תמלול: Nicole Priel | Mustang Capital | Betting on B2C

פתיחה וברכת האורחת

אייל דוד: [00:00] היי, ברוכים הבאים לפרודוקט בילדר. אני אייל, ואני חייב לדבר עוד פעם עם ניקול פריאל, קופאונדר של קינטיק קפיטל, ובחורה של ישראל ב-2-C, נדבר על ב-2-C, ובכן ניקול, זה הרבה הכי יפה להתקן ב-2-C. תשמעו. היי, ניקול, ברוכה הבאה.

ניקול פריאל: [00:27] איך אתה? אני טובה, איך אתה? אני טובה.

למה B2C: שלושת עמודי התווך

אייל דוד: [03:00] ובכן? כן. למה קשורת את זה? אבא. אז לא אהב למישהו אחר,

ניקול פריאל: [03:06] יש למה כבר אהב לב לכל האינדסטרטורים, אבל ב-2-C נראה כאילו פעולה, כאילו דימנד בטח, שאנשים עוברו, וזה נראה, זה פשוט מגניב, שיש פעולה כל כך גדולה, שזה פשוט עובר. אז, כמו אנחנו חושבים על זה, זה שיש בעצם 3 פילרים, שעושים את זה. 1, benefits and benefits. 1, is that consumer is squarely a venture play. There's low capital requirements for consumer businesses, they're highly scalable, and there's fast time to money. So you can put a product out there and within weeks you can have paying customers. It's very different from certain other areas that have seen investments in recent years. At the same time, some of the biggest venture-backed outcomes came from the mobile generation gave us Waze and Candy Crush and DoorDash and Instagram and then the revolution before that, the internet revolution, gave us Google and a whole host of other businesses that are just ubiquitous today Today, we're on the cusp of the third technological shift of the last 30 years

B2C בישראל בעידן ה-AI

אייל דוד: [04:22] אז אתה חושב על B2C בישראל, ועל העידן של AI, כמה הרבה חברות אתם נפגשים, כמה הרבה חברות נפגשות

ניקול פריאל: [04:33] שבכן עד שזה נראה? כן, אז, בנושא של ישראל, להיות חוק של איריון חברות, זה שיש הרבה חברות על כל אלמנות שאתם נשארו, שהם נבחר על חייכות שלהם, לרקת אתם את הכלום של איריון חברות, ומתקנות אותם ומתקנות פרקים חדשים. אז אנחנו רואים הרבה פרקים חדשים קוראים את זה. ועד עכשיו, אין באמת הרבה פרקים חדשים, כפיים או אחר כך, כדי לתחיל אותם על זה. וזה אחד של הפרקים הגדולים של חודשנו.

אייל דוד: [05:09] זה כמו שאתם רואים. כן, וזה אחר דבר, אני חושב. אתם רואים, אני לא יודע על ב-2-C, אבל אתם רואים שישים יותר ויותר, כפיים או אחר, כדי שכל זה עכשיו, כמו, איך זה קצת קל, אה? אז, מה שפיה אתם רואים עם אלה הפרקים שאתם נתפסים? אין בנושאות של ראיינות, אתה יודע?

חסמי כניסה נמוכים ושלבי מייסדים

ניקול פריאל: [05:30] כן, דברים רבים, אני חושבת, לפני זה, מה היה חשב של אנשים לתחילות פרקים, בצד תלוי, הוא, וואו, אני צריך לתחיל את כל המצוות, ואני צריך לתן כפיים, וכאן אני אעשה את המשוויינים הכי טובים? זה חשב מאוד עד עד, where people can now with great confidence go out and can start to build and tinker with things on their own, let them catch wind, and go from there. So the resources required are much lower, which is reducing the barriers to entry for folks, and they're coming at various stages. Some of them are, you know, still just with the deck, others have prototypes and others have, you know, their first thousand paying customers and growing quickly. Some have raised minimal amounts of capital and others are waiting until they reach genuine

אייל דוד: [06:21] levels of traction before they go out to the market to raise. So it's a little bit of everything. So that's interesting as well. Basically the idea right now, as I see it, is the quickness that you need to be in, right? It's not like it's been to like a year ago, even two years ago, and me as a product, as a founder, whatever. The phase of discovery, for example, of understanding if there's legibility for my business is quite shortened, right, according to how it used to be. So do you even look on people with a presentation, just presentation or just wireframes, you know?

שלב הגילוי מתקצר — בואו עם דאטה

ניקול פריאל: [06:56] Yeah, I mean, it's legitimate. It's legitimate. We love to engage with founders at any scale. So sometimes they're often still in ideation or working at their companies and they're thinking about entrepreneurship. So it's never too early to talk to early stage investors like ourselves. Nowadays, there is somewhat of a higher expectation that, hey, come with some data. We want to do some degree of cohort analysis. So you're in a very different position from a fundraising perspective if you have six months worth of data versus none at all. And nowadays, it's especially in consumer where you can spin up campaigns and validate very, very quickly and even build products quicker than ever before. So the expectation is that you can get there in a reasonable time frame.

אייל דוד: [07:47] Plus, again, as a founder, I guess, if I would need to think about my ROI to start planning for investment and working on that versus building my product quickly as I can, I would probably choose the latter, right? So I also ask that because there's a different level of service that you need to provide to those different needs, right? So what your focus is right now? Like, where do you think you and Amir can shine better in those segments?

משקיעים hands-on מהאינספירציה

ניקול פריאל: [08:20] Yeah, so we're really hands-on investors and we have been our whole careers. So we're used to partnering with founders from really inception, from the earliest stages and helping them with everything from finding their first office to hiring their first employees to registering a U.S. company and so on and so forth. So we get involved in all those aspects and Amir's a marketing whiz. So he's super hands-on with everything user acquisition. We love getting involved with marketing and branding, first hires and so on. So it really spans the whole gamut.

אייל דוד: [08:57] רגע לפני שממשיכים, לחצו על הקישור לקבוצת ה-WhatsApp של Product Builder בתיאור הפרק והצטרפו לקהילה. שם תוכלו להמשיך את הדיון, לשאול שאלות ולהיות הראשונים שמקבלים מתכונים על פרקי תכל'ס חדשים. מחכים לכם שם. ועכשיו חזרה לפרק. תגיד לי קצת יותר על הקהילה שאתה קוראה ב-B2C Believers.

הולדת קהילת B2C Believers

ניקול פריאל: [09:19] אני אצלם את הקהילה, אבל תגיד לי על זה. כן, אז אני חושבת שזה היה סאמר. אז 12 מונטים קודם, אני חושבת שאיזה כך 70% של מנהלות שלי הולכת מהסייבר. סייבר ואיי או איי וסייבר. וזה היה לי קצת חשבי על המקום של הקהילה שלנו. אני אמרת שזה הכל כמו ילד, שיש 300 מיליון דולר מנהלות, ולא אף אחד אצלם על זה. אבל כל עמק שלנו נמצא על המציאה ה-טק. זה נמצא על המציאה ה-טק. וזה לא כל כך כדי המציאה ה-טק שזה נמצא על 1 סקטור, שזה סייבר. זה רק נמצא את המנהלות שלנו. ואנחנו מנהלות את המציאה ה-טק אם זה הכל שיש לנו. וצריך להשתתפל עם סיליקון ואלי ועם אחרו אקוויסטומים. ובכל זמן, אני עושה משתתפל על חברה הקהילתית אריה. ואני חושבת למה אני לא רואה יותר חברה הקהילתית. למה זה רק קצת מיוחד של המנהלות שאני רואה בנהלות יחד. הראשון, אני חושבת, אוקיי, נעשה קהילה עדיאצי. נשבים יחדים, נכנסים בבית ונדבר על איך חברה קהילתית שחברה קהילתית יכולה להשתתפל על עדיאציה. וזה היה כבר קהילה מהם. ובאה לב, אוקיי, נשבי קהילה. כי יש כמה משפטים, יש כמה משפטים שזה עובר היום במקום ב-to-B. אז אם אתה יצא מנהלת אחד של איזה חבר'ה או חבר'ה, זה חבר'ה קדימה על איך אתה עושה קודם בנושאים עם האנג'ל-אינבסטורים ותאמין פאנסים ותאמין דורים לתנאים. זה לא עושה היום ב-to-C. וזה מה שבאים לתנאים. וזה הכל קומינם עם הרעיון הראשון במקום ב-to-C. זה היה אינגוריון שלנו. רציתי לתת לזמן של הקוראים הקוראים ומתיישבים על ישראל. אמרתי להם על האינטרנט, והם כבר עשו אתם וגידו, שאני בטח מה שאנחנו יכולים לעשות. אז במקום הזה, אמרתי שאני אראה את הקוראים. אני חושבת שאיזה 30 או 40 אנשים יצאים לציון של אינטרנט, בגלל שכן, מישהו מדבר על ב-2-C, על ישראל. אני כתבת את זה רק על מיילינג ליסט, and I was awake and went to sleep. And within 24 hours, I had 200 registrants. We were overbooked and we had to move to a larger venue to accommodate the crowd. It ended up being a tremendously successful event. We got really great feedback. Now we're planning our next event coming up in a couple of weeks, and we have one on the docket for the Fall as well. So we're really seeing our vision come to life ומנסה להיות הלב של ה-B2C הקומיוניטי בישראל, אבל גם גלובלית. כן, אני אוהב את זה.

האירוע הראשון: 200 נרשמים ב-24 שעות

אייל דוד: [12:25] אני אעשה שאני אעשה שאתה רואה את זה, אתם רואים את המציאה הזו בבית המיזמים, בבית המיזמים as well?

ניקול פריאל: [12:32] בבית המיזמים היא עובדה על ה-B2C קומיוניטי, נכון, ספסיפיק, אצל אצל. כן, אוהבי, כמו בלילות כמובן. זה שאלה מאוד גדולה, ובמיוחד של ה-Confluence, המציאה הזו, היא שכל ה-Stars נמצאים לציון הממשלות כדי לציון הממשלות over the next decade. במיוחד של זה, אם אתה לראות את הדata, קודם כך, 1% של כל ה-Venture Dollars בבית המיזמים הלכו לציון הממשלות. היום, זה חלק 5% או 6%. אז כמו שאנחנו כבר בציון הממשלות לציון הממשלות, הממשלות קוראים לציון הממשלות. אבל זה ה-Market Dislocation שאנחנו אוהבים לציון הממשלות וזה ה-Market Dislocation שאנחנו הולכים לציון הממשלות עכשיו עם Kinetic Capital אמרים, הפעדה היא מאוד גדולה, זה עדנו, אבל אף אחד לא רואה את זה. אז ה-Same Trends שאנחנו רואים בישראל הם מלמדים עם מה שאנחנו רואים בציון הממשלות כמובן. מה שאתם חושבים, כמו שאני יכולה לציון הממשלות, אבל מה שאתם חושבים בגבי הממשלות היה רי זה? זה המציון שתקשור over the last 10 years over the last 10 years and it's not the same thing that we saw here for this change that happened this decade. There's a couple theories. One is that the last revolution, the last technological revolution of the mobile revolution spawned many, many, many consumer businesses. So a lot of capital went into those sorts of businesses. Once that fanfare died down, capital naturally shifted. אני מאשר, שערק. התהליתה זה שנות possible, ואנשי, אני חושבת שהקהלות של רב רפסים שהם חשארים בצורפתיו pulse. אז, אם אתה חושה על בל hardly and rent the runway חגת רבים הם ערבים שלא יכולים להחליק בצורה של המחקRNA שיש לך. אז אני חושבת שזה נשמד את האנגלות על המצהדות כבר קצת, אבל כמו כל מיני מרקעים, אלה הן פשוט פשוטים, ועכשיו נראה שזה הרבה הכי טוב לגבי. ואני חושבת ש... אתה יודע, אנחנו קוראים את זה בבקשה מאוד מאוד גדולה, אנחנו חושבים שיש תלמידים גדולים לציינים, אבל עכשיו, בבקשה הראשון בקשה מאוד גדול, הפשוטה נשמח אותנו בבקשה.

מ-1% ל-5-6% מדולרי הונצ'ר לצרכני

למה קרה השינוי בשוק

השפעת הפנדמיק על הצרכן

אייל דוד: [15:01] אז אני רוצה לשאול על הצרכנים שאתה חושבים לזכוי, נשמע על זה בנסק, אבל אתה חושב שזה גם קודם לסס, לגבי הפנדמיק, ולאנשים שעושים בבית, כמו, בגבי הפנדמיק, הכל שאני צריך הוא אמזון, אולי וולט, אבל זה כבר זה, נכון? זה נכון, אבל אז, לגבי מה, אתה חושב שזה נגד,

ניקול פריאל: [15:25] כמו, נגד, נמפק את הצרכנים? אני חושבת, A, כן, אבל B, אני חושבת ש, אתם יודעים, הצרכנים שאני עושה עם, הצרכנים שלהם, התחלו לעשות מהבית, אלה הצרכנים צריכים, כמו, דיג'יטל סולושן, כמו, מהצרכנים שלהם, ואני חושבת ש, יש הרבה של כתוביות, בצרכנים, וזה עוד אחר, לגבי, סס, להיות ככה גדולה, עכשיו, אני לא יודע, סימפציה. נכון,

אייל דוד: [15:55] אתה יודע, נכון,

ניקול פריאל: [16:57] ultimately but we know we think those who will know what becomes whatever are who the iconic companies of the next decade are going to be because they're being built right now but I can just share with you some of the trends that we're observing that I find quite interesting, one is this the sector of short. ועכשיו בנושאים מאוד מאוד קצר, ויש סטרטאפים שעושים את זה בנושאים.

דייטינג וטאבו שהפך למיינסטרים

אייל דוד: [17:37] מה אתה חושב על דייטינג, פסיכולוגיה, אתם יודעים, כל האנשים, אינטראקציה, אקס, מה אתה חושב על אדם?

ניקול פריאל: [17:44] וואו, זה מאוד חשובי שאתה אמרת את זה, כי אחד של השנות שבאתי we've observed is tech having the ability to take down barriers in what were once taboo subjects and making them mainstream. Probably the best example is online dating. So I remember when JDate and I guess it was OkCupid and ChristianSingles.com were all launched as .com websites. People used them, but they were embarrassed to admit that they actually did. Until Tinder came along and made it cool and made it swipeable and made it something that the young generation could get into. And now it's perfectly acceptable to meet your spouse on an app. And we've seen that carry on into other areas of relationships and wellness. So if you look at HIMS or Flow Health, which are multi-billion dollar companies in the U.S. tackling subjects such as hair loss, erectile dysfunction, and female menstruation. These are subjects that no one really wanted to talk about, but now they've become mainstream. And my investment in Aria is similar. I actually heard a conversation with the C.P.O. of Duolingo and he said that they are observing getting into dating because they know pretty much a lot about the users and matching, etc.

מודלים עסקיים והשראה מהגיימינג

אייל דוד: [19:06] So that's interesting. I'm going to ask you also about business models, right? So in B2C, in consumer apps, usually there's a subscription model that usually is hard to pull off. For example, Duolingo that we just mentioned, they struggled with for over a decade, as far as I understand. What do you think about that? Do you think that the monetization is going to remain the same? Is it going to be different? What do you project at? So it's a really great question.

ניקול פריאל: [19:38] And I look at the gaming industry for inspiration there. Because Duolingo, like other companies, if you think about Headspace and so on, they've incorporated so many best practices from the gaming industry to tackle exactly that. So this whole idea of streaks that people are obsessed with in Duolingo comes from the gaming industry. And the spin wheel where you can win a prize in some e-commerce shops today, that also comes from the gaming industry. In-app purchases and in-app advertising are all different elements and mechanisms that we're seeing spread from gaming into other areas within consumer businesses. So yeah, subscription is one model. It makes sense for a personal finance app, for instance. Maybe it makes sense for certain AI coaches and things like that. For others, it could be on demand. The model's definitely very based on the business need and what makes sense for the user. I recently met a company that was trying to facilitate in some way second-hand car purchases. That's something that you can't charge a subscription for, right? That's a purchase that a customer makes once every few years at best. So it's an entirely different model. Yeah, it opens up a lot of questions about what are the best monetization and pricing tactics

תמחור מבוסס-ערך והאתגר שבו

אייל דוד: [21:08] for different businesses. A, I want to say that I'm interviewing here quite a lot of gaming founders, product people, et cetera. And now they look back on Duolingo and they actually copycat them. But I do want to say that I think that in the era of many products, of AI that generates great products, maybe great disposable products, and we can touch that as well if you'd like, but I do think that the models, the pricing models are going to be different, the business model. I do think that maybe one day it will work as a success matrix. If you actually help me, if I'm learning with Duolingo and I'm learning for X days and I haven't learned too much and I cannot talk to anyone, but I'll use AppX and it helped me to talk Portuguese fluently. I think it's going to go there,

ניקול פריאל: [22:03] that's what I think. Yeah, it's interesting. If you help me score above a 1500 on my SATs, I'll pay you this. There's similar pricing buckets in enterprise, right? Like tiered pricing based on usage or seats or the value that can be derived from the product. So it could make sense, but that poses its own challenges about visibility into the business and how sticky the revenue is and what the margins are accordingly. So if you have a product, obviously with very infrequent usage, your CAC needs to be in line with that and that's the challenge. Exactly. This is the enigma that I'm working with

אייל דוד: [22:42] like when I've got free time. I'm not sure how this is going to work, to be honest. I don't think that subscriptions will remain as they are right now. Because you know, also in the real world, that's not happening. Like if you don't like a service, you're just going to negotiate about it. You're going to talk to anyone. But anyways, that's what I think. Tell me, what do you think about marketing? Let's touch base on that. One of my favorite topics. Yes. Like I do understand it's a big challenge. If we'll talk for example about Base 44, right? So this guy Maor killed it, right? Like I don't know if he even spent like one marketing dollar, but in Israel he went bananas, right? But this is so hard to pull off if you're not the first one to enter a specific niche, a specific market, right? It's going to be harder. So how do you as an investor actually, you know, what are the indicators that leads you when you see a specific investment opportunity?

שיווק, תחרות ו-Base 44

ניקול פריאל: [23:44] How do you approach marketing? Tale as old as time, competition. I actually am of the belief that you don't need to be the first in the market. In fact, I think it can be detrimental to be first to market. But what does it say in terms of marketing, right? Because if you're not the first and there are 50,000 like you, and then it gets tricky, right? And expensive. Like I accept that point. The other side of the argument is that the early entrants can invest in educating the market for you. And then you come in and swoop up the folks who have already been educated and you come in at a different point in the hype cycle. I'd like to point out the example of cloud security in this instance. Because I think the first EC2, what was it with, no, I think it was the first S3 bucket. I might be wrong on that. That AWS put out was in 2000, I want to say 2006. I could be wrong. But it was something around that. The cloud was in its infancy back then. You had generations of cloud security companies that emerged as I think as early as like 2010 were some of like leading cloud security companies. But if you looked forward 15 years ahead, there were multiple generations and multiple successes of cloud security companies, which culminated most recently in Google's acquisition of Wiz for $32 billion. So in 2020, I myself invested in a cloud security company and a lot of people passed on the space and passed on the company because they said, why do you need to do that? There's already established players in the market. What's changed? There are constant iterations in technology and workflows and user behavior that demand different products at different points in time. So most of the value that was actually created in cloud security came almost two decades after the cloud was kind of invented.

דוגמת cloud security ו-Wiz

ICP והרוטב הסודי בהפצה

אייל דוד: [25:47] So how does it impact marketing?

ניקול פריאל: [25:54] I think you have to be realistic with yourself about who's your ICP and what's really your secret sauce in distribution and go to market. Because if you're content heavy and you're relying on content to drive your business, well, I mean, that can take a long time, right? SEO requires quite a bit of time and investment. Whereas if you're going into performance marketing, the costs initially upfront might be higher, but the payoff can be quicker. I think it's important to test, obviously different methods and lean into what works as a general rule.

מה מחפשים במייסד

אייל דוד: [26:32] Probably the first thing that I guess that's me, but probably you as well, would be looking in a founder, right? Strong marketing instinct and experience. And maybe start from there, by the way, before you actually build anything. What else do you look for in such a founder?

ניקול פריאל: [26:53] So yeah, commercial acumen is definitely up there. I think everyone has repeated this so many times that tech and product does not equal successful startup. And it's true. It's about having that awareness about the market. And basically, can you sell? Can you put this product into the hands of customers? That's largely the driving force in what determines the ultimate success. So we definitely do look for that. We look for hustle and grit and a lot of curiosity and this relentless need to figure out problems and solve them and be customer first.

לרכוב על גל ה-AI

אייל דוד: [27:37] And probably move quicker than ever before. I don't know. But also, if we touch back on Base 44, for example, what I liked about this story is that you need to understand what technology is going, but not two years from now, but in a limited time, a few months from now, and then you need to ride that wave. And if you miss that, then someone else will catch you up. So I think a good understanding of where AI is going to, what the next model is going to include. That's something that I would expect from a founder that comes to me. That's a big win, right?

ניקול פריאל: [28:20] Yeah, but no one knows. What's peak technology today is different than what it'll be in two weeks from now. So I don't think you can put too many eggs in one basket and assume that that's going to be the be-all end-all. You have to be extremely iterative and on your toes all the time now more than ever. So that means don't over-optimize on anything, really, because you have to be extremely nimble. I think just on the note of Base 44, you want to know something interesting that I was talking about with someone over lunch today when it comes to Base 44 is that we remarked the outcome, that the $80 million acquisition, sorry, was basically it's equivalent to a billion dollar acquisition for the founder. A billion dollar acquisition. That's 100% of course. Yeah, a billion dollar acquisition today usually means that the founder has been diluted to 10% maybe and probably a decade of long, hard slog. So an $80 million exit as a solo entrepreneur with a short time frame is the equivalent of a billion dollar acquisition in more traditional venture sense.

Base 44: 80M$ כשקול למיליארד

אייל דוד: [29:37] For sure, that's amazing. Also if we'll touch back again on the marketing aspect, that's a big challenge that probably he didn't want to face. And so selling was a good exit point as well, like in that term as well, I think.

Founder-led marketing עם CAC אפסי

ניקול פריאל: [29:50] Yeah, he totally nailed founder-led marketing, which so many people talk to me about today because they've woken up perhaps a little bit late about the power of using social media to help drive your business, not only on the customer side, but also on the employee's side. And it can be an extremely, extremely powerful tool. And when used right, with a CAC of zero.

איך מתעדפים השקעות

אייל דוד: [30:14] I also want to ask you, how do you actually prioritize our investments between all that different industries that we talked about, all those opportunities, what you're actually looking for when you're seeing a company? Yeah.

ניקול פריאל: [30:27] So we have our areas of interest and theses, but we never want that to get in the way of making a good investment. So I really love when a founder comes with an idea that I haven't thought of even, and shows me a market dislocation or an opportunity that's a screaming buy, why no one's doing it and they're going to do it better, or people are doing it and they're going to do it better. So I like to come in completely open-minded without any preconceived notions or biases and just hear about why someone is excited about an opportunity and why they're going to be the ones to crush it. So if they can get me excited, that's all I need to get on board. And I will put my blood, sweat and tears into making that happen alongside them because I bought in from day one. I've always discussed with fellow investors that if you need to diligence your way to a yes to make an investment decision, it's probably not a good investment decision. And that doesn't mean invest from your gut. It means having just like a very good sense for people and sense for opportunities. Many factors need to come together to culminate in getting to that yes, but usually like in any kind of relationship, you know quite early on if it's going to be a match and then lean into that. But if you're struggling to get to that point where you're saying yes, it makes it a little bit more difficult. Be humans.

'לחפור דרך דיו-דיליג'נס עד ל-yes'

אייל דוד: [32:00] So if a founder wants to connect with you, what would be the best way? I'm on LinkedIn as Nicole Priel

ניקול פריאל: [32:07] and my email address is in my profile, but it's also simple, Nicole at kineticcapital.vc. And my phone number is, just kidding. And also regarding the community that you founded.

סיכום ומה מאחלת לעצמה בעוד שנה

אייל דוד: [32:22] If people want to join in, is there still space? Is it possible? Yeah, absolutely. The more the merrier. Ping me.

ניקול פריאל: [32:30] You can put the link actually if you'd like to. Perfect, yeah. The B2C believers are having our next event in a couple of weeks in July.

אייל דוד: [32:38] We'd love to have anyone and everyone there. I'm really happy that you managed to find the time to come back to the podcast. And I hope that next year when you'll be here, you'll have plenty of interesting case studies to share with us. So what do you wish for yourself in a year?

ניקול פריאל: [32:59] Wow, a year from now, I would love to be sitting with you here in this room recording a podcast talking about all of our incredible investments and how different the world is then than it is today. Because if the world's different, we've made progress. And at the rate at which things are changing today, I'm pretty optimistic that that's going to be the case.

אייל דוד: [33:20] Me too. Okay, Nicole, thank you so much. It was a pleasure. Thanks, Eyal. Thanks, bye bye, guys. Bye. Hey, חברים, תודה על ההקשבה. אם מצאתם את הפודקאסט הזה בעל ערך, תוכלו להירשם לעקוב אחרינו, כמובן לפרקים נוספים בספוטיפיי, אפל פודקאסט וכל אפליקציה אחרת. כמובן שאם לא מצאתם אותנו באיזושהי אפליקציה, אשמח שתכתבו לנו. נשמח מאוד לחמישה כוכבים בכל פלטפורמה ושתעקבו אחרינו כדי שעוד מאזינים יוכלו להיחשף אלינו ולמצוא את הפודקאסט. אתם גם יכולים למצוא את הפרקים הקודמים בכל אפליקציה או בערוץ היוטיוב, יש לנו לינקים בתיאור. עד הפעם הבאה, יאללה, תהיו יעילים וביי ביי.