Finding The Perfect VA For You And Your Company with Gilad Freimann.mp4
Interview with Gilad Freimann
Tomer [00:00:04] What’s up, everyone in today’s show, we have Gilad Freimann from VA Philippines, which they specialize in bringing amazing VAAs to Amazon sellers so they don’t have to deal with finding great VAs or locate them or maintaining them. And I want to introduce Gilad. Welcome to the show. Thank you for being here. Why don’t you introduce yourself?
Gilad Freimann [00:00:33] I don’t know. So thanks for having me. First of all, and I’m happy to be here. And yeah, you’re right. My name is Gilad Freimann and I’m the founder and CEO of VAA Philippines. VAA stands for Virtual Assistant Academy, so it’s part the major thing of what we do. We specialize in filtering virtual assistance from the Philippines and then training them specifically on Amazon so they could help Amazon sellers in their everyday work. This is really what we do.
Tomer [00:01:01] OK. And for how long are you guys doing it?
Gilad Freimann [00:01:05] We’ve been doing it since 2017. You know, so, uh, a little bit more than four years now. It all started, you know, because we needed this. Me and my wife, when I say we, it’s me and my wife. We are in this business together. So we needed VAAs for our own, you know, purposes of, you know, as Amazon sellers and actually VAA started once we’ve decided to use the knowledge that we gain from working with VAs to create this company.
Tomer [00:01:34] That sounds really cool, and this is something that I’m going to steal from you. Only from get it. I saw your podcast and it is like starting the podcast being, you know, interested in the guest knowing more about them. And I think that that’s something that is important and I’m going to steal this for him. But why don’t you? Share, Journey, how you got into this, how you got even into sell on Amazon, what you did before. Just so the viewers could learn more about you and I feel that.
Gilad Freimann [00:02:08] I was actually a ski instructor working for a skiing company before that, and this is how I met my wife. We were both working in the same company of tourism and sending Israelis from Israel to ski all over Europe.
And I was based in France. I lived over there for several years. She was in Israel and we communicated for many years without really meeting each other.
And then we met and we hooked up and it was then that we decided to move back to Israel. And I think it was that the changed my way of, you know, the perspective, you know, instead of, you know, skiing every day having fun, it was all ready to move on to the next level and then thinking, Hey, is this really what I want to do for life? Am I? Am I going to continue to be, you know, an employee and this is where we realized that we both want something else for ourselves, and we just had to figure out how we’re going to do it.
And then she was the first one to resign from the company. She started looking her way out and for both of us, actually. And you know, we discovered yeah, and discovered in e-commerce and started selling on eBay, on Etsy, you know, and you know, we were looking for our way. And then we discovered Amazon. And this is how we knew that this is what we want to do. And the question was the like, when can we, you know, take the next step so I could leave the company and, you know, be all in for Amazon?
Tomer [00:03:39] Right? So, while you were living in France, you were still working for that tourism company, you know, like selling packages for people want to ski, right?
Gilad Freimann [00:03:49] Yeah, I mean, well, it started when we already return to Israel, and I went every day to the office, which I realized that that is not what I want to do every day going through to the office, working for somebody else and them.
And so it was no longer ski. It was no longer like the excitement that was really like an everyday work of an employee. And yeah, we realized that we want to become our own bosses and once we decided we did a course on Amazon on private label, it was 2015 and we started to see sales coming in and we didn’t want to wait a lot of time. We knew that this is what we want to do and then we took a risk.
And you know, I quit my job even though we didn’t could not really afford really going full time into Amazon. Yet it was really like just the beginning. But we understood that, you know, if I want it to succeed, then I have to be all in.
I already tried before creating my own company while working with, you know, as an employee. And it did not work. You know, I realized that if I want to do something, I have to be all and I cannot begin with, you know, with both options. So, this is why I quit and we were both on our way.
Tomer [00:04:57] Yeah, that’s amazing. I see this is like, this is a common thing that the commitment, you know, people that, you know, like, like yourself, you just quit the job because you want to be 100 percent committed and you just didn’t have any other options. You knew that you have to make it or you don’t have any job, right? So yeah,
Gilad Freimann [00:05:16] I realize that. And like I said, it’s because I tried the other option before and I failed, and I understood that one of the reasons I failed was not because of the idea that there could have been great, at least at the time. You know, I was videoing people while skiing and creating and editing the videos and selling them, you know, an edited video of their skiing. It was before they actually had all these cameras, you know, and all that.
So I was skiing with a stabilizer. It was great. And the reason it failed was not the idea. The reason felt and it fails. It was because I was not committed to it. And I always knew, OK, it’s not going to work out. And worst case, I can always continue to work as an employee. And I just didn’t want to reach that situation again. And I realized the only way to actually do it is when you know, we have the back. The wall and, you know, you just go and see what happens, you know?
Tomer [00:06:08] Yeah. So you were like committing to being an Amazon center and how will the transition or the shift from being like, I mean, you’re still selling on Amazon, but where you did the shift from being focused on selling on Amazon to building this company with the VAA’s virtual assistance from Philippines.
Gilad Freimann [00:06:29] So it was skipping the first year of selling on Amazon, which was pretty difficult. Things did not work out as planned immediately, you know, it was profitable and it went.
The first product that we chose was really great even from the beginning. Not huge, but great. And so, you know, it brought profits immediately and we saw it advancing, but it was not enough to support both of us, you know, from day one. You know, it takes time, you know, to grow our business on Amazon. And we, you know, so I had to go back to becoming an employee not to for the same company in my own terms.
I had to work, you know, part-time shifts working from home, you know, trying to. But I knew that I’m not going to come back to becoming an employee. So it was just finding ways to maintain an income, you know, in order to continue with Amazon.
But after about a year, it was already enough for us to, you know, to survive, I would say. And then it started to grow. And this is when we understood that if we want really to grow this business fast because time was in essence, if we want to grow the business, then we have to delegate even if we cannot really afford everything. You know, from day one, we have to delegate, and we understood the best ways to find the virtual assistant.
And at the time, I read a lot. I listen to podcasts and I understood that the best way is to find somebody from the Philippines. That was I was working with the VA, as you know, before and Fiverr and Upwork, but I realized that, you know, I want to change it and there and work and find a VA for us from the Philippines.
We put an ad, we thought, OK, I hope that somebody will apply within a day. We got about 300 people applying and they are surprisingly, they all said that you know, they are the best for the job. They have the experience, they have what it takes. They’ve been doing it forever and they all sounded really nice.
And then it was and I had to start interviewing them, giving them tests. And it took a while, a lot of time. It took a lot of effort and I was sure that I’m good at it. I thought it. I’m doing a very good filtering process. I found a perfect fit after interviewing many, maybe 40 people and that person we started training on.
Amazon took us another month of training her everything we knew about Amazon, and then we started working together and about, I would say, like two weeks after, pretty much like a month and a half since we started working with her, she just disappeared. You know, she woke up in the morning center animal. OK, how? How do you go? No response. You know, the day after, you know, and then you realize something is wrong and you know, she just disappeared and nothing I didn’t hear from her since.
Tomer [00:09:09] And I’ll be ruined there. Just an excuse me for that, but it’s just something that. I feel that people that don’t work a lot of time with Philippines people don’t get or it’s hard for them to understand.
But for some reason, and I’m not sure what are the reasons for that. A lot of times they are not being transparent and open with you about their feelings and about what’s going on in their life. And then it just come to you. Like, from nowhere that they either disappear or quit or you don’t hear from them. And I think that just it’s the culture that they just don’t feel comfortable, like speaking out or saying what on their heart.
But, you know, for us, for employers or people that hire people from the Philippines, it’s you have to understand it because it’s all good and nice and you have many benefits of working with Philippines’s. But this is one downside. But once you understand this downside, in my opinion, you can really initiate more calls, ask them more questions.
And there’s then always understand their situation. So, it doesn’t come to you as a surprise, but I really want to hear from you. How do you really approach this and what do you think? Am I on my right or it’s just me? Or it’s also you see this with, you know you, you have a big team there, and so.
Gilad Freimann [00:10:32] You see it. I see. I mean, we see it a lot. And you know what, in the first scenario that they just expand, then I was blaming everything on her. You know, she just I just chose the wrong person and she’s not good enough. And I have to better, you know, to know how to better pick them.
And guess what? It happened the second time. Also, it didn’t happen exactly the same way. But you know, the second we had was always, you know, giving me excuses. There is, um, I don’t know, a typhoon here and a bad connection there. And her sister got sick, so she had to sickest. Yeah, electricity, all that, you know.
So and then, you know, and the day passed by and another day and you see that there is, she’s not working. And then I realized that, you know what? Yes, it’s true what you said. They have a different culture there. They’re much more humble, they’re much more embarrassed.
Or, you know, they would not come to you saying, I don’t want to do this and it’s not for me or, you know, they would not come with demands if they feel things are not, you know, right? Even if sometimes they feel that it’s coming for you and they will feel that maybe you are not happy from them and then they will leave, you know, they will just hide, you know?
So yeah, it’s a different culture, different traditions. And but you know what, in the end of the day, I was the one to blame. I did not know how to work with VAs at the time. I was looking only at, you know, at tasks and what I what she needs to do for me. And I wasn’t really giving her the reasons to stay, not just financially, but, you know, making your part of the business. And these are really things that it took me a long time to understand, to know how to work with the VA.
And I would say that today, in almost five years after that, one of the things that we do best, we know how to create a community in which the VA is they feel connected. They feel like this is their place. They don’t want to leave. They want to stay with us for years. They put two months into just being accepted into our community because they know that we’re there for them. We care about, you know, their birthdays, and there you know, giving them events and having reasons for them to meet up even during COVID.
You know, with all the restrictions, though, it’s a family now. And these things I learned, you know, from my own mistakes.
Tomer [00:12:47] Yeah, yeah, that’s cool. I just now like, we’re trying to do a schedule with my guys like, you know, a virtual meeting. So, I thought about, you know, they have quarantine and some of them don’t leave, you know, close to each other. And it’s, you know, I said, maybe it’s better that they sit together and or their pizza and I order a pizza here and we kind of have like.
Gilad Freimann [00:13:10] We did this with, it’s great. It’s great. Pizza nights are great and we order them pizzas. We open zoom together. Everybody’s eating pizzas together. We brought karaoke, you know, and everybody on Zoom and having karaoke. It’s really like that and they love it. It’s really their tradition is really the way that they, you know, it shows your appreciation to them that you care about their well-being. You care about, you know that they will have fun at work.
It’s the simple things, you know, just you know what? What is it to order them a pizza and to open a pizza together with them, you know, and having a, you know, an evening like that, it’s nothing for them?
Yeah, But it’s you know, for them, it means that this company is not just about, you know, if you show them that you don’t really care about them, you just care about, you know, things get done.
So they would get the impression that you know, if things do not go as planned or if your business goes down a little bit, then you don’t need them. So they will feel the same about you, and they will always look for another option and they will feel and they would look for better pay. They would look for somebody who cares more, you know, so you have to make them feel like this is you want them to be a part of your team.
And I was really not willing to give any information about the company or my plans to my VAs, in the beginning, I would never say to them in the beginning, Look, this is your starting rate, but after a year I’m going to it will go down into it will go up into dollars, for example.
You know, I would not say that I was the I would say for myself, I will keep my cards with me. And when I feel right, I will give them a raise. And today it’s different. You know, today I want them to feel like I have a plan for you if you’re going to be sticking with us in the company at VAA.
Then after a year, your rate will go to this and then and you’ll get bonuses and we’re going to visit you in the Philippines and we’re going to have events and we’re going to, you know, we’re giving them this to know that we care for them and we want. We see a future for them here that they could advance, you know, and not just, you know, with your daily tasks, OK, you get great.
Tomer [00:15:07] For sure, for sure, I am actually planning to sell the business that I’m very transparent with my years letting him know that even after that, they hopefully didn’t lose anything. But even after I exit, there will still have a job because I have another brand and I have some other.
We have the sourcing monster channel and community we’re trying to build. And I feel that that’s very important and not just letting them about their future, that they will have a job. My plan is ultimately we were there.
So part of the money that I’m going to get from the sale will go to them and, you know, they deserve it. They helped me build this company to help me grow it, and I 100 percent feel that they deserve to get that little piece of the pie. And that’s my plan, but we have to continue with your story.
So, the second one left, you really worked on yourself. This is something that, you know, most people in life, they don’t take responsibility. So this is why I mean, you’re successful and you actually being able to do to grow like that. You actually blame yourself. You took responsibility and you actually said, what I’m doing wrong, not what they are doing wrong. And I love this mindset. But yeah, I continue to like how we actually rolled into where you are.
Gilad Freimann [00:16:27] So, I mean, so we started to understand that there is more than, you know, just, you know, finally, you know, posting an ad and, you know, getting the names and choose one of them. And there was much more than into it. And you know, you have to know how to recruit the right people. You have to know how to train them. You have to know how to keep them and all that and led us to the understanding that, you know, there is something here and we have to develop.
And this is how VAA was founded. We, I actually started recruiting like about 30 VAs in the beginning and recruiting, demonstrating to them about Amazon, and starting to offer this service. And the level at the time was basic training.
But it was enough, you know, and it took me from there to understand how we can make better training to our VAs, our and you know I, we could develop the academy and this is how VAA started. We will. We are working now with, sellers all around the world who are, looking to find VAs that were already vetted and, you know, with filtered and the and then strain specifically on Amazon, so they could help them with their everyday tasks, you know.
So they don’t have to do everything themselves from, you know, finding the best, uh, people to training them to maintaining a good, you know, atmosphere to having somebody teaching them how to work with VAs, which mistakes to avoid that with, you know, as sellers in the beginning and how to create their schedule and which tools are available. This is what we’re there. You know, we’re there for them, you know, to make sure that this will work out for the long run.
Tomer [00:18:07] Yeah. So basically, I know what it takes to hire is like a good VA. I have like a process that I guess that you have guys something similar, maybe like probably better than mine to really get a lot of applicants and filter them, filter them in like funnel kind of and really choosing the best ones.
And even after that, I had to really develop the skills of really working with them being patient. And these are skills that, you know, take a lot of time. So people like if you want to save time, definitely. And, you know, make sure that you hire people that are good, then it’s a great solution. But my question to you, why like, you’re more times they have one or two VA’s or also big teams like of twenty or twenty or thirty VA’s for one client. Do you have these type of clients too?
Gilad Freimann [00:19:00] Yeah, we have. We have those sorts of clients. it starts by the very small entrepreneurs. And so the entrepreneurs that are, you know, you’ll be surprised they’re just starting the business. But guess what, there are not in my position that I was, you know, without kids, you know, starting it all from scratch and, you know, taking the risk. They have jobs and they have, you know, a family and to support them, they have commitments.
So they are not able to just throw everything down and you know, and commit fully to selling on Amazon. And they notice that if they want to do it, then they have to have help. They cannot sit in front of the computer for five hours straight, you know, to find the good products they’re comparing and different suppliers doing competitor research and all that. So, they need VAs from day one to actually get this ball rolling.
So, we have those and we have, sellers that have already been selling for a year or two years. Three years have already developed the brand with several, uh, products, and they need VAs now in order to grow faster. And you know, they have already a lot of tests to give to their VAs.
We have big sellers who, you know, have thousands of SKUs and they need, you know, they need a big amount of VAs to their team, you know, they have a team just for customer service. They have another team. No, for PPC, they have another team for shipments and logistics.
So we have those as well, and we are working a lot also with agencies, you know that the our managing and several accounts. And they need the VAs, you know, for under every team of the there is a manager works together with them. So basically, I think we cover a wide range of sellers. It’s one of them has their own understanding of how why it’s important to delegate. But they all understand that this is the way that, you know, if they want to grow their business.
Tomer [00:20:51] Yeah, amazing. Amazing. And what is the structure that you have in the company? I guess that may be the beginning. You work, then manage everything. But now you’re on like developing new things like how are your day? Looks like you are talking with managers? What are the structure? I’m very curious to hear.
Gilad Freimann [00:21:09] Alright. So it’s a good question. I have to say that in the beginning, I always understood that the power of delegating tasks, so I always try to implement that in my own business, you know, so I could not come to sellers and say to them, Look, it’s not possible that you’re doing everything in your business. If you want to grow, you have to delegate to VAs. And in the same time, do everything on VAA which I knew from the beginning that they have to start, you know, create a team also four or four VAA staff.
So I had, first of all, a VA, you know, to help me with the training and which developed into a training department. So, we have now and the department is only, you know, in charge of training, the VA is creating more tutorials on the go. It’s not like we give. We give them some kind of video training from 2018 and say, OK, that’s the course that we built, you know, take it and this is your training.
And because otherwise, it would not mean anything to you. What you know, if I implement now things that they learned on, you know, 2015 or 16 as a seller, I would be, you know suspended within a day on an Amazon, you know.
Tomer [00:22:22] I can tell that you approached me and you actually wanted that really. The latest data and things that worked for sellers like myself to really help and train your guys there, which is really shows that you, you want to make sure that they’re on top of the game and then understand everything so that I can experience that.
Gilad Freimann [00:22:41] So that’s a part of you. Yeah, exactly. I mean, we have we bring experts from, you know, from outside and obviously we came to you as an expert then and we bring PPC experts and social media experts. So and we create our own training.
And so we have the training department we have for each, we have four big departments for sellers. We have the Amazon department, which is everything that you can think of one seller central like shipment plans and customer service and feedback reviews. And, you know, inventory levels are creating the listings, all that.
So that’s the Amazon department and we have the social media department. It’s more about creating brand awareness and Facebook, Instagram, Pinterest, and other work with influencers. Amazon posts. That’s the social media department. We have the PPC department. No need to, you know, to elaborate more on everything about Amazon PPC and we have creative, which is graphic designers and video editors know each department has their own department manager that we are working with.
We have one senior manager who is in charge of the operation of all the different departments. And I try to spend my time more on managing and, you know, working directly with two people.
One is the operational manager who’s in charge of all the departments getting their reports from them. Even though I meet every month with each department manager and it’s important for me to understand how things are going and I get reports from them daily. And I’m also working with my senior manager. Her name is which has been with me from the beginning. And, you know, five years now. And she was the first training manager that they hired, you know, instead of myself doing it.
And she’s in charge of working with the sellers and making sure that everything is OK. Adding VA’s, if you know, if needed, replacing VA’s, understanding why they want to replace if things do not go as planned. So, making sure that we learn from our mistakes and uh, and improve every time and I work with my wife, uh, you know, she’s in charge of, uh, both the training and the advertising and the US being on everywhere. And so, I work with her. Uh, also that’s, you know a show, a separate show of how to work with your wife.
Tomer [00:25:02] Uh, you’re like, if I would ask you to start from scratch again, would. Still work with your wife and decide to do it, you was very busy because I tried in my business to do that, then once I realized that’s not going to work.
Gilad Freimann [00:25:17] So yeah, I think we would still do it together. I would learn a lot from my from, you know, from mistakes that we did that in the beginning. We didn’t know how to separate tasks. Each one has their own things to, uh, to be in charge of and to develop in the business.
And so in the beginning, a lot of things, you know, we were doing it really together. And then, you know, once things start to grow, then you know, when you’re, creating your first product on Amazon, which was a camping hammock. So it was easy, you know, she was in charge of creating the box I was in charge of. So it was easy.
But you know, when you’re starting to grow as a seller and also when we started to develop VAA, then you know, you have to know how to work together. And if you don’t, then you know, that’s the way to do it. So I’m still I, you know, it’s important for me to be with somebody that, you know, most of my day, you know, it’s hard for me to, you know, to do something that without her completely most of the day, then come back home in the evening and you know, just discuss, you know, to be with her for two hours with each one doesn’t really know what the other one was doing. So for me, it was important. But yes, it is. It is very challenging also. Yes.
Tomer [00:26:27] That’s good. Nice. So what are what you will feel like the best? So tell me more about the process of after a client comes to you and you get them like, what are we to VA’s? What goes from there? Like, How is they communicate? The seller with the VA is like how it looks like day to day like operations.
Gilad Freimann [00:26:51] So I mean, first of all, when somebody comes to us and they have a phone call either with me or one of the managers, I try my best to have this meeting with me. Uh, still as long as I can, because it’s important for me to understand what they need to understand which type of VAs they would need to recommend. And from my experience of, you know, how many hours a day they should work with, then they should hire a VA. And if this is the right move for them sometimes, I recommend to them that it’s not right, you know?
So, I tell them, you’re not ready to hire a VA yet. Uh, but uh, you know, after they have this meeting with us, then we connect them with the department manager for a deeper understanding of, you know, what they need. So let’s say that they decided that they need a PPC VA.
So and the next step after finishing a bankruptcy, they will meet the then the PPC manager. And her job would be to go deeper into understanding the task there that, you know, how many products do you have, how many Asians, how many campaigns, how does it look at the moment? And in order to recommend you, what’s the best way to move forward? And then once this and the VA starts working with the seller, then the department will be in constant contact with the seller, making sure that everything is working correctly with phone calls and getting feedback from them.
Tomer [00:28:07] Once you actually like you said, you signed the VA, so once a new client comes in, you already have VA, is that they trained for the tasks or will you actually hire them after you’ve got the client?
Gilad Freimann [00:28:21] No, we always have VA’s available. It’s true that it takes us about two months until we finish from, you know, from the beginning of the funnel, like you said, until the end of the funnel. And when we have our VAs usually leaves us with about one to two percent of the VAs that started the process with us.
But, you know, so it takes time, but we do it constantly. We do it all the time. The recruitment department is always busy recruiting VA is the training department is always busy training new VAs. So the idea would be that once you reached a decision and you want to start working with the VA, then theoretically you can start tomorrow morning.
Usually, we choose a store that is about like a week or even up to 10 days in advance, but it’s more for you than for us. So you’ll have, you know, time to prepare things for their arrival with the aid of the VA. with our guidance to me, the department manager, to me, the VA herself a few days before. But yeah, we always have VAsavailable.
Tomer [00:29:14] OK, OK. So the VA starting and then they declined to communicate with them or how I would work.
Gilad Freimann [00:29:21] So after connection, you know, the department manager will do the connection between the seller and the VA will always be in the background to make sure that things are working correctly and that the VA is reporting on time and is showing up on time and making sure if you know, the level of training was according to the, you know, is satisfied to the seller. And once or there any need for any on specific issues.
And once you know everything is good, then the communication is between the seller and the VA directly. They communicate either with, you know, our guidance. We are there to help them, you know, to, you know, to expose them to tools, you know, such as asana or Trello, you know, and Slack.
All the all these options, not everybody knows about them. And we’re there to help with that how to work with the VAs. But at the same time, you know that the work is really between them. We’re not a part of the work itself. It’s not like they have to tell us. Hey, tell my VA, please, do you know to do this? They’re direct or indirect contact and there and it remains a secret between them.
Tomer [00:30:26] Okay, so once like the introduction was done and they started working together, every seller could have different processes and work and things that are different. But at the same time, I know that you. So basically the training department, it’s just to train new VAs. Not for the existing ones, right?
Gilad Freimann [00:30:46] Uh, not necessarily. I mean, there is the basic training that we give the VA. We have the syllabus of the basic training, but the training department is also in charge of, you know, and the standing always what’s new to going over old podcast and then going over a, you know, a different Facebook groups and understanding what people are talking about and listening.
You know, reading all the posts coming from Amazon, understanding where additional training are needed and then creating these training, either creating them themselves, you know, if they’re if the content is already available and these easy to understand, you know, some updates. A small update added on Amazon, the service, and the terms of service story.
Then you know, they will just report it, then make sure that all VAs are aware of it. And sometimes if it’s a more, you know, deeper training, like when we came to, you know, we decided that we want to make a deeper training on, you know what accounting and how to deal with numbers. And you know, how to do understand profits and help the sellers with the everyday work.
So we reach, you know, the training department and then my wife will reach out and there and get an expert to create this training. And then we’re making sure that we’re that the VAs will undergo this training not all VAs will undergo these extra trainings. It’s actually going to come from, uh, from the sellers.
We announced it in our newsletters. We announced that, OK, we’ve just created training about, you know, X or Y. If you’re interested that your VA will undergo this training, then you know a shout out and will make sure that this, uh, your VA will undergo this training is that it’s a free of charge as a part of our service. But, you know, not all VAs need to go undergo all the all possible training
Tomer [00:32:31] That it’s very very interesting and beautiful system that you build there. How many VAs you have right now? If I’m not wrong, it’s over 200 right now.
Gilad Freimann [00:32:40] About 200. About 200. Yeah, and we’re growing and it reached a very nice amount of, uh, you know, uh, 200 VAs. We’re working with approximately 120 cells. So we have cells that are working with several VAs and yeah, it’s actually, uh, it’s actually growing.
Tomer [00:33:03] Yeah. Nice. I wish I had more time to continue discussing and hearing all these stories about your business. I really enjoyed hearing about your story, and I’m sure the viewers, too.
And you know, for those of you that are looking for VAs and don’t want to really master the scale or going through like really a long curve of learning like I did and I work with the Filipino VAs now, I think that was like at least over ten years now. So it was really a long learning curve, then definitely contact Gilad. I will put his contact info below. But for those of you that want to contact you, how they can find more about you, Gilad.
Gilad Freimann [00:33:46] Well, either contact us by emailing [email protected] or just visit our website, the VAAPhilippines.com. And you know, and schedule a meeting. I would be happy, you know, to talk to the seller’s understanding their needs, understanding, you know, deciding together if this is the right move for them, if they’re ready to delegate. And if you know, if this is the situation, then doing everything in order to make it work.
Tomer [00:34:10] Yeah, thank you. Gilad was really nice to talk, I hope to see you. Gilad Freimann [00:34:14] Thanks for having me. Yeah. Or in Israel, right? Right. Take care.