, were there two parts of you battling? Like, did one part want to say, like maybe just, you know, at Salesforce now? Like, what was going on inside your brain there?
Alon Talmor
Well, a lot of founders probably say that I’m not a big company person and Salesforce back then was already a pretty big company. And you feel that you like to move things fast, but the reality is that you can’t really do that. And so from the beginning with, I realized I’m not going to stay for too long. I tried to make some changes to advance the Salesforce data platform, but eventually when my invested and I left and I didn’t know what I’m going to do next, the reality is I didn’t know that after I knew I probably won’t stay in Salesforce, but I didn’t know I’d open a startup. So what I actually did is I traveled the world for one year. I realized that’s fun, but also not for me.
Alon Talmor
A lot of founders need to be driven by some kind of goal, like seeing some kind of far ahead target and trying to reach it. And sometimes you don’t realize that, but after like one year of travel, you typically realize that’s what you really want. But then like all my co-founders open companies. So one of my co-founders is the CEO of a company in San Francisco called Placer AI and Naam Ben Sri. And the other two is one just sold a company called plant ki for 300 million and another one is another company called Sunguard. And so I’m really proud of them. They’re extremely successful. I think that was great. And they knew they wanted to open a new company immediately after our previous one. I actually didn’t know that.
Alon Talmor
And so I was looking for what would be kind of a bigger. Well, I tend to like big disruptional changes, like what would be a big kind of technology shift that would happen next. And I just by accident I found a postdoc coming back from Stanford that studied NLP in 2015 and he came back to lead the NLP efforts in Tel Aviv University. And he had like a seminar, first seminar I was just attending just to listen what he says. And then he said something like that. He said, there’s a professor called Michael Jordan. It’s not the same Michael Jordan. There’s really a professor in machine learning called Michael Jordan.
Alon Talmor
And he said in 2015 that there’s a problem that if an AI is able to solve a question, something like, what’s the second biggest city in the US that has a river next to it, like some complex question. If you’re able to solve that, there’s a market with billions of dollars there. And so for intrapreneur, when you hear that in the lecture, you say, whoa, that sounds really interesting. And so that’s how I decided to do a PhD with him. And we’re actually very fortunate to see this whole revolution unfolding. Like to be honest, I thought that there’s a lot of potential around generative AI. My whole thesis, like Ph.D. Was reasoning for question answering. That’s essentially what ChatGPT does. But were astounded to see this whole revolution. I did my PhD between 2016 and 2020 to see this whole revolution unfolding.
Alon Talmor
And we got kind of a few best papers with Bert. That was one of the earlier language models that Came out with something called GPT1.today. It sounds like ancient history, but there was such a model back then, by the way, Google was beating OpenAI. Bert was a better model than GPT1 and we got a best paper with them. And we knew all the people there that were working that arena. And it was so fortunate to see also people don’t appreciate that generative AI is not an invention, it’s more of a discovery. Like the fact that we can produce these models and they know to do what they do. We didn’t anticipate that. Like, were surprised the same way as everyone is surprised, the scientists. So that’s why I say fortunate, because it’s more of a discovery than an invention.
Brett
Yeah. So what was going on inside your mind in November 2022? ChatGPT gets, you know, unleashed the consumer world, like, as you saw that happening in your mind, like, holy crap, this is huge. Or was it more subtle? And it was just, you know, another big announcement, like what was going on inside your mind, you know, during that time period when it was being released.
Alon Talmor
Yeah. So the reality is that we started Ask-AI in 2020. Once I finished my PhD, we already realized that something big is going to happen industry, not just in academia. I think a few early generative AI companies, like OpenAI itself, realized that, and we just didn’t realize how huge it’s going to be. The one thing, like I published my thesis online and the last thing I say there is that if we can get a lot of crowdsourcing in the last page, then we can really create a great model. But then you need a lot of funding to do that. I wasn’t partnering with Microsoft or something like that, but we did realize that this is what potentially you can get out of. It wasn’t surprising that ChatGPT was such a strong model.
Alon Talmor
What was surprising was the acceptance, like the amount of hype and how much people were talking about it, because from people that were in the realm of what’s happening, it seemed like a continuation of what was happening before. It doesn’t seem like a huge leap. Right. But for people that had never seen this before, it suddenly seemed like a huge leap forward. Right. And so that’s what was surprising for us, the acceptance and the hype that it created. But we saw it as like a good thing because this creates a market eventually. And so were selling enter like knowledge for support. We were bringing like this kind of enterprise search for support, bringing all the support kind of knowledge silos into one place and providing Kind of derivative answers. That’s how we started our company.
Alon Talmor
And when ChatGPT came out, suddenly demand for these kind of products skyrocketed. So for us, it was like actually an exciting moment that it came out. You know, what I’ve seen from a.
Brett
Lot of other founders is that demand skyrockets, but at the same time, competition skyrockets as well. And there’s a lot more noise. There’s a lot more competition. What are you doing to rise above all that noise? And what have you been doing or what have you done to rise above all that noise and really stand out?
Alon Talmor
Yeah, it’s not easy to be honest, by the way. It would get worse because it’s not like now people are focused on kind of the new types of products like enterprise search with AI agents and workflows with AI, like these kind of productivity products. But what we anticipate is that AI would disrupt the whole SaaS industry to a point that all you would have is an AI assistant and maybe your communication device like the one you’re using right now, and maybe a canvas, and that’s it. So it would consolidate most of the SaaS solutions. So that means that everyone will become a competitor. Everyone would compete on, you know, the user themselves. So I’m saying I’m anticipating this would get worse. And so it’s hard. There’s no easy way to go about this.
Alon Talmor
Your go to market motion should involve a lot of marketing, very good marketing partnerships. If you’re early, you want to utilize investors as well to introduce you to kind of these early accounts. One thing you learn the hard way is that even though you have marketing that in the beginning would not like bring your first accounts, you need to go and physically meet them and sell to them like the old school for them to pay attention to what you’re saying. If you want kind of a few early enterprise accounts. And it’s almost like that with every market. So we started with kind of the Israeli tech market. Companies like Monday.com, hibob, I don’t know. And then some that are half like own backup, rapid seven sneak, like these are the companies here in Boston as well.
Alon Talmor
And you start by like trying to grab the people there face to face. You need your like first 10, depending on your market, right? First 10 to 20 customers to be really grabbing them face to face. And then if your product is good enough, then they would help you bring the other customers. And so with B2B, that’s how it always starts. Like, I don’t think it starts by you putting a product out there and just sells like plg that worked for Monday. But it’s hard to make that work. You don’t just start marketing and everyone buys it because there’s so much noise. My advice is to go for the personal kind of sales, like grab the executive, get the connection, get the introduction, go to Face meeting and really try to sell the product, you know.
Brett
You had mentioned investors there.
Alon Talmor
Yeah.
Brett
My understanding of investors from a lot of founders I speak to is they don’t add a lot of value. They send a lot of the emails of, you know, let me know how, but they don’t actually add value. Despite the fact that they talk a lot about adding value. How do you find investors that actually do add value?
Alon Talmor
It’s true, they don’t add a lot of value. So it depends on your investor strategy. What we did, so our seed round is 2021 and then 2022 hit and we all know the market was not great, right? And that was before AI became a bigger thing. So we thought that’s not great. The market is not in a great shape and the AI is not a thing yet. And so what we did is kind of did a safe round with many smaller investors like that typically do pre seed and every one of them put like 200k, 300k and we took about 20 of them. It’s a lot of work for the Founder because you need to have a lot of these conversations. But then you see power of having a lot of investors. You have like 20 of them. One of them is GTM Fund.
Alon Talmor
So they have a big network. So if you want them to bring value, the best way to go about that, if that makes sense for you, right, to create kind of a safe round in which you can get a lot of them on board for not a lot of investment, but they have some stake and then they can help you and then you see value from them. If you get some of the bigger VCs, they’re probably going to Help you get acquired and help you get the next investment and maybe a customer or two, but that’s it. So that’s essentially how I see it. If you want real value from investors, get a lot of smaller ones, then you would start seeing them making introductions and helping you.
Brett
What’s the downside of doing that? Is there a downside of other than what you mentioned there, it just takes a lot of time.
Alon Talmor
It’s a lot of conversations with them. Well, if it’s a safe round, they don’t do like huge due diligence. But still, if you get and get 20 of them, you probably going to get 40, 50 conversations. You get 20, so you probably started with 30. And so as a Founder you need to work a lot to get that done. But then it’s the same like any sales channel, you know, if you have someone working in partnerships or someone working in sales, they also do a lot of conversations. So you as a Founder do the same thing with investors.
Brett
You know, did you ever have any moments in time where you felt like maybe you are too early? Obviously, you know, we talked about that kind of, oh yeah, November 2022, that was a big moment. Like before that, did you ever have.
Alon Talmor
Oh yeah. I can tell you a lot of rejection stories with investors in 2021 and 2020. In 2020 were doing kind of validation stuff and kind of design partnerships. So I was pretty much funding myself. In 2021 we started having deeper conversation with investors and I remember one of them told me, by the way, there’s some truth about that. But he said, you guys are doing enterprise search with AI on top. There’s no VP of enterprise search guys. You’re selling to no one. And you just ended a call like that. So we got some cruel rejections there that today you would say, but look at companies like glean like what are you talking about? This is becoming a thing now. But that’s true.
Alon Talmor
We were earlier and some of them really didn’t like some of the ideas of selling AI because problem with AI is that much of the value is about productivity and productivity is sometimes hard to sell. And so the reality is that what he said, there’s some truth in it. Like enterprise search is not a need by its own right. It’s kind of something that would help you do your job better. It’s just when you get AI on top, it becomes even much better. Right, but still we got like a lot of rejection for AI saying 1, you’re selling the wrong thing. There’s no stakeholder to it 2 AI. We heard about AI for 40 years now. It’s all the same. It doesn’t work. Like that was the second rejection we said because it’s true, AI is not new.
Alon Talmor
The word AI was around for a long time. People just don’t remember that they would call a lot of things before AI and it didn’t work. That’s true. Especially the world of nlp. Natural language processing was full of stuff that didn’t work. And so investors that were veteran enough to even know that, you know, NLP doesn’t work. So prove me wrong, I think you won’t succeed. Yeah. So the problem is that now there was a real disruption and now it suddenly does work.
Brett
So you’d mentioned there like, you know, head of enterprise search, who is that buyer? Who are you trying to speak to? Who are you marketing to?
Alon Talmor
That’s a great point. There is a buyer for enterprise search. It’s typically the cio. Typically the CIO office buys for the whole company and those are the ones that when we go enterprise Y we talk to. But to be honest with AI, my advice is actually not to go after these. And the reason being yeah, you get a great deal, you can sell to the whole company like AI, but you’d find that you’re not selling again towards a specific stakeholder and you’re not building that relation with the actual business owner. So we actually prefer selling to support friends or sales or success. And reason being then you get a deep relationship with their needs and you get a product that’s much more tailored to their needs and then the usage follows and the adoption follows and the KPI, the value follows.
Alon Talmor
Meaning you can now prove ticket deflection, ticket resolution, reduction in time to resolution increase in CSAT. Those are kind of traditional business KPIs that even the CFO understands. And with AI, if you sell to the whole company and you talk about time save. Well, the CFO doesn’t really understand what you mean. How much time did you say? How do you calculate that? Maybe you’re wrong. Like you can argue with them. Is that like a real KPI? Right. So that’s why there’s some truth about what he said. Don’t sell to a company wide. Like we also see that and that adoption is much better when you sell AI to specific stakeholder and really tie to what they’re trying to get done, their needs, deeper processes and stuff like that.
Alon Talmor
So the short answer to the question is we actually concentrate in our landing VP support and then we actually have a land and expand momentum. Like we start with grabbing one stakeholder, like the VP support shows success there and then move on to success sales and then the rest of the company. But then at least you have kind of a stronghold, you prove value and we call that kind of walk before you run. So succeed with AI with one stakeholder. And then yeah, we had the Founder.
Brett
Of VCD on and he talked all about land and expand. So I think our listeners are very excited about the idea. Talk to us about what you’ve learned from executing and you know, building a land and expand strategy. Any lessons come to mind?
Alon Talmor
Oh, a lot. First of all, for your sales team, don’t get them confused. The problem with land and expand is both of them need to come out of a sales team. Because if you’re expanding to other divisions, then there’s a sales movement there. It’s the same salespeople doing it. Then it gets all confused. Like the expansion comes into landing, you get tempted to sell what you wanted to expand on, sell in the landing. And that is not great for a few reasons. There’s a reason you land and expand and not just sell to the whole company. It’s because you want to create the adoption. There’s a lot of change management, specifically with AI, but with a lot of products and your company is tend to be tuned for that.
Alon Talmor
So let’s say you have onboarding people or success people that are tuned for the landing part because they know that’s the hard part or doesn’t trust you yet and no one trusts you there. You need to build that kind of relationship, build the usage, build adoption. And so you need one set of people for go to market for landing and probably another set for expansion. And it’s not the same people like they specialize on different things because if you get the same people doing both, they get confused like they start doing it and then you don’t get repetitive sales, you get all sorts of half baked stuff that sometimes don’t work, you know. So that’s one lesson. If you’re going to do land and expand, make a clear division between the landing and expanding kind of motions.
Alon Talmor
Okay, the other thing, well, if you’re going to expand, you might as well build a platform. Like you need it to be generic enough to be able to customize and expand to other stakeholders. And so thinking about that, how you would build something broad enough for other stakeholders to be using is also very important early on if you’re thinking about this kind of land and expand motion. And the third lesson is that Maybe there’s two lessons. There is how to expand, there’s two ways to expand. One is bottoms up and the other is top down. It’s the same way as landing. Like bottoms up is like PLG product led growth in which you’re already in, you have the integrations but you sell like 50 seats internally. Suddenly the 51st person comes in and said, oh this product is cool, I want it as well.
Alon Talmor
Well, you can reduce the friction and have them on board and true off your numbers every quarter. And we saw a few companies that worked well, like they started with 50 users, then they invest to 60, 70 and then every quarter we said, well now you have 70 users, let’s true up the account. The other way is top down in which you go to new stakeholders and new budgets. That’s not extremely easy because every time you do that you need new relationship with a new kind of stakeholder that have different needs and different budgets. And so you probably can do that once or twice. Like let’s say you start from VP support, you go to success, but then if you want to go one more, you right as well go to it at that point. Like you’re getting too many budgets.
Alon Talmor
And so the third one, go to it and talk about that because you’re going to get like three different procurements, three different budgets. They all want to kind of streamline that as well. So with many companies at that point, go to it if you want to expat like beyond the third stakeholder, you know.
Brett
What about the market category and maybe some extra context there. I always am reading these like AI market maps and I still can’t make sense of them. They just try to like cram like 50 logos into one and they just don’t always make sense. Like if we look at a market map, where would you place yourself? Like what is that market category?
Alon Talmor
By the way, you should ask who is doing all these market maps? Right? It’s typically the investors trying to promote their own companies so they put them on a map. But we see ourselves as establishing to become like an enterprise AI market. We talked about SaaS, especially in B2B to kind of consolidate into an AI assistant. By the way, one good example of everything consolidating into An AI assistant is for instance, the Salesforce example. So I just prepped her call for like, for executives with Rapid7. And the way I did it is we have an assistant, it’s connected to our company data. And I just asked, give me a 360 of rapid seven. What’s going on? Then I asked, okay, so what’s the sentiment there? What are they looking for?
Alon Talmor
And it was just taking that from Slack, from Gong, from Salesforce and just building the answers for me. Right. But notice when I tell this story, I didn’t say I went to Salesforce to read about the account. But then I have a different story in which I say when I finish a call, I just go to Gong or something. I just press. We have these kind of AI apps. I press it and then it creates the activity on Salesforce. And then I just press the button, say, okay, send the summary to Salesforce. I don’t want to fill in the activity there. And so in these two cases, I never went to Salesforce. And then it makes you wonder, why do I need Salesforce? Like, why do I need a CRM, not even specifically Salesforce?
Alon Talmor
And that’s what we really see as the future of SaaS, that you essentially have your communication devices like Zoom, Slack and emails. You would have an AI assistant and maybe a canvas because you want to create content to maybe show your customers, show internally. So you have like a canvas that you AI would help you create that kind of presentation, content, picture or document, whatever you want to be creating to show someone. Okay. And so we believe that would be a market. That market would be called enterprise AI and that’s it. So we hope we lead that market, but that market does not exist yet. We’re very early still. But our this vision is that market would essentially evolve to become most of SaaS, at least the user facing SaaS.
Alon Talmor
You know, you may have like behind the scenes a lot of SaaS, companies that help with operations and kind of moving things from side to side. But from the user perspective, it’s going to consolidate heavily.
Brett
What do you make of all the buzz that Klarna continues to be making, which seems very strategic? I came.
Alon Talmor
You want to talk to them? Yeah, we want to talk to them.
Brett
You think everyone’s doing that or like, what do they do?
Alon Talmor
They’re very early. They’re very Elon Musk and they’re thinking of what’s going to happen in the next 10 years. But to be honest, I totally agree with them. I think they’re early because it’s like the adoption of like we like to compare generative AI with personal computing. Personal computing is a long time ago. So most of our listeners probably and myself were not really born when that came out. But it’s very similar in a sense that it took time. Like the first Apple 2 came out in 1977, was very hypey like generative AI is today. But people would buy for their homes to kind of learn how to program, play a few computer games and actually be excited that they can type their keyboard and see something on a screen. That was pretty new back then. And it’s the same with generative AI.
Alon Talmor
It’s very early. We see most enterprises just starting to adopt and experiment with AI. Jury’s still out as to where is the biggest value with AI. Even though we see some hype with some companies, it’s still very early. And we believe that like with personal computing it took a long time. Like look at Windows 95, it took about 18 years for the market to mature enough that we would have like an operating system that would be consensus, like we all adopt it, right. So it’s going to take time for enterprise AI as well. You’re going to start seeing SMBs consolidating on AI assistance because they’re fastest right then mid market and then eventually the enterprises. So I think flare now is pretty early with their thinking, but it’s not going to take 18 years. Back then, you know, it was no Internet, nothing.
Alon Talmor
So everything was slower. It’s got to be much faster now, maybe five years and you’ll start seeing CRM starting to bleed. Like the whole moat is kind of starting to go down and people would just use AI assistance as CRMs and the AI would manage the customer record. It would even have a better record than the CRM because think about it, Salesforce sees mostly Salesforce, maybe Slack. They don’t really consolidate between Salesforce and Slack Data. But who’s your customer? The customer is everything between Salesforce, the ticketing system, Slack, all the zoom calls, gong calls, everything that’s written about them in the channels like it’s all of that is the real customer. 360. So if you get an AI assistant that’s able to see all that and create the real customer record, that is the true record.
Alon Talmor
And so the CRM even today only shows you part of the customer and not the whole customer, right? Not everything you want to know. By the way, companies like Gainsight, their whole thing to fame is to do that, to bring everything together so that you see your whole customer But AI would just start that. Like it would bring in all your company data, bring in all the channels, see kind of a 360, and that will be your real CRM record for the account.
Brett
Fascinating. That’s scary for anyone who’s building CRM or running CRM companies.
Alon Talmor
Well, you know, I wouldn’t be scared for tomorrow morning, but yeah, in the long term, there’s a reason that Salesforce is moving fast. Mark Benioff is a smart person.
Brett
Yeah, definitely agree there. Now, for those who are listening in, who are building AI technology, what advice would you have for them as they bring their technology to market?
Alon Talmor
That’s a great question, to be honest, because there’s going to be a lot of competition with AI. Can tell you, kind of. We talked to a lot of investors as well. There’s two approaches there. Either go very wide or go very specialized. What do I mean by that? Because it’s not going to be a lot of moat in the future. Now there’s not a lot of moat as well because the AI is such a good generalist that it’s hard to find something that only you can do and no one has access to be able to do that. So you either go wide and build a pretty wide platform that can do a lot of things, and then you kind of come as kind of a more kind of appealing solution than most point solutions.
Alon Talmor
The other way is to find a problem in which you get something that no one has, like a data mode or something like that. So if you’re specializing in some kind of specific vertical, like that is not SaaS, for instance, like the food industry or even robotics. So I’ll give an example, for instance, for robotics, a big moat is to be able to acquire robotics data, because Internet data, like the data we use in SAS is, you know, you can get it from anywhere now, is pretty abundant. But robotics data, you don’t really see robots running around us collecting data, right? All the generative AI, the reason it became so great is because two things happened. Compute power became much better with GPUs. And the data we created became so huge. Like we all created data on TikTok on Instagram.
Alon Talmor
These are all data points that are used to train the AI. The whole Internet is used to train the AI, but that’s not all the sensor data you can have in the world. So there’s not a lot of data in robotics, for instance. And so if you’re able to acquire data there, then you would have a huge advantage in building AI for robotics, for instance. So that’s kind of another advice I have for founders thinking about AI. Think about a place in which you don’t have an abundance of data. Because to get great AI, you need two things. You need a lot of data and compute power. Compute power, we already have. Thankfully. What you may be missing is data, for instance, for robotics and stuff like that.
Alon Talmor
And if you get that data, then you’d have a real moat, and that would be a great company, I think.
Brett
Final question for you before we wrap up. Let’s zoom out three to five years into the future. What’s the big picture vision look like here?
Alon Talmor
Well, I said it. One AI assistant to roll them all. You would just have your assistant to do mostly anything, accept communication, like the video. It would assist you while you’re doing it, but you still have, like, this kind of zoom or Google Meet or whatever video you’re using and a canvas. If you’re creating content, the assistant would help you create it, but you would have, like, hot pot or some canvas. You create the content, and that’s going to be the only thing left. You don’t need anything else. You know, it’s just people are not used to thinking like that. You think about opening a lot of tabs and doing things in different tabs, but you need to ask yourself, how do I get to this point? Why do you have so many tabs? Why am I not just staying in? Right.
Alon Talmor
Like, we’re so much used to it, and we’re not even asking ourselves why. Why don’t we just sit where we are, talk to a person and get everything done while we’re doing that with one hand behind my back, and the other hand is just moving stuff around, you know, so that’s the next five years. But it’s hard to imagine. We’re so used to how we’re working right now that it’s hard to imagine people working like that.
Brett
Yeah, it is. But it’s an exciting future, so it’s a great way for us to.
Alon Talmor
We would be happier. We won’t be replaced. We’d just be happier because we would do stuff we like. We’d be building relationships. We would be thinking about important stuff, and all the repetitive stuff would just go away. We just, like, do something like this with our hand and say, okay, I approve that. Send it away.
Brett
Send away the tabs. My 50 tabs that I have open here on my computer.
Alon Talmor
Yep.
Brett
All right, well, we’re gonna have to wrap here before we do, if there’s any founders that are listening in that want to follow on with this journey for the next five plus years. Where should we send them? Where should they go?
Alon Talmor
Oh, okay. So for the first place to see is an ask-AI.com we wanted to buy, by the way, the Ask-AI before ChatGPT back then. It’s just a curious thing. Just back then there’s a newer guy that owns that domain. He wanted 100k for it. And that was before ChatGPT. So we thought, that’s too much for a domain today it’s probably worth millions. Ask.AI. But yeah, it’s ask-ai.com and yeah, the other piece is on LinkedIn with Alon Talmore. And we also do kind of enterprise AI committees. So anyone that’s working there and wants to learn a little bit more about enterprise AI and try to help them there and think together about the future, we’d love to have those kind of conversations.
Brett
Amazing. I love it. Well, thank you so much for taking the time.
Alon Talmor
Okay, perfect. Thanks.
Brett
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