15 Years In Vietnam: This Is How You Work With Vietnamese | Giovanni Zangani | EP 390

Added: 2026-05-17

[00:00:00]Every year, foreign capital arrives in Vietnam, carrying the same pitch deck about a young population, a rising middle class, and the manufacturing shift away [music] from China. It is a convincing story, and it is also mostly useful for raising money rather than making money. But the real opportunity is often sitting in a completely different place inside companies that do not have a polished brand, a slick pitch, or an English-speaking founder ready to impress at a conference. In Vietnam, [music] some of the most profitable businesses are quiet family operations that most foreign investors never notice because they were never [music] looking in that direction.

[00:00:45]Giovani Zangani, founder and managing partner of [music] Maestro Partners, has spent 15 years in Vietnam, learning how to work with those businesses, earn their trust, and turn them into something worth investing in.

[00:01:00]>> Good morning everyone. Welcome to another episode of the Vietnam Innovators Podcast. I'm your host. Thank you for tuning in every single episode and subscribing to the channel. Without you, this podcast would not be possible.

[00:01:11]Uh we have one of our first ever Italians on the podcast. His name is Giovanni Zenani. He's the founder and managing partner of Maestro Partners.

[00:01:20]>> Um which is a boutique investment firm.

[00:01:23]They advise companies as well on opportunities in Vietnam.

[00:01:27]>> Mhm.

[00:01:27]>> Uh he's been in Asia for the most part of the last 15 years and most of it here in Vietnam. Uh Giovani, welcome to the studio.

[00:01:36]>> Thanks for having me and big responsibility to be the first.

[00:01:39]>> Yeah. How how do you feel about that?

[00:01:40]Yeah, very good. Yeah, happy to represent uh my country. SO, [music] I've been here a similar amount of time, but as you know, we have a lot of friends and colleagues who have not stayed this long, and in fact, they've come and they've gone.

[00:02:03]>> What makes our experiences different?

[00:02:06]I'm I'm not saying we're like successful necessarily, but somehow part of us wants to stay here. What what are some of the challenges that others have faced and why they've also chosen to leave to another Asian country or even back to their home country?

[00:02:20]>> I think that the the reason to come and kind of to raise money is all the macro story, right? And everyone read that when you come here, you can witness that, right? uh the young population, consumption, entrepreneurial, very entrepreneurial uh you know uh population, the middle class growing and that's the macron but this is just the first step. It's a bit the ticket to the dance and that's what a lot of funds raise money. A lot of people get interest in this country. But to stay is the second step is how to make money and that has been a challenge and I think personally the reason why I stay at some point I I saw the challenges and after I can share more but I think I saw an angle where I could actually you know take part of it. At the end of the day this country is growing fast even without me. So it's not you know complaining or trying to see the difficulties which they are and they are real how can I be part of it and that's where you know where things I think change so I think that's the second part is critical about can I have generate returns and that's usually personally come from micro the business environment the people the entrepreneur understanding these aspects whereas the macro it just help you to raise money and that's I think the big mismatch.

[00:03:39]>> So macro make you raise money but to make money is all about micro >> and that is a lot of nuances that you need to understand.

[00:03:46]>> Yeah.

[00:03:47]>> So I definitely agree with you on that.

[00:03:49]Um the last year especially I've seen so many folks come in who are excited by what they read in the headlines right in the New York Times and all that 10% GDP growth targets >> which is amazing. so many young people but the realities on the ground um are consistent with that narrative but how to actually make it happen and be part of that is another key question.

[00:04:13]>> So my question for you is when you look at the investors who have come to the country they've raised a lot of capital they have serious intentions but still failed. What was the most common misallocation >> of resources? Was it the operator itself? um did they get into the wrong industry?

[00:04:32]>> Two elements. The first is the people.

[00:04:35]The second is time which is also connected with people. H when I mean people I mean the usually the team that raise money are pretty much similar to the team that they give them money. So there are people you know western education very analytical strong you know curriculum CFA all of that and uh but at the end of the day and often these are like you know kind of the cool kids in the investment teams what usually is underlook is the post investment which historically and you know I I'm part of private equity so I can see is like kind of second you know grade citizen they're like okay these are the guy doing the you know the operational part >> and so I see those teams they are huge on marketing you know um investment relationship but the team actually working on the deal are you know couple of junior people and that's for this car market I I I see is a is a big challenge >> so that that's the first element the second element is more about the people on the ground which means the entrepreneur so this is a new market the entrepreneur are not yet so used to work with investor not so structure are very creative so you cannot expect to have the same partnership that you have in the for example in US where people are just already familiar the way working with investor you can do a very fast deployment here you need to build relationship you need to do a lot of education coaching and uh spend time with those entrepreneurs so that is much you know very timeconuming that's why second element I said time but is I think you cannot get away from it >> so Giovana and a reminder for the audience here uh you're Italian you mentioned relationship based uh which I'll have to agree very similar to Vietnam in that sense.

[00:06:19]>> Um, I want to get your take on family businesses because I think Vietnam can learn a little bit about from from the Italians, let's say, because when I think of Italy, I think of a lot of craftsmanship, but I think a lot of quality and ultimately that comes from companies that have perhaps been generational and their approach to business is very hands-on.

[00:06:39]>> They don't necessarily think about making the most amount of money or scaling. Like I mean there's big businesses in Italy, don't get me wrong, but it starts with craft. It starts with quality.

[00:06:48]>> So what do you have to share to a lot of potential listeners here today who have family businesses and they're thinking what do we do with this next >> because they have succession plans, maybe they want to sell it, maybe they want to get an operator investor like Maestro and all these other companies and firms that exist. Um what do you have to share about about that >> uh kind of future in Vietnam?

[00:07:10]that is is going to be probably the next challenge for companies. Uh so far uh most of entrepreneur I meet are relatively young so they still have a lot of energy. They they they haven't thought yet about you know the succession plan. I think it's critical.

[00:07:24]Uh Italy because it's a much older country can kind of show what you know what happened. uh typically I think the challenge part is that uh to be an entrepreneur you need to have some serious uh drive and usually the drive doesn't come from nice places honestly all the most driven entrepreneur I see they went through some real you know tough past and if a parent you made some wealth you don't want to pass that to your kids your children >> so that is all about education and uh so but it's going to be important and uh personally the another important investment for family business would be how you educate your you know family next generation that's I haven't seen much pay attention to and but that is going to be critical because um if you want your second generation to take over the business then they need to have you know certain discipline uh certain you know vision and uh some work ethic which is very difficult to pass >> so that's I think is the biggest challenge I don't have yet the answer.

[00:08:30]At the same time there are I think the healthy approach would be to be very open that sometime your you know your your kids want to go in the same route.

[00:08:39]Sometime you structure the company in a way that you can still benefit you know is a multigenerational wealth you can pass along you know your family members but you're able to protect the business right we have some example in Europe very successful like one of the most you know taught cases IKEA for example you know the because the drive that you have from the founder of IKEA the Ferrero like all these big barilla all these company were founded by you know you know excellent very driven an entrepreneur. These are kind of not something that you can just replicate easy >> but if you can structure in a way that you basically are able to continue like the family tradition and let the family focus on specific thing that are really important can be the product can be like few things but let kind of more the other part of the business be driven more kind of a professional organization then you might be able to to continue.

[00:09:34]So for all the potential foreign capital allocators looking at Vietnam at the moment, what do you have to share about uh the the better opportunities, I want to help the audience kind of visualize some things that you're sharing here today a bit better because you do run an investment company. You actually operate to some extent as well. Um and according to my notes here, um there's one investment uh Sassin.

[00:10:00]>> Yeah.

[00:10:01]um you first invested uh when the company had six stores, now it's 90. Um could you could you walk us through that investment thesis when you invested to today? And by the way, the scale of that growth for the audience to know from 6 to 90.

[00:10:16]>> Um for any retail business is is not easy to do in Vietnam. Um walk us through that. Tell us more about this company.

[00:10:24]>> Yeah, interesting company. Uh FMB company. I invested during COVID. So perfect time to to have a strong conviction about you know a business >> and uh basically there is the macro story again right so middle class growing so everything that is food which is a reasonable priced uh is something that interested me because people more money they're you know willing to spend on basically on food great margin uh you have repeat um consumption so you can really understand and adapt to the market. A lot of interesting aspect of the the food business at FnB in particular. But what exciting me about sassin is was that during again COVID where people stay home where still have plenty of order online. People really want their products and they could you have noodles. I saw students having their products in the morning at lunch afternoon for a snack at night same product. So wow. And uh the number were great. So based on that looking at the store performance during the worst time possible for the SE sector I said this is a great company because again people love the product it's not the shops were not fancy at all if you look at back then the website the location even the central kitchen where anyone outside Vietnam will will never touch this such a company right >> but luckily my LPS they kind of trust my sense and then I was looking at the metrics, looking at product said okay this is something that people really want and now we can help them to make you know the next step and uh if you have a strong product then you and that's also one of my conviction is if you invest in food or also other kind of concept you need to have a strong product and then you can think uh sales channel especially with online uh you know you don't rely on uh on the on the real estate what is the problem with many businesses is that kind of maybe They have customer they have successfully restaurants or retail shop but it's because of the location. So this guy they have a product and now what is more more exciting is besides of course they open they continue to open shops which is great we also started to we are the number one noodle brand online in the country. Wow. So we are doing better than online of course then the you know the bigger huge company you know we have a few big players from the '90s that are dominant everywhere else but online we are number one >> we [snorts] are starting to export in other markets and why just because the product people love it.

[00:13:03]>> Wow. So that's uh and but again the work that has be done with the company has been you know like >> by the way I was about to say the first part of your answer made it sound so easy >> and then you and then you just said like 10 seconds ago but >> yeah [snorts] >> so I want to focus on that because walk me through the deal itself like okay you you saw the opportunity you probably tried the product yourself you saw the stores how did you even get in touch with the the founder are you still working with the founder. What does that look like?

[00:13:35]>> Oh yeah, very interesting. So first of all, in this case, I've been approached by a FnB consultant. Again, not finance people, just people in the industry. And they mentioned this company, they need need help. Uh what does it mean need help? They were growing very fast. They were receiving a lot of interest or franchising, but they kind of didn't have the experience to manage this grow.

[00:13:58]And uh that's where you know I came in I met the guys and uh I saw that also they being offer to be bought by other companies strategic buyers but strategic buyer typically they know their sector but they want to buy control. M so the way I position myself is okay so you want support because they were very profitable growing already 30 40% a year maybe the margin double digits all great but you you want support but you don't want to give up control okay I can come give you the support almost like a strategic investor but I I I let you keep the control as long as you give me a much larger stake compared to a traditional fund and uh that conversation seems easy but And it took uh yeah few months at the end of the day in one year conversation on how we can we could help them very critical. So we have to really prepare you know presentation uh ideas how we can improve the business and uh at the same time you know working on the legal aspect you know restructuring the company because again all these businesses they have a lot of uh you know they are not so compliant they don't know much about how to be compliant >> and um the conversation difficult conversation also was with my partner because from Europe as you said tax is default right then you need to make them understand that you know company need some time here and you need to help them to become compliant for example.

[00:15:28]>> So that that was important and one of the most interesting part has been a dinner maybe the last you know decision like step for the decision has been a dinner where the three founder they show me the tattoo of the brand in their body. So it's first time I see someone believe so much in the brand they all of the tree they have a tattoo and yeah I was a bit shocked but at the same time kind of okay this guy they they really want you know they're really motivated this on the other hand the difficult part that there were only three founders one senior accountant and one you can consider a manager but the company they didn't have a real >> back office >> back office like they were very you know young people so that took probably one year and half two years just to strengthen the basically the team to understand what was successful about the company because yeah you have six s very profitable but you never open a shop that is failing so how do you know why this is successful how do you know if I can have 100 200 of those so we have to learn because uh from you know uh trying to see the the numbers and trying to kind of standardize every knowledge that the founder have into kind of you know processes SOP So now is and you know after a couple of years basically now when there is a location to approve we have our formula we can approve very quickly they know what they're doing so they have kind of the core grow is there >> and uh personally with my company that we help the kind of the first two years more kind of to strengthen the core >> now we are focusing on like special projects for example I recruit a person in my team that is focusing on export so he's helping the company to export products and they do they take care of the core they grow in Vietnam there is uh yeah this year target is 90% which is crazy for a company is not a startup.

[00:17:13]Last year they achieved 85%. So these kind of numbers I let them do the plan and they focus on where I can add additional opportunities. So and but the difficult part is again there is some of technicality of the business which uh you need to know because I say again this is a new market and you need to be able to bring back practice which is not fancy strategic like presentation but it means >> okay how we can uh lower you know food cost can you introduce me to supplier can you like very kind of practical uh work and uh so so that's I think is is critical And um and the other aspect is the relationship part and that's where I think is the most difficult part as a foreigner.

[00:17:58]>> How can you work with put money in a business set up KPIs and targets and still respect the hierarchy right that there is with the founder which they still want to feel in you know in power you know in control >> but they they have accountabilities now they have capital. So that relationship is the is the trickiest part.

[00:18:18]>> Oh wow. the the trickiest part and I have my own way of uh handling but is uh critical right so to yeah [music] >> these three founders could you tell me more about their backgrounds and why I want you to share >> is because >> you know let's be honest here right a lot of our audience all over the country Vietnamese but also foreigners and they they always have a hesitancy uh to make that final push because maybe they don't speak the same language, maybe there's cultural barriers.

[00:18:54]>> And I'm already imagining you as an Italian man. You've been in Asia for a long time, so you know how things work, but in a room of like three really high energy Vietnamese and you may not even speak the same language. Like could you tell me about them? Like maybe I'm thinking like, wow, you got really lucky, but then you also were able to execute, which is the harder part actually. It's not just finding the deal, but making it work. Who who are these guys? Okay. So, uh high energy is the right word. Okay. So, we have three guys friends from childhood. Uh two of them one two of them were models random right and one became a famous actor.

[00:19:31][snorts] One guy just uh you know he went on Philippine to do some uh engineering work and the third one stay in Vietnam and uh he was uh working on I think a family business small business and then they kind of come up with this concept. They see that there were a lot of demand for this product. Mhm.

[00:19:50]>> So they all invested very little money to open the first shop >> and then it worked it out and then basically they they started to receive a franchise request start to you know um to get some money and uh so definitely one of them speak English some English but they're very local >> and we're from the country from KTO >> canto so three from you know all of them from Kto and um so usually when there is a family business Here you have the the guy the husband which is more kind of the co the front of the business and then you have the wife that is kind of more the finance in charge of finance keep the bank accounts and give that kind of discipline right to keep on check. So here we have of the two founder one was actually kind of the face the other was more kind of number was kind of you know checking the the accounts and the actor had more kind of marketing and branding of the business.

[00:20:48]The yeah the the difficult part is definitely to build trust first takes some time and then trying to work again with the KPIs and I know I'm Italian but I'm kind of used to work in this industry so I I'm very datadriven and it's not easy to go in a meeting board meeting and kind of dig into why things are the way they are why we didn't reach the KPI so at the beginning I had a lot of fights, you know, discussion and it was not very productive. I think the biggest change has been first of all to realize even I speak some Vietnamese to not use Vietnamese >> because my team can smooth out whatever I say. So I say something, they kind of translate 75% of what I say to kind of respect maybe the, you know, use the right turn. That's >> Don't be too harsh, don't be too easy, >> too easy. give space to the founder to reply in Vietnamese and uh so there is a little bit of uh it's not so direct to me so that's I think has been useful the second thing to respect the authority so doesn't matter I'm you know largest shareholder that doesn't matter the founder and still the founder especially the one running the business so you you need to be polite and uh and try maybe to when you talk about KPIs for example I don't challenge him directly never I challenge the you know the person in charge of operation or the finance so not directly to him that's very important and also something that I discover in the last couple of years that made magic is praise even little achievement I was surprised because I'm kind of very driven kind of trying always to get things uh better to improve and I realize that uh you know uh people they want some recognition and so we start the meeting with kind of recognized Okay, this has been done.

[00:22:44]Great job. Little things like that that really made made a change.

[00:22:48]>> Mh. And uh and the last point I realize I I I was able I'm able to kind of separate the core business where the co can operate himself without me you know uh trying to get involved too much and just kind of controlling reporting and some approval and then the adds on or like special projects that can bring additional business run with me and the other board member that works great because I don't use his people. it doesn't feel like you know threaten or challenge but I can help him to bring more business and so far now is I think this is the best best formula for for us >> by the way thank you for sharing um firstly I've never heard of the business before today >> um just before this I was on my computer researching this I was like what is this company it is it here in the cities by the way or is it all in the Mikong Delta >> no no is here and again that's that's why I think there are opportunities in the country >> but uh they don't look Nice.

[00:23:46]>> Yeah, they don't look obvious.

[00:23:48]>> At the beginning they have a very terrible website.

[00:23:51]>> The founder don't speak English. Don't go to networking event.

[00:23:54]>> How old are they?

[00:23:55]>> They are 35ish.

[00:23:58]>> And but these are the one really making you know really serious money and a great business. They are in min. We have a production in Lohan next to you know CJ Jollibee. [snorts] We we are there now. We are opening the second production in Ochimin uh to make you know all these instant noodles also as well. We have shop [snorts] in Hanoi in Daan. uh yeah what you mean in the south and uh no it's amazing business they are leading for that category >> which now because of the K-pop trend is also coming you know there is a lot of interest also in Europe and US >> okay >> and um but yeah is a kind of kind of business if you talk to students >> Vietnamese student they know >> the problem that I'm not a student you're not a student anymore and that's why I think the other important thing for any investor coming to this market is to realize is you are not the customer for you know economic reason for age it's a young country so you really need to have in your team some very young people as well >> and I really listen your analyst or people because they are the kind of the real consumer in this market >> and if you talk to them they will tell you sin they will they will know so that's uh >> uh but as investor you want to be always the okay you try something you like you resonate with you great investment in my experience when they found they bring me their products, I always say if I like it, be careful because probably it's not going to be a good investment, right?

[00:25:27]Because I represent the 0.0% of Vietnamese that maybe been in Europe or you know international background >> but if you want to really go in the Meon Delta that someone really local mindset and age also you have to consider the example more extreme example is this coffee business right that we have that's is really affordable and the mass market. What's the name of that one?

[00:25:50]>> Milano coffee.

[00:25:51]>> Okay. Yeah, I've seen it.

[00:25:52]>> Nothing connected with, you know, my my country. Uh, but this is like really the leader, the largest chain in Vietnam and is about 1,600 >> 1,600 shops.

[00:26:04]>> Wow.

[00:26:05]>> If you talk to local Vietnamese, they all know because you know, Chim maybe 600 shops.

[00:26:10]>> Mhm.

[00:26:11]>> And this is kind of the driver coffee.

[00:26:14]>> Let's talk about um the Vietnamese founder side. Vietnamese founder side.

[00:26:18]So, we're going to pretend that we're a Vietnamese founder. Um, what does a foreign partner like you or me need to demonstrate to build any sort of confidence from the very beginning?

[00:26:29]>> Yeah. Um, [snorts] yeah, this is a very interesting question. I give an example in in our mind as investor for example in in the west we really think that okay we are the guys that help with the strategy bringing very good insights and that's already kind of enough because on the other side you have uh companies that are able to capture whatever insights you know use them and all good in this market is a bit different right it's new market very entrepreneurial every day they have different ideas founder So they don't really value much the kind of advice right they for them is especially now I think it makes even sense now that we have all the AI for them is advice is is cheap consulting work that's why I think a lot of consulting business they struggle here because founder of this kind of businesses they don't want to pay for advice they're kind of more practical so they want something real like they can see >> that's why it's easier maybe you get you know 5% of a company and instead of pay consulting service just because you do some practical work. For example, at the beginning I mentioned like 6 months, one year I work with companies and I make them investable. But what does it mean is not that I going to tell okay now you should do this like no no no my team working close with you know the lawyer with you know finance to be able to help them to go through audit or to register the IP if they didn't do properly like these are as a you know investor fund manager you consider this admin work but I'm telling you is uh very very useful because they start to see okay this guy is not just you know talking also you know walking the talk and And I remember yeah the Milano guy is the is an example because very traditional guy he had been approached by two investor before me a bank and an investor and then someone asked okay why you choose to work you know with with Joanni and his answer he did like this >> roll up your sleeves a little bit >> because I spend I mean one year and if you have a traditional fund in term of deployment time >> do you you don't have time to spend one year the partner to meet the founder >> and you have to sit yourself and ask yourself is the opportunity big enough to kind of spend that time is worth it or not. And uh so that's I think where it comes to. Yeah.

[00:28:46]>> Very cool. Yeah. I think a lot of Vietnamese founders and founders in general when if they're doing something here uh they often get a little bit uh skeptical when somebody just flies in >> and you know let's get a coffee and you're you're chatting in some like the Park Hide or something like that which is probably where most people want to meet for this kind of stuff and it's just not relatable right it's it's also um a little too high up um it's nothing to really talk about. How do you bring it back down a little bit? And um I'm going to have to ask you later. We're almost out of time by the way. It's been almost an hour, but like what that first few meetings was like, especially you're going to Canto I imagine too.

[00:29:27]>> Uh I in this case, no, but like you know, you're not meeting at the park. Let me put it that way.

[00:29:34]>> Absolutely. [laughter] >> No, the Yeah, this is Yeah, I don't drink. So that's a bit challenge because they really like kind of they like to have kind of some drinking together.

[00:29:44]That's part of the culture and definitely I can spend more time and beyond that.

[00:29:50]>> One of yeah interesting meeting at the beginning was really to go where they had their office like they're so proud of their office their team.

[00:29:57]>> So you know uh like with the coffee bean I spend quite some time in their office >> and uh you know and I travel with them.

[00:30:05]They show me their you know other properties their deal. We are like really time time together >> and um >> dinners the most important thing that I always say is that the board meeting here is kind of the sum up of whatever has been decided in coffee in dinners.

[00:30:21]>> So should not skip that.

[00:30:22]>> Yeah.

[00:30:23]>> And uh and very important especially in family business the wife has to be there. If the wife is not there >> the conversation the deal is not real like because she's the real ultimate decision maker. Even the title is not you know the highest title she's really the one that keep >> highly influential >> the bank account so >> wife there have dinner conversation >> and not forget the kind of again the ticket the cultural aspect the emotional part >> because uh you know we are in general emotion but especially uh local people here >> and uh yeah and a lot of uh you know passion right I had one shareholder agreement with the one coffee yeah coffee guy that I spend 12 hours without food sitting there because he want to understand every single word. I left the meeting with blister on my my elbows.

[00:31:16]This is something that why because these guy are super hardworking, tenacious but they they haven't you know study law so spend the time together coaching but you know it kind of test you right and then over time they they they kind of trust.

[00:31:31]>> Amazing. I I've learned so much Giovani.

[00:31:33]I mean, I've been here 10 years, too. I I I I guess you could say I do my approach is very similar to yours, >> but you know, I'm a media company. We're we're out there all the time. People come to us.

[00:31:46]>> Yeah.

[00:31:46]>> And sometimes I forget that going to Vietnamese people, especially as foreigners, is is a very >> um ambiguous, but also not talked a lot about. People make high level general statements, but I think as investors, everybody should be listening to this podcast. Allocate some money to this.

[00:32:02]Maestro of artists. Well, talking about that just technical details. What's your AUM?

[00:32:08]>> How long has have you been in business?

[00:32:10]We would love to hear about that.

[00:32:11]>> I've been uh we started first investment in the coffee business was 7 years ago.

[00:32:15]Okay.

[00:32:15]>> Now we are uh growing four brands >> and uh every investment between 520 million >> and uh we just work with few family office. They like our approach. So I don't have the pressure to deploy >> and uh you know and as long as I found the interesting opportunity I will go after okay afterwards >> and you know very exciting and uh again that's our approach and that's why I'm not really out much and maybe that's why we we haven't met much before because I not out there raising money >> and uh spending time with Vietnamese and especially I see the most interesting opportunities they don't have already a pitch deck with a grow plan >> uh usually these companies They make money, they grow, and they just mind their business, so you really have to spend time a bit kind of more the local >> communities. So, that's uh >> Oh, very good. Very fun. Um, Giovani, uh, we're just about hitting an hour's mark now here, so we're going to have to wrap up.

[00:33:11]>> Um, at the end of every podcast, I like to ask ask our guests, um, >> we have you on the podcast today to share about investing in Vietnam, operating in Vietnam, working with partners. Um, what's something that's top of mind for you today that you'd like to more learn more about?

[00:33:28]>> Yeah.

[00:33:29]>> So that we can invite a guest on the show. H I think uh probably what would be interesting is to understand this evolution uh in term of uh the environment right >> for uh you know what what is the vision now the country is trying to achieve with I you mentioned now the country is becoming kind of status emerging market they are trying to favor you know IPOs taxation more on private businesses divestment so just would like to understand more about the you know the behind what is really the direction of the country to develop you know private uh you know private businesses and the the economy that I'm involved with.

[00:34:10]>> Cool.

[00:34:11]>> So >> okay. So if if you know anyone or yourself is driving some of those conversations and the narrative and the actions making that happen uh please let us know uh in the comments below. We'd love to get those guests on the program and share with Giovani and everyone else uh some new insights. Uh, Giovani Zenani, the founder, managing partner of MRO Partners. Um, such a pleasure today.

[00:34:33]I've learned a lot. I think it's been a mini MBA case study today. I think we're going to see a lot of people inspired to set up uh similar funds and and and uh companies that can can do what you've achieved. So, uh, congrats to you and the team. Uh, Giovani, >> thank you a lot. Very nice to talk to you.

[00:34:52]>> Yeah, very good. Uh, thank you everyone for joining another episode of the Vietnam Innovators Podcast. And if you haven't already, click the subscribe button. We'd love to hear from you again. And and if you have any comments, leave it in the comments below. Uh, we'll make every single podcast bigger and better. See you next [music] time.

[00:35:06]Bye-bye.

[00:35:13]>> [music]