Building Billion-Dollar Fundraising Platforms | Moshe Hecht Journey from Charidy to Hatch AI

Welcome back to the what it takes podcast for now. We'll change the name. We don't we won't change the name. We'll know. We'll see. Um but today on today's episode, we have Moi Hei >> was previously the chief innovative. >> Innovation officer. Yeah. >> Chief innovation officer at charity, a platform that all of you are very familiar with that has raised, I would say, billions. >> We're nearing five billion. >> Yeah. Billions of dollars for non forprofits, for organizations around the US, overseas. Yeah, globally. >> Globally. Um, very impressive background. And now you have your own startup called Hatch.ai, >> a information software that helps nonforprofits get information on their donors to help them fund raise better. >> Yes. >> Is that it? >> Yes. >> Very good. >> Good job. >> Okay. Welcome to the studio. Great to be here, Tally. Thank you for It's great to have you here in my in my studio. >> We didn't even make yet. >> Yeah. Yeah. Uh Thomas, >> it is Gimmel Thomas today. >> And um my intention here is to completely hijack your podcast and turn this into a Fbrangan. >> I'm so excited. >> Okay. On my way here, I was thinking, oh, when I when I when I agreed to do this, I was like didn't realize that it was going to be Giml Thomas. On my way here, I'm like, what am I doing a podcast? I said, you know what? do the podcast but turn it into a Fbrangan. So this is officially completely hijacked. This is going to be a fangan. So I think the first thing that you need a fabangan is so y have some over here. >> You're going to have to join us. >> Yeah, you're going to have to. >> You're going to have to join us. You only have two shot glasses. One. >> We'll get you now. It's a real fabian. We have one. We drink from the same glass. >> Drink from the bottle. >> Drink from the same glass. >> Of course I want a branded mug from you. We We're not going to drink all three bottle. We're just going to drink one. This little >> I hate this. It burns. It's nasty. I don't like bitter. It tastes like >> Yeah, we're going to say it. >> So, let me let me set the stage here for me hijacking your uh podcast over here. Okay. >> So, what is a fingan? I think the fangans are becoming very popular these days. It's like I've seen like I think >> nobody wants to zone out. It's too much like they're under too much stress or >> I think that might be one of the reasons. No, I think people are getting real. I think people are I think the Jewish people are getting real. I'm going to have a tiny little bit. That's all I just half of your >> Just ya. >> You don't drink. You drink? >> I don't drink. >> I mean, I drink, but I don't drink drink, you know. I say no, not really. >> A little bit. You know, I don't really enjoy it so much. >> Anyways, what is it? I I've seen at least I don't know, five uh uh in the last few weeks, I've seen at least five uh bumper stickers. Fabangian, fabangable. There's like there's a big It's a big It's a big uh on so little. >> I don't know. I'm not a rabbi. >> Yeah. Don't you drink something from there? I'll make on that. >> Yeah, that's a good idea. Brisk. >> Okay. >> It's not because I come from there. But >> are you a brisk? >> I'm not. But now I am. >> All right. Before we say, I'm going to set stage. So it's becoming a very Yeah. >> Bleep it out so nobody says by mistake. Delicious. >> Pour me some. Pour me some in there. Okay. >> What is Stop. Stop. What is Oh man. What is it when a tea has alcohol? >> Long Island iced tea. >> Yeah. Yeah. There we go. You know what? Hello. Let's do this. I I don't know what a long iced tea tastes like, but I'm about to find out. >> About to find out. >> This is going to be fun. Hello. We're just going to sing and and and drink. >> Okay. >> Okay. bed. >> So, listen. If I bring >> I was just reading >> look on camera. >> I'm telling you it's ADHD to the max. Cranked up. >> Yeah, now I know what I'm dealing with. Okay, now I know what I'm dealing with. Okay, >> it looks like a drunk show. >> Okay, >> if I bring in like this, I'm actually reading Rab Rabinstein just they just they just came out. >> It's fine. It's normal here. >> It's all good. >> What it takes what it takes. Okay. Adin Schnez, >> who's that? >> Adinis, a big uh big sadic author. Lived in Israel. >> Lived >> he lived and not alive anymore. He wrote he translated the the shas in Hebrew. Um he wrote many beautiful he was one of the revered of the labb. So they just they just published a book uh from him um called Fbrangan. And they took a few of his um a few of his fibbrangans, right? Utasis Gimotus. >> What does that mean? Translate. Oh, someone someone must have been they must have been recorded or someone must have been there that that waser that basically thing and they wrote out they wrote out a bunch of >> he was saying during the >> so it's interesting he say the first point that he makes he describes what a fibbrangan is and he says a fbrangan is like this fbrangan is not a a not you don't say a fbrangan and you also don't say now there are exceptions okay >> why didn't you say why don't you say >> okay so this is his point so first of first of all there are exceptions to that obviously First of all, when is they say they say they say they say lots of >> is a um a talk um usually a talk on >> No, it's it's usually based. >> No, but if you break it down to like explain it to a third grader, >> I don't learn Tanya, not by I'm learning and I have a bunch of other and I'm busy. are the the situs of the terra the secrets of the terra >> it's how to become a better Jew >> ultimately yeah >> ultimately it's not missed it's not >> what this was was brought was was introduced to the world >> if you need to put it into a category >> yeah what category >> it's own it's its own category was introduced to the world by the bashv >> right >> okay the balshive was a very holy Jew in his first part part of his life he was a hidden sadic uh many he was uh downloading just call it for that downloading the teachings of the Arizal downloading the teachings of all the cabalistic masters of year of of the generations before. >> Um and um he developed a an evolution and a um a developed and and and u uh what's the word you know made relevant the secrets of the Torah for the for our generation. Okay. And he uh re he revealed these this teachings to his students to the maggot. And then the magid which was his main student. And then the mag taught was the teacher of all the great rebas. the alterbatalia, the the the uh and and all these all these great teach all these uh all these greatidic masters who are the the head of the dynasties of all the groups and that was that's it's you know in right so is the fourth is the fourth which is the secrets of the terra >> and it's the medicine elaborate on that. So are something that the Reb would would speak would teach which would be usually be based on the para which usually be based on like onidic aidic aidically drivenly enhanced um version uh talk on the para based on on usually based on the para or based on or based on that's what that's what is the mimer is a little bit deeper are exceptions to the to the rules of what happens in fabang obviously if a reba comes to a fbrang then he they would say either or talk and talk to our terrorists. There are other exceptions like after the Reb would say give a have a talk would gather to uh to discuss and review and try to understand what the Reb was saying in in the but generally speaking a faban is meant for brothers to join together is a brotherhood right to join together and Rabstein says it really beautifully he says the point is not to say now you can say some that's not the thing but the the real essence of affirming is not to say and not to say not to not to talk idol talk. Okay. So what do you do? Some people that's all they know how to do. All they know how to do is talk to or they know how to talk. Okay. So what's the third option? >> Sing. >> Oh very good. That's also that's part of the brain. But in terms of talking about what do we what's the dialogue is being real. So if you're not if you're forced not to speak where it's not in other words you can speak diver but it's not a shar. It's not you coming to a to hear. You got to do that separate every day. And it's not you're not talking sports. You're not talking about the Knicks. So you're not talking about thing. So what do you you got to be real and when you're if you sit amongst brothers right amongst and amongst other Jews and yidden and you talk real what it does is it congeals everything else that you're going on in your life. It congeals your it congeals the learning that you're doing outside during the right and cong with and but it has to be with brothers because that's how that's how we grow. We grow with brotherhood. We grow with con with with with our hashem being um leveraged and being enhanced and being elevated through brotherhood. That's what a fang is. So that's what we're going to do today. We're going to we're h we're going to take this podcast. You can ask me whatever questions you want, but you're I'm telling you right now I'm warning you that I'm going to answer as if we're sitting at a far because it's gimmel Thomas and that's what we need to do. >> And that means you're going to be >> this going to be your first giml Thomas ever >> that I can recall. Okay. So he has a book that I once read. >> Okay. So in your adult okay if I bring it begins. Okay. What do you want to know? What do you want to know? Tell >> everything you ask me is going to be >> through this lens. >> Through this lens. Okay. >> How did you make last year? Yeah. Snitch the >> um was charity your first job? >> No. >> That's what it says on LinkedIn. I mean no there's one thing. >> Don't believe anything you see online totally. Okay. Okay. >> That's first first lesson today. >> Everything associate currency. >> Everything is a fake news. Fake news? >> No. The first thing that a job that I had was I WAS A SINGER. >> WHAT? >> YEAH. >> I'm so jealous. >> You didn't do a Google search. I see. Okay. >> Um Yeah. I was I composed an album um in my very very early 20s um of English folk music inspired by and inspired by spiritual ideas. >> You sing professionally. >> I just sang for you over here just now for free. So I don't sing professionally anymore. Uh but that was my first uh gig. That was my first That was my first thing. >> I'd love to sing at wedding. It's my dream. >> So do it. Can you sing? >> Go to co voice lessons, voice coaching for like what a year or two. >> I don't know. Did you go time consuming? >> Okay. Well, >> I'd love to. I want to be a good Ba. >> Okay. So, what's stopping you? >> Time and money. >> Okay. >> Fine first. >> Okay. >> If I told you my full schedule, your eyes will pop out of your face. >> Okay. I believe you. So, that's what I did first. Um, I did that for a while >> for an income. >> Um, well, no, obviously that's why I stopped. I mean, I was trying. >> No, but you were dancing at weddings. >> No, that was where that's when I realized at the point where I realized like the only way I'm going to make this sustainable because I was doing concerts here and there, but then the only when I realized that the only way to make this sustainable is to sing at weddings and I just didn't want to. That wasn't my thing. So, I uh quit. >> Not relevant to the podcast. Do you know Tal? Yes. >> Yeah, sure. >> He used to be my neighbor. We're good friends. >> Tali's amazing. >> Yeah, he he sings. I mean, >> yeah. No, he's beautiful. He he um >> Moshi has >> I did Yeah, I did a cover for the Moshi album. The first song and this is like a two thing album. >> I don't know all his songs. I just know um >> No, for his father made of >> Yeah. Moshi was great great master uh you know songwriter, singer songwriter. Um >> let's go back this. >> Yeah. >> Yeah. So you started with >> So I started with music um then um in my 20s you know we didn't I went to labage system which was beautiful and great for many things but >> in what way system like >> I went through the kabad system >> which is >> the classic kabad system is >> so I'm saying yeshiva system um >> go to wrap >> that's part of it I'm asking out of curiosity >> that's a big part of it no yeah yeah no for sure there was um you know you learn in in in classic yeshiva till till 20 >> um And then 20 you do a year called which is um going out to learn and to do community work to do to do >> what's it called >> to spread to spread to spread the wellsp springsings of of of and of Judaism. Um so every and every is different. So some schlas will be bakers we call it at 20 years >> decides where you go >> the yeshiva decides for you for the most part >> and they send you around the world >> and they send you around the world. So I was sent to Ukraine >> anyway. So I spent a year there and then uh what's that like? >> That was that was wonderful. Basically they they moved six bakim or six of us into a semi- orphanage like for it was like a dormatory and there were like 15 20 boys that some of them had families some of them didn't but it was like a dormatory boarding school for Ukrainian children >> half of the day we would learn and we would learn and then the other half of the day we would do programs we would learn with these stu with these with these students we would do we would we would do a whole bunch of things to help to help the community classically is going to put on fill in with Jews. >> Yeah. To go spread Yiddish kite with uh >> Yeah. So that was that and then I did in Melbourne, Australia. >> On what? >> Uh >> just it's the same I think everywhere. It's ter >> um and for the most part >> we don't have No, it's not part of it. Um >> the basics. >> Uh yeah. And then uh so that was the that was the system. So there was no you know we didn't get an didn't get an educ we didn't get a degree didn't didn't didn't learn a trade >> let me tell you lababich these people have confidence and get stuff done. >> Yeah. >> Incredible. Like a massive percentage like even the introverts. >> Yeah. You don't find that outside of Labavich is like that. >> You do. Just not as common. >> Do you know any employers have called me? I need like a labra type of person. Yeah, there is confidence. Find any other book that will walk up to strangers. >> Yeah. >> From a young age, they have you put on film today. >> They're Yes. >> It's confidence building. Yeah. Sales. Amazing. >> Yeah. Yeah. They Myths helps with that to help you be fearless, right? You imagine going up and it's like it's like it's like the old doortodoor selling uh cleaning supplies. >> Those guys end up becoming the greatest salespeople. You know, some of the greatest CEOs of C of of of you know, sales companies, whatever. They say, "What? We started off selling uh whatever cold knocking. >> Yeah. Cold, you know, door to door selling whatever. Um yeah, I think I think there's that. There's the mitsai part which taught a lot of leadership skills and I think also just the spirit of labage and of the Reb teaching us how to be leaders and teaching us how to turn over the whole whole whole world. Um so it's definitely a spirit and it uh whether if they go on or if they go into business. Anyway, so I you know I went through the system it was beautiful but you know the system doesn't necessar it prepares you for essential things like we just talked about but I had to go find a career you know I had to you know de create my own career. So I started off by selling advertising space >> um for the the original early algamor. So this is while I was doing music I was like okay I got also got to you know get some actual income >> right? >> So I started selling the algamator journal that just went English. >> What was that? The Algamander Janal was a Yiddish newspaper that was started by Rabbi Gerson Jacobson many many many years ago. Okay. >> Many decades ago. He's the father of Y Jacobson, Simon Jacobson, Bark Jacobson and the three brothers. >> Um >> did sales >> and so I so a colleague a a classmate of mine David Effune who was he's like I want to build this thing into an English online juggernaut. Um I need someone to sell ads from. So I sure I'm a good salesperson. So that was the first gig. I did that for a year or two. Then um you >> found success doing that. >> Um it was it was okay. Paid some bills. >> Okay. >> You know those you know >> not like oh wow I'm really like making good money. >> It was no it was just a good thing right. You have in the in the 20s you have to try a lot of things. You got to take a risk. You got to be very active. You got to move. You got to have momentum. And then I think eventually that's that's kind of our hard knocks school of hard knocks. Like we learn that's our education also. We learn on the job right. We learn it, we drum. So it's it's okay. I would say to anybody in their 20s that's going from one thing to another, not 100% sure, no problem. Just keep moving. Keep forward momentum. Right. Right. Forward momentum. Just keep keep keep trying things until you find what you're really good at. >> So eventually >> that should be a short by the way. >> Yeah. Okay. >> By itself. >> Cut, cut, cut, cut. >> Yeah. Exactly. >> So So eventually I realized that I was good at communication. I was good at taking an idea and communicating it to the masses. Okay, whether it was through advertising, copy, design, uh building a marketing campaign, okay, that's what I was going when I was selling advertising to these companies, they were they had terrible ads. I would say to them, I can do a much better job on this ad. So, I started doing the advertising for them. I started writing the copy. I started doing the design. And then that led into my realization that what am I? I'm I'm essentially a marketer. Okay. Then few uh startup stints, you know, I did marketing for a digital currency which was 20 years ago before Bitcoin was I think was at $15 when that happened. And then eventually I met Yuda Gerwitz who was the founder of charity who had just started uh it was in private beta. There wasn't when you couldn't even see the campaigns on the on the homepage and the idea of charity blew my mind um to be able to raise like significant amount of money >> crowdsourcing. >> Yeah. And I realized that I had found my calling um to be able to help people who are helping people. Help the people who are helping people. And that became my calling. That became >> Is that one of their taglines? Help the people who help. >> No, but I'll probably get uh sued for that trademark. It's probably trademarked like yours. >> People are helping people. >> Um but that became that became like realize that's sort of because I feel I I have >> if it's not trademark, use it for hatch. >> Okay. We'll see. Run it by the marketing department. Um, so that became my calling to help people, help people. So I was at charity for seven, eight years. >> What was that like? >> Charity? >> Yeah. >> The best years from a working from a working standpoint, that was the best years ever. >> Um, what was your >> at the By the way, it's important to know for the first two and a half, three years, I didn't make anything. >> Making zero or pennies? >> Pretty much zero. >> How were you able to live? >> It's a great question. >> Your wife was >> I was still doing some of my music stuff. I was still doing my wife had a a little bit but I don't know I have no idea how I lived those years. I was taking a little bit but basically I had yeah I did it because of the upside because I was believed in the >> what was the structure >> the I had equity in the and yeah I got a significant piece of equity in the business so my motivation was the upside eventual upside. >> You got bought out when you left. >> Yes. >> What was your role when you left chief innovation officer? I'm not going to believe that because you said not to believe anything easy online. >> Um, no, but I mean talk to me start up through you were there seven years. >> Yeah. >> What was that like? What was your dayto-day? >> How did it grow? >> What was your hardest thing that you dealt with there? Challenges, successes. >> I think we dealt with every single challenge that a startup has to deal with, right? I think there's a list somewhere like uh no money, privacy, security challenges, um partner drama, all everything. I think we dealt with every single challenge that a startup has to deal with. Um and I just never quit. I never quit. I I felt that like um the impact the vision of the impact that we were going to make on the Soducka world um was too powerful to to let any of these little challenges uh stop us. Um and we had a great team. >> What is their model? How do they make money? Credit card swipes, transaction fees. >> No, they take a they take a percentage of of what they help raise. So >> smart. Yeah. >> But they invest initial overhead. >> Yeah. I mean today today there's multiple different ways that they charge. They're flexible in different ways to to to charge. So they can charge a fat flat rate. It's become, you know, there's competition today. So there's they can charge a flat rate. They can charge a percentage of of of of what's raised. But basically, if we help you raise money, then we then we then we make then we make some money on our own. >> Who was your first competitor? >> The first competitor was a company called Matchathon. It was a in Canada. They're not around anymore. I think it was called Matchathon or something. >> What was your reaction when you heard about it the first time? Um, it motivated us. It very much motivated us. >> Take you guys out. >> Not not to an unhealthy degree. I think we were like, um, we we we were we knew we were always the the kind of the the first and the innovators and um but we never let that we never let that get to our head and we never let that um make us comfortable where where we were. Competitors are a vital component to business to business success. A if you don't have competitors, then there's probably something essentially wrong with your business model. Um because anything that's good and and worthwhile doing, multiple people are going to do it. Um >> that's another short. >> Yeah. I mean, you have to have competition otherwise there's there it's a sign that there's no real there's no real market for for what you're doing. Um, but you got to know what your differentiators are. What what's your unique value proposition to the to the community, what you you you can uniquely provide and what you uniquely do that other companies can't do and you double down on that. Then you just focus stay focused on that. >> A competitor pops up that can do what you are doing uniquely >> and you do it better. >> Do it better. >> Yeah. >> Did you ever have competitors that like like uh oh, we're in trouble? >> Um, not one single company. Um but the combination of it uh the combination of like when you have five or six competitors that are each one has >> they're after your lunch right you know they're after you because you're when you're the leader in the space they come at you like sharks you know everything to them is like oh we're better than charity because we do this or we can do this and charity can't do this and so it's the whole conversation but as long as you stay the central part of the conversation as long as you're the central part of the conversation and you know who your um your ICP or ideal customer profile that's really really critical Once um businesses start to um once businesses start to get like a lot of competitors start to go to a market um if you you have to basically fine-tune what your ICP is, your ideal customer profile, right? And if you don't do that, you're going to be in big trouble. >> Ideal. Yeah. Ideal. >> How do you put together how to figure out who is your ICP? >> Yeah. So it's it's it's a process but ultimately you want to identify the very specifics of what the company what is the makeup of that of that company. So how much like are they SMBs right? So some some simple things is like are they SMBs small to mid-size businesses or are they enterprise right so that's usually one differentiation then >> what's SMB >> SMB is what right well it depends for what industry so you you know in your industry is this an a small to midsize business so some industries like they do less than $10 million a year enterprise does more than $10 million a year it can be a combination of that plus they have x amount of customers plus they have then this one has up to this amount of customers and they've been around for this amount of years and the other and enterprises they x amount of customers and they've been around for x amount of years plus they bring x amount of revenue. So in every industry is going to have a different >> decide on your own what's enterprise. >> You study the market of what's you know SMB versus the enterprise in this thing. So that's one common differentiation of thing and then then there's geographics like are you focusing on this area or that area right? Um, so you have to identify like and say like our ideal customer profile is been around for x amount of years, does x amount of revenue, has x amount of customers that live that is in this specific geographical area that services this niche of the of of of of the market, right? That um there could be some there could be other variables and then you say that like this is the customer base that we are going to focus on. I'm telling you right now, the companies that don't do this, I have very little chance of success because it's it's hard to do that, right? Because in your balls, you're like, I want to I want them all. We can service a small to mid-size business and we can also service enterprise business and we can service the middle market and we can if we can serve them in New York, why can't we serve them in California? I think the challenge is is that buying habits, trends, decision making, uh you know, in every business you have a different way of decision-m is going of their business is going to dictate how you behave, right? If you're in a small to mid-size business and there's basically one decision maker, then you have to set up your sales team to operate for one decision maker. But if you're decision, you're servicing a let's say an enterprise business that has a whole pyramid of decision makers, right, with middle management and their boss and their boss, then you have to set up an a a um an enterprise um support. >> Yeah. So, accountbased marketing, they call it ABM, right? Account based marketing that you have to basically have a system that's going to be able to tackle all the decision makers and go through that, go through their pyramid of how to get. If you don't have that set up, you're not going to be able to close deals, right? So, you have to identify who your ideal customer profile is um in any business that that you're doing and then just zone in and focus and don't worry that you're going to lose u you might lose that market because you can't have every every single part of the market. You want to identify your part of the market and you want to dominate that part of the market. >> By the way, we're totally got off track from the fangan. I don't know how we got into this. I think it was >> when you started charity, how many employees did they have? When we started there was five employees then it went down to two. >> You were employee number six. >> I was employee number I think I was employee number four or five um when we started then six months later it was just me and and and the founder Yhuda in an office on Kingston Avenue by ourselves. >> Um >> he was a developer. >> No. >> What's it does he have technical background? >> No but he was an innovator. An innovator. He was a bald sodaka. He was an >> build something like this. You need capital. >> Um, well, we didn't have capital for the most part. We built we bootstrapped the whole thing. >> Yeah, that's why I didn't Wow. Yeah. >> I mean, we had a little We did a small raise like a few years in, but it wasn't really a significant part. It was bootstrapped till today. Charity is pretty much bootstrap. >> Um, when you left, how many employees? >> When I left, it was close to 100 employees. This was co >> Wow. >> Yeah. Um, I think around 100, maybe even more actually. Between part-time people, full-time people. Yeah, there was more than 100 actually. Yeah, >> I'm assuming they have employees in Israel. >> We have a big team in Israel. >> If you're listening to this, please hire people in. If you have already remote employees, >> you have a beautiful office in Herzelia. >> Um, I was just there. Visit visits of my old boys over there. Um, >> if you have remote employees, hire people in Israel. Smart brains. Come on, just just do it >> big time. >> Um, how did your role evolve >> over time? >> Yeah, like you started doing what sales? >> Yeah, based on the needs. Um when I started we it would yeah we needed we needed campaigns we needed to get campaign sales. So I started doing sales >> um and slowly but surely you know the company was like this but then hired sales people and then led the sales team and then we had hired managers to help manage the campaigns and helped build out the infrastructure for for the for the management of the campaigns. Um then the product innovation needed to take needed some serious product innovation because this you know the site we built um first wasn't we had to rebuild the site many several times um to keep up with all the innovation all the technology all the you know >> um it was outouse for for for the first little while but then eventually we brought everything inhouse. >> It's faster. >> It's just more efficient when you have when you have people next door who could build a new feature could build a new thing. We always had some out um outsourcing going on. Um like we built an app, we we we had a in-house product manager but we hired an offshore team to do a lot of the development for it. >> Um so I was focused on whatever was the I was focused on growth. >> So >> whatever that meant >> whatever that meant that was that was where my focus was >> but it evolved with time. It wasn't set in stone. >> Yeah. So sales then build a sales team then innovation >> management team and then and then and then then my last two years I was f the the sale I mean we brought in the who's the current CEO Shai Travinsky who um an incredible manager um so once we brought him in and everything the sales team was was operating the management team was operating the most important thing at that point was like technological in innovation so I for the last two years for the most part I focused on technological innovation building out new types of campaigns and different types of functions and different create c creatives. >> Well, for the two main things, whatever the customer was asking us to build, >> did they ask? Because a lot of times they don't. >> Yeah. Yeah. Yeah. In our case, there was every bells and they wanted every bell and whistle, right? To keep things interesting, to keep things innovative, to keep uh all the bells and whistles, you know, keep keep the campaigns because campaigns were rampant. >> So, the organizations were always coming up with a lot of a lot most of the time there were really creative ideas. this types of levels and this types of buttons and this types of functionality and this type of uh levels of of of like um recognition on the page of big bigger and smaller and all the different designs and uh um and then um and then I was focused on some other stuff some some which saw the light of day some which didn't >> interesting yeah >> if you want to figure out how to become a better business listen to your customers >> yes that is the number one key >> but did you need to sit down doesn't mean you have do every by the way it doesn't mean you have to do everything your customer >> say you have to filter out what's worth doing and what's not >> trends trends trends trends trends trends so if one customer asks you something you file it you put it in the file and then another customer asks you for the same thing and then you think and then all of a sudden you start to see trends and this is this is an advantage that you have when you have a lot of customers so when you start to see that okay a lot of customers are asking for this then you want to then you want to basically surface it to the top >> surface it to the most to to the more more tori prioritize it. Yeah. >> So, a lot of companies have like things where they put in like feature requests and you can upvote. That's a really good practical way to do that, >> right? >> Um, but we were we were following the trends. We had the advantage of having at any given time we had hundreds of customers that were working with us. >> Um, and we would just we would track what the the the the trends of the question. Usually, there were multiple organizations asking us for some variation of the same thing. You got to get to the heart of what's behind it. The customer doesn't always necessarily know exactly what the feature should look like out the door, but they know that let's say for example, our major donors need more recognition or our social our social features on the campaign needs more social whatever, right? It needs more um we need to give more social opportunities to share. we need to give the the users more incentives to give higher numbers for. So whenever we would kind of hear what's behind the ask, the ask behind the ask, we would we you have to have that the the art to it is understanding what the ask behind the ask is and then you start seeing trends that you um and then you build accordingly. >> Let me ask you, you've you've managed I mean you've been there from when the company was baby till close to 100 employees. You ever had an employee that was exceptional that you knew this person is going to be very successful and what was it that they did that made you think like that? What made them stand out like this person is going to do well here somewhere else? >> Yeah. Initiative. >> Initiative example did of somebody that >> I I I'm a big >> You're probably the guy who took initiatives. >> Yeah. But I was a big proponent of of initiative. >> Did you have somebody like that at charity? >> Yeah, sure. Lots. Tons. >> They do. Do you have an example? >> I don't know if I can think of an example right now. But I just generally speaking, you know, when you ask your kid to go out to get milk for the store. >> Yeah. >> Right. And you tell them get red milk because whatever that's what you want. If they come back, if there's no red milk, right? If they come back and they come back empty-handed, that's called lack of initiative. if they come back with blue milk even though there was no red milk. That's to me that's what I consider to be initiative because there's also some risk when you take initiative as as an employee or it's like the boss didn't ask me for red for blue milk he asked me for red milk okay but there was no red milk >> right so you so you have a choice either come back with no milk say boss you told me that there's no there's no you told me to get red milk there's no red milk so I didn't I came back or you come back with blue milk and the boss would be like it's not what I asked for but I need milk for my for my coffee so I'm going to have right to me that's what initiative is going to take in In in a company with an employee, there's always going to be challenges. There's always going to be hiccups. There's always going to be, you know, you you want something to you send your employee to do out something. There's going to be waves. There's going to be, you know, uh barriers barriers to to getting it done. The question is, are they going to uh take initiative? And then sometimes, and there's risk in taking initiative because sometimes your boss can get upset at you and say, "That's not what I asked you to do." You can say, "Yeah, but you asked me to get the job done." And I think a good boss um I think a good a good manager a good boss would say you know what even if it messed something up even think you know what you took initiative I appreciate that now obviously doesn't mean you shouldn't ask you try to ask but let's say he couldn't right if I sent my kid to the in that mush I sent my kid to the thing he didn't have a cell phone he couldn't call me right so obviously if you had a cell phone just call tati call him tati there's no red milk should I get blue milk of yes yes yes you should get blue milk right but there's going to be scenarios where you can't there's just going to be there's deadlines all this stuff. So I I appreciate more than anything are employees that take initiative. That's it >> from the employees that I'm I'm assuming you've had. >> And by the way, that's with charity, it's with Hatch, with anytime they've had, you know, >> is it something that you can look for in an interview? >> Um yeah, you do. You listen, um you know, they say hire slow, fire fast. You know that >> Gary Vaynerchuk says that I don't think he invented it. I think it was a long-term >> I've heard him say it. >> Yeah. Um it's it's it's very true. Um >> but do you find >> No, nobody does, right? Um everybody says it. Um but I actually have an an article that I wrote and I never published it. It's called hire slow, fire slow. And my whole thing was that like what are you firing so fast? Like wait wait wait wait to see their potential. But it's it's it's a good discussion. That's I want you ever have a scenario where >> you were what's the word? wanted to fire them but stayed but but >> no you like hey maybe maybe maybe they will work out maybe let's see >> oh so >> what's your temp temp temperament like how long do you wait >> I will say I will >> how how patient are you >> yeah yeah I will confess that I am not great at firing fast >> you ever had somebody that is >> no >> if they're probably like cold >> you hear about them you hear about them so it's it's not an easy thing to do right because um first of all it takes time to see if people you know can acclimate to the organization to the company to learn to educate especially when you're hiring Jewish employees that don't come with degrees and and and so there's a long education process to them right but I will tell you like this I do think that the slogan is something that you should try to live by where you hire slow and fire fast um especially when you're in a fast growing company and you need the right talent and you know Uh there's a difference between uh you know, you're not really being kind to somebody or to the other employees if you're keeping someone who's not good for the job because you're but you're afraid to fire them because you're not being kind to you're not you're not really being kind to this person because this is not the right fit for them and you're just prolonging the inevitable and you're not considering your other employees that are that are sacrificing or whatever that they've devoted and committed themselves to this business and you have someone who's essentially hauling the ship. So, you're not really being kind by keeping them on if they're not fit for the for the business. The kindest thing to be, it's not easy, but the kindest thing to do it is to let them go. And I'm not saying it's easy and I have not done a good job in this in my in my life. What I will say the counterargument to that and therefore the wisdom, what is wisdom? Wisdom is understanding this there's both there's two counter arguments and then every situation is different, right? So don't don't you don't take uh this thing and then you just start firing people because somebody said it on a podcast. You make wise decisions in the moment based on every single circumstance difference. I had a guy in charity who in the when he you hired in the first few months um he wasn't great. >> He was or was not >> was not great. >> Okay. >> Um and but I had a deep but he was a very very wise guy. Very wise person. always had very deep insight, but he had like a calm, cool demeanor. And we were powerhouses at charity. We were like bulldozers. We'd come into organization, "What do you mean you want to raise $100,000? We got TO RAISE A MILLION DOLLARS." RIGHT? We were motivators. We were like, every one of us was like a little mini in our minds at least. Little mini Tony Robbins. Like we were all like, yeah, like we were and this guy was like calm, cool, collective. And I'm like, >> how did you guys work together? Oh my gosh. >> It was the energy was amazing. the early years in charity was like and even till the day I left because I haven't been there for a few years but like the energy was like off the hook. Um it was a drug. The whole the whole company was like we were high. I was high for like seven and a half eight years I was there. I was like completely high. I mean when you're helping organizations raising millions of dollars within 24 48 hours that's a drug that's like a good healthy drug right anyway. So this guy was he had a very calm wise demeanor and I was like this doesn't fit but this but I felt something that like collectively me and the other managers let's wait it out. He ended up becoming the biggest earner. >> He was in sales. >> Yeah. >> Um because there was something that he taught us. It's like you don't necessarily have to be one brand like crazy wild energy. He came in with wisdom. He came some he was the guy who would like would come in and sit and fab with the organizations and listen to them and do therapize them. He actually ended up becoming a therapist. So now I just gave it away who it is but but I don't want to say it. He ended up becoming a therapist. >> Why make so much less money probably? >> Let's not let's not get into that. He just >> therapist he moved approximately 90 to $100,000 a year. >> You're you're that's okay. >> Social workers. >> Social workers. Okay. But >> not private >> private started private. I don't know what he's making, but I think he's a lot happier today doing what he's what he was meant to do. The point is he ended up it's he ended up doing exactly what he was meant to be me meant to be doing. Um, so that was a lesson to me where it's like if you give it some time and you see something in them and even though they don't necessarily fit the exact, you know, square of where the company is at that point there, there's so you got to have both. You got to have both and make the wise decision in the moment and you might make mistakes and that's that's that's business. >> So here's a person that's a scenario of you wanted to let him go. >> You waited out and it was wildly successful. >> You have a scenario where you wanted to let someone go there but you just waited too long and like you did let them go. You just waited too long. >> Yeah. >> What happened? >> I waited too long and I let them go. >> You felt you felt bad >> because I was Yeah. I was weak. I was weak. I was weak. I was I wanted to be the nice I wanted to be a nice guy. >> Um I don't think I'm any better than it. I mean, I'm being very very honest. I think uh I think I have a lot to do in this in this in this world. I mean, I've gotten Listen, in Hatch, I've let more people go than I have in my entire time in charity. So, I've gotten better at it. Um >> it's not a good thing to boast about, but it's it's a >> I think it is if unfortun right >> having somebody in a role where they're not successful, it's not fair to the person themselves. >> Exactly. It's not fair. >> It's not It's not really being kind. Yeah. >> So, obviously during the interview process, you need to do your due diligence as much as possible to prevent getting to position where you need to let somebody go. >> Yeah. >> What tips would you give to hiring managers? Yeah. >> Or looking back at the people you've let go. What are some questions you would have asked in retrospect during the interview to see if they're the right fit or not? >> Yeah. I there so there are two things that I do that I think are unique um that are like my silver bullets like my secret weapons. Okay. Um, once you do the classic stuff, you ask them all, you make sure that the experience aligns and you make sure that there's no skeletons in the closet. Um, and um, the skills are there, right? The there are there's one question and one tactic that I have that I that I've that I've used over and over and over again and I find to be really good. A question that I had, I don't know where I got it from. I didn't make it up myself, but I got it from somewhere which I find to be really really fantastic is you ask them as follows. Has there ever been a time and an area in your life where you had a deep conviction and belief that either something is possible or that you are capable of doing something that everyone else in your life told you that a it's not possible or b you are not the person to do it or you cannot do it and you did it anyways and what was the result? >> Are you testing for ambition? Yes, I'm testing for character, ambition, >> drive, um, motiv, self motivation, um, which are all of the characteristics ultimately. So, right, you once the that's why I said very careful, very very clearly once you see the skills generally are there, the education is generally there, they've been in this industry to some degree, once all the like check, check, check, all the classic stuff, okay, now how do you know who the real person is? That question usually gets me a really good sense of are they self motivated? Are they have an entrepreneurial spirit? Um are they going to take initiative on their own? Are they never going to within reason take no for an answer when it comes to challenging comes to challenging opportun things and other opportunities. Um, and if they can reflect back on an op a time or an that had happened in their old life and they could describe it and they can reflect upon it. Um, and they can show the results on it. That's usually a really good sign. Um, >> keep in mind >> Have you ever heard that one before by the way? >> No, I really like it. Okay. >> I really do. I probably >> It's not mine, but I do. You know, it's good plagiarism, but you could have it. Keep in mind for those hiring managers out there and business owners who are hiring, not every role needs ambition. >> Yeah, >> sometimes ambition can be a scary thing, >> right? >> A salesperson who's crazy ambitious, they might join your company and take you to the moon, but a year later they'll leave and open their own shop. >> You have to be mindful, careful. >> Um, you want ambition, but you also want some other things that can >> what's what's a good one that can like not counterbalance it. Um, like loyal not loyal. Yeah, loyalty. >> Stick tuitiveness. Yeah, >> as my mother-in-law tells us. >> I like that one. >> Yes. I don't even know if it's a real word, but you could use it. >> Yeah, it is a real word in there. Who cares? You know, they real like it's a slang. >> My my my Yeah. My main, by the way, it's interesting you're saying that. It's very very very true. My main sales guy, my my top sales guy at Hatch is not someone who comes off as a very ambitious or like, you know, salesy, you know, convertible with like eight beepers and like three phones like type of guy personality like that. >> Um, but he is >> What's a beeper? Okay. >> He's incredibly consistent. He is has a quiet consistency about him. He never misses an email. never misses an opportunity to follow through, follow up. Um, and the results speak for themselves. So, yes, you are correct. They don't always have to be, you know, type A personalities or type A, whatever it is. And like >> um um, you know, alpha alpha. Yeah. Who are, you know, um, so there are other qualities um, that can get the job done. >> Thank you for pointing that out. I've met so many introverts that are salespeople that are wildly successful because of one thing. They're not persistent. They're consistent. >> Yeah. >> They when they're told to follow up, they follow up. Then they're on top of their game. They have a bunch of leads. They're on top of it. They know what's going on. >> They They hate talking to people. >> But they're very consistent. >> Yeah. >> They will not go to trade shows. >> Yeah. >> And they can make I've met somebody who's making 350 >> Yeah. >> a year. and like he doesn't like he doesn't enjoy being around shoes. He's not a hawker. Why did you you started your own your own thing? When I started Blackbird, I got fired from a job after five months. >> You got what? >> Fired from a job after I was in a sales role. Fired, started Blackbird. I I I look at myself as nothing to lose. It was I didn't give up a cushy salary, >> right? >> Why did you leave charity? I'm assuming you were making very very good money to start your own shop. >> Yeah. Like what' your wife say? >> Yeah. >> A lot of risk on the table. Like what happened? Were you pushed out? >> No. >> Um I I didn't want to leave because things were doing really good. I mean it was COVID so we were definitely um challenged by the market and the the you know the the the unc things that we couldn't control which was you know a pandemic. Um, but I wanted to stay. >> Wait, hold on a sec. Jews don't control pandemics. >> Yeah. No, we control the weather. >> The weather, >> but we don't control the the pandemics. Yeah. >> They didn't let us know yet. What's the weather tomorrow? So, >> yeah. Um, so I didn't I didn't want to leave per se. There was like, you know, but I I felt like I had to leave. >> Why? >> Um, okay. What the re the reason why I joined charity is the reason why I left. >> Ah, okay. I felt that um it became once I kind of got a taste of what was possible, I felt that it became my mission in life to um scale Sedaka beyond anyone's wild imagination. Okay. I >> was listening to is charity, the Hebrew word for charity. >> Yeah. Um so that was my I felt like that was my calling, my resend, my reason for existence. um was to scale um charitable giving beyond anyone's wild imagination. I believe that the way to do that is to not directly raise money but help the people who are raising money >> raise better. >> Yes. So if you can help the people who are raising money maximize their skills and their ability um then you can have the greatest leverage and you can have the greatest chance of really blowing this thing out of proportion. um for the time that I was at charity, I felt that that was my um and it still continues to be, you know, they're up to five almost $5 billion right now. So, it continues to be a ma a major accelerator of charitable giving. But I got hooked on a deeper, more complicated problem that I felt that um I could do some real damage in that area as well, maybe even at a greater scale. Um, and I felt like it was the next wave and for whatever technical reason I couldn't get it done within charity because because of the good reasons like they were just being they were very successful at what they were doing. There wasn't enough resources and time and energy to go focus on a to solve a very very complicated challenge and to and so therefore I had to leave to develop this new um technology. >> You built this baby from the ground up charity. What was it like for you to leave? >> I was amongst many. It was very hard. It was very was emotionally it was traumatic. >> When did you realize you wanted to leave? How long before you left? >> Um >> a year >> probably a year two like a year and a half two years before is where this concept of Hatch started to um started to grow in my mind. Um and originally obviously I was like all right let's still get it done here. For from several reasons I realized that it couldn't get done there. So it was slowly slowly slowly it became like a became like a a bug that I couldn't get rid of. became like a noise in my back of my head that I just eventually I couldn't get rid of it. Um, and then COVID came around and CO was a big braha because slowed everything down, right? I wouldn't have left without CO because CO was like things campaigns were slowing down. Everything kind of went into slow motion. >> Yeah, there was everything went into slow motion when it came to business. And then once everything slowed down in slow motion, I said, "Okay, I could had had some time in my pajamas at home to think about what I really want to do with my life." And when that's when things were started to slow down, when the world started to slow down, I was like, "Okay, I got to make this move and I got to build hatch." It was very very hard decision. Um, >> did the people around you thought you were crazy? They didn't understand because they didn't understand what what Hatch could have like you know the dream that I envisioned I had for Hatch >> um that Hatch is solving >> that organizations um don't really know what makes their donors tick click and give. That's our slogan tick click and give. Um organizations have relationships with their top one two three 5% of donors in their in their database. They're major donors. They're they're mega volunteers. They're if it's a synagogue or a church, like the people who come every single weekend to the to the thing, right? If it's a school, their current parent body, not alumni from 20 30 years. So on average, I was finding that organizations were basically building only building relationships with 5 to 10% of their community at large. Um and everybody else was even at one point maybe they had a relationship or they came through the door was getting ignored. >> How are you solving that problem? by giving them the information that is available um on the most of society um to help them make better decisions about what motivates and inspires um these people to give. So let me let me break it down. Today in North America, okay, um which means America, Canada, right? North America there are roughly over 30 different sources of information on people. Okay. Um that will tell if collected efficiently. This is public data. It's public information. So a lot of it you can get if you do a Google search and you spend 3 four hours on an individual you can find through Google search and you go through all their information. Some of it is locked into like let's say mortgage holdings or IRS database or so it's a little bit behind uh a wall but it's all public information that you can either readily available or you can license. Okay. when you take all of that information, so it's information on their affluence, so whether they have mortgage holdings or if they're big donors through IRS, um information on their um on their giving history, right? So, organizations file annual reports and for millions of people, they're saying how much they give. Um home value, how much their home is, how much their home is worth, their social presence, like what does it what does LinkedIn say about them? What does social media say about them? news articles, what does the news uh say about them, right? Um even down to like what are they typing, what are they tweeting about, right? What are they exing about? Whatever. Um and so on and so on and so on and so on and so on. There's a ton of information on indivi on on hundreds of millions of people. Now, um the challenge is collecting it all into one single location and then using AI to actually tell a congruent story about these individuals. So what I wanted to do was I wanted to give access to organizations to organization leaders to fundraisers researchers and say you don't have time to build relationships with more than 5 10 15% of your constituents or to have those long conversations. Go meet them at their home. But it doesn't mean that you can't get that information and then start to make smarter and wiser decisions based on that data. So that's how the hatch was born. We collect data from over 30 different sources. We bring it into one single source. We call it a complete unit profile. We've we leverage AI to take sometimes thousands of little pieces of information like lines and lines of donation history. Okay? Lines and lines of mortgage holdings, lines and lines of social presence, work history, lines and lines of career of career history, educational history, news articles, all of this information. Um, and we bring it all into one single location. And then we've built built multiple models that give scorings and a narrative around the person. So we'll say that this person has a 90% affluence score meaning that they that they earn and they give and they are um um have major capacity right we give scorings around based on their career history based on their giving to other organizations based on all the headlines and written articles about them. We believe that they have a 90% affinity to your cause because let's say if you're an animal rights cause, they have their skills and interests and and other causes that they give to and other career things that they've done show that they have an affinity to give towards animals because they love animals or they and that's what the AI does. It basically takes all some many times hundreds sometimes thousands of pieces of information and identifies those signals of wealth, propensity to give, affinity to the organization um and so many other things. Um >> what's your pricing model? >> So we charge based on the size of their database. >> So you plug into a company say give us your donut database. >> Your donor >> we we work with organization. Yeah. Donut donut database. Yeah. Give us who a database of donuts. >> So we they they they integrate either >> somebody has $30,000 donors. >> Yeah. >> What is it costing them? >> Uh give me an example. >> An annual thing. So it starts off that the fees start off at $2,400 a month >> for a small organization for let's say 5,000 people in your database. >> Okay. And then it goes up to enterprise. Yeah. Donors in your constituents donors. They have like a dashboard where they const and it constantly gets updated. >> Yeah. Daily. Daily. So they log in they connect either they either upload their data through through dataf file or they connect our CRM. We're connected with Salesforce and Blackpaw different CRM >> and then within a few hours even if they have 100,000 people even a million people in the database within a few hours all of this data is enriched and it's in their database >> in a few hours. within a few hours. Um, and then they have a dashboard, the hash dashboard, where they're able to see every single individual all of a sudden. There's a, by the way, I didn't mention there's photos like I never seen this person. I don't know what he looks like. We give photos. We give >> always accurate. >> No. And that's been that's that's a really big challenge. It's called entity resolution. It is not always accurate because >> what percentage is accurate? So it depends. Usually around a 50% mark generally speaking that we get the general information on the people. But it but it's but it's more nuanced than that. >> If your name is John Smith in America, guess how many people you think are named John Smith in America? >> A million. But there's right now currently living over 50,000 people in the United States called John Smith. Okay. So if I'm an organization, I have a John Smith. Hatch is not always going to get it right. Now garbage in, garbage out. So if you give us a lot of information like their email, their phone number, the mailing address, we'll probably nail the right person. But if you just have let's say their their name and maybe an address or zip code or whatever it is, so it's going to be harder. It's going to be harder to get. So the le the less common the name, the more accurate is going to be. And the more common the name, the less accurate it's going to be. But we have a service for that. So we have a service where the organization could say this looks decent looks okay I don't and then you can elevate and we have a team offshore of 10 data um data analysts who basically a service to improve the data over time >> wow um an organization like a good >> is that considered a small big >> that's considered for us that's a middlesized client for us >> and that would be what a month five grand a month >> I don't No based on donors based on the size of the the database. No, small organizations are paying us roughly 2,400 a year and then we have >> a year 2,400 a year and then we have uh that's yeah for smaller things. And then we have um and then we have organizations that are paying us six digits a year. >> That's it's so it's such an easy >> well it just it is an easy decision relative to your organ. I mean we have organizations that are paying us six digits a year but they have a few hundred thousand people in the database, >> right? So it's it's it goes with it's it goes with the scale of the size of the organization. It's relevant to the scale. Usually an organization the size of the database usually is reflective on a lot of like what they can pay and what they you know usually >> if you're a non for profofit and you you're fundraising a lot. This is this should be it's definitely something you should be doing because if you can make smarter decisions you can fund raise better. >> That's it. I mean think about it. It's kind of wild that this didn't exist before, right? Like if you're a salesperson, if you're not using some kind of enrichment tool to qualify, >> right, >> the the the prospect, the candidate. >> Yeah. Yeah. >> Candidates, >> just something you need information to qualify if they're a good if they're a good if they're a good customer. >> So, we're qualifying the donor capacity and donor affinity for the organization so that they can make better decisions. >> And our customers are basically they're just making better decisions. People who they were asking for less before, now they're asking for more. people who are they're asking too much they're now they're asking less because they see what thing right right you know people are getting our customers are basically their whole marketing is changing because instead of sending you know one message to these 100,000 people Hatch can help identify not just capacity and like you can use Hatch to find like show me people in my database that like to golf because they have on one of their social media platforms they have like skills or interests as golfers I have organizations that are basically for their golf outings. They're going into Hatch. They're putting in the filter, find me golfers, and boom. And then they have their 500 people. So now instead of emailing the entire database for golfers, they're emailing these 500 people. Plus, they're asking a volunteer to call the the the the top 10 people on that golf list because Hatch is telling that they have high capacity or that they're CEOs of companies to now sponsor the golf outing or to be an ambassador for the golf outing. So it's it's completely changes how they fund raise, communicate, everything. Give me an example of a client that before Hatch they raised X, after Hatch they raised X. >> I mean we get all the time um we get emails from organizations. We just got a $25,000 gift from this person because of because of knowledge. >> Yeah, we get anecdotal in we get anecdotal feedback all the time. Organizations are not necessarily tracking from their research point till the end because it's not like uh you know they don't put it into their CRM track you know when a researcher saw it but we get anecdotal feedback all the time. We we never we you know Hatch also gives birthday dates. Just last week someone was like Hatch told me that it's his birthday. I had no idea. Yasi's birthday today, right? Hatch will be able to tell you that it's that it's his birthday for many people and then I reached out to him on his birthday and he upped his pledge because I reached because he he um because it was his birthday and he's like, "Wow, thank you uh for for calling me my birthday. That's such a surprise. I want to up my up up my pledge." >> Talking about upping pledges, I want you to double your daily giving pledge. >> Okay, no problem. I told John that. >> That's easy. That's easy. >> Triple. >> Triple. Yeah, why not? >> Deal. We're gonna get on camera. It's on camera. He's going to triple his daily giving. >> It's easy. Daily giving is the easiest thing in the world to sign up to. It's It's the most It's one of the biggest satisfactions that I get in my life. The daily giving emails. >> Easy. >> People think I give to every day and shakers. I give every day to really shabas. Do you give to >> right? >> You don't. >> Right. Daily giving sets it up that you give to duck every day. M Shabas they send out a wire to the or >> you know how you can give to on Shabas. >> How >> what does that mean? Elaborate >> I remember I learned this once but so Shabas you can't give to Daka. >> Okay. >> Right. So you have to so what is at the end of the day? Right. So have a have a give someone a hug before daming >> on Shabas. That's that's but you can also give through daily giving because they'll give it to you to daily giving. It's a dollar a day, but you don't they don't swipe your credit card every day. They swipe it once a month. >> Yeah. >> 30 bucks or once a year for $365. >> Yeah. >> And they set it up that way. So they're not the credit card fees are not too much. So it makes sense. Dollar a day. You give it to every day. But two day they already set up the wires and scheduled. >> The easiest thing to do with >> every day guaranteed. >> Guaranteed. >> Dollar a day. >> See, I don't see you on your phone signing up yet. What's going on? Dailygiving.org. Get it done. >> Yeah. Yeah. film. >> Get it done. >> Take a take a video. >> Get it done. Show us the receipts. >> A dollar a day on his >> daily giving.org on your birthday. >> Let's go. >> Um, you're tripling your your pledge. Daily giving. Done. And if you're watching, sign up for daily giving. It's a mitzvah a day guaranteed. Every day. Every day. >> Um, that's very cool. Hatch. You're helping >> organizations raise more money. >> Yes. People don't realize knowledge is power. >> Yes, knowledge is power. Yeah, that's right. >> I love it. Now, do you have competition yet? >> So, when I came into the space, there were competitors. Um, >> what are you doing better? >> So, good question. Two fronts where we've differentiated. Um, number one is all the companies that were doing this until we entered the space were not giving what I called futureproof data, social data. So, they were There there are platforms called wealth screening platforms that were giving wealth signaling information. So how much mortgage holdings do they have? What's the what's the price of their home? >> How wealthy they are? >> How wealthy they are. Basically find me who's rich. What we've done is we've gotten that information plus we're getting social signals. What is their skills, their social presence, we have a scoring on how socially influential they are, their lifestyle information, their full career history um um in chronological order news articles, media outlets. So what it does is it tells you how rich they are but also how socially influential they are and what their skills their interest and their social presence are. So it tells a more a more holistic picture and I think for the next >> and where they give >> Yes. So for the next generation of givers right our grandparents when they were giving or the past generations the signals were basically okay how rich how rich are you like how many assets what's your assets look like? Today it's much much different. People also give based on their lifestyle. People are joining peer-to-peer campaigns. People are sponsoring events. People are giving through corporations, through their corporate giving. They're doing a bikeathon. They're doing a marathon. They're they're they're they're joining some type of experience, right? So lifestyle um is really important. Also, today's day and age, it's not just about finding the rich people to give. If you can't give money, but let's say you're a social influencer, right? You have a good social presence. organization needs you just as much as they need people giving big checks, right? So that you can be an amplifier and be a microphone for the organization. So we can help them find those people. So number one, the big main differentiator that we did is we got future proof like the next generation of givers and the next generation of giving said of growing organizations. What information do we need for that? So that's number one. Um the second thing is is we were very ahead on leveraging AI. So um we built our because we have all this such comprehensive data um the way we've leveraged AI is mind-blowing. Okay, organizations could go on to Hatch and we have something called profile affinity facts where it's gathering all the information from Hatch and then it's going to the large language models and gathering all the information that's on the person and it's literally giving them facts. It's like imagine you were like about this person that's relevant specifically to your organization. So it takes the information of your organization right you're an organization you help people with organization helps people with special needs on between this and this age demographic in New York tri-state area let's let's say okay then it finds all the every all the information about this person and then it matches them and it gives you and matches their lifestyle and thing and it tells you how likely they are to give to your organization based on your information based information on their life right so you read John has a really high likelihood to give to your to your organization for special needs because he used to be the board member of this and this this school and he's listed children or special needs as one of his interests on his social media and he was recently interviewed on this podcast about supporting this type of organization. >> Wow. So it's literally like, you know, in these shows, movies, nobody watches movies, but let's say imagine you watch a movie. What's a movie? >> You know, when you have like these politicians walk through the room and there's an assistant coming over to them and they say like, "Oh, this guy, his name is John Smith and um he's the president." >> Yeah. Yeah. Presidents have just like right as they're walking up to them just to give them that data. Imagine having that in a digital form for every single one of your donors. >> Wow. >> So I have another question for you. You're in charity. Charity's a >> by the way, great questions. You're asking fantastic questions. >> I'm leading up to another amazing one. Charity is a business that helps non forprofits raise more. Let's call it a business in the non forprofit space. You start you you launch Hatch also. Why'd you stay in the same industry? >> Um why did I stay in the same industry? Okay. So um >> drum roll please. >> Yeah. Um this morning I actually got I saw a So it's in my blood. Okay. It's in my blood. >> What is in your blood? um fundraising, fundraising, fundraising um um helping um meas helping Jewish organizations um to help Kalisro and beyond um and it's in my butt so much so now I knew this story I knew of this what I'm going to tell you in a minute I knew my whole life but I never saw it from the source and this morning on my way here I now finally saw it from the source okay I'm going show you a letter >> yeah Um, okay. Little bit of a background. My zeda, my grandfather, my father's father, his name was Rabbi JJ Hak. Okay. Okay. >> Rabbi JJ H was a very famous rabbi in America. Okay. For decades >> where >> he was also famously known um as one of like the Reb's general. >> Okay. >> Okay. If you ever see the pictures or the videos of the Laga parades >> Yeah. The Hashem Laga parade. Well, Tashan was part of it, but black member praise on Easter park with the Reba and there's a man standing next to him with a black top hat with a red beard. >> Okay, >> that was my that was my za red. He was one of the Yeah. red of the family. He was he was one of the famous most famous of the labb of he was he he was a of the freba he started an organization called NCFJ National Committee for the furtherance of Jewish education. That's it's that's the logo. >> What is their parent organization? I'll tell you in a second. They're a parent organization for for dozens of mistas of organizations. Hadar Tora Baluva Yoshiva and Crown Heights Campuna Girls camp and thing release time which they take the kids out for an hour. They've been doing that for decades. Release time organization. Toys for hospitalized children. Bunch of organizations. Some were started by the free the some were started by by by the Reb. And my grandfather was the one who ran this ran this organization. A very famous rabbi. >> Parents organization. >> By the way, he was the first Jewish podcast. >> Huh. He had a radio show called the Schmisville radio show >> in America for decades. You meet secular Jews all over the world. They will tell you I remember listening to your grandfather or I think so. So he was the Jewish the first Jewish podcast was was Rabi J. There's a letter here that I just saw from this morning from December 24th 1987. Okay. Was two years old. >> December 1987. >> He was writing a letter to Rab Eli Kalbak. >> Who's that? >> Father. >> Brother. >> Twin brother. >> Yeah. Twin. >> Yeah. Twin brother. Is he still alive? >> No, I don't think so. I don't I hope I hope he's not. I mean, I mean, I hope he is. I hope he is. >> I hope he's if he if he is, I hope he's dead. Okay. >> So, he was writing to him like this. Okay. And I knew this. I knew parts of this reality a long time ago. This is the first time that I'm seeing it from from print whatever letter from my grandfather to dear. So, dear Elim. Okay. So, this is Schlomma Kabak's twin brother. He was a co-rabbi with Rabbi Kabak and Kabakul big Tom um wonderful person. So this is this is like a two rabbis in America writing to each other having a dialogue with each other through uh through through uh through a letter. Dear Alim. Okay. So third of Tavis December 24th 1987. Dear Alim, it's a it's two pages. I'm going to try to read it as as fast as possible. >> It's worth listening. I'm >> in response to your your your request that I write whatever I remember about about my grandfather in connection with the city of Shine. I'm going to tell you as much as I know my great greatgrandfather his name was Hershel. He came to America in 1885 or something like they ended. Okay. I think that's when he came that was the year he came. He lived in he was a he was a I don't know if he was but he was a right. So he I don't know if he was but okay um he came to America 1885 I hope I'm correct about this not 187 but >> and re rabbak was doing research on shinv and found out that rabi jak's grandfather >> was >> came from from shv so perhaps you can get um so he's I'm going to tell you as much as I know okay about his grandfather Rabbi Jhak's grandfather perhaps you can get more information from my brothers although I don't think they know more than I do the only one who may know more about this would be my brother Shalam. He usually hops around and picks up these stories from some of the rebel quoting in quotations and may be able to give you more than I am giving you here. So he says like this it seems that shiver >> okay of blessed memory didn't permit to come to America. So we weren't back then okay we were firm Jews from from Galatiana from Poland um and my great great-grandfather was a follower of the shin. Okay. So, he didn't permit to come to America. He feared that America was quote unquote tra. Okay. Which is not not not kosher, not a holy place. Okay. And that it would be dangerous to have his his followers come to this country. My grandfather was a newlywed and my grandmother the the Ba Draasel was a one and only by her father Reb Parrots of blessed memory. It seems that one day he called in my grandfather the rabbi the my grandfather and said to him here is a pushka go to America and become a gabit saddaka. When my grandfather heard this he went home and immediately began to pack his belongings. His wife my seeing him pack his clothes asked him what are you doing? Apparently, when the Reb tells you to do something, you don't even go to your wife. YOU JUST GO STRAIGHT PACKING. NO, do not collect $200. Do not go to the wife. Just go straight to things will be a little bit different these days. You probably have to at least talk to consult the wife. But he was the Reb told me to go to America. He just was >> straight straight to packing or at least the way my grandfather liked to tell the story, which is an acute way. Okay. >> To which um so to which he replied, "What do you mean? I'm packing my belongings and to go to America." So, I'm just going to bring it. So she said to him, "Hashmeik, did you go off your mind? Did you become a sugar?" So Hashmeik replied, "The Rebba is sending me to America. He's going." >> Boom. >> Okay. So my grandmother immediately made her way to the Reb and said to him, "Reb my husband has gone has has gone off his mind. What do you mean? He has he's gone off his mind." Asked the Reb, he came home, is packing his belongings um because he said he is going to America. She said, "So the Reb replied, he hasn't gone off his mind. I have told him to do to do to do this and you I'm telling that you could be a Jew in America too. Okay, this was a time where weren't coming to America. This is 1885 or a few were right. It was very hard to come to America in those days. Okay, actually there was a big immigration then but >> wasn't so simple. Okay, when the when when the of the Okay, so here's the next story. When the sh of the town saw that my grandfather blessed every was packing his belongings, he too decided he would go to America. So he began packing and when his wife reu uh realized that he what he was doing she immediately made a way to the rebba and said to reba I think my my husband has gone crazy when the rebba asked how come she answered he is packing his belongings to go to America so the rebba told the shait's wife to send her husband to him when the came to theb asked him your wife tells me you're packing your belongings why are you packing to which he answered I hear that hes is going to America so I'm going to America too like you You know, everyone was like, "WE'RE GOING TO AMERICA." At this point, the Reb turned to him and said, "And you, I tell you, I tell you that you could be a Jew in Shin also, and you remain in Shinv." So to him, he he saw something in Hel. This guy was he had something special about him that he can send him into the into the into the lines the lion's den can send him into the danger and he'd be okay to the to to to everybody else. He didn't say to take to to take the risk, right? >> Was your grandfather's grandfather? >> Yes, my great greatgrandfather. Okay. So, this is the story I was told. Now, this is Rabbi JJ saying, as you most probably know, my grandfather was a Gabitaka all his life. He was gabited for yeshiva in Jerusalem. And if you go to Jerusalem and look up this look up their pinkus, you will find the name of my grandfather listed as one of the first of um of in America. He founded two special special projects. One was called an eritis a fund for poor families in Israel which was supported by himself and he used to send these monies to a representative he handpicked init who would distribute the money to the sadikim who suffered the pains of hunger and poverty. And the other project he made was ezra sadikim, a fund directed to the rebel, the children of various dynasties who were undergoing difficulties in life, not having the wherewithal to maintain themselves and their families. My grandfather of blessed memory made it his business to send these holy people money several times a year to sustain them. One more paragraph. Two more paragraphs. After World War II, when Europe was destroyed, the Mahuim, which used to be on Prospect Place in Brownsville, where my grandfather had the mikvah and afterwards move was moved to Crown Heights, continued the fund of Anel, which is still in existence today. Several times a year, appeals are made and the money is sent to one of the people in Jerusalem who distributed the sadik in this time. Okay, this next paragraph now is going to tell you that I'm going to tell you the first charity campaign that ever happened in America. Okay. At least over at least 100 years ago. Okay. You ready for the first around at least 100 years ago. The first charity campaign. So you think charity started 15 years ago? It started over 100 years ago. You ready for this? Okay. It may interest you to know that my grandfather was not a public speaker. However, when it came Shabas ag and shabas chuva and appeals had to be made for these funds, what zadi used to do was get up and say yidden the Jews in or the sadikim in Europe need money and as much as the entire sch will give I will match it with my own money. First matching campaign in America possibly for the for the Jewish Jewish community. Yeah, he's going to match >> gonna think he's going to match. Okay, we didn't invent it. This was already a long time ago and then he would break down and cry and that was the appeal. He was indeed a very exceptional person and there is much to be told about him himself. One thing is sure of blessed memory didn't make a mistake when he made my grandfather agave saddaka. It will in the one line I'm not gonna read the rest of it. The whole thing goes a little it will interest you to know that when he was murdered on the third day of PES >> murdered >> he was murdered on the third day of >> JJ or hash >> where >> in his mikvah >> by who in in New York >> I'm not going to get into the details but he was murdered off camera we'll tell you the details but he was murdered on the third day I was born on the third day of and I was named after my third name is his name is the same name I was named after him on the third after he passed away so I um >> years. >> Yeah, many years. Decades. >> Where did he live? >> He lived in New York, Brownsville. He lived in things. So, >> wow. >> I am the great great grandson >> of of al someone who was sent into America, Sir Nefesh, to to raise money. And he actually became a very successful business person, but always focused on making sure that he would do what the shin to them to to raise money. And the first matching c campaign, obviously, I'm being I'm being half joking, first matching campaign. So, I am the great great grandson named after my third name is aftersh of the first matchm. So, you asked me why I stay uh I know this is probably the longest answer you've ever gotten to a question, but that's why I stay in this thing because it's in my blood and it's my destiny. What a This is a great What time is it? >> It's 11:30. >> Yeah. >> What in the world? It's two hours. >> Okay. >> Um Okay, we're going to finish this episode. >> Um if you're a not for profofit, you should definitely talk to Moshi. Reach out to him on LinkedIn. and moshi hatch m >> and if you m o m o at hatch.ai >> hatch not hatch >> hatch >> hatch a yeah hatching an egg um you're going to get clear information good data on your donors it'll help you fund raise more and I hope you enjoy this episode we're really trying to get to 1,000 subscribers on YouTube so please subscribe share it if you enjoyed it and yeah we're looking for sponsors the Gimmel Thomas