Episode Transcript
[00:00:00] Speaker A: Welcome to the Authority Playbook. I'm Jeff Brandeis, and today we're talking about the strategies to help you stand out, be seen and be heard. You're watching now Media Television.
Hello, everyone, and welcome to the Authority Playbook. I'm Jeff Brandeis. This is the show where we explore how leaders earn trust, communicate with authority, and create conversations that move people to confident decisions.
Whether you're speaking from a stage, leading a boardroom discussion, hosting a webinar, or sitting across from a client, every important business result begins with a conversation.
Today, we're talking about what happens when the entrepreneur has to communicate after uncertainty, after setbacks, and sometimes even after failure. My guest, Dr. Noga Goost, a business consultant and PhD in entrepreneurship and innovation.
She helps entrepreneurs turn uncertainty into strategy and market validation into stronger decision making.
Noga, welcome to the Authority Playbook.
[00:01:07] Speaker B: Thank you. Happy to be here.
[00:01:11] Speaker A: In this first segment, we're going to explore Dr. Goose's venture in 2002, I believe it was. That didn't go as well as she had hoped. And that pivotal experience shaped her approach to research and consulting. Rather than just viewing something that didn't work out as the end of the journey, we'll examine how it became a powerful catalyst for growth, insight, and better leadership when confronted with honesty and reflection.
Noga, what did your first entrepreneurial setback teach you that success might not have taught you today?
[00:01:49] Speaker B: The first thing I learned was that business failure is actually very subjective because I saw it as a failed venture where my partner thought, we're an amazing success.
So I understood that failure is not a finalized thing in. It's not something that.
That's it. My world crashed.
Actually, after that failure, I got to my PhD and created my ideation evaluation model.
[00:02:28] Speaker A: So I'm kind of curious, you know, you thought this was a failure in your mind, but your partners thought it was a success.
Was there a disconnect in the goals, the aspirations, or you just had higher thoughts or expectations of what actually transisted happened?
[00:02:48] Speaker B: Apparently we didn't think we didn't have the same goals to the business I wanted to grow. We were the first in the world that took mobile phone and opened electronic gates with it.
First in the world. And for a whole week, we were even alone in the world.
After a year, we had 100 customers. After two years, we still have a hundred customers.
So for me, I thought, it's a failure. We're not growing as fast as I wanted. I wanted to go out of Israel, I wanted to grow global.
My partner said, why we're succeeding. There is nothing, you know, we're not losing money.
You're getting a salary from it.
So what's the big deal here? He wanted to play, I wanted to grow.
[00:03:46] Speaker A: That's obviously two different aspects of how you wanted to move along in the company and the growth that you wanted to basically obviously experience.
How did that experience influence your doctoral research in entrepreneurial and innovation?
[00:04:05] Speaker B: As I understood that failure is something that is very subjective and it's what I think failure is, I wanted to know what is it that entrepreneurs learn from their f ventures?
So that was actually my research question.
[00:04:23] Speaker A: And
[00:04:26] Speaker B: most of them learned, and even some that said that they haven't learned anything of their failed venture knew to tell me what did they take with them or left behind them.
And that means they learned, although they didn't think they ever learned anything.
[00:04:47] Speaker A: You would think that, you know, when you recovering from a something that you put your heart and soul into and it wasn't working out, you kind of do a reflection. Wouldn't that be something that most entrepreneurs want to be able to do? And one of the first things they need to look at is what went right, what went wrong,
[00:05:07] Speaker B: you would expect. So, however, no, it doesn't work like that.
Some of them were just thinking, well, you know, we didn't have the same goal, so let's next time we'll think of the same goals. We'll check that straight away, which was my experience with my first partner.
But others just went on because when you are a serial entrepreneur, you just go and jump from opportunity to opportunity. You don't always stop to learn straight away, what did you learn from the third one.
But when you look back and say, well, I had a failure two years ago, three years ago, they could actually see what they learned and reflect backwards, not when it actually happened.
[00:06:06] Speaker A: I think it would be helpful for our viewers to really understand what are you doing today from a business perspective or as a business?
[00:06:16] Speaker B: Well, one of the answers I got from my research, a lot of entrepreneurs said if we would just check the idea before we started, it's not that we wouldn't start, but we would do it differently.
And that's where I'm coming today. I created an ideation evaluation model and I evaluate business ideas before entrepreneurs start and just help them understand is it something they can they monetize the idea or is it just a really nice idea, but they will not succeed with it.
[00:07:05] Speaker A: So as you talk to the entrepreneurs, you ask them what their past inventions were, their past companies that they tried to create. What kind of questions do you ask that they need to kind of ponder about or think about before they try again.
[00:07:21] Speaker B: So I'll first ask what is the idea?
And they need to be able to explain the idea very the simplest way you can think of.
They need to be able to explain it in a way that 8 year old child and 8 year old person will be able to understand it.
Then we need to understand that there is a real need for it.
Another problem that they usually have is the idea that it helps everyone.
There's no special market and this is one of the things I help them find out who is the real client.
Because an idea that is for everyone is actually for no one.
We will go on then with the clients, the differentiation and most importantly I would help them find the pitfalls. What are the biggest fat flows that they may have because this is their biggest blind spot. Always.
Entrepreneurs are very optimistic and they think that they have no problem whatsoever in their idea.
[00:08:50] Speaker A: I think we all think that way, don't we? But I do love your simplicity aspect of things which we. The old KISS theory. Keep it simple, stupid, with all due respect, so that either a third grader or an eight year old can actually understand it. And I think that's one of the key things. So when you're speaking about creating something so that people understand what you actually want to do and how you want
[00:09:13] Speaker B: to get there and mostly even the next stage when you'll go to an angel investor and they will ask you you what you do, most of them won't know the technology you're working in.
And if you start speaking technology and need your hands and a whiteboard to explain what you're doing, you will lose them in two minutes.
[00:09:42] Speaker A: I think that's a challenge that a lot of entrepreneurs have when they're even presenting to an audience on either a webinar or live is, you know, they know exactly what they're talking about, but they tend to present things that are much more complicated. And what they think is important typically is not very important to the audience. And that's a challenge that I think you have to talk to about and coach them. Correct?
[00:10:07] Speaker B: Exactly.
At one stage I was a CEO of a new venture that was all to do with organic chemistry.
Until today I have no knowledge in organic chemistry.
My entrepreneur, the inventor, tried to explain me the things I've told him. Let's decide that you don't understand management and I don't understand chemistry and that's all. But I knew to explain exactly what we're doing in a way that everyone understood. Take garbage, burn it and make cool it in whatever way and create synthetic gas out of it. Very simple what we did.
[00:10:55] Speaker A: And you mentioned something earlier about you can't sell something to everybody. Do you recommend kind of providing initially? You know, find a niche, focus on a certain marketplace, prove the concept and then move on?
[00:11:11] Speaker B: Yes. Start with one customer, market niche or customer niche, work with them and then continue. Now I always tell my clients, you know, if I think that whatever this service is for people between the age of 35 and 50 and someone at the age of 25 will come and ask for the service, I won't say no, but I want to focus on them when checking the feasibility of my idea.
[00:11:44] Speaker A: I love that. No good. That idea of turning experience into evidence is powerful. After the break, we will look at how entrepreneurs can test their ideas before they spend time, money and energy building the wrong thing. We'll be right back.
We'll be right back with more insights and frameworks to help you elevate your brand and your influence.
Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television. Let's dive deeper.
Hey, welcome back to the Authority Playbook. Stay connected to this show and every NOW Media TV favorite live or on demand anytime you like. Download the free Now Media TV app on Roku or on iOS and unlock non stop bilingual co programming in English and Spanish on the move. Catch the podcast version at www.nowmedia.tv. from business and news to lifestyle, culture, leadership and beyond, NOW Media TV is streaming around the clock. Ready whenever you are.
Before the break, Noga Goose and I talked about how failure can become a source of insight when leaders examine it with honesty and discipline.
Now we are moving into one of the most critical communication challenges in business.
How to know whether an idea is actually ready for the market. This segment focuses on Noga's structured database, go no go validation process, market fit evaluation, and the discipline of testing a business idea before expensive commitments are made.
Noga, when the founder comes to you with a new idea or what do you look at before saying this is worth pursuing?
[00:13:35] Speaker B: I start with once again checking the definition of the idea and is there a real need for it.
Now, of course, when the entrepreneur comes, he's sure that there's a need for that or else why he thought about it. But the idea that me, the entrepreneur has a need for my idea doesn't mean that the world have it coming to me means that the check is Very objective. I am not the one that is in love with my with the idea. That's the entrepreneur's part.
After defining that there's only a real need and a market niche, the next check is is this the entrepreneur is the right person to start or work with this idea. You can have a great idea, but you need to be an established and big business to be able to to open it, to get money out of it.
For instance, I had a client that came to me around 2021, I think it was. He had an idea of short movies, two to three minutes.
We didn't know reels and shorts yet, but he had this idea for comedians and it was an amazing idea. He had two main issues.
First one, his biggest competition was YouTube.
He said, well, they won't look at me, I'm too small. Wrong.
Secondly, to have that, you have to have servers that can work and have more than two people watching them at the same time. That means hundred and million hundred thousand of dollars per month in a fixed costs for to do it as a solopreneur or even as a small new venture. It's not realistic. Mainly because only 3% of the population will actually pay the fees to watch the movies.
So money you cannot make of it.
I convinced him, I'm really happy to say not to start the business at 2024. He came to me when short started and said, look, Facebook is doing it, Netflix is doing it, everyone around me is doing it. I said yes, the idea was amazing, but not for you. So one of the main thing to understand is that idea can be amazing, but the entrepreneur can be sometimes the wrong person to start it.
[00:16:46] Speaker A: Very interesting. So tell me a little bit more of what your process is when you talk about the go no go validation and is there a step by step thing that you go through? Just can explain to our listeners a little bit more about what you actually do.
[00:17:03] Speaker B: There is a six step path that I do. I start with defining the idea, going through the need, going through the customers.
Then I will check who is the competition or the real competitors, not only the ones that are doing something similar.
Because people today will answer the needs somehow.
And I want to do to find out all the ways that people will answer their needs and then find the differentiation that he has and more importantly the differentiation he should have and finish with a list of flaws that he may have mostly had in his problem. It's not Dewey has a or she has a flaws in their idea, but what are they? Because everyone has a flaws.
[00:18:14] Speaker A: Look at that.
[00:18:15] Speaker B: And you know,
[00:18:17] Speaker A: go ahead.
[00:18:18] Speaker B: Yeah, sorry. At the end, the combination of the first questions of the need and the customers and everything, is it better than the flaws that they have or are the flaws are so big that you shouldn't open the business
[00:18:39] Speaker A: as we as entrepreneurs and as you speak to them as well, do you validate the product first, the audience, the pricing or the problem is big enough that this product can actually have an impact
[00:18:54] Speaker B: at this stage, only the problem. I'm not going yet mostly into the money and the finance part, unless in the example I gave, the money was the main issue. But usually it's even before the proof of concept.
My suggestion is when you're just thinking of the idea, come to me before you spend anything because sometimes I will save you hundreds of thousands of dollars. Even if in creating the proof of concept or the mvp.
[00:19:36] Speaker A: So when you're speaking to your a client or a prospect, prospective client, how do you actually do you see signs that the business owner is confusing with the enthusiasm that they love their products so much, but really what the real market demand is out there and how do you actually get that person to understand that the demand may not be as great as their enthusiasm is leading them onto?
[00:20:00] Speaker B: I try. Well, I need to educate them that ideas are good.
I do it in university, I teach it in the university, I explain them, I work with them, I sit with them with my prospect on the idea and then just offer them, you know, let's check it before you continue spending the money.
A lot of time they will come to me through referrals of if it's through angel investors or through other business consultants that they will come to them with an idea, but they're not ready yet. So someone will offer them to speak with me before they continue.
[00:20:55] Speaker A: Do you actually at some point recommend, hey, let's just do a little pre relaunch before you actually move forward with the product.
Let's just push something out there, see what the responses are, see what the demands are or do maybe do a poll, type of to really test the market. How do you actually go about doing testing the market to see what real demand.
[00:21:17] Speaker B: My answer of the go or go if is not go start the business, it's go, you can monetize it. Now you need to go on and check and do the market, full market research and do the financial research and do all, build the business plan, do all of that.
But if the answer is no, go spend the money and don't do all of that.
It's not. It is. I think I've checked about 500 to 700 businesses until today in the last 15 years.
And there was one that I actually said go start the business tomorrow.
All the rest were no go or go if and continue checking.
[00:22:15] Speaker A: Wow. Is there a time frame that typically it takes someone to kind of figure out, you know, go do the research, go do the checking, go find out if it's viable. So is, is it a month or is it three months?
[00:22:30] Speaker B: My part of the go no go, the ideation evaluation will take about a month, but afterwards if I would do the opportunity evaluation and once again, the, the financial evaluation and the deep dive, it will can take another two to three months.
But at the same time, the entrepreneur will do the proof of concept and the MVP and all the rest of the checks, the technical checks.
[00:23:07] Speaker A: Before we go to the break, why don't you just explain what the MVP stands for for listeners that may not be familiar with that.
[00:23:17] Speaker B: Minimal
[00:23:20] Speaker A: viable product.
[00:23:24] Speaker B: Yes, yes. Minimum viable product. Exactly.
I need to translate to English.
[00:23:33] Speaker A: I got it. It's all good. Thank you.
So that's a very critical distinction. As we discussed, better communication begins with better validation.
Coming up next, we will explore how Nogo uses market intelligence and osint.
We'll explain that acronym in a moment.
Methods to help entrepreneurs understand competitors, customers, and real demand.
We'll be right back with more insights and frameworks to help you elevate your brand and your influence. Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television. Let's dive deeper.
Hey, welcome back to the Authority Playbook. In the last segment, Noga Goose explained why entrepreneurs need to validate ideas before they invest heavily in them. Now we're going to dive deeper into market intelligence, competitive research, customer insight, and how business owners can position themselves with more clarity and authority. In this segment, we'll explore how nova's expertise in market research and osint, which stands for Open Source intelligence, helps businesses better understand their customers, uncover new opportunities, and sharpen their positioning. We'll also connect those insights to the conversation every business has with prospects and and clients, showing how better research leads to clearer messaging, greater trust, and more persuasive communication.
Noga, how do you use open source intelligence to uncover what entrepreneurs may be missing about their market?
[00:25:17] Speaker B: Open source intelligence is actually all we have today on the Internet. Some is paid, some is a free to use. I use both of them.
I use a the artificial intelligence. If it's a Gemini, Claude or Perfect Perplexity, all three of them to research the Internet and find as much knowledge as I can get from businesses. It's amazing how much you can find out online that businesses will put and will tell about themselves for free.
[00:26:09] Speaker A: So you use the open source to help you in your process of your go no go process to determine the viability of the actual product as well.
[00:26:21] Speaker B: Yes, I will ask question I will I use all three AIs as I said and I asked the question of this is the idea what do. What do you think is the mean? So I do everything like four times. First I think I write what I think and then I will ask each one of the AIs to give me their answer about it and then I will combine it and use my academic knowledge to understand the answers and to actually take the information that I got from the AI and create a knowledge base out of it.
[00:27:12] Speaker A: When you go back to your client at that point with these ideas or suggestions, how often does it actually change the direction of the business from where the entrepreneur said hey, this is a but now you're suggesting B are they. Does that typically a shift that they're open to or are they kind of resistant to that those new ideas and suggestions?
[00:27:34] Speaker B: The answer is yes, I have.
[00:27:37] Speaker A: Both
[00:27:39] Speaker B: sides can come.
Some of them are very happy to say wow, I haven't think about it. I haven't thought about it. You're right, this is a the correct client that I niche that I should go and other would say no, you don't understand anything. Here's your money, I'll do what I want.
Unfortunately, I have to say for them that from my check with my ideation evaluation, whenever I told something that it's a no go and they said you don't understand anything went and opened the business, they have failed.
So apparently I do know how to recognize the no go very well.
And I think that and you know, I don't just come and say this is I'm right and you're wrong. I will show them the evidence from my research and explain them. And most likely they will try my thoughts
[00:29:02] Speaker A: in your experience, what mistakes make when presenting their business without having enough market evidence.
[00:29:23] Speaker B: Of the entrepreneurs? We go with their guts and will not check and will not have any evidence. At least when they start, when they'll get to the stage where they have to invest to get investors, investors will make them go and find the right answers and the right evidence.
[00:29:50] Speaker A: Is there a certain percentage that you're looking for in your go no go that the market will actually purchase this product?
I'm sure you have some statistics that you learned that we need to have x percent to make this a viable product.
[00:30:09] Speaker B: Well I think that if I would convince all of the entrepreneurs do it that would be amazing.
I do know that there are other companies that doing the daily dose trade to the full market research and do the next stage. I what I do is the first stage. It's a small a go no go. What others will do is go what I call the second stage of the full market research, the viability and everything.
So if I would be able to convince as many entrepreneurs as I can, it would be the best. And actually this is why today I'm aiming to the angel investors so they will take my model as a benchmark to help them decide if to invest or not in the businesses in the recent stage.
[00:31:15] Speaker A: So are you recommending entrepreneurs or they should look at an angel investor to help fund their business and in order to help do this type of research.
[00:31:29] Speaker B: All entrepreneurs need investment. Most of entrepreneurs need investments.
It's always better to spend other people's money and not your own.
So and the angel investors invest in the pre seed and the seed money. So it's the first two small rounds of investments and I want to come in at the stage of the pre seed which is the earliest stage entrepreneurs will want to investors.
[00:32:03] Speaker A: So how does this better positioning help a business or more trust faster as they go in market and they have more conversations with others
[00:32:17] Speaker B: I think they come with a better idea of what their solution is and who they are going to who is the real customers and more importantly they come with the idea what are the issues they need to deal with before they start the business.
So it's like you come more mature to the opening of the business.
[00:32:46] Speaker A: So the lab entrepreneurs are calling expression afraid of selling.
So whether it's going outward to the marketplace or even talking to an angel investor how do you help them whole have those conversations and test the marketplace to make sure that they do have that viable product as they go forward. And not to get overly technical in their sales approach.
[00:33:13] Speaker B: Go with them to the simplicity and the sentence that say the phrase that says if it's not simply if it's not simple, it's simply not.
This is what I'm working with them and it's funny but sometimes this is the longest part I will work with them about because they need to understand that the only way they'll be able to sell the product if it's to investor or to the marketplace, it's it will be simple and everyone will understand what they're doing and why they want, why they need it.
[00:33:55] Speaker A: Do you help them formulate that process or that pitch, for lack of a better phrase, or that's that presentation?
[00:34:02] Speaker B: Yes, yes. I'll work with them on simplifying their idea.
So I don't know, you know, I'm working with any technology, can be with any field that would come.
I'm not that knowledgeable with that field in those fields. But the idea is that they don't need to understand the field to be able to help them because they don't understand it. I can make it to simply, I can help them simplify their idea.
[00:34:37] Speaker A: So basically you understand it even though you don't have a background others should be able to understand because now it's in the simplest form.
[00:34:43] Speaker B: Exactly, exactly.
[00:34:48] Speaker A: That's a great way to be able to get that understanding and get your entrepreneurs to really focus in on clarity and making it simple. I get it. Then the marketplace will get it.
I love that. All right, as we move forward here, what we just discussed was research, positioning and communication are all connected. In our final segment, we'll talk about strategic resiliency and how entrepreneurs can move from uncertainty to a calculated plan of action. We'll be right back.
We'll be right back with more insights and frameworks to help you elevate your brand and your influence. Stay tuned.
And we're back. I'm Jeff Brandeis and this is the Authority Playbook on NOW Media Television.
Dive deeper.
Hey, everyone, welcome back to the Authority Playbook and stay connected to this show and every NOW Media TV favorite, live or on demand, anytime you like. Download the free Now Media TV app on Roku or on iOS and unlock non stop bilingual programming in English and in Spanish. You're on the move. Catch the podcast version at NowMedia TV.
From business and news to lifestyle, culture and beyond, now Media TV is streaming around the clock. Ready whenever you are.
And welcome back to the Authority Playbook. Nova, Gies and I are having a discussion around failure validation, market intelligence and positioning. Now we are bringing all that together around strategic resilience. The ability to keep moving forward with clarity, evidence and confidence.
For our final segment, we'll bring everything together. If you're at a crossroads in your business or career, how do you know whether it's time to pivot, refine your approach, validate your assumptions, or stay the course?
We'll leave you with a practical framework for making better decisions and show how lasting authority is built. One discipline decision a time.
Noga. When a founder is stuck between continuing Pivoting or stopping. How you help them decide what comes next.
[00:37:09] Speaker B: I start with understanding their goals.
I go back with them to the goals of why did they open the business and what did they want to achieve when they opened it.
And then we check out where are we, is the where they go wrong and whatever is going on now is good, so let's just continue or we found out that this is not what we wanted so we can change it or close the business at all. It really depends on understanding at this stage where what is the new goals and what does the entrepreneur want to achieve. Now, after running a few months with the business,
[00:38:08] Speaker A: I'd be curious to if you don't mind sharing one of your most successful stories, if you don't mind or one of the most successful clients awareness. Maybe they came in with a great idea they didn't think, maybe it was not as good as they thought, but you went through your go, no go and it just bloomed and blossomed to something that was far beyond what the entrepreneur thought.
Tell us what transpired.
[00:38:33] Speaker B: I have a customer and I'm still working with him today.
He came to me with an idea. He's a nurse and he wanted to give home treatment nurse services in his area.
He started as a solopreneur and was wondering how to get to people with whom to talk and how to work today. A year and a half after we started to work, he opened his Ltd company and he has about six workers and another 10 to 15 freelancers nurses that works for him.
He expanded from his own city to further cities around Israel and he has small branches in each city that give this home service nurse, nurses.
[00:39:46] Speaker A: That's awesome. What was, what was his biggest challenge that he had to overcome?
[00:39:53] Speaker B: I think to educate the population that this is a service they, they should take privately and that they can have good service and not use the one that is given by the officials, government and Medicare in Israel.
[00:40:18] Speaker A: So to me I think you just hit on a key aspect of what a lot of entrepreneurs honestly fail to do, or at least what I see in the marketplaces is to educate the marketplace. You understand why you created the product, but people may not really understand why it's needed or the results of them not implementing.
How do you find that to be a, when you speak to your prospects or your clients, a burning desire that hey, they should know about all this, I don't need to educate them. Is that a challenge for you?
[00:40:52] Speaker B: It is a challenge for me and I find it as a challenge for me when I'm actually trying to sell my ideation evaluation model to educate the importance of what you want to sell, the importance of my model to entrepreneurs, the importance of having good nursing treatment at home for their prospect.
And it's difficult. It's a lot of finding the pivot people, the key people that will explain it and working with the right prospect, which are not always the customers themselves.
So when that's why, for instance, for me, I'm going to the angel investors, which are not my customers, they will convince my customers to come to me. With my client, he went to talk with the doctors and convinced them that they should tell their clients, the patients, to come to him because he can give them better treatment at home than the Medicare.
So it's finding the right people.
[00:42:16] Speaker A: In his instance, it was networking, educating the doctor to be able to, for them to understand what the value that he's bringing so that he can. The doctors then can communicate that to the clients.
And a lot of people don't understand the value, I think of really what networking is all about. They think it's, I'll put this on the marketplace and you know, it will sell.
I've seen that as well.
[00:42:44] Speaker B: I think that networking is the most important thing and not, you know, when we're saying networking, we're thinking bni, we're thinking all these network groups where we pay for and meet other business owners.
But actually networking is everything is going to the grocery and tell about your business, it's going to the gym and speak about what you're doing. All of that is networking and all of that is the most important thing because sometimes your neighbor doesn't know what you're doing and maybe he can be your prospect as well. So you need to speak about what you're doing everywhere you can.
[00:43:37] Speaker A: I love that. And I think that's so true in today's world that honestly, if you ask me what my neighbor does, I couldn't even tell you.
So it's, it's, it's just talking. You know, you're on a plane, you're sitting next to somebody, hey, tell me about what you do. And you just never know where those conversations just might take you. So just talking.
[00:43:59] Speaker B: Exactly.
And you know, I was explaining this morning, I was in the network group and I was telling them that when you are doing networking, you need to do it in three stages.
The first stage, and I come from agriculture, so I went there.
So the first stage is to plant and that is to be interest in the person that is in front of you. He's not only a business owner, first and foremost is a person. He has a family that has hobbies, he has his own friends.
So plant then water the plants and that is give something from yourself and something that can help him.
And then at the third stage it's the harvest. It's. It's when I ask from him what I want to get from him and it's a referral or maybe buy my product. But that's the last part. After I plant and water only then I will harvest.
And for me that's the way I do networking all the time.
[00:45:18] Speaker A: I love that three step framework. I love that you plan.
Basically ask the person what's going on and then you provide them something of value. So it's not always about what I can do or tell me about myself for the next five minutes. It's adding value to that person and then asking them for the next step after you provide some value. I love that Nova. That's awesome.
What do you want entrepreneurs to understand most about building the right product to the right market?
[00:45:50] Speaker B: I think that they have to understand that they're not alone in the pro in the world.
Someone is answering the need they're talking about. Always it can be me answering it without any other.
Not through a business but solving the problem alone. And it could be other competitors. They have to remember that they're not alone in the world.
And that's why they need to check their the world from the beginning to check the marketplace to check what's going on before they dive in.
[00:46:36] Speaker A: Do your homework basically before you put put everything in your life savings in or just find out that you're doing the right thing at the end of the day.
[00:46:48] Speaker B: Exactly.
[00:46:52] Speaker A: Anything. Last recommendation from an entrepreneur that you would advise someone to do to if they were to do this on their own. One thing that their biggest blind spot is
[00:47:04] Speaker B: plan ahead.
And remember, venture can fail. And when your venture fails, it doesn't mean you are a failure. It just means that the venture fails. Sometimes because of you, sometimes because Covid strapped there was a war, something happened around you.
It's okay. The venture failed.
Learn from it and succeed in the next time.
[00:47:35] Speaker A: That's awesome. Noga. Thank you so much for bringing such a thoughtful and evidence based perspective to the authority playbook. For viewers who want to learn more about you and how can they connect with you.
[00:47:48] Speaker B: So I have a website, nogago nogat N O G A G O co ill they can see all of the things that I do in their explanations, questions about Q and A all around.
And of course there's a contact form in the website where they can just contact me, send me an email. I answer every email that I received. They can find me on LinkedIn.
I try to be there as much as I can. I answer there always as well.
[00:48:35] Speaker A: Thank you so much for joining the Authority Playbook and for showing us how entrepreneurs can turn setbacks, uncertainty and market questions into strategy, clarity and stronger communication.
For everyone watching, the message is clear. Authority is not built by sounding certain when you are not. It is built by testing assumptions, understanding the market, communicating with evidence and making the disciplined decisions that move that business forward. At the Authority Playbook, we believe the greatest competitive advantage isn't what you know is how effectively you can communicate it, because better conversations lead to better decisions and better decisions drive better business results. I'm Jeff Brandeis and this is the Authority Payable. Thanks for watching.
