# How to Build an Elite Advisory Board

> A NachoTuesday interview — the C-Suite Insights series from NachoNacho, the B2B SaaS and AI
> marketplace. In conversation with Roei Samuel, CEO & Founder, Connectd.

- **Page:** https://nachonacho.com/nachotuesday/video/How-to-Build-an-Elite-Advisory-Board
- **Guest:** Roei Samuel, CEO & Founder, Connectd
- **Guest on LinkedIn:** https://www.linkedin.com/in/roei-samuel/
- **Recorded:** 2025-05-19
- **Watch:** https://www.youtube.com/watch?v=pgfQloRyNss

## Summary

This NachoTuesday episode features a discussion with Roei Samuel, the CEO and founder of Connectd, a platform designed to connect companies with experienced fractional advisors. Roei shares his background in building and selling a tech company and his subsequent realization about the growing importance of fractional work. Connectd aims to facilitate this shift by providing a network of high-caliber executives and a data-driven platform that helps businesses identify their needs and connect with the right advisory talent. The conversation covers the benefits for both companies (strategic input, credibility, speed) and advisors (flexibility, variety), the challenges in finding and engaging advisors, and Connectd's approach to building a community and ensuring successful collaborations. Roei also touches on compensation models, common pitfalls in engaging advisors, and emerging trends in the fractional work landscape. Key Takeaways: Fractional Work is the Future : Connectd operates on the belief that fractional work, especially at the executive advisory level, is a growing and crucial trend for businesses seeking specialized expertise and agility. Connecting Expertise: Connectd provides a platform to connect companies with experienced C-suite level advisors on a fractional basis, offering an alternative to full-time hires. Benefits for Companies : Engaging fractional advisors offers strategic input, enhanced credibility (especially for startups), and faster access to specialized knowledge without the overhead of full-time employment. Benefits for Advisors : Fractional roles provide flexibility, the opportunity to work with diverse companies, and the chance to leverage their experience across multiple ventures. Challenges in Finding Advisors : The advisory market can be hidden and often relies on networking. Misalignment of expectations regarding output and commitment is a key challenge. Connectd's Platform : The platform helps companies identify needs through data analysis (integrating banking, accounting, and payment data) and proactively suggests relevant fractional talent. Community Building : Connectd actively fosters a community through online platforms and in-person events to connect advisors and businesses. Importance of Engagement : Keeping advisors in the loop with regular updates and setting clear expectations for deliverables are crucial for maintaining engagement and maximizing their contribution. Screening and Fit : Founders should have a robust screening process to identify the right advisors, considering not just their expertise but also the qualitative and cultural fit. Connectd offers consultations and psychometric testing to aid in this. Compensation Varies : Compensation for advisors can range from equity (especially for early-stage startups) to cash incentives and hourly rates, depending on the company's stage and the advisor's experience. Learning from Failure : Roei emphasizes the importance of learning from mistakes, both his own (like premature C-suite hires) and others', and shares his initiative to help founders avoid common pitfalls. Pivoting Based on Market Needs : Connectd learned the importance of being data-driven and adapting its initial niche to align with broader market demand for fractional talent.

## Full transcript

Good afternoon, everybody, and welcome to another Nacho Tuesday. I have Roei with me here from Connected. Without further ado, we'd love it if you could introduce yourself and what you guys do over there. (Roei): Andy, thanks so much for the introduction. It's great to be here and really excited for today. I'll give a very quick two to three minutes on who I am and what we're doing. So, my name is Roei Samuel. I'm the CEO and founder of Connected. I've been playing around with technology from a young age. YouTube came out when I was 13, so video content creation was very much the obsession after school, as you can imagine. Fast forward to 2013, I built my first tech company, which was essentially a content creation toolkit helping people create podcasts and videos, giving them tools to optimize content for social media. We applied it to the world of sports and gaming and got really fortunate with that, scaling up to about 9 million monthly active users. We ended up working with the Premier League, NBA, NFL, and UFC. It was a really exciting journey. We were acquired by a large gaming company called Ginity in 2018. Off the back of that, I started to invest in startups and work with startups in a fractional capacity—board advisory, independent director, fractional CRO, and CMO. I became obsessed with the idea that the future of working would become fractional. So, I started to build tools to really power that fractional economy and help organizations and individuals transition into this future of fractional work. In 2020, COVID happened, and then there was this huge acceleration of more and more people working fractionally, trying to use their time in different ways, no longer commuting. Now, I think with AI and automation, this desire for more fractional, more project-based, more agile styles of working is really here to stay. With Connected, we're trying to power that fractional economy, and that's myself and Connected in a nutshell. NachoTuesday: Definitely. So, you guys really help bring high-powered advisors into the company. You look for more C-suite roles with people who have a very extensive professional background. (Roei): Yes, this is exactly it. I think if we look at this environment, we have remote, we have freelance, and we have fractional. The big difference between fractional and those other two is that fractional is still very much about who the individual is. It's about their track record, about their CV. It's not just delivering on a project; it's who this person is. I'm connecting with them because they have the skillset, the expertise, and the experience that's really going to help propel my business forward. It's less about "I can't afford full-time" and more about "actually, the future of work is fractional and more agile in that way." So, it's highly ambitious, awesome executives, founders, and C-suite of some Fortune 500 companies and some of the biggest companies and startups in the UK—a very, very ambitious crowd. NachoTuesday: Absolutely, very nice. And there are a lot of benefits for the advisors as well, where they can have a flexible work schedule and work with a variety of different companies too. They don't have to fill that traditional 9-to-5, if you will. (Roei): Absolutely, man. I think it's one of the really interesting things that we've seen is when we launched this back in 2020, most people wanting to go fractional were almost at the back end of their career. They no longer wanted to do that 9-to-5 because actually, they were starting to slow down a little bit in the way they saw their time. But what we've seen over the last five years is this huge shift to now highly ambitious young people very much on the rising part of their career who are doing this because they think this is the way it's going, rather than it being like a lifestyle shift in that way. NachoTuesday: Yep, yeah, definitely that. And you know, it does give people, especially the younger generations, more flexibility, which is one of the biggest benefits that a lot of them are looking forward to. (Roei): This is it. The amount of Gen Z individuals I speak to now who are just building a fractional career, like a portfolio career, as standard. It's so project-based: "I'm helping a friend out with this, I'm getting involved with this, I'm in this community online." It's so much more flexible in a way that I think is very, very different and very disruptive to traditional organizations. NachoTuesday: I feel like I've done a lot of that work myself over the years. I used to have an agency about 20 years ago too, where I'd be more of a fractional strategic consultant for a lot of companies. Even now, I mean, I'm full-time with Nacho Nacho, but you know, I get to work with a lot of great companies like yourself and kind of help on the strategic and execution level too. So, I feel like in a way, I'm kind of like a fractional role too. (Roei): 100%. And for people like yourself, you know, you get it, right? And it's so clear. I think once you've been operating in that way, probably going into a full-time environment where it's like a corporate without that flexibility, it's just not on the cards, right? Obviously, Nacho Nacho is a cool startup; it's very, very different. You know, you're building it in that way. So, I think as more and more people see those doors opening, actually the corporate door, the traditional corporate door, is a little bit less appealing as well. NachoTuesday: Yeah, absolutely agree. So, I guess what are some of the biggest challenges companies face in finding the right advisors? A lot of people are trying to shift into this kind of role, but how do companies really find these people, and then two, how do they sift through the good quality candidates to find the right people for them? (Roei): Yeah, it's a really good question. I think there are two main areas. There are obviously lots of different things, but we've brought it down to two main challenges. One is the access part. Often, this world of advisory boards and advisory working is a hidden market. Very rarely are these roles getting posted online. It's much more network-driven, much more connection-driven, much more organic in that way. That's really what we've tried to build with Connectd—this organic network built around these types of opportunities because that access is difficult. The second one is often misalignment. Very often, as people are starting to go into advisory or get into that space, it's so different from the types of output demands, commitments, and relationships of traditional full-time working. It's much more asynchronous. It's much more about keeping accountability on key results and things at a high level rather than getting into the nitty-gritty tactical stuff that is the majority of most people's working life. So, misalignment can be a real challenge in that way. You've got to ensure that incentives align, outcomes align, and effort and input align as well. I'd say those are the two main challenges that we see. NachoTuesday: Definitely. And those expectations have got to be set right from the very beginning. Otherwise, it's a lose-lose for both parties. (Roei): That's it. NachoTuesday: And then I guess, yeah, if you could explain a little bit more about Connected and how it operates. You guys have really done a great job building a community around your product. For the outsider looking in, how would you describe how your platform works? (Roei): Yeah, absolutely. So, an organization will come to Connected looking for awesome new talent or saying, "I'm looking for a very specific role," i.e., "I want to launch in a new territory, so I need a GTM expert for Scandinavia," right? They have a clear picture of what they're looking for, and they can access our fractional network. But often, businesses are saying, "Well, look, I don't know exactly what I need at this stage." So, they can plug in banking, accounting, and payment data. They integrate their HSBC bank account, their Barclays bank account, for example, their QuickBooks accounting software, and their Stripe payment solution. The platform will ingest all of your data and build out performance management dashboards so you can get an understanding of your KPIs, how you're tracking, and how you're trending against benchmarks—all private to you. It doesn't go anywhere and doesn't get shared anywhere. The system can recommend fractional talent based on your performance. So, for example, you're a B2C fintech within payments, and the system recognizes that whilst your revenue is increasing, your CAC is starting to creep up. Boom. Here's your performance marketing expert with a background in financial services who's worked with subscription models before and has a positive impact on other businesses because we're really using this transaction-level data to help businesses understand their requirements and then plug in the right individuals to help them take things to the next level. NachoTuesday: That's really cool. So, it's a very proactive type of platform too. It really kind of helps you identify the problem and then introduce the solution right away automatically. (Roei): Exactly. There's nothing more frustrating than a founder saying, "Well, this is really bad," and they don't know what to do about it. So, we've got this conversational interface saying, "Well, look, this isn't optimal, but have you thought about working with this guy? This is how you can work together. This is how things might look. These are the KPIs that should be." So, really helping remove a lot of the anxiety that we often face as founders and business owners, which is like, "I need help with something, right?" NachoTuesday: Sometimes they don't even know the right question to ask. (Roei): This is it. This is it. I think especially now with so much of the doing being driven by automation, it's that guidance and the steering that you still want from individuals who have been there and done that. So, we're helping people understand what the doing might be and then help them find the guiders to really make them feel comfortable in that journey. NachoTuesday: Definitely. And then you guys do a lot of in-person events too. We participated in one with you guys here in New York last week, which was really exciting. We had a couple of hundred people come out. You guys might have heard about it. We'd love to do more events with you too. Yeah, if you could describe some of the events you do to kind of build your community and bring some of these fractionals and advisory people together in one room, I would love to learn about where you do them and how you go about that. (Roei): Yeah, absolutely. Well, you know, we're an online platform which really benefits from a strong cross-border network effect because you don't rely on synchronous relationships, and you don't have that sort of, "Oh, if I need a fractional CMO, they need to be on my doorstep." So much of our connectivity happens cross-border and online. But for me, there's actually nothing better than getting people in a room together; I love it. I think psychologically, the people who built Connected are all about fostering connections at the end of the day, and there's nothing like getting a room full of builders and supporters together in that way. I know you guys love doing that and are massive in that space. We feel really passionate about that. I think we're doing another event together at New York Tech Week, which is going to be great, and we're doing four or five events that week. We're doing four or five events in Florida that week as well. What we've started to see, because we have a community hub online—we have a community functionality on the platform as well—is we've started to see unofficial Connected chapters pop up. So, it's like Connected Tampa, Connected New Jersey, all throughout London, for example, of actually our community now getting together themselves, which I love, and for me, that's what it's all about. NachoTuesday: Yeah. And you guys are making a big move into New York City now. So, that's kind of one of your first and largest hubs in the US, correct? (Roei): Yeah, exactly. So, we launched in Florida last year. We launched in New York in January this year, and now we're starting to look to Texas and California, and we hope to be nationwide by the end of 2025. So, an ambitious plan, but that's what it's about, right? NachoTuesday: Yeah, exactly. Move fast, break things, and figure it out along the way. Yeah, you guys got to get into San Francisco next, of course. I was talking to Zayn about that. Yeah. Nice. Love it. Yeah, maybe just in time for SF Tech Week, we could probably look at coordinating for an event there. (Roei): Yeah, awesome. Was that the first week of October, I want to say? NachoTuesday: I think so. Yeah. And then LA Tech Week is going to be the week after that. (Roei): Nice. Great. Love it. Nice. NachoTuesday: So, I guess what are some other key benefits you like to highlight for companies to consider when bringing on these types of advisors? (Roei): So, I think it really depends on the stage of the business. If you're a startup, I'd say there are sort of three main advantages to building that advisory board. One is the signal to VCs, to the market, and to customers that this business is trying to go on that type of journey. An advisory board is often analogous with a business that wants to get venture-backed and wants to grow in a certain way, especially if they're building that advisory board as a startup. So, it's a really nice signal to the market. Similarly, it builds credibility. Having that advisory board can enhance a startup's reputation and boost credibility with investors, customers, and stakeholders, so it's a really strong one. Finally, speed is core. When you need to get everything answered yesterday, having a group of trusted advisors who have been there and done that, who can either provide those answers directly or often have a network to dive into for those answers, is awesome. When it comes to SMEs, it's much more about strategic input without bloating the team. If you're an SME, a traditional SME that isn't seeking equity funding but is just going on a more bootstrapped route, you still need all of those things. It's less about the signal, maybe less about the credibility, although still important for customers, but less about the VC signal and more about how you get access to that type of input, that type of information and education, without bloating out the team in that way. For larger companies, there's such a diverse range of reasons why someone builds an advisory board. Often, you see big enterprises with multiple advisory boards. Some are more single-issue focused like GTM, some are more around governance. So, lots of motivations that we see as a business gets more mature. NachoTuesday: Yep, definitely. So, what are some of the top qualities and skills you look for if you're going to build your advisory board? Especially if it was considering an SMB that might not—you know, it might be the first time for them foraying into building an expert advisory board like that. (Roei): Yeah, totally. I think you're right; that tends to be the case most of the time. I think it's all about starting with the gaps, the blind spots, right? I think as any business owner, the business owner journey is such a growth journey. What am I good at? What am I bad at? What do I need to park my ego on? What do I need to bring in help with, otherwise I'm going to potentially drown the company, right? So, I think it's all about starting with the gaps. If you are a brilliant technologist, you may be a perfectionist, which can be good, but can also lead to a level of risk aversion that kills commercial opportunities, just as one example. So, it's all about starting with the gaps. NachoTuesday: Yeah. That are too much focus on building features instead of understanding the customer, you know, the customer problem, and designing a good UX to deliver that solution to that customer. (Roei): This is it. Absolutely, absolutely. NachoTuesday: So, I guess what's the best way to compensate these advisory board members, especially if you're a younger startup or an SMB that might not have a huge budget? Is there any sort of like equity compensation that kind of comes along with that, or are they looking at more of like an hourly rate? (14:36) I think it depends on all those things. If you're a traditional SME focused on profitability, giving away equity might be less interesting. It might be more about cash incentives or performance bonuses plus a day rate. If you're a startup without much cash, where alignment on equity value and enterprise value growth is key, then you're much more likely to offer skin in the game with 0.1-2-1% of equity, depending on the stage and commitment, etc. So, it really depends. And if you're a first-time advisor, it's very unlikely you'll be able to command the type of equity and compensation packages that incredibly established multi-role, multi-independent director individuals do. We all start somewhere. So, the big answer is: it depends on all the above. NachoTuesday: That's a great answer. How do you ensure these people remain engaged and actively contribute to the company's success? (Roei): I think the more you give is the more you get with these advisory boards. I know this because I made this mistake. I had an advisory board in my first company, and for the first six months, I wasn't keeping them in the loop. All the advisory board existed to do was catch up to try and bring them up to speed again, and we didn't get anything good out of it. So, I think it's really important that you're keeping them in the loop as you would with your investors—monthly updates and all that. That way, when you're coming to them for expertise, guidance, and help, it's much more regular. I think you need to avoid that engagement drop by setting very clear expectations on deliverables and outcomes. It could be getting them to prepare a board pack or an advisory board pack. It could be KPIs that you set attached to remuneration. But you've got to invest in keeping them up to date with all the most pertinent material information. Otherwise, you risk that relationship just being about catch-ups. NachoTuesday: Yeah. You mentioned something really key there. The communication aspect is critical. So, keeping them updated, even considering them like an investor where they're getting those bi-weekly or monthly updates, at least they kind of know where your company's going and what you're working on. So, each time you talk to them, it's not a cold start from the last month. (Roei): Exactly. And especially when the times you really need the advisory board's help are likely to be moments of urgency—transactions come in, a term sheet is coming in, a customer is coming with this. When you need that advice promptly and timely, you don't want to be using that call to say, "Well, this is what's happened over the last six months," right? So, absolutely, for it to be the best it can be in those opportune moments, they need to have that level of information. NachoTuesday: Yep. Any other common mistakes that people make when picking advisors? For instance, does your platform include any sort of reputation or vetting process so the company will know that this person is actually legitimate? Because, you know, my experience living in Silicon Valley for a few years, I feel like everyone wanted to be an advisor there. I got really good at learning how to screen people who just really wanted to find the next company and get a piece of equity but didn't really want to do much work for it. While there were a lot of other people, you know, if you find the right ones who are highly capable advisors that are actively engaged and really make your company what it is, what would you recommend for that? (Roei): Yeah, absolutely. I think it's one of the most important skills a founder can develop: having that screening process. Also, a good advisor might be a good advisor for you but a bad advisor for someone else, and vice versa. So much of it is not just about knowledge; there's also a massive qualitative, psychological, and cultural fit element to this as well. For example, we talk about technologists who are perfectionists when it comes to optimizing and iterating the product. Actually, what they need is not someone who understands the space but someone who's going to push them to be less risk-averse. So, so much of it is about that configuration. We have consultationists who will come in and have a conversation with you. You can even do psychometric testing, depending on the requirement, to make sure that we can overcome that. Then also, as with any marketplace or platform, there's a heavy emphasis on rankings, reviews, and ratings. NachoTuesday: You guys thought it all through. I like it. I also like the aspect that you guys offer consultation because I do believe a lot of times that founders want to hire like-minded people. It's easy to fall into that trap where you want to hire yes-men or people that kind of think like you. It kind of becomes like its own little internal cult, whereas they should be looking at it in terms of, you know, maybe it's a third perspective that comes in that could say, "Hey, actually, you need this counterbalance personality in your company to work with." And somebody like the founder themselves might not see that, whereas one of your consultants would probably pick that up right away. (Roei): Yeah, this is it. We're starting to—we're actually integrating a new type of psychometric testing called ETA testing to try and help with that as well. Because sometimes, as we all know with founders, they don't want to hear the baby's ugly. So, being able to say, "Look, statistically, actually, you guys are really well-indexed in this area, but you need some help here—not us, this is what the testing says—actually can help overcome that." So, totally agree with you. Totally. NachoTuesday: Yeah. One of my big methodologies is to love your customer like your product. Sometimes it's easy to love your product and what you're building too much to see it for the flaws that it does have. (Roei): This is it. Yep. NachoTuesday: So, I guess how do you handle conflicts or any sort of issues that might come up with an advisor if it's a mismatch? (Roei): Yeah, it's a tough one, but you've got to call it early. At the end of the day, a good advisor will respect you as a founder for saying, "Look, this isn't working for X." Ultimately, like with any hire, whether it be fractional advisory or full-time senior exec, it's the same skill set, the same things, right? You've got to be able to call those issues early; otherwise, they'll run rampant over you. So, I think that's important: calling it early and also setting fixed-term agreements so there are natural off-ramp points if it does get contentious. NachoTuesday: Great. Do you guys have any sort of consultation for that? So, maybe some of the more introverted founders, maybe some of the engineers that are brilliant at coding but maybe not as good in the people skills department, they might be afraid of conflict directly. Do you guys have any consultants to kind of help them identify if there's a problem and then be able to take action on it? (Roei): You know what? It's not something we've done so far. I love it. So, watch this space. But what we have got for every founder is templates for those agreements. So, it sets out the clauses for breaking, like what you should look for. So, we don't have a hands-on version of that, but I really like that. NachoTuesday: There you go. New feature. So, I guess what are some other emerging trends that are going to shape the advisory role in 2025 and beyond? (Roei): Well, fractional is here to stay, right? So, I think the advisory board becomes more and more status quo. I think where it's going to be really interesting is where a founder says, "Well, we could hire a full-time CX whatever it might be, or we could actually just add on another advisor." So, I think you're going to see the advisory board bleed more into the space that was traditionally occupied by another senior FTE, which I think is a great thing. I think it's a great thing for businesses and a great thing for the bottom line. So, I see that as a big trend. NachoTuesday: Yeah, I can definitely see that as well too. So, I guess any other—I guess have you ever had a moment of failure in your life, and what did you learn from that? (Roei): I've had about six today. I think if you're an ambitious founder, failure is a big part of it. I think, as we were just talking about with C-suite, one of the big mistakes that I made was with the first business especially: handing out C-suite titles too early. You know, you want to bring in a head of operations or a head of marketing, and especially at that time when you don't have money to pay them properly, you're like, "Oh, I'll give them the CMO title because that way they'll be really bought in." Then you're basically creating a guaranteed nightmare in 18 months when you realize what you want from a CMO is not who you hired the first time because the business is totally different, the business model is different. You've seen this time and time again. So, I would say it's actually a really good place to use an advisor where you're avoiding giving that title but still getting expertise and the inputs. I'd say that's a big mistake which I've learned from: senior titles too early. But I actually launched a YouTube series called "You Can't Fail," which I'll send out to you, Andy, for your own interest. It compiles the biggest mistakes that I made, what we learned, and how we've tried to improve them with Connected and with my portfolio companies to try and help out founders along the way. NachoTuesday: Yeah, that's really the best way to learn. There are two schools of thought on that. One is it's better to learn from somebody else's mistake, but I also believe that it's good to make your own mistakes as well because that way you get this intuitive sense for how to operate. So, when you come across these kinds of failures, you just get that gut instinct for the next one. When you do reach that crossroads, you know in your gut the decision to actually make because you've been through it before. (Roei): Totally. And you're right. The funny thing with founders is it's the psychological type that says, "I almost need to make the mistake again myself because I almost back myself to avoid that mistake." So, it's a really interesting one. I think it's a balance, right? Life is too short to make all the mistakes yourself. But you know, and this is it, right? As a founder, you will end up getting yourself into the weird and wonderful. NachoTuesday: Yep. Yeah. Because sometimes you can just read a lot of books, but if you don't know how it applies in real life, actually... (Roei): Yeah, totally. NachoTuesday: So, I guess what other challenges did you face getting Connected up and running? You know, obviously, it's not your first rodeo, but I'm sure you had maybe some initial challenges that you guys probably had to overcome. (Roei): Yeah, totally. Well, I think we started off with, you know, we identified a niche, right, which was bringing together founders, investors, and initially independent directors. So, we were really, really niched into that. Then we saw the market start to drag us more and more into the broadening landscape of fractional. So, non-exec and independent director became board advisor, board advisor became fractional C-suite, fractional C-suite became fractional more broadly. That's really where we see our success now. I think we should have leaned into that broadening earlier. I think we tried to stay loyal to our niche for too long because that was what we knew. We weren't being as radically realistic with ourselves as we should have been about what was getting the better usage. Actually, the niche that we started off and identified was not getting as strong usage and retention as the way that the market wanted to use the technology. So, we should have been more data-driven and less emotional about that early on. But that's now something we've leaned into in a big way. NachoTuesday: Yeah, that's a great point you made as well too, that you kind of let the customer and the market almost decide your product for you. There are a lot of insights that can be gleaned from just how people see your product and how they want to use it, as opposed to sometimes, you know, we come with an idea to market and we say, "This is the way things should be." But a lot of times, your customers will say, "I see what you're trying to do, but it should be like this." (Roei): 100%. NachoTuesday: Sorry. Oh, go ahead. You were saying something. (Roei): No, no, go for it. Go for it. Yeah. NachoTuesday: Uh, so yeah, a lot of times that presents the opportunity actually. They were sitting right in front of you the whole time. So, a lot of times your customers will actually see it because they're the ones looking for a solution for the problem, and they'll see what you have and they'll see what the potential gaps are from being able to deliver that solution for them. (Roei): This is it, man. I think as a founder, it can be a bit scary, especially if you've—and in the Connected situation, we'd already raised $1 million when we had seen, like, "Okay, this is how the market wants to use it." So, you've built this narrative with your investors. You've sold them a vision that you fully believe in. But now it's changing, right? It can be a difficult moment to say, "Well, look, we believe despite this commercial traction, actually, we need to lean into something slightly different because that's going to reap better rewards in the future." So, it is a tough one, but you're right, and you've got to listen to the customer. NachoTuesday: Definitely. Yeah. The P-word pivot can be a little scary sometimes. It's not as exciting as profit, but nonetheless, an important point in the company. (Roei): Exactly. And if you do one right, you get to the other. NachoTuesday: Yep. Exactly. Yeah. So, I guess what are—what's one thing you want potential customers to know about Connected, and where can they learn more about your platform and sign up today? (Roei): Yeah, absolutely. Well, our belief is that the future of work is going fractional, and we don't want to have any barriers to that. We want to be a positive influence on that ecosystem and help people make that transition. So, as an organization, you can come to Connected and get fractional talent without broker fees, no middlemen, no gatekeepers. You can get straight access to these amazing individuals. So, hopefully, that's useful for every startup out there. NachoTuesday: Sounds like it would be. So, I guess what's next for you guys over the next five years? (Roei): Yeah, so we launched in the US about 15 or 16 months ago, and we are just getting started there, barely scratching the surface. I would love us to be nationwide in the US by the end of this year, if not certainly in 12 months' time, and then we're just really bullish on that. You know, I think the beauty of the market that we're in with fractional talent is that you don't have that cold start problem. One of the reasons we were able to grow in New York as quickly as we have, and we're growing five times quicker than we were in Florida, is because the demand from those in New York is satisfied by the network in Florida, Georgia, the UK, and Dubai. It doesn't really matter; you don't have that synchronous geographic sensitivity. So, we're hoping to really go global over the next five years. NachoTuesday: Excellent. And should we expect to see your team at New York Tech Week? (Roei): Absolutely. I look forward to it, and I'll see you guys there. NachoTuesday: Awesome. I'm looking forward to it as well. Well, Roei, thanks so much for coming on today. We're excited to partner with your organization and looking forward to the event for New York Tech Week and seeing what else we could do together. (Roei): Awesome, Andy. Thank you so much, my friend. Thank you. Take it easy. NachoTuesday: See you. All right, bud.

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