Agentic Monetization 2026 — Fireside Chat with Manny Medina & Russell Scherwin

Julia Nimchinski:
Next session. Couldn’t be more excited. Russell Sharvin and Manny Medina. Agentic monetization, future, present, what is it? Tell us more. What’s your top GTM prediction for 2026, I have to ask?
Manny Medina:
I’ll let you go, man. My top GTM prediction, and I’ll ask Russell. Ask Russell. He’s in the game.
Julia Nimchinski:
Good morning.
Russell Scherwin:
Oh my gosh, okay, so Top Prediction 2000, what a good hype question that is. I think in 2026, you’re still gonna see calibration. I think the one metric or barometer that people are gonna be playing with that’s gonna start… you’re gonna see experimentation on, is the rep-to-manager ratio. I think that’s the one that I’m hearing a lot of people playing around with. I see technology that’s allowing for coaching and driving more flexibility in what a rep can do and how a manager can… be focused more on productivity, but that’s… that’s where I think you’re gonna see the most calibration. I think you’re gonna see people making mistakes in both directions, and companies just trying to figure it out. Mandy, you’re… you’re probably as much more in touch than I am. What’s your… what’s your bold prediction for the year?
Manny Medina:
Oh, there’s so many. There’s so many. So this one is already happening. Which is, everyone who’s building internal AI SDR agents are gonna stop doing that and look for an outside solution, because as it turns out, building outbound AI agents for emailing is hard work. And it requires some amount of knowledge on how that works. The other one that I’m really interested on is… How does the sales process change now that you’re selling work? And that you’re selling outcomes, and that you’re selling tasks. will you be, you know, will MedPick change? Will Challenger change? Like, what will be the changes in our… in how we train our sellers to be a little bit more technical, a little bit deeper in discovery? Especially when we’re going to have so fewer of them than we had last year? I wonder… I wonder how that’s gonna… that’s gonna play out this year.
Russell Scherwin:
Well, I think that’s gonna make for a great conversation, because as I think we both know, at the end of the day. Buyers or sellers, whatever the medium happens to be. Organizations require economic value, and… They’re looking… the job of sales is to find fit, make sure a value is created through a cycle, negotiated to capture value, and then the value’s realized.
Manny Medina:
Yep.
Russell Scherwin:
That’s the why. The what? That’s up for grabs, and so we’ll see how that plays out, but let’s get this one started here. First of all, I gotta just say to the audience why I’m so excited. That’s because normally when I prepare to do these things, I’m trying to inform myself to have an educated conversation. I’m, you know, I’m a techie by nature, and normally I’m pretty strong with the how, and I can build a good why on top of that, and we all know there’s plenty of hype around agentic AI out there. I just hit a point in prepping for this conversation, Manny, where I said, you know what? I haven’t built agents, I don’t have enough of a foundation to really understand the how to have an intelligent conversation on the why, what, or the how. Yeah. And my instinct is a lot of our audience is there as well, which is we’re all… we all get that this is a big deal. We all understand that agents are going to be able to drive outcomes in ways that SaaS never was. But if most people, like me, they probably are, it’s… we want to figure out how, and we got you, who… you’ve built a business that shows go-to-market. And now you’re on the bleeding edge here, so if I could just start by framing the conversation just with a question for you. If you could start, Manny, by sharing with us about the outreach journey, what it took to build outreach, and then how that journey and the lessons learned inform your current venture, and of course, tell us about your current venture while you dive in.
Manny Medina:
Yeah, yeah, no, happy to. Thanks for that question. So, The, the, the, the outreach experience, had begun with, with, With a thought that… that sales is a… is a workflow. that… specifically pipeline generation, which is where we’ve begun. It’s a workflow, you need to, you know, and the only way to get better at executing that workflow is by… is by putting the workflow in one place and observing what steps work, when does it work, what language works with what persona, right? So you have this multi-dimensional framework of, like, persona. Content, timing, medium. And your workflow is all hinging upon, like, getting that to be as precise and as fast as possible. Like, that’s how you generate pipeline, right? And, like, nobody was doing it. And, like, for the life of me, or my co-founders, it’s like, why is nobody thinking it that way? So it’s either we’re crazy, or the world is crazy. So, eventually, we started selling to people who, like, you know, were of the same mind as we were, and there were not that many people at the time, in 2015, who were thinking about sales workflows. And, And eventually, you know, we developed it, and as we developed it, we got swung by the updraft of, you know, the SDR movement, and the pipeline generation consistency, and, you know, frameworks that necessitated measurements. And that’s what, you know, that’s how we created the category. And so, fast forward to before, you know, I left outreach to CoBuildPay, was that you know, all of that workflow we’re now turning to be autonomous. And what that means is that now you had a little piece of software running in the background, who are going… who’s going to make the choices for you. to the best of their ability, right? And by doing so. You just need less… fewer people to do exactly the same work, so you can redeploy the people that you have to do other things. So you don’t have to do more research anymore, like, an agent can do that for you. You don’t have to go post that email anymore, an agent can do that for you. You don’t have to create the sequence based on the highest performing steps for that particular persona. a piece of software can do it for you. So there’s all these things that I slowly started eroding, and the thing that drove me crazy is that I had this setup of, like, Zora and Salesforce Billing and, like, I don’t know what else we had. We had, like, some ERP that NetSuite, that every time I wanted to make a change in the pricing and packaging to accommodate for the fact that the software was getting smarter and doing more work, I have to wait 2 months. So it will take me a week and a half to launch, you know… and at that point, we weren’t even calling it agents, to launch something that behaved by itself, and it will take me two months to create a package, or a price, or a SKU that would accommodate the new behavior. So, this is… this is backwards. Like, this isn’t supposed to enable me and to help me, not to, you know, to hamper me from doing work. And… and at that point, I, you know, I… I was… I was feeling the need of… of… Starting something new, from scratch. with everything that I learned. So I think if I were to do outreach again, what would it look like? Instead of doing outreach again, I decided to start something that, you know, had more of a feel of a system of record, that got me to play with the newer technology, got me to form a company with people who are 20 years younger than I am and bring… give me energy. So I’m like, why not? You know, let’s go. And that’s… that’s what got us to Paid. So Paid, in essence, is a monetization platform for AI and AI agents.

Russell Scherwin:
I love it. So, let’s play that out. So, you build this incredible workflow, which, by the way, I was a customer of. Thank you very much for all the productivity you shared with the FPX team. And you all of a sudden realize more modern technology is allowing you to outsource, you know, certain elements of that workflow, or outsource the decision-making and work in those workflows. Which, cool! Which means that’s a significant amount of value that you can pass on to the customer. What I heard you say in there, Manny, is even though you found that there was opportunities to pass on value to the customer. How you were having to account for those costs seemed to be a bit confusing, both in terms of your systems and perhaps the vendors and a changing landscape of vendors and pricing models that you were having to deal with. So, how… Talk more about how the cost structure of this incremental… of providing this incremental value played in, and how you started thinking about, you know, shifting your own value models to make sure that you were able to maintain margin, and… continue doing.
Manny Medina:
Yeah, no, I mean, that was exactly it. I mean, that was… so it’s funny, I literally just had a conversation with another CFO right before I came to this call that… that she, you know, she… she wanted, you know, she came in for a monetization conversation, and she left with a margin conversation. And the problem is, is that The, there is… So we were building… we were building the outreach agent, and the outreach agents, you know, send, you know, look at your past behavior with a customer, and sends an email to re-engage, right? To re-engage for an expansion conversation, or re-engage on a… on a new sale if you change jobs, right? But if you had a very long history with that customer. you’re ragging, or you’re sort of, like, you’re inputting into the input… into the… into the input tokens, you know, a very long, long, long, long chain of thoughts, right? That has happened for the past, like, 5 years with this customer, along with all the tickets, and all the frustrations, and all the wins, and all these other things that you want to mention in your email. And that email may cost you 2 bucks. You see what I mean? But that person is worth it. It turns out to be a VP, a decision maker at a large company where you want to land a deal. So if you got a positive reply out of that email, those two bucks are well spent. You see what I mean? But you also may have the same email going out to somebody who’s not worth that much, and now you don’t know how to make those decisions of cost, right? Like, you need to make it free factor before you send that email, because that costs you two bucks. So, it turns out that there is a direct relationship between the cost of doing something and the value to the customer of doing that thing. Right? But unless you can charge for it, You’re getting across the margin. And that is a problem, is that… We are… we have been… So, we have been subjected. to this relentless, Teachings that everything we do in software needs to be cookie-cutter, because somehow. Salespeople will get out of bounds and, like, do anomalous, dumb things, which is absolutely untrue. You see what I mean? It’s… the smartest reps out there are finding the deepest pools of value are aligning against the biggest ROIs, and then they are being hampered in the value capture by their own pricing and packaging and monetization schemes. And that’s what I’m here to, like, resolve.
Russell Scherwin:
I love that. Can I build a metaphor for us to play with, and then…
Manny Medina:
Let’s.
Russell Scherwin:
We’ll take a baseball bat to the metaphor, and we’re gonna say the way… we’re gonna tell you how things are really working today for the audience. So, my own personal experience, I remember back around 2007, I joined a company called Sterling Commerce. Somebody called EDI. Old school technology, right? How does Walmart, you know, how does Walmart manage its purchase orders, ship notices, and invoices with its 30,000… with its 30,000 partners? And that same EDI technology was used by the Federal Reserve to move money across the banking system. And so for us, we said, okay, we can’t have the same pricing model with Walmart as we are with its suppliers, let alone with the banks and the Federal Reserve System. So we did this brilliant thing called segmentation, which is, alright, cool, we’re gonna build something called, you know, a multi-enterprise retail environment, and we’re gonna have packaging for that, and we’re gonna have a pricing model for retail. And then we’re gonna do the same thing for financial services. And we were really slick back then in dividing the world into a couple of segments. However, at the same time, we had our better sales reps out there, guys like Will Jones, he’s probably listening right now, and a couple others, who, they’re looking at this and saying. I’m selling a couple million dollar deal at Walmart. Who better than me than to understand the value levers of Walmart and how to build a deal that’s gonna align and optimize for our margin and optimize for Walmart? And just like any good company, we said, that’s great, Will, but you can’t do that because we have to optimize for margin and optimize within our governance. And what I’m hearing you tell me, Manny, is… Why can’t we have segments of one, or segments of multiple within an organization where the agent is optimizing for margin? So let’s do this. That’s a bit of a rant. Yeah. The old school model is, build a product, understand your segments, package for your segments, monetize, repeat.
Manny Medina:
Right.
Russell Scherwin:
What’s the new model?
Manny Medina:
The new model is… So, the new model assumed that you were releasing software every 6 months.
Russell Scherwin:
And that the segments were relatively stable.
Manny Medina:
And people are just buying seats. Now you can ship agents that do different things every month. the technology’s changing so rapidly that you have news around new AI models almost every two, three weeks. And so the capabilities of what is possible are changing every, every, you know, so frequently. And the ability for your innovation engine, which is your product and your engineering team, to push out stuff to the market is so fast that if you put this in the hands of the most capable reps, the one with the most ambition, the deepest knowledge of the customer. And let them go find the pools of value where this can be assigned to, and the size of the paint. you have to take a leap of faith that they’re going to bring you great results. You see what I mean? I don’t think you’re even going to have to worry about margin at that point, because they are going to figure out, you know, where are they going to get the value. So, for instance, I had a customer that you know, when I gave him the pitch of paid about a year ago, he told me I was full of shit, and this wouldn’t work. That’s fine. So, he calls me, last September, and he tells me, Manny. I just, yeah, added a zero to my ACV. I’m like, tell me more. He’s like, well, I was selling my solution, Agentic solution, to this company, and… They told me that they’re going to reduce the BPO spend by $2 million and give it to me, because that’s what they’re replacing with my software. They’re replacing, you know, outsourcing. And nobody ever told me there was a BPO spend, nobody ever told me that the BPO spend was $5 million, and nobody ever told me that I can go against that pool. Now that you see it, you cannot unsee it. You see what I mean? And any good rep with enough curiosity will find out, how are you doing things now? You have a problem. How are you solving the problem right now? If the problem is worth solving, I’m sure you’re solving it, and chances are, you’re solving it with people. And if you can position your agent against the people budget, now you’re talking into the millions of dollars of savings, not just into the thousands of dollars, or the hundreds of thousands of dollars of savings. And that’s… There is no playbook for that yet, because the aging technology is changing so fast. You’re gonna have to trust the reps, and let them go out there and rip. Give them as little guidance as possible, and let them go do their thing. We’re all professionals here.
Russell Scherwin:
I love that, Manny. So this is a killer tool for companies that hire great reps and trust those reps. So let’s play out a scenario. A great rep… you and I both know one conversational methodology command to the message. So, imagine we have a great rep, and they’re out there, I don’t know, they’re selling EDI, for shits and giggles, they’re selling EDI to Walmart. And a great rep’s done a couple things. They deeply understand the current state that Walmart has around its supply chain, and they’ve also aligned to a champion who’s very clear On what the negative consequences of that current state are, quantified in terms of revenue, cost, and risk.
Manny Medina:
Yeah, yeah.
Russell Scherwin:
We’ve worked with that champion to identify what’s a better future state on the supply chain, and what the revenue, cost, and risk outcomes of that will be. The good rep has also created a decision criteria where it’s very clear how capabilities that would differentiate them will deliver superior revenue, cost-to-risk outcomes. So, we have the good rep has created economic value, and also has created economic value where they understand is differentiated, where another solution would not create the same value. So, we have the top… we have the top line for margin in this one deal right now. How would a technology like yours now empower this rep To optimize for margin in this one particular deal, and then how would you even govern that?
Manny Medina:
So, this is fascinating. So, first of all, The… the… our technology would look at what the software is delivering, And price… the pieces of… price that delivery of the software to pull on the appropriate levers of value that matter to the customer. So our software, like, if you take any software package that does 10 things, most people care about 3. Right? And for those three, you want to charge the maximum amount of value to the customer, because that’s where the value is for them. Of course. For another one, it’s going to be some other three. But the idea is that you, you know, you don’t want… you want the system to help you find that efficient frontier of value exchange.
Russell Scherwin:
Yes.
Manny Medina:
And right now, it’s not efficient. And it’s not efficient for two reasons. One is because there is this predisposed pricing and packaging constraints that the rep has to navigate around, and ask DealDesk, and ask finance, and, like, have the CRO and the CFO lock the door and sort of get after each other, you know, until something comes out that looks like a resemblance of a deal, as opposed to just letting the rep and the machine optimize For the maximum value extraction. That corresponds to the maximum value delivered to the customer. That’s it. It’s just math. You see what I mean? Now we’re just letting the software do what software does good at. Math.
Russell Scherwin:
So, let me play out what I think you’re doing, and I could be way off base, but I’m getting kind of excited here, because this is so cool. So what I’m hearing you say, in the normal software selling method, at some point, if the company’s big enough, I’m gonna call in my BV8, my business value team, and they’re gonna go look at all the work I’ve done, and they’re gonna build a really big spreadsheet, and that spreadsheet’s gonna go to a CFO, they’re gonna say check, and then someone’s gonna crinkle it up and throw it in the garbage, never to be forgotten about. When the ideal is, that ROI should be the baseline that we’re consistently measuring against. Exactly. To see, are we meeting that efficient frontier? Exactly, exactly. That… that basically, you’re throwing the concept of a BVA in the garbage and saying, no, no, no, that’s fun… the efficient frontier is what’s driving the terms of this mutually beneficial partnership, and that becomes the governance.
Manny Medina:
Right, and then, so what happens then, is that’s the beginning of the relationship, so now you want to keep your end of the bargain, right? So you want to then create visuals to your customers that show that you’re actually delivering us the things that you promised. You see what I mean? So now your value engineering team can be those people who are creating those dashboards, you know, they’re all working pay. to… to show the customer that they actually got what they paid for, and that the ROI is there. So this is why we… one of the metrics that we use as human equivalence calls is to make sure that we measure what it would have taken a human to do the same work, and then you compare it against the agent results. And as long as you continuously derivative of those results, you’re going to be in good shape. You need to show that to the customer. You see what I mean? That’s… that’s… In a nutshell, what should be happening is software all along, we just brought it from the future.
Russell Scherwin:
So, paid is building out the basis for relationships that are rooted in economic value in a manner that can prove out the economic value to both sides.
Manny Medina:
Pretty much. That’s exactly what we do.
Russell Scherwin:
Okay, so, let’s play this to the next. This is so cool. Dude, I am so excited to be chatting with you on this. So, we all… anyone who reads LinkedIn and anyone here probably reads LinkedIn too much anyways, but the ones who… the reps who are gonna… the companies that are gonna do the best are the ones that are gonna empower the good reps, and we all know the ones who are not good reps, they’re going the way of the dodo. And I actually, for the first time in a long time, believe that. So you have, in a company, reps probably with more territory. doing… being able to take on more, because they’re AI-assisted.
Manny Medina:
Yeah.
Russell Scherwin:
And now, all of a sudden, you know, years into the future, which might be a nice prediction, is reps are more empowered to drive more customized packaging frameworks based upon their client. So, clearly, it’s a win for the sales team. Clearly, it’s a win for the organization if… And only if… They can govern that. Correct. I’m a CFO now, so you got… I’m the sales dude, I’m the CRO, I’m sold, because I want to hire the best reps, and I want to give them freedom to optimize for their comp plan and for margin.
Manny Medina:
Yeah, yeah, yeah.

Russell Scherwin:
But now I’m the CFO, and I got different fiduciary responsibilities. What should I be concerned about, and what should I be excited about?
Manny Medina:
I think we’re not having enough margin conversations. That’s the part that really is really bugging me, because, you know, we’re talking as if this land grab is gonna result in successful businesses, and it’s not clear to me that it is. You see, I mean? Like, a successful business, we all seem successful businesses. They make money. But if you don’t have margin, at the point of gross margin, you’re not making good money. So, I think the number one criteria for control around this is margin control. But you can… and again, you can give that guidance to the rep, and, like, that guidance comes in pay, of, like, what are the things that are cheap and what are the things that are expensive. So, for instance, if you just go to the OpenAI website. and go look at the pricing of tokens. You have in order of expense, you have, you know, the reasoning token is very expensive. The input tokens are pretty expensive. Output tokens are not that expensive. OCR tokens are six times more expensive than the reasoning tokens. So there is… there is a tally of things that are expensive, that when the agent does it, all of a sudden, something could, you know, run out of control and cost you quite a bit of money. So, you know, we can do all that calculation real time, based on the information that we have, to guide the rep towards a high margin deal, you see what I mean? But that needs to be a policy. That’s number one. Number two. You need to continuously try to bring clustering into your deal structures, so that you don’t end up with a thousand deals that look all different. I’m not… I’ve never seen that happening, actually, but it is… Kind of like a worry that is in people’s back of the head, and it never actually balloons into this, like, non-forming entity. It usually starts clustering around the types of deals, but what you’re doing at that point is just propagating best practices. You see what I mean? You’re taking your best performances in this type of deal and propagating into the others that are not performing as well, and elevating their performance. So, I don’t think that you actually need to enforce deal parameters, because it will… it will reveal themselves as you’re… as you’re working through your customers, and… and you may be hindering, you know, new ways for value capture. You see what I mean? Like, for instance, this BPO replacement thing. Like, nobody does it. And it’s such an easy way for you to make money. Like, the first thing to ask when you’re gonna go sell an agent is, what is your BPO budget, and what are you spending it on? Because that’s where the pools of money are.
Russell Scherwin:
And so, you’re still selling similar value, it’s just you’re now… there’s two new levers here. Number one, you got the concept of the agent, which you can offload work to, but now you have the concept of the agent overseeing the sales cycle that can optimize for margin.
Manny Medina:
Exactly. You’re optimizing for value capture in a way that the customer feels happy about. You know what I mean? You’re holding yourself accountable to outcomes. You’re gonna charge a lot for them, and you’re gonna show them to your customer. So, like, it’s such a win-win that that’s why you get to extract value from deeper pools of value, as opposed to, like, this seed thing that we had, where you all got value from the same tools budget.
Russell Scherwin:
I dig it. Hey man, I see we got a question from the audience here. I haven’t read it yet, so if, the question’s no good, forgive me. Let’s see, given the percentage of salespeople not making quota, and the low conversion of outbound, where does systemizing the pipeline quality from the highest performing sources, like referrals, come from? Wow.
Manny Medina:
I, I, I think that… that’s a… that’s a great question. I… I… I think that you have to be ruthless about the quality of your pipeline if you want to run a well-run sales organization. And now I’m putting my outreach hat back on. And that… There’s, like, there’s all these broad statements on LinkedIn that are really… I really think are unhelpful, like, outbound is not that.
Russell Scherwin:
If you have a new product like Paid.
Manny Medina:
That nobody knows about. It’s a completely different change in value proposition. I have to outbound! I don’t have a brand! You see what I mean? I have to go reach out to people. Now, there is better ways of outbounding, you know, you can use social media to inform your messaging in such a way that it resonates with the group of people that you’re trying to reach out to. But, like, outbound being dead, that is nonsense. You see what I mean? That is absolutely ridiculous. It’s like saying phone is dead, or email is that, or, like, conversation is that, like, you know, what are we gonna declare that? So I think that everyone needs to, like. We need to stop being lazy and do the work in finding out who is our ICP, what messenger resonates to them. That actually takes time and work, and once you do, then you put that to work. You see what I mean? And that’s your outbound message, whether it’s referral, or non-referral, or, like, VC interest, whatever. You have to go through that work. But that was our reason, my number one frustration is the amount of shit emails that went out, and I’m like, why are people still doing this? The numbers are terrible. And I just didn’t have enough, you know… now I can help, right? Like, but back then, I didn’t have enough, you know, support and professional services to help people, you know, with it.
Russell Scherwin:
Yeah, I chuckle when people say outbound is dead. I go back to one of my favorite old quotes, which is this. Had Union Pacific realized that they were in the transportation business, not the railroad industry, we’d all be flying Union Pacific Airways, right? Sometimes, what that really says… People get so consumed in the what. and the how, that they forget that there’s a why that underlies everything. There’s a substance, there’s a soul to what we’re doing, and… I mean, let’s talk selling, right? Or forget selling. Selling is actually a means to an end as well. The end is, you know, humans, right? We got these opposable thumbs, but you also got this frontal cortex. What separates us from monkeys Is that we can… Create a vision for a future state, and there can be building an airplane, it could be, you know, putting up cities, and we can divide the labor into different components so we can make 1 plus 1 equal 15. And selling is nothing more than lubricating value chains and making sure that there’s great partnership in achieving mutually beneficial outcomes. And, you know, so what does that mean for this conversation? It means if I build a solution, it… well, hopefully there’s a problem. If not, that’s a bad.
Manny Medina:
Yay.
Russell Scherwin:
But outbound simply means identifying those who have a problem we can address, and whether that’s done through a tool like a sales loft or an outreach, whether that’s done with a tool like an outreach using agents, or however that’s done. going out and finding who has a problem is always gonna happen, and the question’s gonna be, how do we optimally do that?
Manny Medina:
100%. Matter of fact, like, I think it’s a duty of the seller to find those people with the pain. Like, if you were a doctor, and your duty was to go administer medicine, you would take your job a lot more seriously. And I just encourage, you know, the community to take the job, to elevate the perception of their own roles as a life-saving, you know, provider, as opposed to just, like, a peddler of, you know, bits and bytes. You know, let’s… yeah, go ahead.
Russell Scherwin:
What I’m walking away from this, just really digging into your brain a little bit, Manny, and the wealth of experience you’re generating with the brain and the company, is I’ve always… to me, selling’s always been simple. I’m not a natural seller. What I’ve always looked at selling as doing in my 20 years of doing it and teaching it is, all high-integrity sellers do three things. We attach to a problem. And that problem always is going to be measured in revenue, cost, or risk, or if you’re selling to the military, the mission. We’re differentiating in how we address that problem, which means not only have we found a revenue and cost-risk opportunity to create some top-line benefit, we’ve set ourselves apart from competing alternatives, which is real margins born. And then we just simply execute the plan to solve the problem and harness the value, and what’s never… what’s always been a little bit, as a macroeconomic geek, is it’s just been very inefficient. Optimizing for margin, because we’ve taken control out of the hands of the people who are closest to the transaction. And what’s blowing my mind is you’re building a business, Manny. On not necessarily giving control to the reps, but delegating control to creating mutually beneficial partnerships to the people who are trying to find the win-win situations, which is kind of, not to be overly Pollyannish, optimizing for humanity should be going.
Manny Medina:
Yeah. That’s… that’s exactly it. The power and the knowledge should be with… at the point that is closest to the customer. At all times. And that’s… that’s what I’m here to fix.
Russell Scherwin:
And then, as opposed to some of my old CFOs who would tell me, only I can have margin, and only I get the margin spreadsheet, what we’re really talking about is putting governance so So, we can still control for margin, but we’re maximizing flexibility.
Manny Medina:
100%. Out of 10.
Russell Scherwin:
Julie, I see you coming onto view, which probably means your way of saying, here’s a hook, your time is up.
Manny Medina:
That’s right, that’s right. That smile shows up, and that means you’re done. That’s what that means.
Julia Nimchinski:
Not yet. I love being a fire on the wall here. Amazing response from the community. Russell, thank you so much for leading this fireside, and many… we’re talking a lot about future today, so curious your vision for your company by 2030.
Manny Medina:
I think that we are going to be the business systems for people selling software in 5 years, because agents will become software. Like, right now, it’s just a cute moniker for the new technology. Eventually, everything is AI, everything is agents, and we’re going to be the system that powers that business to run.
Julia Nimchinski:
Love it. And yeah, what’s the best way to support you? I saw you did a redesign recently, or… correct me.
Manny Medina:
Appreciate that. Yeah, yeah, yeah, we did a redesign, you know, brighter colors, closer to the, the Seahawk screen. So yeah, just, ping me on, you know, ping me on LinkedIn, or email me at manny at pay.ai.
Julia Nimchinski:
Awesome. Russell, how about yourself?
Russell Scherwin:
You know my thing, I’m still on a sabbatical. Actually, I’m with a company that sells human performance solutions to the military today, and so for, if you’re sitting at home right now, and you’re saying, oh my gosh, this thing is going at a breakneck pace, we’re going too fast, what’s… Get out of your LinkedIn wormhole. Like, there are still the vast majority of people out there that are focused on furthering humanity’s mission, and we’re not sitting behind a two-dimensional screen. But in terms of me. I’m just very fortunate to be focused on my kids right now, and I am greatly appreciative that you allow me to get my wheel spinning with great folks like Manny in your audience on a regular basis.
Julia Nimchinski:
Always a pleasure. Thank you again.
Manny Medina:
Moving.
Julia Nimchinski:
And off to the next session. Thank you, Julie.
Manny Medina:
Julia, thank you. Thank you, Julia. Thank you, Julia, thank you, Russell. Good to see you.