Explore insights from the CEO Group Call Power Hour with Hosna Pourhashemi. Key topics include integrating AI in urban planning, startup challenges, market strategies, real estate targeting, and innovative business models. Gain inspiration for leveraging technology and strategic thinking in business.

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CEO Group Call Power Hour with Hosna Pourhashemi: Key Business Insights

The CEO Group Call Power Hour featuring Hosna Pourhashemi was a deep dive into cutting-edge business strategies, technological innovation, and market insights. Here’s a breakdown of the main takeaways from the session.

Key Takeaways from the Session

1. Introducing the Power Hour

The Power Hour kicked off with a focus on collaboration and shared learning. Hosna Pourhashemi’s contributions set the tone for a session filled with innovation, strategic thinking, and actionable ideas.

2. Hosna’s Business Presentation and Achievements

Hosna showcased her groundbreaking projects, highlighting achievements in integrating AI into urban planning and demonstrating how technology can reshape industries.

3. Integrating AI in Urban Planning

One standout discussion revolved around the use of AI in urban planning to optimize city design, improve infrastructure, and make data-driven decisions that benefit communities.

4. Startup Business Models and Challenges

The conversation shifted to the realities of startup life, with an emphasis on navigating challenges such as securing funding, building a sustainable business model, and identifying market needs.

5. Feedback and Suggestions

Constructive feedback and collaborative problem-solving were central to the session, showcasing the value of peer-to-peer input in refining ideas and overcoming obstacles.

6. Targeting the Real Estate Market

The real estate market emerged as a key focus area, with discussions on leveraging AI to analyze trends, improve decision-making, and create innovative solutions for industry players.

7. Challenges and Funding Needs

Funding remains a critical hurdle for many startups. Strategies for securing investment and aligning with stakeholders were explored, with valuable insights shared by the group.

8. Importance of a Demo

Demonstrating your product or service effectively can make or break opportunities. Hosna emphasized the significance of a polished, impactful demo in gaining buy-in from investors and clients.

9. AI and Data Utilization

The session delved into how businesses can harness AI and data to streamline operations, predict trends, and create innovative customer experiences.

10. Business Model and Market Strategy

Refining your business model and aligning it with market strategies were recurring themes, with discussions centered on scalability, sustainability, and market positioning.

11. Design Language and AI Vision

Hosna’s vision for AI-driven design was both inspiring and practical. The discussion underscored the role of design language in communicating value and differentiating offerings.

12. Conclusion and Future Prospects

The session concluded with a forward-looking perspective, encouraging participants to embrace innovation, refine strategies, and continuously seek growth opportunities.

Hosna Pourhashemi’s insights during the CEO Group Call Power Hour highlighted the intersection of technology, strategy, and creativity. From integrating AI into urban planning to addressing startup challenges, the session offered invaluable guidance for entrepreneurs and business leaders.

Start applying these insights today to elevate your business strategies and stay ahead in a competitive market.

Highlights:

00:00 Unboxing the New Video Toy

00:20 Discussing Amazon and Online Shopping

01:46 Meeting Preparations and Attendees

04:42 Introducing the Business Power Hour

05:21 Hosna's Business Presentation

06:28 Exploring Hosna's Projects and Achievements

11:37 Integrating AI in Urban Planning

15:30 Startup Business Model and Challenges

21:12 Feedback and Suggestions

29:34 Targeting the Real Estate Market

31:24 Challenges and Funding Needs

36:13 Importance of a Demo

39:37 AI and Data Utilization

43:07 Business Model and Market Strategy

49:32 Design Language and AI Vision

57:16 Conclusion and Future Prospects

Transcript:

[00:00:00] So you have, look, I got a new toy for making videos. Where is it? It's uh, like an extended arm, so you can put it in front of the screen so I don't need to look left or right. Nice. We'll see if this is working for next time. Yeah, makes it easier. Wo hast du bestellt? Uh, Amazon. Ich bin so ein Neocreen Fan.

Ich hab schon den kleinen davon. Jetzt hab ich mir den großen noch bestellt. Ich bin dann Ich hab gern alles dann vom gleichen Hersteller. Damit alles farblich auch gleich ausschaut. Ganz klar. Wir haben kein Amazon in, uh, I can order from you. No? No. And at meetings, you can bring it to me. All right. Tell me what you need.

It's for me. I'll bring it to you. How can it be that there is no Amazon? Yes, they don't want Amazon. They want their own manufacturer. They [00:01:00] want international. Yes. Didn't you know? No. So many people order at the border,

at the post office. And then they get it at Deutsche Post. Yes. Yes. I remember when I was in Russia, there was no Amazon either. That was always annoying. You had to order via Alibaba or something. We don't have Alibaba either. We have Aliexpress, better than Alibaba. Yeah, it's basically the same, isn't it?

Aliexpress it is. Like I have here, for my microphone. Yeah, exactly, and then you can somehow

Ah, the color wasn't the same. Hola. Hola, Maria. Then we could all speak German, because there is no English.[00:02:00] 

Ah, super. Yes, Sabine is coming, I think. Let's see. Well, at least she said she just wanted to clarify with Oskar. Oskar also wanted to come, but I don't know. Well, then. The stream team. Otherwise, what did I say today, Osna, who said yes? Still Frank, and yes.

Felix? Yeah,

Oscar

The finish. The Finn superpower.[00:03:00] 

Hi there. Hello. Hello.

Yeah, Frank, I don't know where he is and the rest I have zero idea.

I guess they're not joining.

I can text Frank. I haven't heard anything from Nathan either. Hi. Finland. Hi. Hi

Finland. I brought, I brought an extra Finnish guy here. Yeah. That's good. To level, now we have like Swiss, two Germans, two, two kind of Swiss, at least living. It's not sounding. Okay. Then not. [00:04:00] They're probably the craziest Finnish people that there is, the two of them.

But if you know us, you don't know how the Finnish are, like, in general.

You get a totally wrong perspec what's the word? Perspective. Yeah, about Finnish people, knowing us.

Okay, let's start. We are already six minutes late. Did you ask Frank already? Okay. No, I'll text him when you talk. So business power hour is a new format and today we are testing it, drumroll, and Hosna will present her business and ask for feedback, ask for input, ask for help, and we [00:05:00] all support. So that's a new format, which we're going to do maybe every two weeks from now on.

So everyone that is interested can present their business ideas, business and can get feedback, can get help. That's that's the idea of it. So Osna, floor is yours. Yeah, thank you, James. And thank you for this opportunity. Thank you all for being here. I'm so excited, um, uh, so to your feedbacks and support.

So, I'm going to share my website, which is already published, and it's done with the help of James. So, that's the first page. And who am I? I'm the founder of Charbot, the [00:06:00] garden language, the global design language. And I'm an expert in landscape and architectural urban planning. So I have many years experience, so more than 10 years experience in urban planning, landscape architecture.

And I work in different countries, so in Iran, Germany, Switzerland, and Austria. Um, and that's my first, um, approach, my, my first business approach to the world.

And that's somehow about this language. Uh, it comes from my old country and goes through the, uh, different climate zones and different centuries and how it's developed and come to Switzerland. And, uh, I defined, [00:07:00] uh, a model to design and also, uh, a planning process, how we can go through this model, uh, how we can, uh, design holistically.

So, some projects, that's as my, uh, there are, so there are some projects during my education in, uh, in Vienna. And, uh, it was, uh, for example, a is a, um, a city planning project to build a place in the city, uh, and development project of a, of a city and then some international one for, uh, urban spaces in the Slovak.

And, uh, some competitions and projects in Munich, uh, for example, Siemens area, uh, um, so European Central Bank, uh, online in [00:08:00] Frankfurt, Europa Hafen Bremen, which is, uh, uh, which is already on development, uh, still in developing, uh, Stuttgart Protestgebäude, so I know it was a trail, somehow trail. And, uh, yeah.

Yeah, and that's all that was also really real. So it was It's very interesting, this one. And then, um, I was also in Tehran, uh, there I, uh, so I, uh, I did some projects such as, um, a book garden and also, um, uh, botanical garden of Tehran, uh, which is still, I'm developing, uh, and, uh, we hope for a new government to make the project, uh, finish.

Um, so, and then, and that's, there are some projects with, uh, [00:09:00] with, uh, Iranian architects, also a city planning projects, uh, a place, city place, or, uh, a square, city square, and, uh, so, uh, amphitheater, that's, uh, Um, um, um, roof amphitheater or green roof amphitheater in Tehran,

some competitions on some projects in Switzerland. Uh, I want to competition to be competitions in Switzerland. Uh, and, uh, so they are St. Gallen merging two train stations, uh, Bruggenhagen. Uh, I plan for next 25 years for this project. And the other one is, uh, this one, which has, which I won, uh, Punten, school extension Punten.

So [00:10:00] it's a, uh, school in Stalikon in Punten. It's near to, uh, Ustli Berg here. When you know Zurich, it's near to the mountains or to Ustli Berg. Uh, area, uh, and the other projects, which are mostly, uh, so it's, it's a different between school project, uh, hospital, um, municipality building, uh, museum project, for example, this one, it was museum, future museum in Bern.

Uh, swimming pool. By this project, I made to sauna landscape. Um, by this project, I made a school for the for for the whole Canton. Uh. Yeah, just that is in Innsbruck. I may, I did also a project in Vienna, um, which is not here. [00:11:00] There's some projects and you have here some of my, uh, some of projects in text and in picture to get more information about each of them.

I'm actually, I want, as I was by, that's my story, as I was by, by big offices, landscape offices in Switzerland and also in Germany, I, uh, I recognize that the technology is like a child in my field. That's why I'm, uh, I want to, uh, integrate technology, especially AI in my field. And I'm a pioneer, a pioneer person.

Also, I am maybe, maybe I'm the only Person in maybe five 10 persons that I doctorate in landscape architecture, because the most [00:12:00] landscape architects, they do just master maximum and they go to market. But I want, uh, as I want to, to go, um, to the university and um, also, um, um, be as a professor. So I did this PhD and thank you scar for your dates.

And then, um, yeah, I'm through this, through this devastation, I developed this design, uh, uh, global design language. And now I want to integrate technology and AI in my field. That's why I founded a startup with my best friend. and AI developer in Zurich.

Good. And, [00:13:00] uh, yeah, to streamline the urban planning process and enhance real estate development in, uh, uh, real estate development through AI.

That should be a an A. I. Development platform designed to revolutionize urban planning and construction and by connecting professionals with the right materials, suppliers and cost effective solutions with, um, the aim to create a smarter, greener and more sustainable cities.

So, and the next one, which, which is my interest, that's about my, my startup, and the next one is association, which I want to bring exchange between the, [00:14:00] between EU, Europe and Asia, um, on this, on different branches or disciplines. A lot of architecture, urbanism, and landscape architectures. And the next point is Charbok net.

I'm active in building cross cultural exchange between, it's more than, it's more here by Charbok. association. I'm active in building cross cultural exchange between Europe and Asia, and I work on fostering collaboration between regions, including European, the Middle East, to bridge cultural gaps and share knowledge and share technology.

And I'm very well connected in Europe and also in the Middle East. That's why I want to, uh, use my connections in this, uh, exchange, um, [00:15:00] exchange program. And then, um, I'm currently exploring markets, collaborations, and expanding my global network, um, and, uh, yeah, to, to build a business, uh, so to build further the business, or to build a business further.

Tell us more about your startup. What's the business model? How do you earn money? About my startup,

the business model. We are, we are focusing by a startup. Um, we, we are focusing on one. Potential client, which is a big developer in Switzerland, uh, to have, uh, also as to, to be in this, uh, developer [00:16:00] as an investor as well. And also we need a big data. Um, so that's, uh, that's why we, we want as all now we are, that was, uh,

that's why we have to. I show you, maybe I can bring the pitch deck, yeah? Mm mm mm.[00:17:00] 

Okay, we're good here.

Yes, you need to stop sharing. Yeah, I need this one

about a startup. [00:18:00] Uh, yeah, exactly. We focus on that. And we have a, um, we have, uh, a general, uh, pitch deck, but we want to also optimize this pitch deck for this customer. Uh, and

the revenue is from the fees, the subscription fees, the transaction fees and the advertising, yeah. Yeah. So I cancel it, the share. Ah, okay. And also about services. Let, let's start with what, what's the problem that you're solving? The problem that I'm solving? Yeah. By startup, the problem.[00:19:00] 

Material identification and sourcing, localizer, localized supplier, user centric platform for development. Sustainability and compliance focus and global market expansion. The problem which we solve is to bring the planners and developers easily to the market, to the supplier, and not just only European one, also Asian one, but our focus is mostly now on the earlier stage on the European one.

So with supplier, you mean like supplier of dirt, stones and materials, what they use for building exactly building material. And, uh, yeah.[00:20:00] 

No entry is not now on this stage is not interior. Our goal is urban planning, architectural and landscape architecture is our, is our, um, sector now. But, um, for the next stage, uh, we think also about the interior design. And we want to, so for the first stage is to, um, to expand supplier database across EU.

And on the first, on the next, on the second stage is, uh, also Asia region. But it depends on our client, our potential client. Because this potential client is just in Switzerland is one of the biggest one in Switzerland and, um, and yeah, and they are just focused in Switzerland. And they are actually, um, digitalized the whole process of [00:21:00] cost management, but not with AI.

We want to bring AI in this system as well. But, uh, yeah, but also with our system, it just. That's for supplier chain. And, uh, which Oscar had a question ask Frank has also question Oscar first. Oscar please. Okay, thank you. Yeah, I was just, uh, also trying to figure out, so that with the AI and with the startup, is it all that you are planning to give better tools for.

Planning those, that kind of, uh, systems or is it so that you want to have a ecosystem where the different shareholders that will bring value to make more of them will get together. So the client and the planner and the supplier, or what is like the, the

core idea behind it? What is the result where you want to get with it? [00:22:00] What is the result? The result is just when you, you know, through AI, you can, um, upload the plan in different formats. And then, uh, the platform, uh, connects you to the, um, to the material, to the proper materials. Oh, so it helps you to build those.

And it's there is also a feature iteration before you develop menus. When you upload a plan, there is a filtration functionally and also interactive map integration for, you know, to localize your, uh, to localize your area and also, um, to, uh, for, uh, for logistic one, you know, which delivery time, which delivery.

Um, air, so distance and then, uh, which, uh, which ity, uh, which [00:23:00] standards, which, uh mm-hmm . Uh, they are all, uh, integrated in the AI or there. So the AI is trained with this, the whole, and then also, and there, uh, and user can choose, uh, so which kind of price, what or which. So what is the budget plan? And then, uh, the AI, uh, so.

Give them, uh, so, uh, the proper supplier.

So you, you input the planning and then comes out kind of the material plus the suppliers that can deliver that materials? Yeah. For example, we have the same idea in, uh, for, for, for, for, uh, for, uh, many. So for, for example, we have this same, not the same idea. We have somehow, uh, for clothes. When you make a photo of a cloud or a something, [00:24:00] you can upload it in Google and Google match you to the proper, uh, shop.

We make it with plan, uh, and the, the what, what, what for us is more complicated because the AI should read the plan. Different plans with different formats. Uh, and then, uh, automatically match with the proper, uh, supplier. And our goal is to, um, to bring the, I mean, to remove the, um, the second hander or, you know, just the retail in between retail, exactly to retail, which been exactly right.

So you have a question. Yeah, exactly. Frank, please. Thank you very much. Thank you so much. Amazing product. Do you have a demo? Do you have any proposal to the customer where he can see what he's [00:25:00] gonna to get after putting the plant into the system? Something, a demonstrator, because if the customer can see what he can get.

It's going to be easier to do this, um, disruption because normally when you go with an idea to the customer, they are really afraid because they don't have the time to see something, something like that. But question, do you have a demo, a platform or something like that? No, we don't have the demo, uh, for the basic phase, uh, we need, uh, so 50, 000, 50 cars.

And that's why, uh, we need, uh, yeah, and also we need a big data. So I have, I have data from my projects, but I don't have a big data for, for, for the, for the face, for the basic or for demo one. We also talked about, we also, we also taught about 20 [00:26:00] call because for, for it can be, uh, basic. I mean, it can be a basic demo with 20 call, we can also, uh, present, uh, present it to, for the pro to the, uh, potential client.

So, uh, the question is coming because you can use some, uh, simulators on, on internet. You can simulate what the customer is gonna get. That is a demonstration. So like I remember to do something with FITMA time ago, and you only need to do the screenshots of the result you want to get, or do you want to show to the customer?

You don't need to invest the 20K now. You only take the pictures you want to show to the customer. And you say, dear customer, here is a demo. You put your. Plan here to draw in your technical information and the system is going to filter all this kind of information and you're going to get this, uh, um, umbrella with providers.

It can be a stone, it can be a [00:27:00] wood, it can be what you want to show them. Is it going, um, because if the customer can see something physical or digital, this, um, wall that separates you from the customer is going to be easier to jump. Mm hmm. Yeah, I know. Great. I know. Yeah. Uh, you know, I have, uh, so the first of what we, what we taught.

Yeah, that's a good point. Um, and that's why we taught that we have the, so we have to present the pitch deck at first. And then, um, and then when it's, uh, when the, we are interested, then uh, we are asking for the fund, for the whole project. Mm-hmm . And when not. We have to go through grants, you know, to apply for grants.

So it's grants, for example, uh, you know, Swiss or DGIC, uh, DGIC or, you know, this, this [00:28:00] one that we, uh, yeah, we have to then present DGIC in general. But before you present the pitch deck, you can do a, uh, like a survey. If you need, if you, if you find three customer, three, three bigger customer that they can be interested with the demo, you can go to the investor to say, after doing a demo phase, we got these three big clients.

And now they are. What they wanted to pay, I don't know, 50, 000 per month to get the information. Here's our tracking record, the numbers, and they can be sure that they can put the money into your company. After my experience, uh, in the past, I was presenting different concepts, but no one was interested because we didn't have any data to show them.

And the people and the companies, they always afraid to put money into ideas without any validation. It can be a demo. It can be a presentation. It can be something [00:29:00] interactive that you can say in the past we spoke with. I don't know, with this big, uh, company from Switzerland, they do a stone for a bathroom, something like that.

Mm-hmm . Something tangible to the, to the people who is gonna put the money in your company. Mm-hmm . Mm-hmm . Uh, yeah. Uh, yeah. I, I, uh, I get, yeah, I, I am, I agree with you and believe me. Oh, please go gen. Sorry for the clients. So whom do you try to target? Is it planners or is it like real estate developers? Uh, our targets are the biggest developer as a real estate developer in Switzerland on the first stage, because when you have them, we have, uh, the whole market, we don't need the planners.

And they are totally in advance, you know, uh, with, uh, with [00:30:00] the, with digitalization and, uh, with, uh, so with ai, no, but digitalization, the planning offices, they are, uh, in backward. They are, they need, uh, maybe five years they're coming to this technology. So it's, you, you are only having one target client right now?

I have two, but you know, in Switzerland it's so small you have to just focus on one because the other will be competitor and you, you lose both. But you could do the same in Germany and Austria or not. Also, because of the data, when we have the data, we can also do the same in Germany and also in other countries.

But these big developers, they have also big data. And when we have this data, we can, uh, we can, um, we can train AI for, for, for this area, you know, because it goes also about the standards, regulations, [00:31:00] and suppliers. Suppliers, it can be in EU, uh, but, you know, the logistic would be different then.

So the answer is, the answer is yes, but it depends on our data. So we need to have a big data to train AI for the next, for the next, for another country. So what, what are the challenges do you have? The challenges need our help. Just, just funding. Nothing else. What's, what's exactly what Frank said. Also, I have.

Uh, yeah, just to bring, to make the, this as all to produce a demo. That's one challenge. Demo. What else? Yeah. Uh, what else? What [00:32:00] else? Uh, when we are data then, uh, supplier as all, not, not only, uh, planning data, also supplier data. And then, um,

I want to show you something and I found,

oh. And[00:33:00] 

that's our, uh huh. I have it here. Uh, also we, we, we, uh, how can I show now? Exactly. Look there.

So for the first basic, for basic one, we need this, uh, this, uh, AI model. I mean, these features. And for that, we need, we have also this pricing panel. We need that one. That could be there. So you need the money to be able to? To make, to be able to train the AI. Yeah. To A for AI model. Ah, okay.[00:34:00] 

And, uh, what was the question, uh, on challenges? Uh, challenges. Yeah, then, um, any kind of advice in AI, uh, in cost effective solutions, uh, So, um, yeah, that would be also, as I said, uh, I'm seeking to enter projects in both the private and also, um, as a public sectors. That would be also for, you know, to bring, um, maybe to customers, clients.

Um, to find, uh, to develop AI model and bring it to a scale where it can be presented to potential, more potential customers. Um, yeah. [00:35:00] And we need financial backing to this, to build the core AI technology. How do you finance yourself right now? Also by ourselves. Okay. Do you know it also we, uh, I have also some, uh, some,

some, yeah. Not invitations, but some suggestions to attend in some brands, competitions and so on. But I don't want to invest time in that, in the, in, on the, on this, uh, grants because, uh, yeah, I, I mean, I actually, I wanted to start with 1 million Bank, uh, for my, for this business. without any concerns. Uh, but, uh, we don't want also to work with any customer.

We want just really to be target in the market, in the market and to enter the market properly. [00:36:00] Do you have your business case ready

or business plan? Yeah, I can show you that later. Frank, what do you, what, what do you want to say? I just want to say, if you get a demo, you're going to get the traction to go to other people and to get the credibility that you are doing really well. It's only a demo. You don't need to invest a lot of money.

You, uh, on while you are doing the demo, you are showing the demo. Maybe you can get more, um. Tractions and interested people, because, uh, I remember when I was at the incubator, you need to find five big clients to validate the idea, or you, you need to, to ask to 250 persons to get an average, to validate the idea.

But the demo, the demo is the shortest way to validate this assumption.

Maybe it's a [00:37:00] good point if you think to create the demo, maybe with some basic info. And if you go to these grants, you can show your demo. Here are our platform, something like that. As a suggestion. But really, I don't know how do you want to get the credibility. And while you are building the business at the same time suggestion What what?

Suggestion. Yeah, it's it's to create the demo. The demo is gonna it's gonna let you Go quicker to the investors and to the customers as well And you will get the feedback. And then you realize that maybe something that you thought originally will shape to something new when you get validation from the potential customers.

Because it's, I definitely agree with Frank in there that it's always. [00:38:00] Well dangerous is a heavy word but it's always dangerous that when you do it kind of like a under the table and you finalize it and make a lots of stuff there and then suddenly you end up in a situation that you should have gone some little bit to different, uh, So it's very good if you have a discussion with certain companies who would be willing to use it.

And the best is that they will say that this would save us this much. So if, and when it's running, we could pay this much, even that doesn't yet guarantee that they are going to pay. But then you have a validation for that, that you have a business case. As it is in your plan, or then you might end up, uh, realizing something else.

And when you add that there, then you have a better business plan, but it's definitely worthwhile because then [00:39:00] you get the customer idea about it. Yeah, you get the validation and you don't burn your money training the machine while you are developing the stuff. A demo is a nice. way to start and to, and to validate the assumption, because now you are thinking that, um, that can be the solution.

But as, uh, Oscar says, if you speak with the customer, they're going to say you the pains to find the right pain to go in this direction, and then you can validate that.

Yeah. I think that a key part is being very, very clear. What problem do you solve as a starting point? So if you, if you can articulate that in a very simple way, what problem you are solving for your customer and then exactly which customer, because the challenge you have right now, if you focus on Switzerland with two customers, like it's like [00:40:00] the, the, the chance is zero.

Like you need to have at least 101 I learned today. But these two customers, customers, these two customers have, uh, the, um, have the biggest construction sites in Switzerland. I mean, they are working with a whole, they been with the most planning offices in Switzerland. They are just like, you know, distribution, you know, they get the project, they, sometimes they are as an investor, sometimes as a planning office, when they are the investor, they give the project to the other planning offices.

And mostly they are as a total, total entertainment, you know, they are, they are coming into the project as a total entertainment and giving down the others. And, uh, yeah, and, uh, the, the, the tricky thing, what I'm trying to say is if you, if you have a hundred percent in your case, revenue from one company, they can kill you as well [00:41:00] with one.

Yeah. Yeah. Yeah. So that's true. As, as more potential customers you have, as better it is. Cause if you, if you only go to one and then you built it for them, worst case, and it's not applicable for anyone else. If you have two, three, four, five, 10 better, a hundred potential customers that you talk to that you validate the whole market, not just one potential here's Switzerland.

It's too small, I guess, for the long run. Mm hmm. Mm hmm. Yeah. And the problem that we solve is that we save time and cost. And, uh, for, for the, for developer planner. And we deliver the best, uh, so the, not the best proper material in, in, uh, in the short time. And is it for everything or is it for [00:42:00] specialized those, uh, uh, structures that you were showing earlier?

Is this it is, sorry, the project? Yeah. Is it, is it just for those ones where you have those, uh. Levels that you showed before, or is it for everything, just like a material supply for every construction materials or just building up? Not every construction materials. Our focus is now on landscape, urban architecture, and the whole building, the whole building material, and also infrastructure.

But it's, you know, it's, uh, yeah. And we need, uh, uh, we have to work with the big developers because we need, uh, big data and this data, you know, to train ai. And this, uh, by, you know, this, these developers, they have also big data. So maybe they want to have AI exclusive, uh, like as a private [00:43:00] AI model. That's, uh, yeah, we have to find a how, how, how acceleration model you wanna make.

How do you wanna make money with this AI tool? Subscription models. Okay. But when you only have one client, then he pays 50,000 a year or months, then it's not scalable. Yeah. We thought that we can make the AI so as well because of this big data and the others we can make it just for, for this developer and then, um, sell to other companies and developers and then train AI model also for other countries or other areas.

So our review news is from subscription fees, transaction fees, um, advertising and feature, uh, features, uh, listen, uh, [00:44:00] listing and consulting, consultancy, uh, services. Okay. And the transaction, how should this work in this area? A transaction, transaction between users and suppliers. Through the platform. Yeah.

We have that first. We have the platform and then application our goal. Our first goal on the first stage is the platform. Okay. But, uh, how will you solve the problem that they say, Oh yeah, thank you for all this information. I go directly to the supplier and ask for a better price.

We make the exclusive contract when they, when the customers come to our platform, they have to build. And so they are not as I'm in there, the suppliers couldn't, uh, Cool. Like Airbnb, huh? How many, how many So the billing goes through, through you then? Or the payments go through you? Yeah. Yeah. Yeah. Yeah.

How many exclusive provider do you have so [00:45:00] far?

Yeah. That's a good question. Yeah. We have go through it. Do you have, do you have an exclusive supplier? They say, I exclusively sell over your platform. Yeah. Without selling anywhere else. Not selling anywhere else when the client comes through us, then the, the, the, the supplier doesn't, uh, yeah, they cannot go around.

How, how, how should they know? Because they can just Google it and say, okay, I'll call them directly. And when they don't tell them, they can buy directly there. Yeah, we can, we can, uh, we offer a better price than supplier through our platform. But when I'm going directly to the supplier, I get the best price.

Yeah, that's awesome. Why did you, huh? Yeah, that's a good, really [00:46:00] good point. Uh huh. Yeah. In Finland, I was actually a little bit involved to one startup who wanted to kind of like, um, break that market. And, uh, to be honest, uh, I, I. I don't know how it really goes in Central Europe. I would at least check that if there's, um, uh, big, uh, competitors that are offering similar, uh, services for the big developers, but also the smaller ones, because then you get, if you get somehow to that point or with some niche, then you could be able to have a 50 or a hundred, uh, customers.

What I ended up realizing is that it's in the end, when you go to, you know, Different kind of supplier companies and so on. It's the endless, endless work of different technical solutions with all of them. Uh, herbs. So you really need to have some [00:47:00] quicker income model probably, because I, I'm thinking that if it's a big developer, I would assume that if, and when they need those materials, they should have the contact already in.

So normally the B2C who don't have a trustworthiness between each other, they might, they might, uh, buy it via some sort of, uh, retailer just to make sure that someone is responsible if the delivery doesn't work. But on the other hand, if you find new suppliers, maybe from, uh, Mideast that are not connected to that, that could offer something that you can bring some additional value that you have kind of like a thirst.

Stack from Middle East to Europe and perhaps then some kind of combination with the already existing and accepted, uh, I don't know, retailers, maybe not, maybe platform or some ecosystem or something like that, because then [00:48:00] there's already the market and you need to combine them when you are trying to make the market, get the customers and combine them all.

It's a quite heavy push unless that AI is something very spectacular. Which is always on AI times risky that someone else is already doing it. And in, in bad case, they are doing it better or they have more marketers or something, though. I would really try to understand what is the kick bike you can do?

Like there's a expression of minimal viable products. So instead you build a car and then try to sell it. You find a kick bike. So someone starts moving with it and then you learn. On the way, that's my honest, uh, recommendation for you in this case. I agree. The key part is really what problem do you solve?

Maybe it's the first step from, from the planning, the digitalization towards the material and then. That the AI [00:49:00] can take all from the plan, all the material and, and brings a list. We need 50 tons of cement. We need whatever of gravel we need. That's maybe the first step, like something like this is really narrowing the use case.

If I understand you're right, Oscar is really going, going, going niche and say let's focus on this small piece only. Yeah. And where your creditability is a key element that it's totally different. So it's you from the others also. Great. So that, that goes back Hosna to, for you, like you have developed this design language and starting from there, how can you utilize AI using the design language?

that you have developed because that's, that's the, the, the unique thing that nobody else has. Yeah, that's a good point. But for that, for this design language, it's the next project, which comes maybe in three, five years, [00:50:00] because I need a huge data to design with AI. And it goes, uh, I want to bring my mind I want to train AI as my mind because, uh, okay.

I work, so I have a big, uh, historical memory and I'm a regional person. I have a, I uh, I have a big memory of historical plans and historical gardens, and when I, when I, um, when I design. At first, I'm going through the site and, uh, read the, read the language of site. It means the geology, uh, topography. Mm, yeah.

Um, the characteristic of site, uh, morphology and, uh, how this site is developed through the what, what is the history behind the side. And then, um, that's the analyzing, [00:51:00] uh, yeah. Space and then, uh, and then try to, uh, uh, toand their, uh, identity of the site and, uh, and bring the history of the development history of the site in my design.

Uh, through the design language and through the material and through the design, um, design signature, uh, uh, and, uh, then I'm going to, uh, I, uh, I bring some, uh, I worked on with some sample, I make the patterns. Um, or I make, uh, out of the site, make the patterns and then, and then, uh, read the elements of the site and then, um, bring, I bring then some, uh, sample, uh, reference builder, reference reference photos, um, from [00:52:00] history and from today.

And then, um, make like a, uh, make them sketches and then out of. All make a call out for the project. Um, yeah, it's like, you know, pattern and they are going to look different patterns and different elements. Uh, um, uh, so overlapping or overlaying together and then, yeah. And then, uh, for example, when the site, for example, when the site belongs or the history of sites goes to Renaissance, I make a call out of today's.

Trans and renaissance trans. I, uh, interpret in new language the renaissance time for today's, for our today's concerns. I can, for example, I can show you in one project on Disney. So, and I want to Uh, so for this one, for this is [00:53:00] language, uh, I have to train AI with a lot of historical plans, with today's plans, with, with, uh, with, uh, with PI pictures and, um, and yeah.

Uh, so

for, for, for me, this sounds like you, you're, you're, you are looking into all of this and, and I would look into where could you use AI already? Yeah. And AI can, for this analyze, I need, uh, some, sometimes for, for competitions, we take, we get sometimes 300 pages to read, you know? And, uh, do you have to, uh, when you read, you have to, uh, you have to keep your overview on the side from different perspectives.

I get, uh, a minute. So the. And she clones concept development plan. I [00:54:00] get a master plan. I get the. Um, from the, you know, from different ministries, from different, uh, municipalities. And I have to, um, keep my overview on the whole project, on the, on the biggest scale. And then from, uh, this analyzing, um, takes me sometimes, uh, three days with AI.

I can do it, uh, in. two hours maybe, you know, or maybe much less. And then, um, and then I make shames, you know, um, shamas, uh, diagrams, um, on, uh, it's on different, uh, elements, uh, from out of different elements, uh, out of these analyzers, it's, it's also possible to make with AI. So that's takes me also one day, I can make it with AI in half hour.

In half an hour, half hour in and a half an hour. And then, um, then I'm going with this [00:55:00] analysis geo grounds to the, to, so they make these, kiss the sketches, uh, and then go to design. So that's the step I'm going to that. Yeah. And the whole can be optimized, uh, to AI. Okay. But this is a completely different case, what you just said.

So I think, I think, I think do you have someone who assists you like with business development or like a strategic planning of your concept? Yeah, but, uh, with the, with the other idea, this idea, this language design, design language, I didn't start because, um, yeah, because, uh, I have this tool in advance and this, I, I, I think this tool brings me, brings more money than the other, this design language.

design language, um, brain. So, uh, needs a big, a huge data source. Uh, But if you're, [00:56:00] if you want to realize your vision, you need at least like 15 to 20 million euro to get your AI trained and get the system running basically with the minimal function you have, what you explained to me. So, and for that, I think 50 million, I need, yeah.

I asked also another, uh, a person who is a really, I mean, who is expert in this area, it meant that I need 40, 50 million to train AI for this design language. Yeah. And the problem probably is there that how big is the market? Even let's say you have it. How much money it would cost to sell it to, and how many customers you would need to pay back.

I, I was thinking that I can, can, I can, yeah. And each one, each person, each person can design with ai. Then, you know, it can be a person who just, who has a garden or has a house or just an a greenish took an [00:57:00] area. Or it can be a planning per a planning officer, or it can be, uh, you know. If that everybody can plan or design with this AI, it's not, it can't be just, just, just, just a little.

I need to drop time. Please keep on, keep on going. I need to drop because I have the other community call starting now. Okay. Sorry, one, one thing. I need your conclusion. James is better later. Okay. Yes. Sorry. There's, there's one company, this one company already makes something like that for indoor.

furniture and they raised over 15 million so far. And they only focusing, they're focusing on how to build inside rooms. So, and their focus was like over 15 million so far, I know. And, uh, I think, yeah, you're right. Probably 50 to a hundred million, but maybe it's not necessarily that you need to develop all of this.

Maybe it's just like, A system what you [00:58:00] can plug into the existing parts, you know, maybe it doesn't need to be like Doesn't need to be like an own system for architects because they're like

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Transcript:

Personal development masterclass. One of the topics that's dear to my heart, because of what I have seen over the last 15 years is that personal development is quite seldom in organizations. It's not really taken, uh, in a proper way, at least in my eyes. So that's why I'm really keen on sharing this today.

So we have two. main perspectives. One or two topics for today. One is personal development talk versus performance evaluation. And then we do a deep dive into how I'm doing personal development talks. And then we do questions in the end. Personal development. So we have one part, which is the personal development talk, and then we have the performance evaluation.

And a lot of organizations, focus on performance evaluation. And the difference between those two is that the performance evaluation, the main part they are focusing on, or the main source of that is the company. So the company is on the top. And from there, it goes into, the individuals and the different tasks that need to be done to accomplish what's happening in the company, what is required to do to be done in the company.

And the individual that is doing the task is the last point. And then inside of the performance evaluation, you're looking backward. So you look, how did this person perform in the past? The development talk is the opposite. So the most important part of the. Development talk is the future. Where does the person want to be in the future?

And it has nothing to do with the outcome of the company or where the company wants to be. The goal of this is, and why, why do this personal development talk? I believe that if we are developing people in organizations beyond what the organization needs, they will contribute more to the company. They will contribute better.

So the goal of what I'm doing with development talks is finding out what the people desire and going deeper into that. And we will have a look at that in the next couple of slides. And then look, what are the different tasks of the organizations that fit the person and what the person wants to be. And then you marry these two things.

And then it works as well from a performance evaluation perspective. So that's my perspective on development talk and performance evaluation. Let's go into personal development talk a couple of, I think it's almost two years ago or something. I've developed this in as, as a worksheet. So if anyone is interested in getting this worksheet as a PDF.

Happy to share that. So, the starting point of a development talk is really a setup of the atmosphere and the place. So you are going to do a development talk with another person. So you are the manager and the, the other person is like reporting to you and then you're meeting up. So what you need to make sure of is that you have, an appropriate place.

The best case is always doing this outside of the office environment in a. In a place where people feel well, the atmosphere is super important. The time of the day is important, not doing it on Friday afternoon, for example, when people want to go on the weekend, of course, you need to be aware of your relationship with the other person, depending on how deep your relationship is.

You of course have then a perspective on how deep you can go. And how much that is. And then what is important as well is that you put the note-taking responsibility to the person that is inside the room or is working with you. So me as a leader, I always give the note taking responsibility for the other person because then you see what they understand and what they get out of that.

And then I always do as well. A version in front of us so that people understand this. So printing out this worksheet as an example, if you do that in a physical space, then you print it out and then you go into the development talk. And the starting point of the development talk goes really wide.

Looking into what's the personal vision like. I always ask these as open questions without showing them the worksheet in the beginning. Who do you want to be? And that's very, very, very wide. Like, who do you want to be? What does it mean? Some people who have never had a conversation like this, struggle with this.

So they start with, yeah, I want to be a manager. I want to be something specific. So they go very, very, very specific and they don't really look into the future. So the first round of this, I just, Help them to find out who they want to be and they write down, they write down a manager. I want to be a good father.

I want to be whatever they come up with. And then I go to the next question and I show them the next question, not before. So why do you want to be that person? So then they're reflecting on the answers they have given and then they go back and refine who they want to go to be. And that's an interesting process because what.

You as the manager that is holding this development talk are doing, you're literally shutting up and just asking open questions to tell me more. How, how does that feel? What does that look like? What would that look like in the future? So you only ask open ended question when that gets the person talking and reflecting.

So if you're saying this, what does it mean? So, and then they're explaining, explaining, and they go in a loop between who am I going to be? And why do I want to be that person? So until they have clarity, and the first loop is always. The starting point where they don't know what's going to come, then who am I going to be?

They come up with high-level topics and then they go, Why do I want to be that person? Then they go back to Who am I going to be? And then they go deeper. And I always then give them a perspective. Okay, think about five years, 10 years from now, who do you want to be? And then they go more particular in all of these things.

And then we go, we don't close this, we keep it, we put it aside. And then we go to the next sheet, which is a personal development map. So I want them again to reflect on certain questions. And it doesn't matter in the order, I just take them clockwise right now. But it's really going and answering the specific questions.

What do I want to learn? So you're asking this, the person that is in front of you. So what do you want to learn to be that person? So linking it back to that person of the future. And then you're asking, what do you want to improve? And then they come up with things. So it's, it's like writing down the, all the different topics and then what do I want to leave behind?

And then they come back with topics that they want to leave behind. Another question is what excites you? Yeah. And then going deeper into this, who is important to them? And then what is important to them? And when you have done this circle, you go around it and they were deeper in this topic.

What quite often happens then if you ask them, so how, if we go back to the other one, is that still the same thing you want to be? Because they have now clarified what they want to be. and answer the question, they go back to this one and then clarify, no, no, no, I want to be this, I want to be this. What I always ask them, in this part is to paint a picture.

So when, when we have finished with this one, I go back to this one. And say, from a personal vision perspective, imagine a picture and describe the picture that you see on the wall. And then they describe to me who they want to be and who they are going to strive to be inside of a picture and explain everything that is around them.

I've had, for example, a person that told me where they are going to live, what, how it feels, um, in this picture, where the kids in this picture, where the wife or husband and, and going really into details and then linking this to. A job perspective as well, because in the end, we are at least this part is in a job environment.

So they are linking that to the job environment of who they're going to be working with as well. So these two are super powerful. And then you go into the next step, which is a goal perspective. So it starts with the staircase. So in the top right corner, we have what is the goal. And the starting point is really, um, defining that goal.

So if you want to be this person in five years, what is the goal for the next year for you to be very specific? And of course, you can do smart goal setting and all of that, but it's in the end, What does feel right for that person? What is the development goal they want to reach in one year from now?

And then they formulate that goal. And then you go to the bottom of this page where you look into where do you stand today on a scale from one to 10. So they're rating themselves on how close are they to that goal. If they're close, then they're at 10 or 9. If they're far away, then they're at 1. And what always happens is they're somewhere in between, obviously.

So when they have rated that, then you look into what are the things that get you closer to that goal, meaning moving your scale from 5 to 10. And that's what they are writing down above the stairs. So, above the stairs are the things that are getting them closer to their goal. And then they're defining this in bullet points and formulating that out.

And [you do that obviously all in a conversation. You ask the person who is doing the development talk, you are asking them questions to get them moving. You're asking them clarifying questions about the topics that are put, into the sheet. And then the next part is, what are the things that getting you further away from that goal?

So downstairs, if you think at it from a staircase perspective, and then they're writing these things down and then they have a clear picture of a goal staircase where they, they know they want, where they want to be linking that to the vision that's five years from now and the goal picture, and then they rate themselves.

And have then clear understanding of that are the things I need to do to get to my goal and that are the things I should not be doing. And then the last step of the development talk is getting specific. So now we zoom into one year and actionable goals that help them or tasks that get them towards the one-year perspective.

So what are the things they're going to do? When are they going to do this? What do they need to make happen to be able to do this? What are the things they need help with and how I'm, how they going to measure them? So it's a very, very simple setup where they write down literally the different steps that help them to get there.

And they're putting measurable goals towards the goal. And this is roughly. I would say one and a half hours, even if we go through this right now in a theoretical setting in, let's say 15 minutes in a real conversation, in a coaching style, where you ask the manager or coach the other person to find out what they are desiring and where they want to be.

It takes roughly one and a half hours if you do that well, sometimes it's faster depending on the relationship as well. The fascinating thing with this is it has zero to do with the company you work in and one hundred percent to do with who they want to be. And as well as zero to do with you as their manager, if you're their manager, like your perspective, your opinion on anything of that.

Um, just to give you a couple of examples, I've had people that told me that they want to be. building their own company in the next five years and they worked in the company and I was their manager they told me because they trusted me that they wanted to build their own company and we built a plan for how they were going to build their own company and I've had situations where people told me that they want to get married in the next five years and then we built a plan to get them towards marriage getting married and looked into how that does that work with the career perspective same with kids and all the other things so this is a development tool you That I use with everyone that is working with me over time because I believe that as further we as managers and organizations help people to develop as better it is.