From Community to Clarity: ConvoTrack’s Approach to Insights

In this episode of the Greenbook Podcast, host Lenny Murphy sits down with Tamanna Dhamija, Co-founder and CEO of Convosight and ConvoTrack, to explore the power of AI-driven video intelligence in modern brand building. From her investment banking roots to leading one of the most innovative platforms in consumer insights, Tamana shares her journey of curiosity, problem-solving, and purpose.

She explains how brands can extract real-time, unprompted insights from consumer-generated video content—and why this capability is reshaping how teams across marketing, insights, and even sales make decisions. The conversation touches on AI's role in accelerating action, the rise of one-person "AI-augmented" companies, and why democratizing data access might be the key to staying competitive. If you’re in market research, brand strategy, or digital innovation—don’t miss this one.

Key Discussion Points:

• How ConvoTrack uses AI to analyze video content for deep consumer insights
• The shift from static dashboards to real-time, conversational intelligence
• Why brand, insight, and AI teams need shared access to consumer data
• Tamanna’s journey from investment banking to insights entrepreneurship
• How human engagement and AI augmentation together power innovation

Resources & Links:

• ConvoTrack – AI-powered video intelligence platform
• Convosight – Community-led growth platform

You can reach out to Tamanna Dhamija on LinkedIn.

Many thanks to Tamanna Dhamija for being our guest. Thanks also to our production team and our editor at Big Bad Audio.

Transcript

Lenny: Hello everybody. It’s Lenny Murphy with another edition of the Greenbook Podcast. Thank you so much for taking time out of your day to spend it with us. And by us, I don’t mean my multiple personalities. I do mean that we actually have a real guest. And today I am joined by Tamanna Dhamija, the co-founder and CEO of Convosight and ConvoTrack Duration, Tamanna, welcome.

Tamanna: Thanks, Lenny. It’s great to be here.

Lenny: It’s great to have you. For our audience, we’ve been kind of playing schedule tag, trying to get this done, and my experience is, seems like the harder it is to pull it off, the better the result. So, I’m going to set that expectation right now that we’re just going to have a great conversation because it was such a pain in the butt to make it happen. So [laugh].

Tamanna: Thanks again, Lenny. And really appreciate, you know, all the back and forth and really, really excited to be here. I’m like, parked in a big room where it’s just me, and you can see the East River, maybe not in the background. So, we’re all set.

Lenny: All right. Good to go. Well, so you were a first-time speaker at IIEX EU, which you know, just happened. And before, you know, we started recording, you were talking about just what a great experience that was. So, why don’t we kind of use that as a framing for talk about your, kind of, origin story, what got you to IIEX EU, you in terms of, you know, the business that you’re building, and then we can go from there. So, give us that path, that trajectory. 

Tamanna: Sure. So, maybe I’ll just quickly talk about what we do. We’re a video intelligence platform, and what that means is we usually get all of the insights from a video so not just text and caption and metadata, but also what’s being spoken and all the visual aspects. With that, you know, that’s sort of our core capability, and imagine if that’s the capability, what a gold mine of insights and information it is for brand marketers, inside professionals, digital teams. Just today, there’s, like, an AI team signing up. So, that’s sort of what we’re doing and helping, really, decision makers within brands get access to information faster, which will enable them to make better and fast decisions, which we believe is the path to brand growth. So, that’s really what we’re doing in the world now, of course, with AI, you know that we can do, like, 100x more than we were initially planning to do, like, 12 months back. So, because of that, Lenny, and this is sort of an additional capability for us in what we were doing earlier, and I think we can touch upon that later, but we went to market about 12 months back, and with that, we realized that the best way to understand the pain points of who we are serving our ICP, the brand marketers insight professionals, is being at the best events globally, and IIEX came right on top.

Lenny: Aww.

Tamanna: Just to give you [laugh] some context, in the last six months, we’ve done eight physical events, you know, three in Southeast Asia, three in the US, two in Europe. So, we’ve really been all over. We’ve done small events, we’ve done the large ones, but really, like I was telling you, even before we started, one of the best ones, both in terms of the quality of speakers, the experience we had, and what we took away was this specific one in Amsterdam. And I was looking at the list just now, like, we were able to, like, meet over 30 people with meaningful conversations. So, thank you. 

Lenny: Very cool. Now, you’re on record, so we’re going to use that as a quote. So, thank you [laugh]. But well, so that’s interesting. Let’s actually we’re going to diverge just a little bit from the script because I think that what I am picking up—and you tell me if you agree—as AI accelerates an adoption and is changing so much of business processes, in general, the importance of human engagement, of face-to-face, I think, is actually increasing. And maybe that’s a trend that was already there just in the advent of the internet, but it feels different to me now, in this point in time. It feels a little more like we need to kind of robot-proof [laugh] some aspects of our lives, and in physically talking to people just feels more important. What do you think? Is that just me, kind of, projecting out my own biases, or are you experiencing that? 

Tamanna: It’s a really interesting question. And you know, as I’m thinking about it, I think I would break it into, like, two parts. I don’t think it’s—physical meeting is always important. So, I’ll take an example. I think individual adoption of AI, I think that, it’s just so simple, it’s just so easy, it’s just such a no-brainer, that individuals can just, you know, 10x, right, whatever they were doing, just by using AI in day-to-day. And for that, I don’t think someone has to tell me or explain to me or meet me physically, right? And like, I mean, just the number of young entrepreneurs that we’re seeing right? My son is, like, ten-and-a-half, and he’s pseudo—like, he almost built an app last week himself, right? I vibe-coded—

Lenny: Vibe coding?

Tamanna: Yes. 

Lenny: Yeah. Using, like, Loveable or something?

Tamanna: Yeah.

Lenny: It’s crazy, yeah.

Tamanna: Right. I vibe-coded, like, an entire revenue-tracking app would with, like—I think I spent eight, nine hours on it, and the first versions, like, we’re already thinking of replacing Salesforce. It’s unreal. It’s unreal. And the only coding I’ve done in my life is, like, many years back when I was in an investment bank, I used to code with, like, MATLAB. And so, this is unreal, right, individual adoption. But where I do think physical meeting is very important is with enterprises where there’s behavior change that needs to happen for large groups of people for it to be successful because you’ll always find early adopters, right, who will embrace a new, whatever, tool, or, you know, a new way of doing something, but then until everyone else also doesn’t onboard on it, you cannot see a meaningful shift. So, it’s really interesting that I do think for large organizations, you know, enterprises or groups of people, when they need to get onboarded, like, I feel a physical meeting is very, very important because just understanding the implications because we’re changing the way we’re doing things, we’re like, unlearning and learning at such a fast pace. So yeah, and we… I’m really glad we thought of this in January, and that’s when we were like, all out. We went all out, signing up for events, meeting people, and it’s fascinating. Just in these six months, I’ve seen how people’s perspectives have shifted, how open they are. I feel like the curiosity has gone up because there’s no other way now than to be curious, right? And there’s no way I would be able to capture all that until we go and meet people. So, yeah, that’s a really interesting observation.

Lenny: Well, now I’m going to throw another one at you that maybe it’s a spurious correlation, maybe it’s not, but I know your background is you started, you know, in investment banking, right, and then you began this entrepreneurial journey, and you wind up [laugh] here in, you know, the insights analytics space. So, speaking of curiosity and pace of change, is there a connection there? If you think about your own journey, kind of, tell us how that got us here because I suspect there’s something there.

Tamanna: So, yes. I think I’m not just curious. I think I want to, like, get things done after being curious about something, so I really have this urge to solve problems. I think that’s the bigger thing. So, I’ll keep iterating and iterating until I can solve a problem, and kind of, if you look at my background, I think that’s what I’ve done. So yes, I was in investments. You know, I used to manage money for GM, and even that was a pretty chance, like, I stepped on it because I was very curious about, like, you know, investments and trading, and how do you trade, and just fundamental investing. And so, I just, yeah, like, you know, I got onto that. I did that for a number of years, and I used to do that with a lot of pride because this was a pension fund. GM is the largest pension fund, so I used to, like, feel very good about what I’m doing because I’m adding money to pensioners, like, you know, so there’s always that sense of purpose also. And that’s actually where I was coding in MATLAB, and I was building all these models on Bloomberg. And again, I think what really sticks out at me now, when I look back, is that I was finding these small, small areas or gaps in the whole fund management process, and trying to solve them by, like, building a small tool or doing something differently. And you know, I can only, like, look backwards now and appreciate that, but yes. So, from then, how did I get on to doing this? I think it was when I became a mom, I was very curious about, like, having a child is, like, the biggest, I don’t want to compare it to a startup, but like, the biggest thing you’ll ever build in your life.

Lenny: Absolutely. Father of five. I’m right there with you. I got it [laugh].

Tamanna: Oh, wow.

Lenny: Yeah. So.

Tamanna: Yeah. Okay, yeah. So, that’s kind of where, like that curiosity started, that you know, how does it all happen, and how do we crack the code and try to do something better for moms. And that naturally led me to communities, online communities, where moms meet each other, get so much support. I had my own issues where I, you know, I suddenly joined communities. Before that, I wasn’t even a part of one online community, and then, you know, I felt like that’s my best, sort of, aid for parenting. So, that’s when I felt like it’s time to solve this problem of, you know, building better communities. And so, that’s how the journey started. I was in US, but I moved back to India, and what we built initially was, you know, we built a framework to scale communities. We then started helping brands to get insights from communities and also provide better information and education to mothers in communities. So, it all started very niche parenting communities. And I also moved back to India because I felt the need gap and opportunities much bigger there. But again, really interesting because we weren’t at that point, I didn’t know how we evolve and what we’ll be doing today, but now, when I look back, you know, we grew up on massive amounts of information, conversation on communities, getting insights from those, and that was sort of the foundation. So yeah.

Lenny: Okay, so now that’s just so interesting because I think about so many similar stories in the industry of entrepreneurs who enter not because they have some methodological grounding or focus on research, et cetera, et cetera, and so they’re trying to solve some other issue, usually outside of this space, and realized the uniqueness of their approach because they weren’t bound by orthodoxy, right, instead trying to do something that made sense based upon their context, and that’s been a real path to success. So, would you agree that’s been a piece of that you weren’t stuck thinking about what an online market research online community looks like and does. Instead, you kind of backed into it from the problem versus the solution on the front end. 

Tamanna: Yeah, yeah. No, completely. And I always say, I think there’s a very childlike view, then, of the world because there is no, sort of, you know, bias or conditioning, like, just so obsessed with solving the problem that sometimes I feel like I ask such basic questions. And not just me, right? The team, like, we have such a different, like, glasses through which we’re viewing that same problem set. Like, even now, right, with video analytics. Like, I’m sometimes, like, quite amazed that, how did we think—like, I’m sure other people are doing it in some way, shape or form, but like, we were, like, let’s nail this. Like, just being able to solve this will change the trajectory. So, it’s that obsessive kind of approach to solving, solving, you know, a problem with no sort of biases or preconditioning or… so yeah.

Lenny: Now, how did your background in finance help inform that? Was there, I would assume already kind of an analytical mindset that maybe helped you zero in on pain points more than another context?

Tamanna: Sure, I think that’s an interesting question, specifically from finance and the work that I did. I think initially when we started building models because, like, you know, conversations and communities are very, you know, detailed and rich. Like, imagine in a subreddit when people are talking to each other. My God, is like, you know, it’s like… it’s almost like real life, right? Like, it’s like you’re having a conversation. So, our initial models, which were very kind of, you know, bespoke, just excel models, and how we were extracting information, what is the pain point, and you know, what is the demand space, whatever, all of that, I think in that modeling, the prior experience helped, but from an analytical standpoint, I mean, I think it goes beyond just finance. It’s just your approach on how you try to decode problems and try to think of simple solutions. So, I think that goes beyond finance. I think it’s just how that you, kind of, grow up and see the world, yeah. But specifically, I think on that initial modeling, I’m grateful I had that experience before of building some models and looking at large amounts of data.

Lenny: Sure. Right, well, and certainly, you know, the data itself, to look for the patterns in the trends is a little bit different, especially dealing with video, right? By its very nature, it’s more subjective—

Tamanna: Yeah. 

Lenny: Qualitative. So, yeah, it is—although I used to think myself more as a quant kind of guy, and I’ve realized that I’m much more of a qual kind of guy. The older I get, the more I rely on things like intuition, empathy, you know, looking—that’s why I find the needles in the haystack is more in the messy just feed of life, more so than the very structured, kind of, numeric aspect of things.

Tamanna: Yeah. Yeah, and that’s interesting, right? Because I didn’t know what quant/qual is. I mean, of course I knew what quant is, right, just because it was all data. But even then, whether it’s finance, whether it’s insights, I think it’s always together. Like, we have this, you know, the way that we bucket things, there’s quant and there’s qual and there’s—I think qual has a lot of quant backing in our head, right? Our intuition is also data-backed, right? And data is also—so, I think it kind of goes hand-in-hand, and more people are realizing that now, which is why they’re looking at things holistically. It’s not either or, it’s together. And all of us have, you know, maybe data gives us more confidence. So yes, I’m going to do, like, the data first, and then try to find, like, you know, the qual aspects or examples to back it or contextualize it. Or I may want to first—but it’s interesting. Initially, I was like, why is it, like, either or everyone’s like, hey, what’s the approach? And like, again, that comes from not having that background, right? So, there was [laugh]—yeah.

Lenny: Right? Well, and to go back to your AI comment, it certainly—so I always looked at the issue of, what was the barrier of doing qual at scale? Well, it was simply background technology, right? Data analysis, fundamentally, was the issue because we knew for 20 years that you could talk to a thousand people on video, and the pain the butt was dealing with the actual data and to make that usable, and AI was the unlock for that. So, I would agree with you. I think it’s an artificial dichotomy at this point of quant and qual; it’s simply methodologically, right, it’s the type of information that we can gain. Is it conversational, or is it structured, you know, effectively; pre-structured from a survey standpoint. But AI now allows us to do any of it at scale with the same level of efficiency, and that is amazing. Although, to go back to the point we both made, I’m curious on your take, as clients are adopting your solutions, are you finding them kind of lean into that same idea, right? There’s not a barrier anymore in terms of scalability of information; instead, it’s about the applicability of trying to find, leaning into that human element to understand the real insight, not necessarily the trend or the pattern or the percentages, but really finding, in the messiness of just humanity, of the thing that differentiates and drives business value by the nature of the methodology of the community of the video, is that happening? 

Tamanna: Yeah, so it’s a good question. I’ll tell you what we’re seeing. I think if I were to zoom out a little bit, like, even from your question, I think what we’re seeing is that, you know, the world was structured a certain way, right, and sort of before AI, and before video, really, right? Like, it’s almost like, a few years back, the number of questions that a brand manager had, or, you know, an insights manager had were, I don’t know, a few a day. Could be five, could be ten today. I feel like they have 50 questions.

Lenny: Sure. 

Tamanna: Right? And the reason for that is this massive, sort of mass migration of people to video-first, platforms, just online-first, and then, within online, what do we do? We consume content. We create content. Okay? What kind of content? 80% of it is video. That’s just how—so the biggest, more than even AI, I think it’s this consumer behavior shift which has happened, right, like, five to seven hours, whether I’m spending that time on X or Substack or LinkedIn or wherever, or on Instagram or TikTok, but that’s just the reality, right? That’s just where I am hanging out. And I think that’s the biggest shift that has happened in the last, you know, three to five years. It’s that inflection due to which the number of questions has gone up, due to which we see way more brands now, right? The competition has gone up because it’s much faster to get access to consumers, educate them, get your first set of sales, right? Like, talk about a category which has not seen, like, so many startups, like, you know, whether it’s beauty or food or—so, I think all of this has really, like, the job today of a brand or an insights manager is, like, ten times more difficult, just because there’s so much information from consumers, there’s so much more competition. So, with that in mind, I think the bigger thing now is, you know, earlier, like, insights and brand teams, like, it’s still silos, right? Like insights team, sort of, services, the brand team internally uses tools, you know, agencies, tries to answer questions in a few days or weeks, and that’s just not going to work now, just because the pace of change is so fast. So, it’s better to be 70, 80% correct, but get access to right information, like you said, the depth of insights much faster so that they can really take the right decisions.

Lenny: Yeah, well, and because we can iterate now, right? So, it used to be, because of the time and the cost, et cetera, et cetera, you needed optimal accuracy because it was going to be 90 days before you could do it again, right, or whatever the case may be.

Tamanna: Yes.

Lenny: So, but—

Tamanna: Or like, once a year, right, right?

Lenny: Right, right. Once a year.

Tamanna: That’s because consumers were sitting in front in a room most of the time, right? Or, like, in front of a TV. And now it’s—you know, all the information about them you can—there’s, like, real time, right? You can get access to real-time information even just by seeing what they’re doing passively or actively. And all that information is hidden in their actions and in that content. And most of that content is video. And the bigger thing is, if you don’t get access to it fast enough—and I’m telling you this after, like—you know, so we’ve gone through several iterations on the product also, and I used to think people love using, like, there’s all the, you know, these listening platforms, and either there’s this, like, dashboards or there’s PowerPoints. Those are the two ways of getting answers, right? [unintelligible 00:23:30] okay, so there’s, like, really, you know, there’s big companies, right, there’s all these dashboards with, like, data visualization and all kinds of charts and booleans and all that. Okay, great. So, there must be, like, magic happening based on that information, right? And it does happen. It’s just that it’s not good enough now. Now, I just have a question. Like, I need to know that, what is that new matcha lipstick that’s going crazy, right, where I’m seeing all posts around it? Like, what is Olipop doing? What is the microbiomes, and what’s going on, right? And—

Lenny: And where did Olipop even come from, right? I mean, [laugh] my kids started bring it, it was like, what is this? Where’d this come from? So, anyway yeah.

Tamanna: It’s just hard to keep up, right? So, the point that I’m making is so as we went through, right, so, of course, there’s dashboards. First thing, we were like, we’re not data visualization. That’s just an interim step, right? We need to get to, like, how do you answer that question? So, where did all Olipop come from—actually, I’m going to use that question. Like, that’s a good one. I have, we have a demo scheduled with the Social Intelligence Lab. I’m going to use it two days later. Where did it come from, and why did it come? And if that question can be answered from all this data, social data, consumer data, like, first of all, can it be answered? Yes. In how long? If you probably spend, like, a few minutes navigating, asking the right questions, like, how you interact with ChatGPT, you’d be able to see that when is it that this whole thing on, you know, probiotics and gut health started increasing? When is it that, like, you know, those supplements first started going up, and then, when is it that, you know, the first, sort of, experiments were done? And like, it’s really interesting how you will be able to answer any—and who’s drinking Olipop now? And, by the way, who are the people who are not liking it, and what’s the downside, right? And what’s the regulatory challenges if another category takes on the same approach to having prebiotics and like other products. So, that’s the speed, Lenny, just wasn’t there before. Before to do this, you’d commission, like, a three-month, six-month study, or you’d go just looking for mentions on Twitter. That’s not going to give me anything. So that’s, like, I’m just saying that was the fundamental shift, you know, in behavior, in possibilities, and that’s what we’re trying to solve, that ask any question and get answers, then… yeah.

Lenny: It’s such an interesting point. And I don’t think I had thought about it until just now, so thank you for this conversation. You know, we saw pretty quickly in 2020 that, oh, our norms regarding benchmarks, et cetera, et cetera for predicting consumer behavior are no longer applicable. That was pretty clear by [laugh] may. Doesn’t matter how people used to do things; it’s different now. And I think that there’s, to your point, we have this normalcy bias of, well, it’ll just switch back, right? We’ll get back to where everything is slow and predictable, and my gut kept telling me no, that we are on a long-tail Moore’s law, now, trajectory of changing behavior because just everything’s different, now. And I would argue Olipop is an example. Who thought prebiotic, you know, soft drinks would have been a thing, even at—maybe it was a year ago, but I noticed about six months ago myself. And those changes, it’s not just that specific category, but it’s what does that indicate about how humans are prioritizing things, right? And there’s this ongoing shift in how we culturally, behaviorally, socially, continue to evolve, so staying engaged in real time with solutions like Convosight ConvoTrack are more important now than ever because we can’t assume that six months—a truth of six months ago is not necessarily a truth today. Which, I know social scientists would say, “Oh no, no, no.” Sorry, I’m going to challenge that. If you think that we are in this static world anymore, we are not. It is just all things are on the table, so we must engage in an ongoing basis with populations to be able to understand what the dynamics of these changes are. What do you think? Am I projecting out my own biases or is that what you’re capturing from your clients, like, they realize we got to stay connected all the time now?

Tamanna: Yeah, no, it’s definitely the latter. So, when we were just working on community insights and helping, sort of, brands market into communities, it’s kind of funny, we used to give insights as a part of the whole marketing solution, like, you know, just as a value add, and it’s interesting, the reason we had the marketing business going was because of insights. There was so much curiosity to understand what are people talking… it’s like, you know, your brand is defined by what people say about you when you’re not in the room, and that was… like, it was such a huge need for brands, brand managers, to understand that, you know, what are people saying? Like, what are the other things they’re talking about? Like, you know, what are the brands that are organically featuring into, you know? And when we started working on video, this was one of the inputs, right? Like, just the number of questions we used to get about, give us more insights, like, real insights from consumers, which are unprompted, unbiased, like, just real intel on what are they thinking? What is the next thing that they’re thinking? Who is our brand being compared to? Why do they even use us? Like, it felt like there’s such a dearth of information, despite there being so much out there, right? And that was, I used to keep thinking, why is that the case, right? There’s internal teams, there’s so much out there to help answer these questions. So, you’re absolutely right. That's just the amount of informa—like, the number of questions, and you’re right, like, having access to those answers really, like, right now, like, tell me right now. Like, you know, what’s going on with an onion shampoo, right, in a country? Like, what’s with onion in hair, suddenly? How come that’s taken over?

Lenny: Oh, that’s a new one. What—so that’s a—[laugh]— Okay.

Tamanna: Yeah. Oh, yeah. Or, like, you know, even in spaces which are, like, pretty hard to break into, like, toddler nutrition, infant nutrition, like, you know, the established players, like, why are, like, these New Age brands coming in and suddenly, like, taking over? Like, what is it, right? Because these are very regulated spaces, and you can not just go and launch a product. But that’s the thing, that today, it’s so easy to launch a product and get in front of the first set of customers and start educating them, making claims. And these are smarter customers who understand what a prebiotic is. I mean, few years back, all we knew was—

Lenny: Probiotic.

Tamanna: Yeah, probiotic. And we used to link it to just, like, you know, like, just like, even, like, digestion, like, even gut health as a term, like, now a six-year-old will talk about it. Like, everyone knows what gut health is. And so, yes, I think that is what will make or break even large, largest brands that we see around us today. And this is something I’ve heard from them, from their leadership, that like, you know, we’ve built these massive brands on the back of distribution and [intel 00:31:51], but now it’s about embracing the right timely information and making fast decisions, experiments so that we can keep up, otherwise… so, yeah. And which is why, right, that’s where all of our head is at. Like, we want to make sure that this information is democratized in an org, right, across, like—so like, for example, Unilever is one of our partners, and we work with them in multiple, you know, countries, multiple teams. It’s just amazing to see that the adoption is beyond insight teams, beyond brand teams, to certain central team, like, a digital team. They have an AI team, like an AI hub, right? That team is u—so it’s like, we have to democratize this information so that humans are not the bottleneck. Humans can make it better and come and discuss, but everybody should have access to information so that they’re able to make those right calls and decisions timely. So.

Lenny: Yeah, it’s just really interesting, earlier we were talking about behavior change, right, and just recently, there’s been lots of discussion, the stuff out in the zeitgeist, right, on the weight of inertia slow down institutional change and adoption of everything, right, particularly AI, and the implications of what it can do, and I would have said, six months ago, hell, even a month ago, I would have said, yeah, that’s, like, two years out, three years out for specific things. It very, very much, like, I don’t know, I think it’s going to be tomorrow, you know [laugh]? It feels as if the barriers of change from an institutional processes standpoint are degrading rapidly and that there is more from a client-side standpoint organizationally to say, we have to do these things now. We have to embrace these. We’re not going to have it all figured out, and there’s no way to because tomorrow, literally, there will be a new capability that wasn’t available today. So, that process transformation is well underway, even if it is not widely distributed. And there are still some barriers to change, Luddites like me, who you know, I’m still resisting some things from a behavioral standpoint, but that’s now marginal. That’s not the tip of the spear. Is that what you’re experiencing, or are you—you know, you’re the one that’s out there pushing change with new capabilities? Is that an accurate read or do you think that there’s still some kind of old fuddy-duddyness of folks like me that are like, “But wait, how does this work?” Right?

Tamanna: I’ll actually take an example, right? Like, if you say folks like you—although I’m sure that’s not the case, right—but if you find out that your podcast views are going down, you know, if you just find that suddenly, you know, it’s not the same, and that’s because of, you know, like… something like, there’s other podcasts that are coming up that are able to get in front of, you know, your target listeners much faster, better, you know, they’re able to, like, just do better, whatever, like, marketing, right, or just the experience because they’re using some AI, I mean, that realization will be a day and night. Like, tomorrow, you’ll get up a different person, right? And the point that I’m trying to make is, it’s not a good-to-have, now. It’s happened already. So, when we’re losing market shares to competitors, like, to brands that were just launched six months back, right, and granted, they have some funding, and they might be burning money, but they’re, like, legit taking market share from these large brands, right? When I’m like, when I’m competing for those ten seconds of attention, when I know that things that were working before I mean, it’s just, it’s impacting my top line, bottom line, everything, right? And plus, there’s other things happening in the world, which—so that is the trigger for change. There’s no need for push. There’s no push. Everyone realizes. Having said that, is it hard to do? Yes. It’s hard to do because, again, there’s groups of people like, I said, I may adopt something, like, I just took an example, right? I vibe-coded this revenue-tracking app, and while it was me, it was the fastest, right? I coded it, I did it. The minute, then, I gave it to the team to start using it, it’s taken two weeks.

Lenny: [laugh].

Tamanna: Even in a start-up. You know what I mean? Just because—so the minute there’s, like, groups of people that need to be onboarded, and then there’s a change, that’s when—that’s just how—if a group of people have to be onboarded to anything, it’ll take time. But I don’t think it’s about pushing that, hey, we need this. You know, gone are the days of, hey, okay, give me this answer, like, in two weeks or four weeks. In four weeks, you know, before you know, like, someone else would have already done something. So, I think it’s just now figuring out. And a lot of enterprises everyone’s doing POCs now. We see everyone in, like, this, AI POC. Especially in enterprises, that’s what’s going on. There’s a POC budget, and there’s all that. And I think we’re growing up. It’s like that toddler is now becoming an adult, right? We’re going to get it to the legit AI phase where it’ll be outside the POC, sort of, zone, and there will be AI champions. And I think the only thing is that people should not be worried. Like, I see some concern about people being worried about losing their jobs. I think that’s probably some resistance out there. 

Lenny: Well, and you know, there’s some—what I’ve been thinking about is—and this has been true forever, right—if it can be automated, it will be automated. And we certainly saw that, you know, with manufacturing and, you know, all of those type of things, and now we’ve increasingly seen that more in the kind of knowledge worker category, whatever it may be. And if your job is process-oriented, the process is going to be automated. It just is. And that’s a good thing, theoretically, unless your only skill-set is the specific task in that automation process. But that—you know here in the US, the—it was a tall tale… oh, I forget the name, but the guy versus the steam engine right of who could put down railroad ties fastest. It’s a great story, and I forget the name of it. But anyway, this goes back hundreds of years, this idea that technology will usurp specific tasks. However, that should free us up to do things that are more impactful and more interesting, and I think that—my guess is, that that’s certainly what you’re experiencing.

Tamanna: Yeah. And I’m going to say something very… I don’t know if it’s—I don’t know how this will land. This is way beyond automation. This is way beyond task automation. This is the—

Lenny: Sure. 

Tamanna: —so I’ll tell you something I said the other day. I was talking to a group of people, and it’s like, “The population of the world is now not 8 billion, it’s 80 billion.” This is just, like, we have so many more humans at our disposal. That’s why you’re seeing solo entrepreneurs, like, right, who will be building scaling companies just one man army is just because that AI, it could be one person that’s helping you; it could be ten people. How you use it is up to you. So, this is, it’s not automation. It’s actually now, there’s infinite number of humans. And I don’t—[laugh] we can edit this out or not, but this is just—

Lenny: No, no—

Tamanna: How, like, really, that’s my—that’s the good part, and that’s the scary part, but really, let’s focus on the good part, that if I have so many humans who can really, I can build their brains, I can have them support me, do my thing, then imagine the magic? Like, there’s no problem in the world that cannot be solved, right, and we’re just trying to first get through insights, and then we’ll—

Lenny: I get that.

Tamanna: —right?

Lenny: Yeah. No, that’s a cool—

Tamanna: It’s humans, right? That’s what it is. Because you talk to it like that, it’s fascinating. It’s fascinating the kind of—because it has a brain, right?

Lenny: Right. Right.

Tamanna: And it’s, like, you know how a child grows up, and then the brain, there’s conditioning, and there’s information it takes, so the more you talk, the better you talk, they grow from—

Lenny: The more neural connections are being made, and—yes.

Tamanna: Exactly. Yes. [unintelligible 00:42:03] that, right? And now, Lenny, if you think of that, now tomorrow, when you get up, you’ll be like, oh, wow, I have a team of ten. Now, what can I do with my podcast? So, I’m just saying, that’s the mindset shift at an individual, at an enterprise, you know, in the world. But I know it’s scary [laugh] when I say that, so—

Lenny: No, it’s very interesting. There’s an economist slash diplomat, strategist I follow, Pippa Malmgren, and she posted this weekend about—it’s on her Substack—on the age of abundance, when everything is free. As the marginal cost of compute power decreases, as energy decreased, you know, all these marginal costs decrease, how—the abundance that creates. And it was a breath of fresh air. I’m not sure that I believe it, but I appreciated the perspective that, you know, because so often the conversation is, wait, this is limiting, right? These changes could lead to some dystopian hellscape future. And sure, I could see that. It may dumb us down where we wind up, like, the Wall-E future—I know you have kids, so I assume you’ve seen the movie Wall-E—and this was the different perspective of, well, no, the smart money actually is, to your point, the amplification of all of the good and the intelligence and the capability and the imagination and the intuition and all of those things, the creativity, leads us to the possibility of finally being free from drudgery to instead focus on, as a species, being our utmost potential overall. And that that future, isn’t some far-off utopian fantasy; that that actually is just as viable in our lifetimes, right, as current adults, [laugh] you know, as anything else. So, it was a much-needed way to think about it, and I appreciate you kind of echoing that concept. Oh, I want to be conscious of time. I think you and I can chat for a long time, Tamanna, and I hope this is not the last time. I’ve really, really enjoyed this conversation. And I love it when the first time speaking to somebody that you just—it’s like vibe coding, right? So we’re—[laugh].

Tamanna: Yes. It’s vibe coding. It’s what vibe coding is. That’s where the term vibe came from—

Lenny: Yeah.

Tamanna: Because you vibe with it. Like, you’re like—my God, the way that I can talk to this, you know, platform, and yeah. So, yeah no, it doesn’t feel like the first time that we’re talking. And again, I really appreciate it because you made it, like, first, just going back and forth, and you made me so comfortable when I joined, even before the podcast. That always helps because, you know, it’s the first time, and we’re on the stage [laugh].

Lenny: Well, thank you. I appreciate that. I’m glad that… I’m glad that I have some redeeming qualities. Is there anything that you want to make sure that our listeners hear? Because we haven’t really talked that much about Convosight and ConvoTrack [laugh]. So, now is your time to share anything for folks who want to check you out. Please do. This is your shameless plug opportunity. Please do that.

Tamanna: [laugh]. So, I would just say, of course, our, you know, convotrack.ai, just, you know, you go there, and whatever I’ve been saying, you’ll find it there. Right now, we’re just on one mission: to have information accessible almost in real time, you know? And I know my CTO is going to be listening to this, so ‘almost’ in real time.

Lenny: Almost [laugh].

Tamanna: Yeah. Which means in a matter of minutes, right? It could be a very simple question. It could be a very complex question. You should not have to go through, you know, weeks and months and hundreds of dashboards and agencies to get to the answer. Our human intellect should be used to really then take those decisions, iterate and move fast. And really happy to chat with anyone who can help us get on our mission, you know, build even faster. I want to democratize this to the world so this problem is solved. It’s an easy problem to solve, and really it’s as simple as just, you know, asking questions, understanding consumers, just acting, learning, iterating. And we work with a lot of partners. I already said that, but just one example from Unilever, for one of their beauty brands, they’ve changed, sort of, the trajectory of the brand, right, which is reflecting in not just the numbers, the sales numbers, but like Google search trends are reversed, right, intent signals, all of that, by ramping up their influencer programs to, like, a few a thousand influencers a month. That entire program, from consumer insight to, you know, picking the right creators to then going out, what do they talk, how are they measuring, all of that has become, like, a piece of cake with just the, you know, the tech in the background. So yeah, that's the mission that we’re on. And it’s not just for insight teams. I genuinely think it’s for literally anyone and everyone. Like, why should sales team not have access to this while out, you know, on the field? And, hey, why is this shelf space taken by another brand? Help me answer, right? Like, so it’s really that democratizing access to information. So.

Lenny: I love that. Where can people find you personally?

Tamanna: So, my LinkedIn. You know you can find me on LinkedIn, Tamanna Dhamija, and my email is [email protected]. Yeah, and I would love to hear from anyone who’s interested to talk or to help us, or if we can help them because we’re just getting started.

Lenny: Well, I hope that we reconnect soon to hear about your world domination plans because something tells me that I think you’re going to pull it off. I’m not going to bet against you. So, I thank you so much, I really do. This has been a great conversation. I hope that we do it again. Any last words before we wrap up?

Tamanna: No. Let’s just go. I mean, there’s infinite resources at our disposal now, so I think I’m just getting started. We all are. So, super excited for what lays ahead, and just keep building. I want to keep building. I want to keep adding value. Do a lot of good things in the world, but really, Lenny, it was so nice speaking to you. Now, this is something a vibe-coding platform cannot do.

Lenny: [laugh]. That’s true.

Tamanna: Maybe in a few months, there’ll be Lenny’s clones. [crosstalk 00:49:07]

Lenny: God, God, help us all. I mean, that’s like—you just terrified me, so [laugh].

Tamanna: [laugh]. I know. I’m sorry. It could be same for me, right?

Lenny: That’s cooler than more Lennys, I promise you, so [laugh]. Tamanna, thank you. Listeners, thank you. I really appreciate you giving us the excuse to talk so on a purely selfish level. I want to give a big shout out to Brigette, our producer, who keeps all the balls in the air, to Big Bad Audio, our audio wizards who make things sound better, and most of all, thank you to our listeners for being here. That’s it for this edition of the Greenbook Podcast. Bye-bye.