I love the world and the opportunities in it.
It’s insane that I even get to play this game.
I’m not afraid of people anymore.
People are opportunities.
People are fun.
Everything I want in this world will come from people.
Lately, I’m naturally gravitating toward humans more than before.
In this new chapter, I even found myself watching a sales training.
Earlier, I couldn’t even muster the courage to think about talking.
I’d avoid interaction like it wasn’t part of the game.
Now I actively want it.
I want to interact.
I want valuable people in my life.
Because I see the structure now.
It’s all about humans.
At 22, I’m flipping the script completely.
All you need to be wealthy is high-quality people.
Be surrounded by people who carry terminal value.
If you stay close, you’ll end up with some too.
That’s just how the structure works.
This entire pull toward sales feels aligned.
It’s interesting.
Sales makes sense.
It fits.
And I’m seeing it show up everywhere.
For most people, being good at sales will help more than being good at marketing.
Because not many things even require marketing.
Marketing is built for scale.
Not every idea qualifies for that level.
But everything is a sale.
In a job interview, you’re selling yourself.
In a pitch, you’re selling your team and your vision.
In a courtroom, you’re selling innocence or guilt.
Every interaction has some form of persuasion baked in.
And if you break it down by count,
sales shows up more than anything else.
That’s why it might be one of the primary skills.
Because not everyone needs to market.
But everyone needs to sell.
Sales is a base layer skill.
Once you have it, a lot opens up.
If someone is good at sales, they’ll likely be able to do marketing.
But not the other way around.
Someone can build a marketing plan in theory.
But that doesn’t mean they can sell something directly.
The structure itself is tilted in favor of sales.
There are more roles, more space, more upside.
The design just benefits someone who knows how to sell.
For every marketer in a setup,
there are usually ten people handling sales.
That’s the balance needed to move things.
If you’re good at sales, you’ll know what actually caused the sale.
You’ll see it up close.
You’ll know the exact moment when the yes happened.
You’ll start spotting pain points without overthinking it.
That insight is useful for everything else.
Because once you know what’s actually causing the sale,
you’ll create better marketing campaigns.
You’ll know how to write for the right person.
You’ll make better ICPs.
You’ll build sharper targeting.
You’ll get the positioning right.
Because it shows you directly what made someone convert.
It becomes obvious what worked and what didn’t.
From there, you can make everything else stronger.
And this is where the business side kicks in.
Sales is close to the base of everything.
We already know the cost to make the product is there but what’s expensive is selling it.
And to make those sales cost-effective,
you need good sales volume.
You don’t fix that with just branding.
You need a system that converts.
There are a lot of companies that run without marketing.
But they still pull in revenue through strong sales.
The reverse is rare.
If there’s no sales engine, things fall apart.
In my research, I found something interesting.
Many companies spend only 20 to 30 percent of revenue on the product.
But 40 to 70 percent goes into marketing and sales.
That says a lot.
It’s cheaper to produce than it is to sell.
And if selling is the cost center,
you need to be good at sales to make marketing worth it.
Otherwise, that marketing spend gets wasted.
So the world has shifted.
It’s no longer about cost of building.
It’s about cost of creating a stronger pull.
That pull comes from understanding the real mechanics of a sale.
From knowing what made someone say yes.
From building systems that can repeat it.
Sales is at the center of that whole process.
That’s the part I’m seeing now.
And it’s making everything clearer.