In this interview, Alcide Honoré explains why tracking work the right way is a key driver of steady growth. Alcide Honoré shares insights on reducing missed tasks, building clean workflows, and using real-time tracking to avoid hidden loss. He also discusses how better systems help teams stay aligned, support honest billing, and create long-term stability for organizations of every size.

Interviewer: Today, we’re joined by Alcide L. Honoré, co-founder of Billseye Inc., who believes that “tracking work the right way leads to steady growth.” Thank you for being here, Alcide Honoré.

Alcide Honoré: Thank you for having me. I’m glad to talk about this because many professionals work hard but still miss growth opportunities simply because their work is not tracked clearly. When tasks, calls, and messages are recorded the right way, people understand their time better, avoid small losses, and build steady progress. Clean tracking brings structure, reduces stress, and helps teams move forward with confidence and stronger results.

Interviewer: Why do you believe tracking work the right way leads to steady growth?

Alcide Honoré: Steady growth happens when professionals understand their work clearly. Good tracking shows how time is used, what tasks matter most, and where small losses happen. When everything is recorded the right way, people make better decisions and avoid guesswork. It also reduces stress because teams don’t have to depend on memory. Clean records help firms move forward with confidence, plan better, and protect the value of every minute of work.

Interviewer: How does Billseye make it easier for professionals to track their communication?

Alcide Honoré: Billseye makes bill professional mobile calls in real time. Many professionals forget these tasks, but Billseye records them as they happen. This removes pressure and stops revenue from being lost. It gives teams a clear view of their client work, and they don’t have to write everything down later. With one easy system, professionals can trust that their communication is stored, organized, and ready to use when needed.

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Interviewer: What problems do teams face when they don’t track their work well?

Alcide Honoré: Teams face hidden losses, missing details, and weak workflows. When people forget to record small tasks, those moments disappear, even though they add real value. It also creates confusion because no one knows what was done or when. Poor tracking slows progress and leads to mistakes that should never happen. Over time, these problems add up, making it harder for firms to grow. Proper tracking brings structure, clarity, and better control over daily work.

Interviewer: How does clean tracking improve daily workflow?

Alcide Honoré: Clean tracking helps teams move smoothly through their day. When tasks are recorded clearly, people don’t repeat steps or waste time searching for missing information. It becomes easy to see what is done and what needs attention. Clear tracking also improves teamwork because everyone looks at the same information. This reduces confusion and helps people work faster. With clean records, workflows stay organized, and teams can focus on meaningful work instead of fixing errors.

Interviewer: Why do many firms still struggle with consistent tracking?

Alcide Honoré: Many firms struggle because their tracking systems are too complicated or outdated. People avoid tools that feel heavy or slow. Some teams depend on memory, which leads to mistakes. Others track only at the end of the day, which is never accurate. When tracking is not easy, it doesn’t happen. This is why simple systems matter. When tracking becomes effortless, teams do it naturally, and firms see improvements without forcing new habits.

Interviewer: How does real-time tracking help prevent revenue loss?

Alcide Honoré: Real-time tracking captures work the moment it happens, leaving no chance for details to fade. When tasks and communication are logged instantly, firms protect every billable action. This stops revenue from slipping through cracks. Real-time tracking also shows clear patterns so teams can adjust faster. It helps leaders understand where time goes and what can be improved. When everything is recorded right away, accuracy increases, billing becomes honest, and long-term growth becomes more stable.

Interviewer: What simple steps can small teams take to track their work better?

Alcide Honoré: Small teams can start by creating simple habits: track tasks right after doing them, use one shared system, and keep records in a clear order. It helps to track communication, even the short interactions, because those add value too. Teams should avoid waiting until the end of the day. The goal is to make tracking easy, not perfect. With just a few small steps, teams see fewer mistakes, better organization, and smoother workflows.

Interviewer: How important is technology in supporting clean and easy tracking?

Alcide Honoré: Technology makes tracking faster and more accurate. Instead of relying on memory or handwritten notes, smart tools can capture information automatically. Technology also gives teams access to organized data, which helps them make better decisions. With simple tools, tracking becomes part of the workflow instead of an extra task. Good technology removes stress, saves time, and keeps records clear. When used well, it helps professionals focus on real work while still staying organized.

Interviewer: How does Billseye support teams as they grow and take on more work?

Alcide Honoré: Billseye supports growing teams by giving them a simple way to track all client communication without slowing down their work. As firms expand, communication increases, and it’s easy to lose track of small tasks. Billseye keeps everything organized in one place so teams don’t miss important details. It also helps leaders understand how time is used and where improvements can be made. This clarity helps firms scale smoothly and maintain strong, steady growth.

Interviewer: How does clean tracking improve team communication?

Alcide Honoré: Clean tracking creates a shared view of what has been done, which makes communication faster and clearer. Teams don’t waste time asking who handled a task or whether something was completed. Everyone sees the same information, so there are fewer misunderstandings. Tracking also sets expectations, helping people know what needs to be recorded. This makes teamwork smoother, reduces repeated work, and keeps projects moving forward in a steady and organized way.

Interviewer: Why does accurate tracking help build trust with clients?

Alcide Honoré: Accurate tracking shows clients that their work is handled carefully and transparently. When firms can explain their time and actions clearly, clients feel respected and informed. This reduces billing disputes and increases confidence in the service. Clients want to know their matters are being followed closely. Clean records prove that every step is managed with care. This trust leads to stronger relationships, repeat business, and long-term growth for the firm.

Interviewer: How does tracking help teams stay accountable?

Alcide Honoré: Tracking shows who did what and when, which naturally builds accountability. When tasks are recorded clearly, everyone understands their responsibilities and deadlines. It becomes easier to spot delays or gaps before they become problems. Accountability also helps people take pride in their work because they can see their progress. Clear tracking supports teamwork, reduces confusion, and helps leaders guide the team more effectively. This focus on responsibility supports steady growth across the firm.

Interviewer: What improvements can leaders expect once tracking becomes consistent?

Alcide Honoré: Leaders can expect more clarity, better planning, and fewer errors. Consistent tracking reveals where time is being spent, what tasks take the longest, and what needs improvement. It also reduces stress because information is easy to find and trust. With better data, leaders make stronger decisions and support their teams more effectively. Clear tracking also helps leaders set realistic goals and measure progress with confidence. Over time, this creates steady and reliable growth.

Interviewer: How does tracking help uncover hidden opportunities for growth?

Alcide Honoré: Tracking shows patterns that are usually overlooked. When professionals review clear data, they can see what clients need more support, which tasks take too much time, and what services may be added. Tracking also reveals strengths within the team that can be used better. These insights create new opportunities for revenue, improvement, and strategy. Proper tracking doesn’t just fix problems, it helps firms discover new ways to grow faster and smarter.

Interviewer: How can Billseye help professionals stay consistent with their tracking?

Alcide Honoré: Billseye helps professionals stay consistent by automatically billing client calls in real time with just one touch. This removes manual entry and ensures no billable minutes are lost. By keeping all calls organized and ready to export, Billseye makes tracking simple, builds consistent habits, and supports steady revenue growth.

Interviewer: What advice would you give to teams that feel stuck and want to grow?

Alcide Honoré: My advice is to start by improving how they track their work. Even small changes help. When teams understand how their time is used, they can make smarter decisions. Growth does not always need big moves, it needs clarity. Clean tracking removes confusion, shows real progress, and makes planning easier. Once teams build simple tracking habits, they feel more in control and ready to grow with confidence.

Interviewer: In simple words, what is the message you want professionals to remember?

Alcide Honoré: My message is simple: tracking your work the right way protects your value and supports steady, long-term growth. Clear records help you avoid mistakes, understand your progress, and serve clients better. With the right tools and habits, tracking becomes easy, not stressful. When professionals stay organized and aware of their work, they feel more confident and productive. This clarity leads to better decisions and stronger results for any size team.

Interviewer: Thank you again, Alcide L. Honoré, for sharing how proper tracking supports steady growth. Your insights show how simple habits and clear systems can help professionals protect their value and work more confidently.

Alcide Honoré: Thank you for having me. I appreciate the thoughtful questions. My hope is that more professionals see how powerful good tracking can be. When work is captured the right way, nothing is lost, and every effort counts. With simple tools and steady habits, teams can improve their workflows, reduce errors, and grow with stability and trust. Tracking is a small step, but it leads to long-term success.

Interviewer: Mr. Alaa Daloussi, thank you so much for taking the time to be with us today. It’s truly an honor to speak with someone who has made such a strong impact in both the construction equipment and real estate industries. Let’s begin by learning more about your journey.

Alaa Daloussi: Thank you so much for having me. I truly appreciate the kind introduction. It’s always meaningful to reflect on the journey and share what I’ve learned along the way. I believe both the construction equipment and real estate sectors play a vital role in building strong communities, and I’m grateful to contribute in any way I can. I’m excited to be here and happy to dive into the conversation.

Interviewer: Can you take us back to the beginning, what first inspired you to become an entrepreneur?

Alaa Daloussi: Yes, sure. My journey began with a simple desire to create value and solve real problems. I noticed inefficiencies in how construction equipment was being sourced and delivered, especially across borders. That led me to build a business that could make things easier for both suppliers and users

Interviewer: Why did you choose to focus on both construction equipment and real estate development?

Alaa Daloussi:  They’re connected in many ways. My work in construction gave me a deep understanding of how projects are built. That naturally led me into real estate, where I could use that knowledge to plan and execute development projects from the ground up.

Interviewer: What does your day-to-day look like when managing such diverse business operations?

Alaa Daloussi: Every day is different. One day I’m reviewing shipment logistics, the next I’m on-site for a real estate project. I stay involved in all parts of the business, especially in early planning stages where key decisions are made.

Interviewer: Can you describe how you help international machinery manufacturers enter the North American market?

Alaa Daloussi: We act as a full-service partner, from sourcing and compliance to branding and last-mile delivery. We make sure the equipment meets standards and is positioned well in the market, while also taking care of logistics.

Interviewer:  What has been your biggest challenge in growing your business across two major industries?

Alaa Daloussi: Balancing both industries requires strong time management and the right team. Logistics can be complex, and real estate has its own risks. But by staying focused on quality and building reliable systems, we’ve been able to grow steadily.

Interviewer: How important are partnerships in your business success?

Alaa Daloussi: They’re essential. I believe in working closely with people who share the same values. Whether it’s manufacturers, builders, or developers, success always comes from strong collaboration.

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Interviewer:  What’s your approach to selecting land or properties for development?

Alaa Daloussi:  I look at a combination of market trends, infrastructure access, and long-term growth potential. It’s not just about the property itself, but how it fits into the broader vision, whether it supports sustainable development, adds value over time, or meets future demand. Every site is chosen with a focus on both strategic location and lasting impact.

Interviewer: How do you make sure your construction equipment solutions meet client expectations?

Alaa Daloussi: We focus on quality, compliance, and timely delivery. Every machine is tested to meet high standards, and we maintain clear communication throughout the process. From sourcing to after-sales support, we ensure clients feel confident and well, supported at every step.

Interviewer:  What advice would you give to someone entering the real estate development world?

Alaa Daloussi: Start small, stay curious, and take the time to learn. Understand the legal side, market trends, and construction basics. There are no shortcuts, but if you stay committed and keep learning, the rewards are worth the effort.

Interviewer:  What do you believe is the most important trait for an entrepreneur to have today?

Alaa Daloussi: Consistency, without a doubt. In today’s fast-changing world, trends come and go, and markets can shift overnight. But staying consistent in your values, your service quality, and your work ethic is what builds real trust and long-term success. It’s that steady commitment, even when things get tough, that separates lasting businesses from short-lived ventures.

Interviewer:  How do you stay ahead in two fast-moving industries?

Alaa Daloussi:  I stay close to the people on the ground, contractors, suppliers, and local experts, because they keep me in touch with real-time needs. I also keep learning and studying data to spot trends early. Staying ahead means staying involved and never assuming you know it all.

Interviewer: Mr. Alaa Daloussi, as we wrap up, what message would you like to leave for aspiring entrepreneurs who look up to your journey?

Alaa Daloussi: My message is simple, build with purpose, stay patient, and focus on solving real problems. Don’t chase shortcuts; instead, invest in creating real value. Success doesn’t come overnight, but it does come when you genuinely care about the people you serve and take pride in the work you do. If your efforts are driven by purpose and consistency, the results will follow.

Interviewer: Thank you, Mr. Alaa Daloussi, for your time, honesty, and the valuable insights you’ve shared today. Your journey is truly inspiring, and we wish you continued success in all your ventures.

Alaa Daloussi: Thank you once again for the thoughtful questions and the opportunity to share my experience. It’s been a real pleasure. I hope some of what I’ve shared can help others who are just starting out or navigating their own entrepreneurial path. Wishing you and your audience all the best, and I look forward to what the future holds.

Christina Domecq es una emprendedora tecnológica con más de 20 años de experiencia construyendo e invirtiendo en empresas que abordan problemas reales. Con un enfoque en proyectos que combinan tecnología y soluciones climáticas, Christina Domecq formado parte de juntas directivas tanto de empresas privadas como públicas, ofreciendo orientación práctica y dirección estratégica.

Reconocida por ayudar a las empresas a mantenerse enfocadas, avanzar rápidamente y desarrollar soluciones que beneficien tanto a las personas como al planeta, Christina Domecq aporta una visión clara sobre lo que se necesita para hacer crecer negocios que importan, no solo en términos de ingresos, sino también en impacto a largo plazo.

En esta entrevista exclusiva, Christina Domecq comparte lecciones de su trayectoria, los desafíos reales en la tecnología climática y lo que los fundadores deben saber para mantenerse enfocados y construir para el futuro.

Entrevistador: ¿Qué te motivó a iniciar tu camino como emprendedora tecnológica?

Christina Domecq: Me atraía resolver problemas de manera lógica. La tecnología me proporcionó las herramientas para actuar rápidamente y arreglar lo que sentía que estaba roto. Mis primeros proyectos no formaban parte de un plan maestro; seguía lo que despertaba mi curiosidad. Observaba vacíos que nadie abordaba y me preguntaba: “¿Por qué no yo?”. Con el tiempo, identifiqué patrones sobre cómo se construyen buenos negocios. Eso me impulsó a seguir adelante. La verdadera motivación era el impacto, no la notoriedad.

Entrevistador: ¿Cuál ha sido la decisión más difícil que has tenido que tomar en los negocios?

Christina Domecq: Terminar un producto o empresa después de haber invertido mucho esfuerzo siempre es difícil. Cuando algo no escala o no ofrece resultados, es doloroso dejarlo ir. Pero aferrarse por más tiempo empeora el daño. He aprendido a analizar cifras y comentarios de usuarios sin emociones. Una vez que está claro que el mercado no está allí, actúo rápidamente. Cortar pérdidas no es un fracaso; es disciplina. Permite enfocarse en lo que sí funciona.

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Entrevistador: ¿Qué buscas al invertir en una startup?

Christina Domecq: Siempre comienzo con el fundador. Quiero a alguien que conozca profundamente el problema y no sigue modas. Luego, evalúo si los usuarios realmente necesitan la solución, no solo si les gusta la idea. Verificar si el equipo puede construir y vender sin necesidad de recaudar millones al principio. ¿Pueden sobrevivir sin la notoriedad? ¿Permanecerán enfocados cuando las cosas se compliquen? Si las respuestas son afirmativas, prestó atención.

Entrevistador: ¿Cómo decides qué problemas resolver?

Christina Domecq: Me concentro en problemas que afectan directamente a un gran grupo o al planeta. Luego me pregunto, ¿podemos resolver esto utilizando herramientas ya existentes? No persigo tecnología futurista por sí misma. El verdadero valor proviene de aplicar soluciones conocidas de manera inteligente. También considero quién se beneficia. Si la respuesta incluye a personas sin voz en el sistema, aún mejor. Eso mantiene el trabajo con los pies en la tierra.

Entrevistador: Has trabajado en muchas industrias. ¿Cómo te adaptas?

Christina Domecq: Comienzo escuchando más de lo que hablo. Cada industria tiene reglas no escritas que los forasteros pasan por alto. Pregunto a los usuarios reales: “¿Cuál es la parte más difícil de tu día?” y no me detengo en una sola respuesta. Luego observo dónde se desperdicia tiempo o dinero. Ahí es donde generalmente se esconden las oportunidades. Aporto experiencia en tecnología, pero no la impongo. Si no ayuda a resolver el problema, no vale la pena desarrollarla. Pruebo ideas a pequeña escala antes de expandirlas. El verdadero progreso proviene de resolver puntos de dolor reales, no de seguir modas.

Entrevistador: ¿Cuál es el mayor mito sobre la tecnología climática?

Christina Domecq: La gente aún piensa que es solo para grandes empresas o que es demasiado costosa para comenzar. Eso está desactualizado. Hoy existen muchas herramientas asequibles y simples. El verdadero problema es la falta de conciencia; muchos equipos no saben por dónde empezar. Comienza con una métrica y un objetivo pequeño. Ya sea el uso de agua, residuos o emisiones, simplemente rastrea algo. A partir de ahí, las mejoras se vuelven más fáciles. No se trata del tamaño; se trata de la acción.

Entrevistador: ¿Qué consejo das a los fundadores que inician una empresa tecnológica hoy?

Christina Domecq: Pasa más tiempo con los usuarios que con los inversores. Observa cómo realmente utilizan tu producto, no lo que dicen en encuestas. Construye en pequeño, prueba rápidamente y corrige lo que está roto. Evita agregar funciones que nadie ha solicitado. Si resuelves un problema claro, los usuarios pagarán y se quedarán. Así es como crecen las empresas reales. Olvida la notoriedad; concéntrate en la utilidad. La consistencia supera al brillo cada vez. Escucha profundamente, itera rápidamente y mantente cerca del punto de dolor. El crecimiento proviene de resolver problemas mejor, no más fuerte. Los mejores productos parecen obvios después de que funcionan.

Entrevistador: ¿Cómo mantienes los proyectos enfocados cuando la misión es amplia?

Christina Domecq: Definimos un resultado que importa y construimos todo alrededor de eso. Por ejemplo, si estamos abordando la energía limpia en las escuelas, ese es nuestro enfoque completo. No cambiamos a hospitales o hogares a mitad de camino. El enfoque significa decir “no” a buenas ideas que distraen. Mantenemos al equipo claro sobre la misión, el presupuesto y el cronograma. Es más fácil expandirse más tarde una vez que se demuestra que el modelo funciona.

Entrevistador: ¿Qué te mantiene motivada después de 20 años en los negocios?

Christina Domecq: Resultados reales. Cuando veo a una empresa que apoyo haciendo una diferencia real, como brindar a las pequeñas empresas un mejor acceso a datos, eso me impulsa. No busco salidas ni apariciones en los medios. Quiero ver cambios sobre el terreno. Las pequeñas victorias me mantienen en marcha, como cuando un fundador envía una actualización diciendo: “Esto funcionó”. Por eso sigo en este trabajo.

Entrevistador: ¿Qué papel juega el fracaso en tu proceso?

Christina Domecq: El fracaso muestra lo que no funciona, si eres honesto al respecto. No espero grandes desastres. Realizamos pequeños pilotos, probamos rápidamente y prestamos atención a lo que falla temprano. Esa retroalimentación es más útil que los elogios. Muestra dónde están las grietas antes de escalar. Trato el fracaso como una herramienta, no como un resultado. Si lo ignoras, pierdes tiempo. Si aprendes de él, mejoras.

Entrevistador: ¿Cómo equilibras la velocidad y la calidad en la toma de decisiones?

Christina Domecq: Tomo la mayoría de las decisiones en dos días. Si es una decisión de alto riesgo, duermo una noche y consulto con algunas personas de confianza. Esperar demasiado tiempo generalmente conduce a confusión, no a claridad. No obtendrás datos perfectos, así que actúa con lo mejor que tengas. La clave es saber cuándo reducir la velocidad, y eso es raro. La mayoría de las decisiones mejoran con la acción, no con el exceso de reflexión.

Entrevistador: ¿Qué significa el liderazgo para ti?

Christina Domecq: El liderazgo significa presentarse cuando es difícil y mantenerse calmado bajo presión. Se trata de brindar claridad a las personas, no solo dirección. Creo en asumir la responsabilidad cuando las cosas salen mal y dar un paso atrás cuando otros tienen éxito. Un buen líder escucha, se ajusta y se mantiene firme. No se trata de ser el más ruidoso, sino de ser constante.

Entrevistador: ¿Cómo eliges en qué empresas participar como miembro de la junta?

Christina Domecq: Me pregunto si la empresa está resolviendo un problema real y si puedo ayudar más allá de la sala de juntas. Si no puedo ofrecer apoyo práctico, no me uno. También observo al equipo de liderazgo. ¿Son receptivos a la orientación? ¿Están estancados o abiertos al crecimiento? Quiero trabajar con personas que valoren la retroalimentación y actúen en consecuencia. Ahí es donde ocurre el progreso.

Entrevistador: ¿Qué es lo que más te gustaría que la gente entendiera sobre tu trabajo?

Christina Domecq: No se trata de grandes ideas; se trata de presentarse todos los días y hacer el trabajo. La gente piensa que el éxito se trata de visión, pero la mayoría se encuentra en las decisiones diarias. Construyes grandes empresas arreglando cosas pequeñas rápidamente. Eso es lo que impulsa los resultados. No hay atajos; solo enfoque, honestidad y consistencia a lo largo del tiempo.

Before launching B2B Rocket, Noah Loul experienced in various positions how inefficient sales processes can take away time and effort from sales teams. The frequent question was always: Why are talented people spending so much time handling repetitive duties? Why are replies to leads still coming after several days? Above all, I wonder: Could we turn that around?

Noah Loul has come up with B2B Rocket’s AI Agents as his own solution. They make the process of selling faster and easier for staff, by screening prospects quickly, responding on the spot and progressing talks without making the process more stressful for employees. Noah’s aim to support a million businesses is leading them to design software that improves the way companies manage growth.

In this interview Noah Loul will talk about how B2B Rocket’ AI agents are helping the business to grow at a fast pace.

Interviewer: Thanks to Noah for sitting with us. Just think about it this way right from the beginning. What image do you have of sales efficiency and why is it especially relevant today?

Noah Loul: I appreciate you having me here. Being more efficient in sales does not only mean to work with speed. It concerns how efficiently a team uses their resources. Most companies find that sales reps spend up to 50% of their time working on things other than selling. They didn’t get hired to do that and it will not help them improve their performance.

My view of efficiency is providing teams with ways to prioritize what matters. The goal is to reduce the difficulties for your customers. AI does the routine and reactive tasks, allowing your team to focus on planning, bonding with clients and closing transactions.

Interviewer: Sales has normally been carried out through the efforts of people. In what way do you see AI being used in this type of field?

Noah Loul: One of the most common doubts is that AI is taking the human aspect away from sales. Actually, AI is meant to enhance our abilities, not take them away.

When AI deals with simple questions, your staff can avoid wasting time on email. Because they have overall flexibility, they are able to organize for upcoming meetings, read about potential customers and engage in meaningful exchanges with others. In some respect, AI provides salespeople with more time to focus on clients’ needs. It allows individuals to improve their mental strength in crucial situations.

Also Read: Christina Domecq: “Los emprendedores tecnológicos deben mantenerse fieles a su misión”

Interviewer: So, what has been accomplished? How have AI Agents affected teams?

Noah Loul: The response time is the initial metric I notice. We’re making it possible for our teams to respond to messages almost immediately instead of hours later. As a result, the number of people getting engaged in the company increases a lot.

We have also noticed teams build twice the qualified pipeline using the same number of team members. A client was able to eliminate 80% of the time their reps spent on manual lead qualification and this allowed them to focus on what actually sells. What truly matters to me most are the times when a founder or sales manager remarks, “My people are less stressed.” This is really an achievement.

Interviewer: Your aim is to ensure that a million companies succeed in their growth. That’s ambitious. What is the goal that you’re setting for yourself and what strategy will you use to reach it?

Noah Loul: We decided to focus on that goal as it requires us to consider problems on a grand scale. We not only focus on enterprise customers but also work to bring simple sales automation to smaller and medium-sized organizations. So you should price it well, make it easy for new customers to sign up and ensure that customer support does not need an entire IT department.

We do not view ‘a million’ as just a number. It helps you to focus on results. Any deal a small business closes by using our tools is an additional growth opportunity. That’s what the organizers hope to accomplish.

Interviewer:  What are the usual concerns that arise for people when they begin using AI in their sales jobs—and what do you say to address them?

Noah Loul: The biggest issue is that someone might not be natural or come off as artificial. There is a concern that using AI might change how people work, decide or relate to their clients. We have created systems that are flexible, intelligent and able to communicate like people.

You are still responsible for creating your brand’s way of communicating. The rules for your home are determined by you. The AI is there to ensure all your best practices are followed each time, no matter what. The goal is to increase your team’s effectiveness, not to give up command.

Interviewer:  Where is AI trending in the area of sales?

Noah Loul: AI will soon serve as the platform on which technology is built. It will be embedded in the sales process from start to finish. Even before a sale is made and after it is finalized, AI will guide the company on its strategy, when to send messages, what to include in them and point out any potential risks.

Yet, I believe that the biggest change will occur on the cultural front. People will begin to understand AI as part of their group, one that works around the clock, never tires and is always learning. We are on our way to that outcome.

Interviewer:  What advice will you give to a company that wants to cultivate its sales team without spending more money?

Noah Loul: Start by asking yourself what your sales team spends the most time on that doesn’t directly drive revenue. That’s your automation opportunity..

Making progress can be done gradually, step by step. If you automate a single process like lead qualification or scheduling, you can get hours back each week. That leaves time for you and your team to instead discuss important matters or plan further. Efficiency is not the same as doing less work. It’s focused on making space for the future.

Interviewer: I greatly enjoyed hearing how you feel about this. B2B Rocket is more than just technology development—it allows staff to work in a smarter way. We’re excited to see how your products will continue to benefit the workers in sales across the globe.

Noah Loul: Thank you! I appreciate your words very much. We want to keep working towards new achievements and being able to help teams achieve more using fewer resources would be the type of progress I value.