Guillaume Moubeche, lempire Founder: Bootsrapping to $30M ARR Through Content & Brand | E1238

Intro (0s)

• Initially, it was thought that being unique and a first mover in a market were necessary to succeed, but later it was realized that a crowded market indicates existing product-market fit, and if people aren't paying, something is wrong (14s).
• The equation for sales is considered to be timing times trust, with timing and trust being either equal to zero or one, indicating readiness to go (24s).
• Guillaume Moubeche is introduced as a guest, and he is described as one of the coolest guests to prepare for, with some diligence material available beforehand (42s).
• Guillaume Moubeche expresses his excitement to be on the podcast, stating he is a big fan of the host's work and is looking forward to a fun conversation (52s).

Scaling lempire to $28M ARR (1m1s)

• Lempire was scaled to $28 million in ARR, with the company's biggest differentiator being the personalization part of its sales engagement platform, lemlist, which was launched in 2018 (1m17s).
• Lempire is now a suite of five tools that helps B2B businesses with customer acquisition from all sides, and the company has been fully bootstrapped, allowing for flexibility in its operations (1m49s).
• The company will end the year close to $29 million in ARR with $10 million in EBITDA, which is a rare achievement for a bootstrapped company (2m6s).
• When entering a crowded market, founders can either use a blue ocean strategy, which involves being unique and innovative, or a red ocean strategy, which involves competing with existing products and trying to be better than the competition (2m39s).
• The founder of Lempire initially thought that being unique and innovative was the key to success, but later realized that competing in a crowded market can be a viable strategy if done correctly (2m45s).
• The founder was initially rejected by investors and became a bootstrapper by necessity, but believes that this forced him to focus on sales and customer acquisition, which was crucial to the company's success (3m37s).
• The founder started Lempire with only $1,000 and was unable to hire anyone, which forced him to focus on the most important tasks and learn how to sell and acquire customers (3m54s).
• The founder believes that sales is the most important skill for founders to learn, as it is essential for hiring top talent, making the first dollars, and understanding what customers are buying (4m38s).
• Guillaume Moubeche spent the first 18 months of his company doing everything, including customer support, sales demos, marketing, and writing content to build an efficient customer acquisition engine (5m0s).
• The company started by targeting the low end of small and medium-sized businesses (SMBs), specifically funders looking for innovative solutions to gain an edge (5m32s).
• Moubeche used his own product, lemlist, for sales prospecting and would share the results and sales prospecting messages in content to help users understand what works and what doesn't (5m50s).
• He leveraged his prior experience running a lead generation agency to onboard customers and create content using their own results and sales prospecting messages (6m39s).
• Moubeche created a community by sharing customers' stories and used the insights gained to improve the product, creating a cycle of improvement and testing (7m7s).
• The content flywheel played a significant role in generating new revenue, with a rough estimate of 70% of revenue coming from inbound and 20-30% from outbound when the company reached millions in revenue (8m43s).
• In the first year, Moubeche closed around 100 customers himself, with a 33% conversion rate from 300 demos, but almost zero customers came from content during that time (8m4s).
• After the first year, the content started gaining traction, and lemlist became a company driven by inbound marketing (8m24s).

Biggest Mistakes in Building a 0-to-1 Sales Playbook? (8m51s)

• The biggest mistake founders make in the zero-to-one phase when creating their first sales playbook is being afraid to do sales prospecting and sell their product, often due to fear of rejection or the product not being ready (9m4s).
• Founders are often afraid to sell because they believe their product is not as good as the competition, having been developed for a shorter period (9m29s).
• To overcome this, it's essential to find a unique selling point that makes conversion easier, which often requires trial and error as the actual reason people buy a product may be different from what the founder believes (9m35s).
• People tend to hide behind processes, product roadmaps, and other excuses instead of trying to sell, which is a significant mistake (9m59s).
• If someone is not paying for a product, whether it's ready or not, it means something is wrong, and the problem being solved is not painful enough, indicating the need to continue digging and talking to potential customers to understand the main problem being solved (10m11s).

Thoughts on Design Partners (10m28s)

• Design partners who do not spend any money should not be referred to as such, as it is not a mutually beneficial partnership (10m37s).
• A design partner that does not provide financial support is comparable to a family member offering empty praise, which does not provide a realistic assessment of one's work (10m45s).
• Having feedback from key customers is essential, but it is more important to focus on the "magnet Persona," which is the persona that will attract everyone around (11m6s).
• The magnet Persona is the persona that will make a product appealing to a wider audience, such as designers, who are considered cool and desirable (11m21s).
• Apple, for example, focused on designers as their magnet Persona, which helped to make their products appealing to a broader audience (11m37s).
• Studies have shown that people feel more creative when using a MacBook compared to a PC, demonstrating the power of a magnet Persona (12m1s).
• When defining a target audience, it is essential to identify the persona that will be the most attractive, such as the sales teams' persona that is linked to prospection and sales (12m31s).

The Ultimate Equation To Success In Sales (12m34s)

• The equation for sales is timing times trust, where timing and trust are either equal to zero or one, indicating that sales is about being at the right moment and having the customer's trust. (12m53s)
• The goal was to reposition what sales is truly about, focusing on the relationship aspect, and enabling sales reps to have the right product to help customers, making sales cool and relationship-driven. (13m17s)
• By focusing on the Persona and bringing the cool factor and relationship factor into sales, the solution was tied to relationship and revenue, making it easy to calculate the ROI. (13m47s)
• Lemlist was started with the first line of code in January 2018, and the product was first sold in April 2018, taking three months to get the first paying customers. (14m8s)
• In December 2018, Lemlist had 100 customers, and from April to April, the company grew to $250,000 in ARR, then quickly to $1 million, and eventually to $10 million in three and a half years. (14m20s)
• Looking back, one of the major mistakes made was having a low activation rate, with only 10% of signups launching a sales prospecting campaign, indicating that people didn't see the value in the product. (15m32s)
• To fix this, the product was redesigned from scratch, but the new interface was initially met with negative feedback, resulting in a high churn rate of close to 50% in one month. (16m17s)
• The company eventually fixed many of the bugs and issues, and the churn rate decreased. (16m35s)
• Guillaume Moubeche, founder of lempire, initially struggled with customer churn and activation rates, with around 50% churn and 10% activation, which resulted in no growth due to acquisition rates offsetting the losses (16m39s).
• A month and a half after implementing changes, the activation rate increased to close to 45%, and the gross rate improved to around 40% (17m18s).
• The changes involved rebuilding the campaign creation process, making it easier for users to go from start to finish, as the original process required creating multiple templates, lists, and other elements before combining them into a campaign (17m44s).
• The original process was too complex and required users to be highly structured, similar to an engineer, which led to frustration and churn (18m16s).
• The new process guides users through a step-by-step approach, making it more logical and easier to use (18m30s).
• Guillaume advises founders to take a similar approach, making their products more user-friendly and guiding users through the process (18m44s).

Advise for Founders to Persist or Pivot? (18m45s)

• When deciding whether to persist or pivot, founders should consider two key metrics: activation rates and churn, and approach these topics by considering two different routes. (19m6s)
• The first route is to determine if it's a marketing and acquisition problem, as attracting the wrong customers can lead to low activation rates and high churn. (19m15s)
• Founders should ask themselves if they're attracting the right customers and if these are the customers they want to attract. (19m41s)
• If the customers are the right fit, founders should investigate why the activation rate is low, considering factors such as whether the problem is pressing enough or if the software UX is the issue. (19m51s)
• To understand these issues, founders can use tools like Hotjar or Mixpanel to track events and user behavior. (20m8s)
• However, the most important approach is to pick up the phone and call customers to understand their experiences and concerns, as this provides more valuable insights than relying solely on tools and data. (20m29s)
• Founders should be driven to understand why customers didn't like their product and should not be afraid to talk to customers to get to the bottom of the issue. (20m47s)
• Making assumptions without talking to customers can lead to incorrect conclusions, and a simple phone call can often prove these assumptions wrong. (20m58s)

Top Lessons on Pricing in Competitive Markets (21m6s)

• Pricing in competitive markets is challenging, but a key rule is to increase the price as the product evolves and brings more value, with a suggested annual price increase at the very least (21m25s).
• It is essential to consider the market's direction and adapt to changes in pricing, as people are becoming more cautious with their spending due to economic uncertainty (21m47s).
• Many companies are re-evaluating their spending, realizing that they should not pay for tools they do not use, which can lead to CFOs questioning the price of products with low usage rates (22m11s).
• Two key aspects of pricing are to regularly increase prices while delivering value and to monitor the market for changes in pricing trends (22m41s).
• The decision to launch a second product, which was eventually sold, was made when lemlist was around $1 million in revenue, about a year and a half after its launch (23m11s).
• The reason for launching a second product despite the potential loss of focus was due to the founder's personality, who prefers to embrace chaos rather than focus, a trait that took years of therapy to acknowledge (23m37s).

Are Unrealistic Expectations a Strength or a Weakness? (23m46s)

• The founder of lempire, Guillaume Moubeche, believes that having unrealistic expectations can be beneficial as it pushes teams to achieve more, citing his company's growth to $28 million in ARR and $10 million in EBITDA in six and a half years as an example of achieving something against the odds (23m47s).
• Moubeche thinks that being unrealistic can sometimes be necessary to dream big and achieve something that few have done in the past, but notes that it can also hurt if one becomes too confident (24m45s).
• He mentions that growth is not always exponential, but rather follows an S-curve, and that companies that appear to have exponential growth are those that plan for the next curve (25m6s).
• Moubeche admits that he became too confident and didn't plan for the next curve, leading to a plateau in the company's growth, where they stopped seeing two-digit month-over-month growth rates (25m58s).
• He notes that when a company is driven by inbound and content marketing, it can be difficult to track what brings in revenue, citing a quote from Gary V that says it's hard to measure the ROI of things like a mother's love (26m37s).
• Moubeche compares marketing to a mother's love, saying that it's hard to measure the ROI of marketing efforts, and that VCB companies often spend money on ads and SEO to try to track conversions, but these models are often inaccurate (27m1s).
• He also notes that building a tracking team to measure marketing ROI requires a significant amount of money (27m37s).
• The approach to business is simple, focusing on whether the content delivered brings enough value to users to be helpful in solving their problems, and if the answer is yes, then continue to do it (27m50s).
• When something is not working, it's hard to know what's working and what's not, and understanding core metrics is essential, such as identifying the Persona that is not churning (28m32s).
• The Persona that brings the most value is typically a sales team with more than four people, resulting in over 100% monthly net retention, whereas smaller teams or individuals may experience up to 15% monthly churn (28m54s).
• A common mistake founders make is expanding their target market too broadly, making their product less resonant with anyone, and instead, companies should focus on a specific use case (29m21s).
• The best companies have a very specific use case, and the goal is to be the best tool on the market for that specific use case, such as being the best tool for sales teams with 40 to 100 sales reps (29m42s).
• At the plateau moment, the business was around $13-14 million in annual recurring revenue, and despite receiving inbound interest from VCs, the decision was made not to take funding (30m8s).
• The focus was on building in public, sharing revenue metrics, and attracting investors, but the decision was made that fundraising was not the solution, and instead, the focus was on understanding secondary and cash-out options (30m27s).
• The realization was made that hiring more people is not always the answer to growing faster, and sometimes it's the opposite, and the focus should be on maintaining a high level of talent density (30m55s).
• An investor approached with an offer for a cash-out and secondary option, which was considered as an alternative to traditional fundraising (31m22s).
• Guillaume Moubeche is the founder of lempire, a company that reached $30M ARR through content and brand without relying on fundraising. (31m32s)
• The founder believes that having more cash would have allowed the business to invest more in product, design, and building out a content team, potentially leading to more sophisticated product growth and content teams. (31m44s)
• However, the company chose to use its profits for mergers and acquisitions instead of hiring and spending more, and when they did start spending more on hiring, they doubled the team from 30 to 60 people in six months. (32m5s)
• The rapid hiring process led to the realization that bad hiring decisions can be detrimental to a company, and the founder acknowledges that they weren't skilled enough at hiring at the time to handle the pressure of rapid growth. (32m28s)
• The founder expresses the concern that feeling pressured to hire more and spend faster can be really bad for a company if not managed properly, and it can even kill the company. (32m36s)
• The founder emphasizes the importance of being skilled enough to handle rapid growth and hiring, and notes that they weren't good enough at hiring at the time to handle the challenges that came with fundraising. (32m50s)

Lessons on Hiring (32m57s)

• The hardest thing a founder will do is hiring, and it's essential to learn from the experience (32m58s).
• One key lesson is to hire people who have already done the job, as they can help scale the company faster (33m9s).
• Initially, the founder had an underdog mindset, looking for hidden talent, but this approach has limitations when scaling the company (33m20s).
• Paying people well and creating a competitive package is crucial, as hiring is an emotional process, and people get attached to candidates (33m53s).
• Intuition plays a significant role in hiring, and it's essential to trust your gut feeling when making decisions (34m36s).
• Paying employees extremely well makes it easier to let them go if they don't deliver, as it's clear that they're not providing a return on investment (34m51s).
• Paying 20% more than the usual offer can help attract 10x profiles, as it shows that the company is willing to invest in top talent (35m3s).
• In a capitalistic model, every person needs to bring value to the table, and if they don't deliver, it's easier to consider their salary as a cost rather than an investment (35m20s).

Hiring Mistakes (35m43s)

• One major hiring mistake was not considering whether the person would be enjoyable to work with for an extended period, with the question being whether one could see themselves working with that person for 10 years, which is crucial for job satisfaction and enjoyment (35m44s).
• The importance of this consideration is highlighted by the fact that sometimes, people may have the right skills and be great at their job, but if they don't get along with others, it can make the job tedious (36m1s).
• The founder used to conduct one-on-ones but is no longer involved in the operational side of the business, as they are transitioning to a chairman role (36m14s).
• The founder disagrees that taking venture funding would have helped predict and prevent the plateau in growth, as mistakes and learnings are unique to each individual and sometimes need to be experienced firsthand (36m55s).
• The founder believes that having a strong roadmap and iterating on the product is key to addressing issues, rather than relying on external insights or funding (37m22s).
• The company, Expedition, was worth $150 million, and the founder cashed out $10 million personally, now owning about 70% of the business as the solo founder (37m42s).
• The founder's mindset has changed since becoming the solo founder, but the specifics of this change are not detailed in this section (37m55s).

How Did $10M Changed the Mindset? (37m56s)

• Receiving $10 million in cash was a life-changing experience, especially coming from a family with limited financial resources, and it provided a sense of freedom and reduced stress about money (37m58s).
• The money allowed for the freedom to pursue simple things in life, such as hiking and traveling, without being tied down by financial constraints (38m46s).
• Having a significant amount of money also provided the realization that, with smart financial decisions, it's possible to live life without ever having to work again, which sparked more ambition and a willingness to take bigger risks (39m5s).
• One of the best things about receiving the money was being able to help parents retire, which was a very special and fulfilling experience (39m33s).
• The decision to move into a chairman role rather than continuing as CEO was based on the desire to focus on the top of the funnel, such as creating content and attracting new audiences, and allowing a more operationally skilled person to handle the day-to-day tasks (40m43s).
• The move to chairman was not about stepping down or being less involved in the business, but rather about playing to individual strengths and allowing the company to grow and thrive under new leadership (41m25s).
• The decision was also influenced by the recognition that founders often create the most enterprise value, and the desire to surround oneself with great mentors and continue to drive growth and innovation (41m49s).

A Framework for Content Creation & Distribution (42m15s)

• Guillaume Moubeche's approach to content creation involves capturing ideas through various means such as recording, taking notes, and then ranking them, treating each idea like a seed that needs time to develop into a plant (42m39s).
• Moubeche's content creation process involves writing down ideas and then developing them over time, sometimes focusing on one idea and other times letting it sit to develop further (42m45s).
• Moubeche has a unique approach to writing, where he works on multiple pieces of content at the same time, writing a sentence for one piece and then moving on to another, allowing him to work on multiple ideas in parallel (43m46s).
• Moubeche believes in the importance of content repurposing, as it allows content creators to reach a wider audience and maximize the value of their content (44m57s).
• Moubeche thinks that content creators should not be afraid to reuse content that has worked well in the past, as it can be just as effective in different formats or on different platforms (45m43s).
• Moubeche's approach to content creation is focused on teaching and learning, and he believes that content creators should always be looking for ways to improve and expand their content (45m5s).
• Repurposing content that works well on one platform can be effective in reaching a wider audience, but it may not work on all platforms, as different platforms have different audience preferences and engagement styles (45m49s).
• Creating content helps build trust with potential customers, leading to faster sales cycles, more leads, and increased revenue, making it a valuable strategy for founders (47m1s).
• As a founder, creating content is a great way to meet interesting people, document a business's story, and showcase expertise, making it easier to establish connections and build a personal brand (47m15s).
• Having a strong content presence can lead to a higher reply rate when reaching out to people for sales prospecting, intros, or networking calls, allowing founders to meet smarter and more interesting people (48m9s).
• Creating content helps founders become better versions of themselves, grow their network, and establish their personal brand, making it a unique and valuable strategy for business growth (48m32s).
• The power of content can lead to unexpected opportunities, such as being recognized by high-profile individuals or being invited to meet with influential people (48m52s).
• As long as the content creator is happy with the content they're producing and strives for progress rather than perfection, creating a high volume of content is not likely to cheapen a brand (49m21s).
• Embracing imperfection and continuously improving content creation skills is key to becoming great at creating content, and founders should not be discouraged by criticism or negative feedback (49m40s).
• Creating content is considered the best investment one can make, as it is an investment in oneself, allowing for personal growth and development (50m4s).
• This mindset is reflected in the idea of investing in oneself, rather than just focusing on external investments, such as the stock market, with the phrase "MOSI 500 instead of S&P 500" (50m10s).
• Building character through self-reliance and perseverance is essential, especially for entrepreneurs who choose to put themselves out there and take risks (49m57s).
• A billionaire founder friend emphasized the importance of self-reliance, advising against seeking sympathy and instead encouraging the individual to take responsibility for their choices and the consequences that come with them (50m20s).

Is There Concern About Employees Leveraging Personal Brands? (50m46s)

• Building a brand with team members having thousands of followers can be a concern for some, but it's a two-sided problem, often rooted in trust issues, and as a founder, one should focus on helping team members maximize their potential and be in the right place, even if that means leaving the company (50m46s).
• Team members leveraging the company to build their personal brand can bring positive leads to the business, and training them to build a personal brand can be beneficial, as seen in the example of reaching 10 million people on LinkedIn every quarter without spending a single dollar on ads (51m55s).
• Having a strong personal brand can be good for the company's brand, even after team members leave, as it can still be associated with the company (52m43s).
• When it comes to content creation and distribution, it's essential to start early, be consistent, and focus on output rather than outcome, as seen in the example of regretting not doing YouTube earlier (52m54s).
• Consistency and time are crucial in building something in the long term, and it's essential to avoid getting discouraged by early setbacks and instead focus on output, using strategies like the 100-day rule (53m44s).
• The 100-day rule approach focuses on controlling output, such as posting one video or LinkedIn post per day, rather than outcome, which can't be controlled (54m9s).
• Focusing solely on outputs, such as the number of followers or views, can be counterproductive, and instead, one should focus on the process and consistently create content for a set period, like 100 days, without worrying about the outcome (54m23s).
• By doing this, one can build confidence and start enjoying the process as they see improvement in their work over time, eventually leading to noticeable results (54m41s).
• Consistency is key, and even if it takes a long time, like over two years, to achieve significant results, it's essential to keep going, as the game is about who survives the longest (55m24s).
• Only 2% of podcasts make it past episode 50, which highlights the importance of perseverance in content creation (55m40s).
• Writing content in advance, like two months' worth of LinkedIn posts, can generate good meetings and deals, demonstrating the effectiveness of a well-planned content strategy (55m9s).
• Guillaume Moubeche's approach to content creation and brand building has been successful, with his company reaching $30M ARR through bootstrapping, content, and brand [no timestamp available in the text].

The Accident During Ironman Prep (55m58s)

• Guillaume Moubeche was training for an Iron Man in 2024, starting in January, with the goal of achieving a good time, but his training was cut short when he was hit by a car one week before the race (55m59s).
• The accident occurred during his last bike training, resulting in his bike being cut in half and the car being severely damaged (56m23s).
• Moubeche suffered injuries, including broken ribs and torn ligaments in his shoulder, which made it impossible for him to participate in the Iron Man race (56m43s).
• Despite the setback, having a race in mind motivated Moubeche to recover, and he was able to finish an Iron Man in California in under four months (57m1s).
• Moubeche recently completed an Iron Man in California, marking a successful recovery from his accident (56m52s).

Do Fit & Healthy Entrepreneurs Perform Better (57m6s)

• Fit and healthy entrepreneurs tend to perform better due to their discipline and consistency, which enables them to control their minds even when faced with challenges (57m8s).
• Endurance sports and entrepreneurship share commonalities, such as being a "mind game" that requires mental toughness and perseverance (57m29s).
• The mental battles experienced during endurance training are similar to those encountered in entrepreneurship, particularly when dealing with self-doubt and criticism from others (58m1s).
• Developing discipline and strength through endurance training can help entrepreneurs overcome obstacles and stay focused on their goals (58m33s).
• Stoicism is a philosophy that aligns with the principles of endurance training and entrepreneurship, emphasizing the importance of focusing on things within one's control (58m43s).
• The speaker is no longer with the girlfriend mentioned in the conversation (58m47s).
• Entrepreneurs who claim they don't have time to train can start by assessing their screen time, as it often reveals opportunities to allocate time for physical activity (59m1s).
• Discipline is a form of self-love that involves sacrificing one's current state for the benefit of their future self (59m30s).
• Life is about making decisions that contribute to building a better lifestyle, and discipline is essential for achieving this goal (59m41s).
• The ease of getting distracted in today's era makes it crucial for entrepreneurs to develop discipline and mental toughness to succeed (1h0m3s).
• Those who train their muscles for discipline are more likely to excel in their endeavors, as they can overcome the weaknesses that hold others back (1h0m13s).
• The speaker believes that many people have weak minds and that it's relatively easy to succeed by simply being more disciplined and focused than others (1h0m25s).
• Making sacrifices, such as limiting leisure activities, can provide entrepreneurs with more time and energy to work towards their goals (1h0m42s).
• Growth and progress often require stepping out of one's comfort zone, which can be uncomfortable but ultimately rewarding (1h1m5s).

What’s Guillaume’s Toughest Discipline to Maintain? (1h1m9s)

• Guillaume Moubeche struggles with having discipline around eating sweets and desserts, consuming large amounts of sugar despite knowing its negative effects (1h1m11s).
• He has a consistent daily meal routine, often eating Poke Balls, which consist of rice, edamame, carrots, tomatoes, and a protein source like chicken or salmon (1h1m51s).
• Moubeche also enjoys cooking and eating pasta with meatballs, which provides him with the necessary calories, proteins, and carbohydrates for his training (1h2m13s).
• He is not married and does not have any children (1h2m31s).
• Moubeche reflects on the trade-offs he has made for his work and feels happy with his intentional life, having broken free from the constraints of needing to make money to live (1h2m51s).
• He has been forced to ask himself questions about life, spirituality, and his mission, which has led him to a more intentional and fulfilling life (1h2m56s).
• Despite feeling happy, Moubeche acknowledges that he is missing a romantic partner and a family, but is planning for this in the future (1h4m13s).

Quick-Fire Round (1h4m34s)

• The belief that traditional media manipulates the way people think is held, and it's thought that few people realize this due to being raised with the same media consumption habits as their parents (1h4m45s).
• A quote by Alex Hosia is mentioned, stating that the heaviest things in life are not iron or gold, but unmade decisions (1h5m28s).
• The unmade decision that sticks in mind is not buying Bitcoin in 2008-2009, despite identifying its potential early on and understanding how money works (1h5m36s).
• Bitcoin is now being heavily invested in, with purchases made over the last three years (1h6m25s).
• If there was no risk of failure, a new education system would be built, focusing on helping people find their true passions and strengths rather than fitting into a predetermined box (1h7m14s).
• The importance of training slowly to achieve fast results has been learned, with the understanding that building a strong foundation is crucial, especially when training for endurance (1h7m34s).
• The individual has a unique relationship with pain, perceiving it as a sign of growth and strength, rather than a moment to stop, and quotes "pain is weakness leaving the body" to illustrate this point (1h9m7s).
• The favorite consumer brand is Apple, due to its impressive revenue, such as the AirPods generating more revenue than many software companies (1h9m24s).
• If given the opportunity, the individual would choose to be CEO of Open AI for a day to understand the company's current projects and plans, as they are skeptical of Sam Altman's intentions (1h9m45s).
• The lack of nuance in the world today, fueled by social media and the attention war, is a major concern, as it leads to polarization and a lack of depth in discussions (1h10m38s).
• The biggest lesson learned from the individual's mother is that hard work doesn't always pay off, but one should enjoy working hard for personal fulfillment (1h11m43s).
• A woman, who immigrated from Italy to France, had a tough life, with her dad attempting to kill himself multiple times and her mom passing away, yet she worked hard and was the first in the office, despite not making a lot of money and not being rewarded for her efforts (1h12m0s).
• She does not regret her hard work, as she works for herself and likes to do a good job, regardless of the outcome or potential reward (1h12m45s).
• The key takeaway from her story is that sometimes it's essential to focus on the effort and happiness derived from it, rather than the outcome, and that it's not always in one's control (1h13m1s).
• Having a significant amount of money, such as $10 million, can be helpful, but it's not the primary motivator for everyone (1h13m18s).
• Guillaume Moubeche appreciates the conversation and is grateful for the opportunity to share his thoughts and experiences (1h13m28s).