After years of wondering how to scale his business, Eric is launching Eric AI!
Eric is passionate about coaching and mentoring owners, solopreneurs, and professionals across the meetings and events industry. Eric AI is a business mentor platform built from Eric’s experience, methodology, and decision-making process, making his mentoring available 24/7 in 77 languages. Stay tuned as he shares how the platform was created, what sets it apart from other AI tools, and how it asks thoughtful questions, offers guidance, and helps business owners move forward.
Eric AI
Eric AI allows you to work with Eric 24/7, in 77 languages. Built from Eric’s personal knowledge, experience, methodology, and coaching style, it gives you access to his business mentoring whenever you need it.
How Eric AI Was Created
The platform was developed by uploading everything Eric has written, recorded, and taught throughout his career. It was then refined through an extensive onboarding process that captured how he approaches different situations, the questions he asks, the methodologies he uses, and his communication style.
Authentic Human Wisdom
Eric explains that the platform is designed to capture and scale authentic human wisdom. Rather than simply generating answers, it is designed to reflect Eric’s own voice, methodology, and decision-making process.
Finding New Clients
If you want to find new clients, focus on building trust and visibility through consistent action. Reconnect with past clients, ask for referrals, and create opportunities to add value rather than relying solely on cold outreach.
Be Where Your Clients Are
You need to be present where your clients spend their time, both at industry events and in the digital spaces they use. Being visible, credible, and memorable makes it easier for opportunities and introductions to happen.
Board Decisions
If a board keeps postponing decisions, provide a clear framework that defines the options, the impact of each choice, and the cost of delaying action. Making the consequences of inaction visible helps move discussions forward. Boards should be encouraged to make their decisions by the end of the meeting, even if that decision is “no” or “not now.” Setting boundaries helps to avoid endless debates.
Asking the Right Questions
Eric AI does more than provide answers. It guides you by asking questions that help you think through your own situation and determine the best way forward.
Difficult Questions
Because your conversations remain confidential, you can ask Eric AI sensitive business or workplace questions you might not want to raise with anyone else.
Focus on What You Can Control
When work relationships become difficult, concentrate on the things you can influence. Honest, non-confrontational conversations can help rebuild trust while allowing you to better understand the other person’s perspective.
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“I was always wondering how I can scale myself. Well, that’s it. It’s Eric AI. It’s me, really me. And you can work with me 24/7 in 77 languages.”
Eric Rozenberg
Full transcript of episode 330 of The Business of Meetings podcast, a solo episode with Eric Rozenberg. Lightly edited for readability.
Hello and welcome to a new episode of The Business of Meetings podcast. Today is a very special day, because as I record, we are launching Eric AI. What is that? Well, for those who know me, I love coaching people, mentoring people in the meetings and events industry: business owners, solopreneurs, and also people working in any organization in our industry. And I was always wondering how I can scale myself. Well, that’s it. It’s Eric AI. It’s me, really me. And you can work with me 24/7 in 77 languages. And instead of telling you how great it is, I just want to show you. So I’m going to do two things. First, I’m going to tell you a little bit about how this platform came about and how Eric AI was born. And then we’re going to take three questions, and see what Eric AI says about those questions. Fair?
Okay. So, how did it come about? Well, it’s really the serendipity of life. About a year ago, I had a friend who was coming for dinner, and he said, “I have another friend visiting.” I said, “Okay, bring your friend.” And so here we are at home, three couples. We start talking, and at the end of the dinner, the person I had never met before, we start engaging, and he was telling me how he was a pioneer when the internet became a commercial application, and provided internet access to many countries. And then he went into data, and then he went into cybersecurity, and he’s now working in AI, and has this platform called Marga.ai. And I was like, you mean that one day, it is possible that I can scale myself? He said, “Absolutely. And you can do that in 77 languages.” And my first reaction was to laugh and to say, “Yeah, right. Star Wars, episode 15. In 10 years, maybe.” He said, “No, no, no. That’s what I’m doing today.” And I was like, “What?”
And so we start talking, and one thing leading to another, we have uploaded absolutely everything I have written, I have done, I have recorded in my career. But that was the first part, the more generic content, if you want. The secret sauce, and why this is absolutely unique and completely amazing, is actually the onboarding process, where, for about two and a half months, I started answering their questions about: how do I react in this situation? What do I say in this situation? What are the quotes I like, the authors I like? What are the methodologies I’m using? What is my style, whether it’s more formal, more informal? And so forth and so on. And at the end of the day, the results are absolutely spectacular.
So, what is Marga, the people that I’m partnering with? It’s the world’s first platform for capturing, protecting, and scaling authentic human wisdom. And that’s, I think, where it’s absolutely different from anything that exists today in the industry and in the market. Well, here’s what the press release is saying. I’m just going to read two paragraphs to you, because I could not say it better than that.
“While most AI companies generate intelligence, Marga preserves judgment. We partner exclusively with the world’s most trusted thinkers, leaders, and teachers to replicate their voice, methodology, and decision making with complete fidelity and zero hallucination. Each Marga AI mentor is built from proprietary IP, verified by the masters themselves, and legally exclusive to our platform. The result is a new asset class: living, scalable human wisdom that can be accessed globally across consumer, enterprise, and legacy use cases. Marga is not an LLM wrapper. It is not a digital twin. It is not a chatbot. It is infrastructure built for high-trust domains: leadership, mental health, education.”
So, when AI is accelerating, human wisdom actually becomes the scarcest resource, and that’s what Marga is capturing, before it’s diluted, lost, or hallucinated. In one sentence: it is absolutely unique and fascinating, and it’s helping everyone in our industry. And now I’m going to show you what it is, how it works. It’s quite easy. By the way, if you want to have a code for two weeks free to test, just reach out to me on LinkedIn. I’m more than happy to share that with you. But without further ado, let’s go and ask the first question.
Hypothetically, I would say: okay, a friend of mine, who owns her third-party company in Miami, is wondering how to find five new clients before the end of 2026. Here we go. And let’s see what it says about finding those five new clients before the end of 2026. And the answer is already here. If you’re not watching this on YouTube, I will just read it to you.
“Eric, that’s a classic entrepreneurial challenge. Finding those next five clients can feel like both a mountain and a puzzle, especially in a vibrant, competitive market like Miami. The good news is that the meetings and events industry offers plenty of creative opportunities to stand out and attract the right clients. But it requires a thoughtful blend of strategy, relationship building, and a bit of chutzpah. From my experience, and many conversations on The Business of Meetings podcast, the journey to new clients is rarely about a single big move. It’s about consistent, focused actions that build trust and visibility. In one of my sessions, I talk about the importance of being present where your clients are. Not just physically, at industry events, but also in the digital spaces and networks they frequent. Sometimes your next client is one introduction away, but that introduction only happens if you’re visible, credible, and memorable. So, encourage your friend to focus on genuine connections, not just numbers. Sometimes reaching out to past clients, asking for referrals, or offering a small, high-value workshop for potential clients can open unexpected doors. People are drowning in contacts while starving for connection. A practical story: I once helped a small agency owner who was stuck at the same revenue for years. Instead of chasing cold leads, she doubled down on her network. She hosted a breakfast for her top five contacts, simply to reconnect and add value. Within three months, two of those contacts referred her to new clients. The lesson: sometimes it’s not about chasing, but about nurturing what’s already there. And as Jim Collins said, greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline. What do you think is your friend’s greatest strength, or unique value, that sets her apart in the Miami market? That’s often the best place to start crafting a client attraction strategy.”
So, as you can hear, or as you can see if you’re watching the podcast here on YouTube, it is human. It is my tone of voice. And it is not giving you six pages of information, and sometimes hallucination, that you have to read through, not knowing exactly what to do. This is really like talking to me, a business mentor, 24/7. And as I said, it’s in 77 languages, with my voice and my accent. But let’s go to the second question, and then see what it does in terms of languages.
So, let’s say that I’m going to ask a question about: I’m working with a board of directors that struggles to make decisions and keep things moving. They will debate topics and issues, and it generally ends with a request for more information, or more research, and needing to bring the same topic back to the board at the next meeting. Does it sound familiar? I’ve tried to explain the opportunity cost of not moving forward, but need help in moving them across the finish line to make a decision. So, I’m taking that question. Obviously, I’m doing a copy-paste here to go faster, but the idea is that you can interact with it at any time, by the way. And here is the answer. Again, it’s talking like if I was speaking, which I am, with my humor. Sorry if you don’t get it. This is the answer:
“Ah, Eric, you’ve just described a scenario that is as common as café con leche in Miami. Boards, especially in our industry, can be brilliant at analysis, but sometimes allergic to action. It’s a bit like watching a group of chefs debate the perfect recipe while the soup boils over on the stove. This paralysis by analysis is not only frustrating, it’s costly. You’re absolutely right to point out the opportunity costs, but logic alone rarely shifts a group dynamic. In my experience, what’s often missing is a clear decision-making framework and a sense of shared accountability. In one of my sessions, I talk about the importance of framing the conversation. If a board debates endlessly, it’s often because the choices are not well defined, or the risks of inaction are not felt viscerally. Sometimes people need a little nudge to realize that not deciding is itself a decision, with real consequences. Remember that there’s nothing quite so useless as doing with great efficiency something that should not be done at all, as Peter Drucker said. One approach that has helped my clients is to create a decision matrix for the board. Before each meeting, clarify: what are the options, what’s the impact of each, what is the cost, both in time and opportunity, of postponing. Then make it explicit: if we don’t decide today, here is what we’re choosing by default. This can make the cost of inaction more tangible. Another trick: ask the board to commit to a decision deadline on major items. You can even say, we will make a decision by the end of this meeting, even if this decision is no, or not now. Sometimes setting a boundary is the kindest thing you can do for a group stuck in the mud. It is important to remind yourself that done is better than perfect. What do you sense is the real reason behind their hesitation? Is it fear of making the wrong choice, a lack of clarity, or perhaps a need for more trust among board members? Understanding the root can help you tailor your approach.”
And as you can see, again, it’s sharing the information, it’s guiding, it’s mentoring, it’s asking questions, so that the person is going to, with their experience and their current situation, find the right way to move forward. And that’s extremely important when you’re talking about business mentorship. Once again, it’s available 24/7, in 77 languages. And I want to also quickly say it, we’re in Miami, so why not saying it in Spanish? Okay: say it in Spanish. And here we go. It is thinking. And there we go: “Eric…” And I will spare your ears my Spanish, and reading that in Spanish. Although, why not listen to my voice speaking to you in Spanish? And as you can hear, this is my voice, speaking in Spanish, which is fascinating. And I can go on and on. And I think I’m going to not only invite the founder of Marga on a future podcast, but I’m also going to start doing sessions where you can ask questions and we’ll see the answers, because I think it’s fascinating.
But let’s go with the last question. Assuming that you’re working in an organization, whether it’s an association or a corporation in our industry, here would be your question: I have been having difficulties with my manager. Every call we are on, she seems to single me out, and I do not feel as if I can do anything right. I have been a senior planner for 10-plus years, and I love what I do. I love my company, and I love my peers. I want to grow with this company, but have started to question this because of my manager. We used to have a good relationship based on trust, but now I do not feel that I have a safe environment with her. I feel she will not listen, and I will just be wrong. What should I do?
As you can tell, this is a very tough question. A very important question. Why am I putting it here right now? It’s because of one very important element I haven’t mentioned yet, and that is confidentiality. This type of question, I personally wouldn’t be very at ease to ask it to anyone. I wouldn’t want to look stupid, or I wouldn’t want to provoke a tough reaction, or I would be concerned about the consequences of asking that question. But here it is, in full confidentiality, because no one has access to your questions and answers but you. And that is the ideal environment for asking that question. And so I just click on it and listen to the answer, and you’re going to feel the empathy. You’re going to see the human aspect of it. And instead of reading it myself, I am just going to play it, so that you can hear it for yourself, with my voice, in English:
“Eric, I can feel the weight of what you’re carrying. When you love your work and your colleagues, but suddenly find yourself dreading interactions with your manager, it’s like a cloud over an otherwise sunny sky. It’s even more difficult when there was trust before, and now you’re left wondering what changed, and if you still belong. First, let’s recognize the courage it takes to name this out loud. Many seasoned professionals, even those with years of experience and a proven track record, find themselves in similar situations at some point. It’s not a reflection of your worth or your abilities. As I often remind people, you are not your circumstances. Your value is not defined by someone else’s perception in a difficult moment. In situations like this, it helps to gently separate what’s in your control from what isn’t. You can’t force your manager to change overnight, but you can take steps to protect your own sense of self, and, if you choose, to try to repair the relationship. Sometimes a shift in dynamic is triggered by stress, miscommunication, or even factors outside the workplace. The challenge is to approach it with both honesty and curiosity, rather than defensiveness. One approach that has helped others: request a private, non-confrontational conversation with your manager, focused on your desire to grow and contribute. Share how you’re feeling, not as an accusation, but as an invitation to rebuild trust. For example: I’ve noticed our dynamic has changed, and I miss the trust we used to have. I want to understand if there’s anything I can do differently, and I’d love your feedback. This opens the door for dialogue rather than debate. Remember what Maya Angelou said: people will forget what you said, people will forget what you did, but people will never forget how you made them feel. If you try this and still feel dismissed or unsafe, it may be time to seek support from HR, or a mentor inside your company, someone who can help mediate or offer perspective. What do you think has changed in your manager’s behavior, or in the environment? Sometimes identifying possible triggers can be the first step toward resolution, or at least toward understanding.”
So, as you can hear, it’s my voice, and more importantly, it’s guiding you, it’s answering you, and it’s providing a potential solution, but also asking more questions, and being there as a business mentor. And there are so many different possibilities. There are so many different questions. You know, if you’re like me, a business owner, and you’ve been in different phases: it’s not a straight line, it’s a roller coaster. Now you have the opportunity of working with me 24/7, in 77 languages, so that you’re not building a business alone.
So, once again, thank you for listening. If you’re interested, send me a message on LinkedIn. I will provide you with a code so that you can test this amazing tool for free for two weeks. If you have any questions, send them my way. I will definitely make sure they’re answered by Eric AI in the future. Thank you, and we’ll talk very soon.
Thank you for tuning in to The Business of Meetings podcast. I hope you found today’s episode valuable. If you enjoy the show, the most important thing you can do is leave a review and share it with your colleagues. It really helps spread the word. I truly appreciate your support. And if you’re ready to take your business to the next level, don’t forget to visit eventbusinessformula.com to learn more about how we are helping event business owners like you. Thanks again for listening, and I’ll see you next time.
