Great Demos Still Lose Deals. Here’s Why | Mor Assouline

Even when a sales rep runs a 'flawless' product demonstration, deals can still slip away. In this episode of Revenue Reimagined, Demo to Close founder Mor Assouline unpacks the harsh reality of why good demos fail: treating the demo as the final act rather than just the 'movie trailer.' Reps often fall into the trap of feature dumping, which Mor argues is merely a symptom of deeper issues like self-doubt, inconsistent processes, and fundamentally flawed discovery. Mor introduces actionable frameworks to regain control of the sales cycle, starting with 'micro closing'—the practice of continuously checking alignment throughout the demo instead of waiting for a grand finale. He also details the 'Upfront Next Steps' (UNS) contract, a method to establish mutual expectations before the screen share even begins. By explicitly giving the prospect permission to say no, sellers eliminate the dreaded 'maybe land' where deals typically go to die. Beyond demo mechanics, Mor highlights the stark contrast in handling inbound versus outbound discovery. He emphasizes that reps must earn the right to ask probing questions on outbound calls by leading with context and goals, whereas inbound leads require a direct diagnosis of pain. Above all, Mor advocates for a simple but powerful mental shift: spending 45 seconds before every call setting the explicit intention to 'help' rather than 'sell,' which naturally translates into higher trust and more authentic conversations.

Discussed in this episode

• Why treating a demo like a product onboarding session leads to feature dumping and ultimately lost deals.
• The metaphor of a demo as a 'movie trailer' where the real outcome depends on pre- and post-demo execution.
• How 'micro closing' continuously checks alignment throughout the demo instead of saving questions for the end.
• The danger of leaving only two minutes at the end of a demo to scramble for unstructured next steps.
• Using Upfront Next Steps (UNS) to secure a buyer's commitment to address hesitations and avoid 'maybe land'.
• Why discovery must be tailored differently: problem-focused for inbound versus goal-focused for outbound prospects.
• Setting the stage effectively by defining the 'goal' (why we are here) before the 'agenda' (what we will cover).
• The mental tactic of spending 45 seconds pre-call visualizing the intent to help rather than the intent to sell.

Episode highlights

1. 0:00 — Introduction to Mor Assouline
2. 2:15 — Why good demos still lose deals
3. 4:30 — The root causes of feature dumping
4. 6:45 — Defining a great demo and micro closing
5. 8:20 — Why sellers shouldn't fear hearing no
6. 10:30 — Implementing Upfront Next Steps (UNS)
7. 12:45 — Inbound versus outbound discovery techniques
8. 15:20 — Setting the stage with goal and agenda
9. 17:00 — The 45-second pre-call mental prep
10. 20:10 — Rapid fire questions and closing

Key takeaways

• Feature dumping is a symptom of poor discovery and lack of process.
• Use micro closing to constantly check alignment throughout your demo.
• Establish Upfront Next Steps to prevent deals from stalling in maybe land.
• Adjust discovery strategies based on inbound versus outbound lead context.
• Shift your pre-call mindset from closing the deal to helping the prospect.

Transcript

Most people that are untrained think of demos as like, let me show you the product. Um a really great demo is, let me show you how to solve the problem that you're having. I do think there's way too much feature dumping um in almost every demo I see. The worst place you can be at um with a prospect is like undecided.

Good demos don't close deals alone, unless it's just a pure very transactional one call close. Welcome back to another episode of the Bridge the Gap podcast powered by Revenue reimagined. Today's guest is Mor Seline, who is the founder of Demo to Close and quite frankly, one of the most direct voices in SAS sales today. He's a former two-time VP of sales, who's helped scale startups to nearly 15 million in ARR and now trains SMB and Midmarket AEs on how to actually run discovery and demos that, well, close.

Hence, demo to close. This episode's going to be a gut check for sellers who are busy, not productive, but stuck, inside joke. We're talking about unselling, why most demos fail after they go well, and how to create real buyer commitment instead of polite agreement, like I give Dale all the time. Mor, welcome to the show, man.

I appreciate you having me. It's been a while. It's been a hot minute. It's been a hot minute.

At least he can do a, at least he's busy enough that he can do the uh the intro well, so. Listen, take your button up collar and go somewhere. Mor, so we appreciate you joining the show. Um I said that, man.

Yes, I definitely think you did. You could tell the spicy is like for Dale like I want I wanted to get into why good demos still lose? Like, I've always been a believer that a demo never wins you a deal, but a demo can definitely lose you a deal. Like it's a a progression step.

So, when you say, you know, good demos are still losing opportunities, deals, people go ghosting. Talk to talk to us a little bit about your your philosophy around that. Why demos lose? Why why good demos can still lose you a deal?

Because demo good demos are just uh it's like think of the demo as uh a trailer for a movie. Um right? Like you have a you have a trailer um and after like the movie is like the final show it, that's the product itself. Um and so you you can have a really good demo or really good trailer, convince them to show up to the theater, all right?

So the the the next the follow-up demo or the follow-up call, and then you butcher that one. And then they're like, all right, this sucks. Um and so there's more to closing a deal than just a demo. The demo is just like the one of the levers that you pull.

There's how you prep for the meeting, how you show up um to the follow-up calls, how you're multi-threading, post-demo, pre-demo. Um what you're doing to like, it depends on your sales cycle, unless you're a one-call closer, which is like for a lower SMB, um most deals don't close in one call. And so you might have a follow-up call, you might not have a follow-up call. It might be sometime in the future to follow up.

And like what are you doing in the interim to stay top of mind? Um so good demos don't close deals alone, unless it's just a pure very transactional one-call close. But then again, like most people think of demo most people that are untrained think of demos as like, let me show you the product. Um a really great demo is, let me show you how to solve the problem that you're having.

Oh, and by the way, our product happens to help you solve that problem. Like our product is just like a a byproduct of how we do it. So, are you saying like a lot of people just go feature functionality? It's just a feature show.

They go after like the top feature. They're like, hey, I really am impressed by this feature. So, I should show it to you. And like the follow-up piece is like the rest of it really is not there.

They they may do that or they just show the demo like they would like anyone would show um a customer when they're onboarding through a product. They go through like the settings and they go through every feature and every function, and they talk about what it does. And it's just all product oriented. And it's crazy.

I remember when I started this company, my my like sales coaching company, I started it uh four years ago or so, and like it was newer to I won't say newer, but like when I was talking about this, it felt newer um that nobody was like really realizing it. Now, four years later, it's still a problem that people have. Um it feels trite talking about it. Like, oh, people like feature dump, but people still do it.

And but but the reason why they do that and it's a problem is just because that's a symptom of a bigger problem. Um feature dumping is just a symptom of a bigger problem, which is like horrible discovery, horrible preparation, bad mindset. Um what I what I help people with is like there's or at least there's three gaps that I'm seeing consistently that lead to bad demos is uh inconsistent results. There there there inconsistent results.

Uh lot a lot of self-doubt, which would obviously and not in that order. It may probably starts with self-doubt, which leads to inconsistent results, which leads to no process. And so you have those three things, you're going to have a shitty demo. You're going to have like your whole sales cycle is just going to be shitty.

And it's not even if you're SMB and market cuz I I focus with SMB and midmarket reps, but if you're enterprise strategic, if you if your mindset is out of whack, you don't have a process and uh and that will lead to inconsistent results. That's just how it is. So, I do think there's way too much feature dumping um in almost every demo I see. It's let me show you all the great things we could do and I'll I'll spare you my Tesla story that Dale's heard me say nine times, but everyone does it, right?

I'm going to I'm going to show you what's important to me and what I think you want to hear, instead of what you need to hear. But let let's take it a step deeper. So, let let's even say you have a good demo, right? So, you know, I'm focusing on the pain that you've told me you've had.

I'm showing you how my solution can solve for that pain. Where do you see is still the most common moment, even in a great demo, where reps unknowingly are giving their power away? And giving that power to the customer. Um through I mean, so how do you define a good demo?

That they're just showing the features that solves the problem. You you you you tell me. How do you define a good demo, Mor? From demo to close.

Yeah. I mean, so look, cuz we keep saying good demo, so it depends. A good demo is is uh kind of like a dance. So, um there's a push and pull throughout the demo.

There's some tension that that's being created. Um one criteria of a great demo is you are showing them how to solve their biggest problems. Like that is one criteria. Okay, great.

What's another criteria? Um is you can show you can spend 30 minutes on a demo showing them how to solve the biggest problem. But if there's no communication between you and the prospect throughout that demo, in a sense of like, you're getting uh feedback or gauging interest throughout, getting like a uh pulse check on on whether or not we solve that problem. Like I can assume that this solves your problem.

But if I don't stop and say, hey Dale, hey Adam, you mentioned XYZ problem that you're having, I just showed you how to do that. On a scale of 1 through 10, 10 being like, this is exactly what we need, one being not so much, you missed the mark, more, where where do we land here? Reps aren't doing that. I call this micro closing.

Which is they're not they're not doing continuous discovery to check on alignment between what they've sought out to solve and getting prospects' reaction of of that. That's that's one that's why you can have a really good demo by definition of just like showing how to solve a problem. But if you don't get that alignment, then it can still like fall flat. Um uh sales people also like, when they're on a demo, they're finally in the room with the prospect, the decision maker, stakeholder, whatever it is.

And uh they for whatever reason, maybe maybe it's like a unconscious incompetence. Like they don't even know that they don't they don't know what they don't know. Um they don't proactively like bring up objections that they know the prospect might have on the demo. The demo ends, and then they're like, all right, well, what's going on?

How come, you know, how come we're not moving forward? A good demo a great seller doing a great demo fails, they're they should be asking, hey, I just showed you how to solve this thing. If you take this back to Dale, where do you think Dale's going to push back on? Like, no one's asking that on demo because nobody likes to hear bad news.

So they hope that they ignore it and they brush it under the rug. I think that I think that's one of the biggest things. I think sales reps are really afraid to either hear no or they get pushback, or they get into a a corner where they don't know to get out of, they don't know how to get out of. And I think a lot of sales reps don't know how to say, look, I don't have that answer for you and I'll get back to you.

Like they want to have an answer for all all all the questions. You're you're saying sales people are are scared to hear no or to say no? Afraid to hear no. They're afraid that they're going to hear no from the customer or they're going to get asked a question that's not going to allow them to go to the next part of their script.

Yeah, I think cuz that leads to a sense of like uncertainty and where do I navigate? I I have a I have a counter argument as to why actually sales people would love to hear no. But that comes that has nothing to do with the demo, that has to do with post-demo. Um that's like the follow-up game or prospecting.

Like, the worst place you can be at um with a prospect is like undecided. There's so much clarity when a prospect tells you like, I'm not interested. Tell me know. Yeah, tell me know.

Um yeah. But then we had to train the we had to train the buyers as well, because the buyers are afraid to say no sometimes. Like, how many times you been in places where the buyer is like the buyer's like, they don't want to tell you no because they don't want to tell you bad news. Yeah, totally.

Um and so that's that's one of the things that that's another like a good demo can not perform like not turn into a close because remember, the demo is just like how do you present? That's it. That's the trailer for the movie. Um but what you're doing before and after, like the ticket sales, like all the other stuff, that's part of the demo, but it's not like the actual core demo.

And so a lot of demos, again, I'm talking, I'm referring referring to like SMB midmarket lane cuz that's where I I play. Um post-demo, the demo ends, think of the last there's always, if you think about it, most demos, sellers only leave like two, three minutes to plan next steps. That's not enough time. Like they spend so much time doing discovery, so much time on the demo, and like two minutes to plan next steps, and it's usually rushed.

Um and then they only they only find out they only try to figure out what the next steps are in the last minute. And so you really won't have quality next steps left by the seller. And so if you what I teach sellers to do is train the prospect to be very cool and upfront with you about saying no. And so one of the ways we do that is I call um UNS, upfront next steps.

So, uh before the demo starts, like right before the demo starts, communicate to the prospect that the demo will end in like one to three routes. It's either going to be, I love it, I hate it, or we're in maybe land. And most deals because they're not one-call close, they're going to end up in maybe land. Yep.

And the and the ask that you make to the prospect is, if we, hey Adam, if we end up at the end of the demo in this like maybe territory, and you're hesitating, my only ask is we spend some time like untangling that. Is that fair? And then you get that buy-in from the prospect. They say yes.

Now you have an open loop. You do the demo and the goal is to close the loop and that to close that loop. So, the demo ends, you show plans, you show pricing, all that good stuff. Then you close the loop, you you recall, resurface that upfront next step that you left up left out at the beginning.

They give you a verbal commit and you talk about it. Like that's one way to do it. Yeah, we do a lot of that. Like Jake does a really good job.

We just we're training on spice, but the first part of spice and winning by design is acing the call. And so, right up front, you're trying to have what the end result is of that call. And you got to leave time. Like when we when we train, when we're talking to our clients, like we have, you know, five minutes up front, five minutes in the back.

If you have a half an hour call, that leaves you 20 minutes in the middle. Like you really got to stick to the some of that time frame, um or else you'll get stuck in a in a bad place. People buy from people. That's why companies who invest in meaningful connections win.

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So, um not all demos have to end in a close. And I there there you companies need to build out a criteria for again, SMB orgs should build out a criteria for what would deem a deal or prospect as a one-call close. Yeah. And and they're not going to be most I love me a one-call close.

Yeah, I mean like I mean like you said, if you're doing transactional stuff, like we have a client that has some of that stuff. But in most cases, if you're selling anything over $10,000 in ARR, like you're going to have a couple calls. 1,000%. Yeah, yeah.

So let let's take it a step back. So, even before demo, you have to have discovery, right? And I I think too many people think discovery is a one-time call. Discovery is ongoing and should go through your whole sales process.

But let's go back to that like first discovery call, right? And I think I've heard you say that discovery is typically, even before the demo, where the deal is going to be won or lost. What is great discovery actually sound like and look like? What is a good discovery?

Because I've always had a very high level that a good discovery is not the Spanish Inquisition, right? Like you don't want to sit here and me ask you 27 questions and have you to like pepper back and forth. What is a good discovery that gets you to the demo? Yeah.

Um so it I'll tell you like the intention of good discovery and then I'll tell you what good discovery looks like specifically. Cuz it it's not a blanket statement. So, the intention of good discovery is this the prospect feels understood. Like they feel understood.

Like that you know their their problem. Um and the the goal of discovery is to uncover whether or not you're the you can help them. It's like think of any good doctor, um a really good doctor asks the right questions to diagnoses to understand what do you really have? Is it and and like they don't address the symptoms, they address the source.

And so they ask you a bunch of questions. They go, you know, all these things. So that's what a really good doctor does. That's what a really good salesperson does.

That's what a really good discovery is. Um but at the end of it, you want the person to on the other end to be like, that's exactly what I'm dealing with. Um and so good discovery for an inbound lead versus an outbound lead sounds very very different. Um cuz for an inbound lead as a seller, you are more entitled to pepper them with some questions.

You are. Because they they raise their hand, um and so you're more entitled. With an outbound lead you're not entitled. Like you have to prove to them like, you're the one that asked for this meeting, why should why should I listen to you?

Um so good discovery for um and there's no blank blanket rule. There's two approaches. You can either ask a very direct question around the challenge, or you can use like menu of pain. Um for an inbound lead, I'm totally okay asking an inbound, what problems have they been having that led them to book a call with me?

Like I want to like I'm going to ask them point blank, what problems have you been having? Um I could use menu of pain too. Hey, typically when I speak with XYZ people, I I hear problem A, B, or C. That's also fine.

The point is, for inbound leads, I'm more likely to I want to uncover problems because they've raised their hand. They're they're probably closer to the end of the funnel. For outbound leads, if they had a problem, they probably would have been inbound. And so I'm not going to lead with a problem.

I'm I'm probably I'm going to contextualize it to what I said in the email or the cold call. So, if in the like right now I'm training a rep, in their cold emails they're mentioning, um like results that their competitors are seeing and they're like how what goals they're achieving. Great discovery isn't trying to uncover the problems. It's to talk about the goals that this company might have.

It might sound something like, hey Dale, in the email that I sent you, I mentioned so-and-so company saw XYZ results. Um would it be helpful if I told you like who we help, what we do, and how we might help you? And they'll say yes. So I'm giving a lot more context up front.

And then I'll say and then I'll be contextual. I'll say, hey, we work with companies like XYZ, and they're looking to achieve XYZ results or goals. I don't talk about problems. So good discovery is meeting the buyer where they're at on their journey and then understanding what their use cases.

Are they coming from a competitor? Are they not using anything? two parts to it. So, so wouldn't wouldn't the first question, I I would think the first question I would ask if I was if I did outbound and someone secured a meeting, like I would just ask them, what part of the conversation or the message I sent over resonated with you to to take my call?

You could. You you can totally do that, but is that your initial question? Yeah, I think so. Cuz I'd I'd want to know like am I wasting my time, am I wasting your time?

Like did you just, you know, do it because you were happy and friendly that day? What was the real reason you're trying to accomplish? You could, cuz I I feel I feel like if we go yes no questions, you're going to get yes no answers and you end up at like dead ends. Well, not necessarily.

It depends it depends on the question and the timing of the question. Um Um give me an example like a yes no question that you're thinking about. Well, you just you when you were just talking about it, you were just saying, um you said something to the fact of the email that I sent you had like these two use cases. One of them was one of them was why.

Yeah, would it be helpful for me to show it to you? And they say yes. I mean, in that case, then you start going into that particular motion of like what you what you provided to them. I just see I see a lot of sales reps asking yes no questions and then they actually skip over the yes no.

Like they don't dig into that problem. They're like, oh yes, that that is a problem I want to have. And they're like, great. They don't dig in and go into the why of that problem.

And so I think I think it's a curiosity thing you talked about earlier. Yeah, I mean, so those are two different things, right? So the the first one is yes no. So the yes no example that I gave was, I'm I'm I'm asking in a sense permission to share context.

And so I want them to say yes. My intention there is not to uncover problems. My intention there in the yes no question is to build trust. What if they said no?

I mean that'd be a weird situation. I'd never happened to me. They're like, no, it wouldn't be helpful. Be like, okay, then then I'd probably pivot into some curiosity and what about my email resonated that made you want to book a call?

Okay, cool. I'm I'm good with that. So, I find often times on sales calls, um buyers get very surface level, right? I don't think people are comfortable getting deep, and I don't think most reps know how to get to what I'll call the painkiller versus the vitamin.

How do you teach reps to actually like build that trust and get people to open up about real pain instead of like, oh, well, you know, I have this little problem that I think you might be able to help me with, understanding, let's just talk outbound, right? If inbound, we're going to assume that like they know this. Yeah. Um well one, you have to come with a point of view because you're the one that reached out to them.

Um the second thing that that's one, having a point of view. Two, I always recommend reps to set the stage for every call. What I what I refer to what I mean by set the stage is there are three things that happen to set the stage is you set the goal, which is not the agenda. The goal is, why are we here?

Um the agenda is, what are we going to cover? And then the last piece of set the stage is get buy-in. Get buy-in is like I want a verbal commit like that we're good, we're aligned here. Um that might sound something like, hey Adam, um would it uh what what I'd like to do for this call is just like understand a little bit more about your use case, see if there's something here, there might not be anything here and I'll give you some time back and if there is, then we we'll do XYZ, sound good?

I love that. Listen, there might not be anything here. Owning that up front, like it's okay. Don't sit through 30 minutes with me if there's nothing here.

Like if there's nothing here, hey, great, go on. Go on your way. Right. So that that's a form of unselling where you're like, I'm not I'm not a fit for everybody and you not you might not be a fit for me.

Um so when you do that, you build trust automatically. Um there's another way to build trust that gets them to open up and it has nothing to do with like what you say. It's more about what you tell yourself. Um there's something I I I do before calls with prospects and I I teach reps to do this.

It's like, reps go into a call hoping to close the deal or hoping to move it forward, whatever it is. So they're their why, their intention is, make the sale. Um and because their brain is primed that way, what comes out what the words that they'll be behavior that they uh act on tries to reflect that intention. So, if before the call they spend 45 seconds, whatever it may be, a minute, visualizing like like focusing on their intent.

And telling themselves, my intention is to help the prospect. Like I want to help them and like just live in the intent land of help. Like I want to be of service and then they hold that belief and feeling their behavior will naturally and then they tell themselves, if my intention is to help them, how do I behave on the call? Well, I'm more patient, I'm not pushing like I'm going to like call out objections that I think are very obvious, whatever it may be.

And then when they get on the call, their behavior will match their intention. And so they naturally will probably say the right words naturally. The way they communicate the words will sound very like honest and it'll sound like someone that's trying to help, right? If your intention matters.

You can tell when you're meeting somebody and like they're like slimy and you know, you can tell they're trying to like manipulate you in some way their intention is about screwing you over. You can just tell. And so there's there's building the way to build trust and prepare for the call is also mental. It's a big mental game.

I'll tell you 80% of it is mental. If you fail to prepare, prepare to fail. That's I like I I I hear that. And every time I tell a rep like, what would you say like if you're talking to a friend like, they're struggling with a situation.

I'm like, imagine you're talking to like your friend like envision your friend in your mind, vivid image of them, smell them all that. They said this to you, what would you respond? And then they said I would say this, I would reply to this. I'm like, okay, send that text message to this prospect.

And they did and the prospect responded. I'm like, holy shit, why? It works. Just don't change who you are.

People put on a, you know, they We forget we forget that we're human. Like just talk to the your your exactly right. Like one of the things I always said when I started in sales is like what you see, you know, on the sales call is the same I'm going to be with my wife, with my kids and everyone else. Like my person like, I'm exactly the same.

Like you just treat be yourself, sell, but be yourself and and you'll go a lot further. Yeah. And and I hate the term like, let me take off my sales hat for a minute and let me stupid. It's a stupid statement.

No no the worst the worst one is like, let me be honest. Let me be honest. Can I can I close the account? Yeah, I hate let me be honest.

No, I want you to be honest with me. Yeah, I know. I I I I've been lying to you the whole time. Now I'll be honest with you.

Like I hate that so much. Yeah, I I don't If I want to replace honest, I'd say like candidly. Like I prefer that more than honest. Yeah.

I like candidly cuz it's not let me be honest. It's okay, direct, cut the fluff, directly short. Yeah, I like that. Dale, you always say, let me be honest to me though.

I do not. Yeah, but you know what I think? I think at the same time like people understand that let me be honest is not, oh, you weren't honest. I don't think people are thinking about it.

They think they they just like saying you guys doesn't mean you guys like male, it just means like you plural. Yeah, I've got in trouble for that one. I've got I have too, but like people understand what that means. Like uh No, most people understand what that means.

There are some who do not. Okay, I'll ask my prospect. When I hear let's be let me be honest, like it does immediately make me think like you're not being fully transparent with me somewhere. Like it may not be that you're not honest with me, but you're you're hiding something somewhere.

And that is like bothering. Yeah. So Dale, can I be honest with you for a moment? Let's go.

Um all right, we are we are coming up on time. We have learned a lot about demo. Um a lot about disco. But now we're going to learn a little bit about Mor.

And we're going to switch into some rapid fire mode. Mor, what's one sales myth you wish was erased forever? Sales what? I didn't hear the last part?

Myth. One sales myth you would like to see erased forever. Oh, man. I don't have an answer for you.

Um I'd have to think about it. Sales myth. You see you see what happens here? When you ask the By the way, that's cognitive overload right here when you ask the prospect an open-ended question.

They think like, fuck, I don't know. Um It's called pattern interrupt. Now you can think. Um sales process, sales myth.

Um I I do still see it and this might sound trite and and overused, but I still see uh oh, okay. Here's a myth. Um that and this is less so with sales skills, but um you need to be you can only make like good money as an enterprise rep and not as an SMB. I think you can make great money as an SMB rep.

And the other myth is that like business cases and like the stuff that works in enterprise wouldn't work for SMB. It actually would work for SMB. You just have to like pick and choose and tweak it. Yeah, but it works.

I I had SMB sellers at Toast that were made under me that were making 400 grand a year selling, you know, two-call close deals. Um absolutely possible. Harder role, SDR or AE? What's what's what in terms of like what what in terms of what A harder role, like which one's harder in your opinion?

Oh, harder role. Harder role. Um are we talking about full-cycle AE? Anything you want.

Which one's harder? So full-cycle AE, yeah, for sure. Okay. What's one signal a deal is already dead?

That the um there's no consensus on the problem. That could be a signal. There's a lot of signals, but like one signal is like there's no consensus on the problem. Like you're too it might not be dead, but you're you're definitely way way early in it.

Last one as we wrap up, dream vacation destination Mor, where are you going? Israel. I was supposed to go to years ago. I'm still pissed I didn't get there.

Um I've heard that's stunning. He talks about this all the time. I hear it. I think he told me I think he told me last time You ask the question all the time.

I didn't ask you the question. Dale, why don't you close out the show, man? Let's see if you could do it. Come on.

Dale's doing the close today. Little role reversal. Let's go. Mor, thanks for joining us.

I'm Bridge the Gap. Where can people find you? Where can they get more information? What are you going to do?

Demo to close. Um they'll do audience know. Yeah, they can go to my my LinkedIn um or they can go to my site and they can uh check it out and download my uh subscribe to my newsletter demotoclose.com.

Yeah, pretty straightforward. Cool. Awesome. Mor, thanks for joining us, man.

Appreciate it. Thank you, man. Appreciate it.