Episode Transcript
[00:00:00] Speaker A: Listeners of the Tron podcast, the Randomness of Nothing, this is your host, Rashad Woods. And today I have a very special guest today. And this is one of the topics that hasn't gotten a lot of attention on this show and I was fortunate enough to be able to carve out some of her time. It's behavior economist, pricing analyst, all around financial guru Ityosa Ag Bona Lahore. Thank you so much for your time, ma'. Am. I really appreciate it.
[00:00:21] Speaker B: Thank you for having me, Rashad. I'm excited for the conversation.
[00:00:24] Speaker A: This, this is big time for me because, you know, this is a topic that, you know, almost intimidates people because it's about pricing and whether you're underpric and you're a CEO of your own company, Decision Alpha. So first of all, let's dive a bit into your financial background. You're an author, you know, you're a podcaster, you're a public speaker and you have a lot of behavioral economist background as well too, which kind of is, you know, that, that, that's very interesting. That doesn't get a lot of attention in mainstream. So please, can you dive into that for us?
[00:00:50] Speaker B: Yes, absolutely. So behavioral economics essentially studies the psychology behind how we make financial decisions, right? So we don't all make financial decisions in a vacuum and we don't make it like we are, you know, spreadsheets walking around trying to get the optimal value from everything that we buy. Instead, things like the context influences what we buy, things like the reference point, what we compare other things to influences what we buy. We tend to be less averse, meaning we don't want to lose money. In fact, we feel the pain of losing more than we feel the, the, the privilege of gaining something. All of those things inform and influence how we make financial decisions. And so as behavioral economists, what I'm doing is looking at, okay, how do people make financial decisions? How do we influence the environment to make sure that people are getting to a place optimally for their financial well being? And with Decision Alpha, what we've done is taking that lens from a consumer perspective, from everyday people who are trying to save more, you know, invest better, live better financially, and brought it to both small business owners and enterprise customers also are making financial decisions and need their customers to make financial decisions about their products and services.
[00:01:59] Speaker A: Right?
[00:01:59] Speaker B: So essentially shifting that how do we make sure decisions to how do we help business and bring their customers along that journey as well?
[00:02:07] Speaker A: Well, I thought it was fascinating because you have a, you had a psychology background as well too. So it plays in the dynamics of pricing and be able to study human behavior based on pricing. It's not good enough just to benchmark when it comes to your competitors. Right. Because you see often, obviously there's a lot of, I don't say copycatters, but there's a lot of similar products that are out there for services. There's Maytag and, and then you have ge and so how do you have a premium price, but at the same time you, you sell a similar product and people will sit back and say, if I'll pick the closest price to where my, my price point is at, how does that, that get navigated with similar companies?
[00:02:42] Speaker B: Yeah. So with that I talk about this notion of differentiation. So it's almost like the experience of, let's say you want to buy a white T shirt, right? You want a white T shirt. If you went to a basic market, a bazaar or something, or even a TJ Maxx, right. The experience is going to be you walk in, you, somebody might greet you, they might not greet you. You get to walk through the closet, the hangers, and pick whatever it is you want. You're basically one of many. You're like a utility, right? Yes. Whereas if you went to a higher end store, like a Dior or whatever, we're gonna come in, they're gonna greet you, you might be sat down, they might bring the different kind of options to you, they might offer you a water or a drink. Right. The experience is very different, but at one level, at one tier, what you expect to pay is much less. And it might be the exact same product, the exact same quality made by the same factory. It's just the experience that surrounds it that differentiates it and creates the notion of value for those two experiences. And so coming back to your question around, how do we then define what is premium or how do we kind of separate or set ourselves apart? It's differentiation. What do you do? What do you know that is specific to you? You're a tax keeper or you're a bookkeeper and there's a hundred thousand bookkeepers in any given market. You say to yourself, okay, can I niche down? I know bookkeepers who only work with real estate investors. I know bookkeepers who only work with real estate investors who are doing active deals, which means they only work with folks who are doing Airbnb and high volume. I know bookkeepers who specifically will only work with people who are on the more passive side. We only work with folks who are doing real estate.
You know, they're renting long term. But they might have, you know, more than 20 doors. Right. By niching down, it allows you to have a conversation with the exact customer who's looking for you. And to them, this is the value that we bring because we only work with people like you. We know you, we understand and you can speak it that way. And so you go from being a generic bookkeeper who pops on, pops up on Google Next to 100,000 other people and you become somebody who is in the pool that your specific clients are looking for. So that's one way of setting yourself apart. Is that differentiation.
[00:04:46] Speaker A: Right, right. And you know, it's almost like, I know it sounds like, you know, cliche. Be almost like a high end hairstylist. Right. The more like exclusive that they do or higher price point they have for hair by default, you think they have some sort of higher quality that they can do things that your generic barber and I love my barbers by the way, would not be able to actually do. You're like, what is this experience like? Right.
[00:05:08] Speaker B: You know, and I fall in for that. I fall in for that on the real estate side as well. I switched over from having a fantastic tax person. This person came up to me at a real estate conference and said, you know, we only work with real estate investors. We know all these tips and tricks that you can do as you're a real estate investor. And I was like, that sounds great. They were also more expensive. So in my mind I was like, they're more expensive, they're niche down. Maybe they're better than the person I've been using who can handle, you know, the complexities of my tax situation. Having worked across different situation countries, but also now doing the real estate thing.
So I switch over to them. They're terrible. They don't know what they're doing.
[00:05:42] Speaker A: Oh my gosh.
[00:05:43] Speaker B: There's not that much difference in real estate taxes if you're not doing complicated things. And so I had to go back to my old guys and be like, listen, I'm so sorry. What happened was I to fit me in for this tax season. Yeah. So if you are differentiating and you're saying you can do something, it is also important that you can actually deliver and you actually know what you're talking about.
[00:06:00] Speaker A: Right.
[00:06:00] Speaker B: But it works, right?
[00:06:01] Speaker A: It works.
[00:06:01] Speaker B: They got me to move over to them and spend money with them.
[00:06:04] Speaker A: Right, right, right. When your background is, is, is varied, I mean you've, you're a globetrotter, right? You've been in Australia, you've been in uk. You've been in Africa? Well, can you dive into your educational background a bit? Because this is one of the more fascinating backgrounds that I've had a chance to interview on the shows. How did you actually get your start in finance and what was it like diving into different countries, their currencies, their governments, their structure of communication and finance? Can you, can you dive into that?
[00:06:30] Speaker B: Yeah. So undergrad in the US had worked in from Nigeria. I'm Nigerian and American, so I'd worked in Nigeria for a little bit, did my undergrad in the us did a master's in the uk, ended up working at a job at a bank in Australia, then worked at investment bank here in the States. So I've kind of done the, the roundabout. What I will say in terms of the differences between countries when it comes to how we perceive value. Because everything pricing on money is like how do you perceive value? Right. That's the real question when it comes to that. People tend to be the same in that realm. So we all make, we all make value judgments relative to a reference point. If you get a bonus of $10,000 and you discover all of your co workers got a $20,000 bonus, 10,000 bonus, it looks like it's like an insult what I do wrong. I want to talk to the management. Right, right. You got 10,000 and you figured out that everybody else around you actually got 3,000. You feel like I did something great.
[00:07:25] Speaker A: This is fantastic.
Yeah, yeah.
[00:07:27] Speaker B: The comparison matters a lot. So we all think that way. But there are nuances across the markets as well. So Australians tend to care less about like fairness and perceived kind of notions of what's right, what is fair, what is everybody else getting. Want to make that comparisons.
In the UK that tends to be a lot more trust and authority. So they are, their financial counsel has found and done some research that shows they trend to, they want to know who's the authority, who's this coming from? Which makes sense. Have lived under a hierarchy and a bit of a monarchy for a long time.
In America we tend to be as soon as possible right now we'll pay a premium to have things faster for sure. Um, and in Nigeria, South Africa, Kenya, I think that's Esther Duflo and gosh, I want to say it's Banerjee, they won a Nobel Prize for their work in like economics for the global South. But basically they found that emerging markets, Nigeria, South Africa, et cetera, people tend to be more loss averse. So because like things change every day. So we tend to be more Sensitive to like risk and loss. And so they will sometimes pay a premium on notions of like, guaranteed, I will pay my money to know that you're going to bring this thing to my house at this time.
[00:08:43] Speaker A: Absolutely.
[00:08:44] Speaker B: Somebody else in a different country. So those are some, some quirks of the different kind of countries.
[00:08:50] Speaker A: What's the involvement of the government when it comes to the monetary systems in these countries? You know, we, I know we're a very free capitalistic society here where it's more laissez faire, so to speak, where we kind of let businesses dictate the prices amongst themselves. Are there any, you know, structures in place that you had to adjust to as you went to those respective countries and said, you know, there's, you can only like for example, pharmaceuticals in a lot of countries are regulated at the government level where they, hey, this is exactly what you're going to sell this drug at per their, you know, health department or you know, in the uk what is the NHS they negotiate with pharmaceutical firms. Is there anything that you saw that was adjusted when it comes to your, your business model?
[00:09:26] Speaker B: Yes. So I will say that we have the narrative of fairness in America, but it's not actually always the.
The truth is actually not quite lazy fair. So for example, in Australia they have something called open banking. You can transfer your data for up to a year. Your banking data for up to a year. You can have that be made available to any banking institution that you want.
[00:09:47] Speaker A: Okay.
[00:09:48] Speaker B: Right. Oh wow. I can transfer money from. By just putting in somebody's phone number into my account is connected to their bank account. I can transfer money easily back and forth across anybody in the entire country. Oh wow. In America that is impossible. And sometimes I see that different people have zelle limits. Like some people have $3,000, some people to. That's ridiculous to me. I'm sorry, I don't understand.
We have the narrative of this is a fair and open and you can do whatever you want. But actually it's actually a much more tightly regulated financial system in the. In America.
[00:10:19] Speaker A: Okay.
[00:10:19] Speaker B: Than a lot of other places. Also in Nigeria, you can transfer money back and forth to whoever you go to the market. Everyone pulls out a POS system. You can transfer the money to my account. Really?
It's not even like credit card, debit card. It's type in some numbers on your phone. The money is transferred.
[00:10:33] Speaker A: That's amazing.
[00:10:34] Speaker B: So I will say like for different things, you know, I think it does depend on the. The government understands they've taken in terms of health care and how mature they are and kind of the different influences. But I will say when it comes to banking and ease of like ease of access to funds, use of funds etc, in some places the narrative says one thing but the reality is very different. And it's the other, other places.
[00:10:56] Speaker A: Well that's my, that shows my, my global ignorance when it comes to, you know, how the world works. And that's one of the reasons I'm fortunate enough to talk to you on the show. My question is, is that you said one of your points when it comes to decision alpha is stop under pricing and go beyond benchmarking. And I want us looking at your LinkedIn profile. It says you could be leaving up to like 11% on the table what you know and profit. What do companies do when it's business to business specifically that they are leaving on the table that your company assists with?
[00:11:25] Speaker B: Yeah. So what we do and what the research has found is that a 1% increase in prices can drive up to 11% downstream increase in profits. Right.
So obviously depends on the volume and the business etc. But there is that, that link has been established. And so what we do for business owners who come to us and there is usually that they are not confident in their prices, right? It's not that they're not making money, it's not that they're not turning a profit. It is that I'm not sure that I'm not leaving money on the table. I'm not sure that this is not right. Like I just, I'm not, I don't have that confidence. And so what we do with business owners like that is first of all establish and understand how do customers actually value what it is that you're bringing to them. Because a lot of times when people are benchmarking, they're just copying what competitors are doing and they don't know if they're copying the competitors mistakes, they don't know if they're actually offering more value but they are priced a little bit lower. Right. Everyone says I do, you know, everyone is a lawyer but my lawyer does a lot of stuff and charges me the same as somebody who doesn't do that much stuff. Right. So that benchmarking a couple of competitors can be to the detriment of any business owner. What we come in and do is do that customer research around well, how do customers actually perceive you?
Right? What do they value in your services? And then that helps us get two things. First of all the quantitative what should you be charging based on how customers perceive you? But then it also allows us to then define what we're talking about with regards to like the, the bazaar and the high end store. Are you a high end store? Can we niche down and lean in here or does it make sense to double down below and still and we go after more volume. I just had a conversation with a business owner yesterday and we're talking through her pricing model. Recommended moving to a different kind of pricing model. Unlocked $19,000 in potential revenue for her. For her, wow. In one conversation, just why are you doing it this way? It should be this way. Everyone else does it this way. Why are you offering a flat fee? You could be offering a percentage. Oh, how much is the percentage everybody else asks for 12%. If you're up at 20%, you could be at 15,000 plus the other profit that you're making from the other streams.
So those are the kind of things that we do where it's not a heavy lift. You don't have to dramatically go out and do something completely different. But in the conversations and with the research we do unloc real value for the business owners who work with us.
[00:13:42] Speaker A: What is it? What's the reception from the CFO and the financial team? You know when it feels. Because you know, I don't know, you know, and this is just me just speaking, just from the outside looking in. Is it, is it a eureka moment, thank you, or is it kind of an ego crushing moment? When it comes to this is my wheelhouse and somebody's kind of coming in and telling me how to price my.
[00:13:59] Speaker B: Products, it's usually we're at the table because they've invited us. Usually if it's an enterprise level conversation, it's that the CFO has a perspective. This chief revenue officer has another perspective. The product team has opinions as well. So everyone kind of is seeing it from a different playbook. And usually in companies like that, nobody has full accountability for pricing. So there's no one person who is like, this is completely, this is all mine. This is like a mix of accountabilities. So in those instances, we're coming in and helping first of all, just ground in. This is how customers understand and perceive value. This is how they're going to think about it. These are some things that you need to know from a behavioral economics perspective. And once we are aligned on that perception, once we can all be singing from the same playbook in terms of what matters, then we can go to the pricing research, et cetera. So it's less like here's a stranger Coming in to like change your work and you know there was a problem, we're helping you fix the problem and now let's have the conversation about what price and changes look like.
[00:14:56] Speaker A: That's amazing. That's amazing. So when did you start your company? When did you start this company?
[00:15:00] Speaker B: We've been below the line for about a year plus above the line at some point this year, earlier in the spring. So below the line meaning unofficially doing the work.
[00:15:11] Speaker A: I was trying, you know, I was, I wasn't going to ask because I didn't want to sound silly, but when it started coming, you know, when you started saying it, I started kind of piecing it together.
[00:15:18] Speaker B: Oh yeah.
[00:15:19] Speaker A: So you're, you, you deal strictly business to business right now. Right. So is there, was that the best entry level? Because obviously business consumer can be a little bit more ebbs and flows of consumer. Did it feel better to go strictly to business to business from. To start out?
[00:15:36] Speaker B: That's what we're dealing with. Pricing. It almost implies like it's a business. Right. You're selling something. Right. Versus if it's a consumer. Do you mean like working with like a creator or hobbyist or something or.
[00:15:47] Speaker A: Just the final consumer? So right now let's say if you make, when you mean business to business, let's say somebody's a, you know, a pen maker and they're selling to their, to selling to school districts or selling to. To you know, trade shows and things like that. And you. They want to make sure that they're respectively pricing correctly with this particular market. As opposed to like you know, a party store that's selling to the general public, so to speak.
[00:16:09] Speaker B: Yes. So where it's. They're doing high volume kind of more in a retail space. We don't lean necessarily in that space unless it's coming in to help shape the pricing strategy. Usually because they're using, they're doing a lot of volume so they've got tools that are looking at what's selling, how fast is it selling, etc. There's a lot more quant that goes into that. We can help with the pricing strategy of where do place it, what's the narrative around it, etc, going directly business to business, especially both SaaS businesses. So you're building a software. Yeah, something that hasn't been done before. Should we use subscriptions etc, should we offer seats? We have really good conversations and really good work there. And more and more with service businesses.
Consultants, lawyers, doctors who run their own practices like the medicine lawyers who run their own firm. It's a, it's a more straightforward conversation because a doctor has been trained to be an excellent doctor. They have not been trained to be an excellent business owner. Right. A lawyer has been trained to be a fabulous lawyer. They've not been trained to be a phenomenal business owner. Right. So there's a lot more value add on that space is what we're finding now.
[00:17:14] Speaker A: That's wonderful because, you know, the reality about it is, is that typically most people would actually, you know, call around, so to speak, and, you know, fake the client call. Hey, how much do you charge per hour? And then next thing you know, they kind of, okay, it's 250, 3:50. And then they're like, o, okay, I'll just price this at 300. And that's not really any research, so to speak. That's just sort of just benchmarking it. But to your point, if you have certain, you know, accolades and you have certain things that you've done globally with high level clients, you could charge that $500 per hour because you have something else and other level of expertise that you bring to the table as well, too. And that is a premium price point because you provide a higher level of service. It's just a fear of having that.
[00:17:56] Speaker B: Yeah. And also knowing who your, your target market is. Right. Like, you're not going to charge small business owners the same as you're charging soccer moms who are doing something for a hobby. Like, it's understanding who do I actually really want to work with? Why do I like working with? Okay, how do I speak their language?
[00:18:12] Speaker A: Absolutely. So I know you also do a podcast as well too, and it says, from my understanding, it was your, my first house. And it also talks about, like, real estate investing and things like that. So are you.
[00:18:25] Speaker B: Yeah. Her first house. I, I started the podcast to help women and other people who wanted to get into real estate. But maybe we're nervous because I think real estate is a, it's a, it's a bigger size check than what most, A lot of people are used to kind of, you know, writing out. It. It's a bigger, it's a riskier deal to most people's minds. So I just wanted to start out because I wanted to inspire people, but also I wanted to learn from amazing people who are doing this. So I've had people on the podcast who, you know, are doing, they have 240 doors. I have people investing since they were 20 and now they're 80 years old. They've literally been investing for Longer than I've been alive. People on the show who have built massive investor networks, people who are hard money lenders doing literally millions of dollars in deals every single month, not years, every single month. And so it's been incredible to bring all of that knowledge and really learn from people. And it's helped my portfolio a lot have grown, probably double the portfolio just by doing a podcast and listening to smart people.
[00:19:23] Speaker A: I mean, you know, like, you just listening, right? You're like, okay, this is, you know, you're just.
[00:19:27] Speaker B: It's like, oh, you can do it that way. Ah, okay, let's try it. And then it works. So it's been valuable. I don't know when this is going to come out, but I'm actually gonna lock the podcast down or shutting the podcast at the start of 2026. But, you know, all the episodes will be available to people to listen, for people to listen to. I just want to really focus on Decision Alpha, focus on growing the business so everyone can access and learn and listen to it. It's still very helpful information.
[00:19:54] Speaker A: What I find fascinating about this, you know, even with this podcast and to your point, is all this information that people are willing to give out for free, right? So here they are, you're listening, you know, and nine times out of 10, it's somebody who's done very successful, such as yourself, and then you're like, yeah, this is exactly. Either download my template, which you have, you know, on your website, or they're talking to you and you should be taking notes. You should be absorbing this information, right? Because all this information that these people have done and the pitfalls that they've, you know, had to suffer to get to where they have, you can literally avoid those things, which is also what you talk about as well, too, because you're like, hey, you know, this is what can trip you up, and this is what you need not to do.
[00:20:29] Speaker B: Yep. Yeah, it is. Honestly, there's many podcast episodes where I'll go back and I'll listen to it over and over and over and over again until, like, I understand what it is the person is saying and the nuance in their words. And that helps me know, okay, this is where I'm going to start from. So I think, like, podcasts like this are extremely valuable tools, but only if you take action, right? If you just listen to and listen and don't do anything, then, like, don't waste your time, right? But if you're going to take action, if you're going to say, I want to start Here.
And with action comes a willingness to like fail. Right. You might try it, it doesn't work out back to back, you try again.
But people are, a lot of people are so scared of failing that they never actually like try anything. And that's the biggest waste because you don't know what could happen.
[00:21:11] Speaker A: Yeah, I think, you know, I've had to say this to numerous other guests. The hardest thing is getting out of your own head. Right. Because then, you know, it's funny, we're always curious as children, but then we get less curious. It's frowned upon a curiosity when you get to be an adult because then you start becoming more insecure and then it starts looking like, well, why would you want to do that? And so, you know, one of the reasons, I mean I, I've talked to a lot of, a lot of fascinating guests and this is definitely at the top of my list because, you know, when you talk to entrepreneurs, you know, it's not like there's a book that says this is where you need to price your service at to stay sustainable. Right. And I mean a lot of times people are, to your point, they're using outdated information or they're just guessing in their respective zip code and you don't know who, where you could be selling, you know, locally or globally. Right. And so you have to be agile and, and not get caught in, you know, your, your segment or your business. Because to your point, if you have a, if you have a SaaS product, you could be selling to a very high end, larger scale company that's utilizing your service. I'm sure Microsoft has a different pricing for massive large companies as opposed to the small business that's using, you know, Microsoft Office. You know, for a 10 person team.
[00:22:21] Speaker B: Absolutely. It's really, it goes back to that, understanding your customer segments, understanding what, how to use your product. Microsoft, that enterprise level user might be like, you know, we've got 50,000 people who are going to be using your software. Every time they need something from you, you need to be on the phone with them right away.
[00:22:36] Speaker A: Absolutely.
[00:22:36] Speaker B: Not just whereas the small person team is comfortable with put me on a waiting list, respond to me in three days, that's fine. Right. So that level of use is different. So we always talk about, it's not just that you're pricing to different customer types, they're looking at how do they use your product and interact with it and your pricing based on those use cases. That's what's important, that's what matters. That's why doing this Research is so critical.
[00:22:58] Speaker A: Right. You know, the person that closes their doors at 6 o' clock on Friday, doesn't open back up till Monday at 9 o'. Clock. Is not as much different from the global firm that needs 24 hour access and you can price importantly based upon their 50,000 member team. You know.
[00:23:11] Speaker B: Exactly.
[00:23:12] Speaker A: It makes a lot of sense. Is it? So what I was curious about, just briefly, is that how did you learn to blend, you know, psychology and financial acumen? Because you know, when I was looking at your background, you were at Fidelity and they have behavior economists. And oftentimes you think of banks and you think of financial institutions, you forget about modeling human behavior and characteristics because you think that they just make financial transactions.
[00:23:37] Speaker B: Well, the thing about money is. So when I worked at a Commonwealth bank, we used to, we used to joke that you're more likely to change spouses in your lifetime than you have to change your bank. Like most people, you get a bank, that's it. Right. So financial institutions actually are quite sticky. They're very sticky. And everything who we are gets reflected in our money. What you spend on, what you, how you save, all of those who, your personhood. If I looked at your credit card statement, I would know who you are pretty much.
[00:24:04] Speaker A: That's amazing, right? For sure.
[00:24:06] Speaker B: So all of that data is really important because then the financial institution can look through it and go, okay, this is somebody who has a proclivity towards saving, somebody who has spending issues, etc, and it's not just, you know, buying and selling. Right. So Monza bank in the UK had this really cool intervention where they noticed that there was a segment of their users who would get on the app at night and just like spend massively spend, like fast spend quickly, very Here, here. Like you know, 20 purchases in a span of an hour. And then would call them next year and be like, hey, like can you cancel? Can you help me out?
And they realized, they realized that those people may be manic depressives.
Right. There was something going on from a mental perspective, which is why they would get on and just like impulsive.
Exactly. And so what they did was come up with a, an intervention where when somebody is starting to show patterns of behavior, they'll go, hey, you know, are you okay? Like, you know, we're gonna, that's amazing. We're gonna, you know, put a, a block on this for a while. Just, you know, we're gonna lock your card for an hour and then we'll unlock it. Right? Something like that.
[00:25:15] Speaker A: Immediate behavior.
[00:25:16] Speaker B: Exactly, exactly. Because they could Recognize that this is a pattern of, this is a normal behavior. Commonwealth bank, when they had that open banking they noticed that people would send like small amounts of money with the nastiest like commentary. Right. Like it was, it was a way for them to abuse each other. It was like people going through like somebody in a partnership who's experiencing some form of abuse at the partner would send like 2 cents and like writes in the nastiest most grading disrespectful thing. So you can imagine maybe that's somebody who's blocked on all other platforms but they are still able to send money to this person and that's a way for them to like send that abuse. Right. So they came up with a tool to stop that. Other banks have worked on stopping gambling, spend all sorts of different things that are we're actually using by knowing what people are doing their money it helps us actually improve the quality of their lives. Right. So answering your question around how does the psychology play into the finances? It is that link your money is your life. That's the truth. And so by having an understanding that question.
[00:26:15] Speaker A: Yeah, it's just, you know, when you see that there's divisions in that in financial firms, you almost have to sit back and say well you know, I didn't know that division existed, you know, because. But it makes sense the way you articulated that. And you know, it's, it's, you know, it's very, very good that they have things that are stopping abusive behavior and self destructive behavior for, for their clients because then they' more likely to stay as you as a client. And then more importantly that keeps those companies out of litigation and fraud and, and out of the, out of the press for bad press. You know what I mean?
[00:26:43] Speaker B: Yep.
[00:26:43] Speaker A: Because I'm sure that, you know, bad news of somebody who didn't authorize certain charges that had a certain health or medical condition doesn't go over very well when it comes to being on the night regulators.
No, no, it's not gonna, not at all.
[00:26:58] Speaker B: No no. Nobody wants to have that conversation.
[00:27:00] Speaker A: Absolutely not. Absolutely not. Especially over 500 bucks spent on, you know, Amazon. So I do. I've always asked this of every guest and it's not because they're not well known before they come on here. But for the purpose of this show, where can they find Etiosa Agbanola?
[00:27:16] Speaker B: You can find me at Decision Alpha Co. So that's the way it's spelled. Decision Alpha Co. If you want to have us take a look at your pricing, we do have free pricing audits every Monday.
So folks who are business owners who are thinking through, am I undercharging? I'm at the right place. Like, hop on a free call with us. It's 15 minutes, usually on Mondays, and they can access that if they just go to our website and, like, send us a message.
[00:27:42] Speaker A: That is fantastic. And I have to ask, do you. Do you help customers, you know, US based or globally? Can anybody reach out to you?
[00:27:50] Speaker B: Yes, we're global.
[00:27:51] Speaker A: That's fantastic. You know, I would imagine with your background, you certainly wouldn't be restricted. And I find this very fascinating because I don't get a chance to really talk to a behavior economist in my everyday conversations. And I'm truly humbled that you were willing to take time out to be on my podcast and share your knowledge with my audience. So for that, I'm extremely grateful.
[00:28:10] Speaker B: Absolutely. Thank you for having me. I enjoyed the conversation.
[00:28:13] Speaker A: It has been an absolute pleasure, and I look forward to any further conversations we have. Thank you so much for being on the Randomness of Nothing podcast.
