Podcast appearances and mentions of Adam Edwards

Episode 161 of the Down South Photo Show. Join your host Brendan Waites and special guest photographer Adam Edwards. Adam tells us all about his journey to becoming a professional landscape photographer in Outback Australia. See Adams work: https://www.adamedwards.com.au  ***WWW.DSPS.COM.AU - BOOK THE 2025 WORKSHOPS*** https://dsps.com.au/ To see more about Brendan's business -go here - https://www.cameraandphoto.com.au/ To see more about Cam's business go here - https://www.camblakephotography.com.au/ Find Brendan and Cam on Instagram -   Brendan - @camera_andphoto  Cam - @camblakephotography  The Show - @downsouthphotoshow Also find them on facebook  @camera_andphoto - https://www.facebook.com/OceanGroveCameraPhoto @camblakephotography - https://www.facebook.com/CamBlakePhotography/ @downsouthphotoshow - https://www.facebook.com/downsouthphotoshow If you have any questions, feedback or want to contribute a question to our "Dear Cam" segment please email cam@tasphoto.com.au or contact@cameraandphoto.com.au  Love the show? Thanks!

What do we have in common with Bob Dylan? Not much except that we enjoy the whiskey brand he's aligned himself with. We're not getting Bob on the show but we wanted to talk to someone who really knows their portfolio and that's going to be Adam Edwards, the National Brand Ambassador for Heaven's Door Whiskey. From the outset, Adam brings humor to his role, setting the tone about his journey from wine aficionado to bourbon ambassador. He shares his development in the spirits industry, beginning in Louisville before making pivotal moves at Trader Joe's and Rabbit Hole Distillery. Adam dives into the origins of Heaven's Door and where music legend Bob Dylan intertwines, detailing its strategic direction, including how they've navigated pricing and product offerings to stay competitive. Show Notes: Adam's journey from wine to bourbon and its cultural significance in Kentucky. Career highlights from Kroger to Trader Joe's and Rabbit Hole Distillery. Overview of Heaven's Door Whiskey, its ties to Bob Dylan, and future plans. The dual role of a brand ambassador in sales and consumer education. Personal reflections on alcohol consumption and responsibility in the spirits industry. Insights into the sustainable practices behind Heaven's Door and their evolving rye offerings. Support this podcast on Patreon Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Bourbon Lens, we take a trip to the Evan Williams Bourbon Experience on Whisky Row, located in the heart of Louisville, Kentucky. We sit down with two of Heaven Hill's finest, Bernie Lubbers and Adam Edwards, to dive deep into the world of Bottled in Bond. As one of the most significant designations in the bourbon industry, Bottled in Bond holds a special place at Heaven Hill. Bernie and Adam provide invaluable insight into its history, its meaning to both bourbon enthusiasts and consumers, and why this category is still thriving in today's bourbon landscape. Tune in as we explore the legacy of Bottled in Bond, its importance to Heaven Hill, and how it continues to shape the future of bourbon. Don't miss out — listen to the full episode now! Stream this episode on your favorite podcast app and be sure to drop us a review while you're there.  We are thankful for your support over the last 6 years. We must give the biggest shoutout to our amazing community of Patreon supporters! As always, we'd appreciate it if you would take a few minutes time to give us feedback on Bourbon Lens podcast. If you enjoy our content, consider giving us a 5 Star rating on your favorite podcast app, leave us a written review, and tell a fellow bourbon lover about our show. Follow us @BourbonLens on Instagram, Facebook, LinkedIn and X.  Also, consider supporting Bourbon Lens on Patreon for some of the behind the scenes, to earn Bourbon Lens swag, join the Bourbon Lens Tasting Club, and more. If you have any comments, questions, or guest suggestions, please email us at Info@BourbonLens.com. Check out BourbonLens.com to find our blog posts, whiskey news, podcast archive, and whiskey reviews. Cheers,Scott and JakeBourbon Lens

Frizz and Bob are joined by Adam Edwards from Bob Dylan's whiskey brand, Heaven's Door. Join us through a tasting of their incredible line of whiskies while we share our favorite Bob Dylan songs and stories, talk about the art behind the musician, and uncover the true brilliance behind this brand.

I interview Adam Edwards, co-founder of Metric Theory, about the company's founding journey, challenges, and eventual sale to S4 Capital. Adam shares insights into the evolution of Metric Theory, from its beginnings as a pivot from Meltwater Reach's unsuccessful SMB-focused strategy to becoming a successful digital marketing agency. The interview provides a behind-the-scenes look at the growth of Metric Theory, highlighting how process-driven strategies, client-focused sales, and commitment to employee development contributed to the agency's success and eventual acquisition.

We stopped everything we were doing to catch the last day of Megalopolis' torrid run at the box office and we were not disappointed. Who knew that Francis Ford Coppola could rivel our lord and savior Neil Breen with pure trash genius. Join Joey, JD, Justin and the return of Adam Edwards for our lengthy discussion of MEGALOPOLIS (2024). #TRASHMOVIE #BADMOVIE #megalopolis TWITTER/X: https://twitter.com/trashmoviekings INSTAGRAM: https://www.instagram.com/trashmoviekings/ FACEBOOK: https://www.facebook.com/groups/trashmoviekings ⁠https://www.trashmoviekings.com⁠

We travel to The Last Refuge in Louisville's NuLu neighborhood to visit the future brand home of Heaven's Door Whiskey.  We are joined by Adam Edwards, National Brand Ambassador, to discuss the inspiration behind the brand, Bob Dylan's art and music, and their portfolio of whiskeys.  Stream this episode on your favorite podcast app and be sure to drop us a review while you're there.  We are thankful for your support over the last 5 years. We must give the biggest shoutout to our growing Patreon Community of supporters! As always, we'd appreciate it if you would take a few minutes time to give us feedback on Bourbon Lens podcast. If you enjoy our content, consider giving us a 5 Star rating on your favorite podcast app, leave us a written review, and tell a fellow bourbon lover about our show. Follow us @BourbonLens on Instagram, Facebook, LinkedIn and X.  Also, consider supporting Bourbon Lens on Patreon for some of the behind the scenes, to earn Bourbon Lens swag, join the Bourbon Lens Tasting Club, and more. If you have any comments, questions, or guest suggestions, please email us at Info@BourbonLens.com. Check out BourbonLens.com to read our blog posts, whiskey news, podcast archive, and whiskey reviews. Cheers,Scott and JakeBourbon Lens   About Heaven's Door: Heaven's Door is a collection of handcrafted American Whiskeys co-created with Bob Dylan. The perfect blend of art and craft, a collection of stories to be savored and shared. Each bottle of Heaven's Door showcases Dylan's distinctive welded iron gates he created in his studio, Black Buffalo Ironworks. To learn more about our whiskey, visit heavensdoor.com About Adam Edwards Adam Edwards, with two decades of experience in the spirits industry, possesses extensive knowledge of the history and depth of fine wines and whiskeys. Originally from the heart of Kentucky in Louisville, Adam's roots run deep, fueling his passionate mission to enlighten enthusiasts nationwide about the rich heritage of Bourbon Whiskey. As a distinguished Certified Executive Bourbon Stewart and holder of the Spirits WSET II – With Distinction Certificate, Adam is active in the Bourbon community, conducting educational panels and training sessions for trade, consumers, and media alike. When not participating in Bourbon culture, Adam can be found hiking in the woods with his wife and daughter, running with his two dogs Saz and Boo, or playing the tuba in a New Orleans-style brass group. Articles: Heaven's Door Distillery - Bourbon Lens Bob Dylan's Heaven's Door bourbon brand center to open in Louisville Heaven's Door | Award-Winning Bourbon Whiskey & Distillery The Collection | Heaven's Door Whiskey Inside Heaven's Door's New Distillery and Visitor's Center   Image Credit: Heaven's Door

In this episode, Adam Edwards, professional paddler and content creator, opens up about mental health, humanizing whitewater kayaking, and his journey from focus on the gnar to prioritizing relationships on the river. Adam talks about how kayaking, and the Instagram reels he creates using kayaking fails, helps him work through his social anxiety and imposter syndrome. He shares his strategies for emotional regulation and the importance of seeking support when dealing with difficult emotions, situations and trauma. This is an unfiltered and raw conversation about the challenges we face when choosing to participate in extreme sports, and also the joy and growth that we experience that has us keep coming back.

Adam Edwards joins the podcast from Portland, Oregon to share his love for the outdoors, gems from his exploration, and creative journey. 3:45 - What are you consuming? 5:20 - Introduction and passions11:00 - “You can't be it, if you can't see it”13:00 - Platforms and how you affect change 14:45 - Connection to the outdoors and formative experiences 20:00 - Seeing more minorities outdoors  24:30 - “Have a platform and use it, or what's the point?”26:30 - Diversify whitewater event 30:30 - The solution for accessibility to the outdoors 33:00 - Importance of meeting people where they are 37:00 - Where introspection began and expressing ideas 39:30 - The world's best tree joke 40:30 - Film with friends 44:30 - Next adventure52:00 - Expression of gratitude 55:00 - Shout outs Instagram @adamchechireedwardsFood recommendations:Yaad's Style Jamaican Cuisine - Portland  Jamaica House - PortlandSupport the showYouTube: https://www.youtube.com/@sincerelyyoursoutdoorspodcast Instagram: https://www.instagram.com/sincerelyyoursoutdoors/ Patreon: https://www.patreon.com/sincerelyyoursoutdoors Website: https://www.sincerelyyoursoutdoors.com/

Listen as we revisit this special episode where we talk with Telarus Co-Founder Patrick Oborn. We talk about his winding path to founding Telarus, then get into key strategies he has seen partners embody that truly 3x, 4x, or even 10x their sales and their business. You won't want to miss the first of many sales tips and strategies! Can you believe that we're already at 100 episodes? While we go and ramp up and get ready for season three, we're gonna take you back, listen to some of the great moments in these past episodes. So stay tuned as we take you back to season one and two. (upbeat music) Hey everybody, welcome. We are back here with a special episode with a special guest, long time listener, first time caller, really important person, chief product officer and co-founder of Telarus Patrick Oborn, PKO, welcome. Thank you so much for having me, Josh. Like you said, long time listener, love this podcast. It's amongst one of my favorites. I'm not saying that just because you're here right now, but because it's the literal truth. You do a very good job of bringing on people that can deliver information that helps people's businesses. So congratulations on a very successful podcast, my friend, season two, I believe. Pushing season three here real close and too many more successful seasons. I think if you continue to do the job you're doing, you're not only gonna keep growing this thing in terms of quality of content, but in terms of audience and everything else. So I'm star struck to be here with you and thanks for having me, Josh. – Love it, man. Thanks for giving me a job. This is gonna be fun. (laughing) – You kinda deserve it. – All right, we're talking, special episode here. We usually have these three part tracks where we talk about perspective on the technology, a supplier and then really get the partners purview on it. Today we're talking about how to 10X sales. We get a lot of these questions from partners, a lot of tips, a lot of tricks. I feel like we could pack this into 50 episodes, right? And who knows, we might. But today we're gonna boil it down from your perspective. We're gonna run through some of the normal stuff, but then we're gonna spice it up with some of your input, which I'd love because you've got so much passion and energy and good stuff to share in this. So as we always do, when we kick these off, let's talk about your background, your path to starting Telarus And I wanna hear anything good and anything bad and anything I don't already know. – Fantastic, well, when I was growing up as a teenager, my dad owned his own business. He was a part of a three-way partnership. It was called OTA Physical Therapy, Oborn Trackman Astin. They had 15 locations across Southern California and they had a really, really nice business. He later on in development of the business, he kind of got out of sorts with his partners and stuff. And basically he was telling me, “Patrick, whatever you do, don't start your own company. “It's a pain, it's a hassle, there's stress. “The employees are always the first to get paid. “The business owners always the last to get paid. “There's risk and God forbid, “something doesn't go right with your partners. “It's a total train wreck. “So just go to college, get a good job, “save up for retirement, live a good life.” That was his advice to me. So I did that thing. I went to college, I studied, I was a math and engineer geek. I had interned a few summers in my dad's physical therapy offices. So when I went to college, I kind of thought I was going pre-med or something like that, because both my parents are physical therapists. My wife is a physical therapist. So surrounded by physical therapy, rehab, hips, knee replacements. I thought maybe I'll be an orthopedic surgeon, I'll fix people up and then send them to physical therapy. So I want to be a orthopedic surgeon. But as I interned with my dad, I realized that people didn't want to pay their bills. They put me in the collections department. It was fantastic calling people, letting them know, “Hey, this is not covered by insurance. “You need to pay this.” And I was like, “I really want to go into an industry “where I can use my talents, “where I can guarantee I'm going to get paid.” Not necessarily a lot of guarantees in healthcare if you're going to do all this work and half the people are going to stiff you. So I went to my counselor at Brigham Young University where I did my undergraduate. And I said, “What's the major “that I can make the most money at, secure money, “where I can apply my talents like math, physics, “that kind of stuff?” And she said, “Chemical or electrical engineering?” And I said, “I am really bad at chemistry. “Let's do electrical engineering.” Not even really knowing what electrical engineering was. Long story short, I got a master's degree in computer chip design. So I went back to California where I'm from and I got a job at TRW Space and Defense, now Northrop Grumman, designing classified communication computer chips. Right? Sounds good. Now how the heck did we get into telecoms? Like we got to start closing the loop here pretty quick. Honestly, I was very disappointed when I came out of college and I learned how much money I was gonna make. Not that the starting salary was bad. It was decent, but the velocity at which I would grow my paycheck, right? Raises, promotions, was incredibly slow. And my manager sat me down one day. I said, “Patrick, you seem like you're a young man “full of ambition. “You need to lower and temper your expectations “a little bit and have patience. “Have patience. “You're gonna be the manager one day, “but man, you gotta, it might take 10 years.” And I'm like, “I don't have 10 years.” What are words that entrepreneurs don't want to hear? Slow down. But I did know as an entrepreneur just quite yet. And so in order to make more money, I did everything I could at work and I found that I was, I don't wanna do my own home, but I was pretty smart. I was top of my class. And it wasn't that I understood stuff more than other people. I just understood it at a faster velocity. Right, 100%. I just got it quick. So I got my work done in short order and one day I went to my boss and I said, “Hey boss, I don't have anything to do. “Like I've finished this project. “You gave me six months to do in four months.” So what did I do for there two months? And they said, “Well, we can't give you another project “just yet. “Just look busy.” (laughs) So during my look busy time, I started teaching myself how to code. Unfortunately, I opted to the math and physics routes of all the electives at BYU. I should have in retrospect done a lot more computer science, but I didn't. So I bought myself SQL for dummies, HTML for dummies. I read it, started throwing up some websites. And then as soon as I started throwing up websites, I started to get really interested in internet marketing. Like how do I get people to those websites? Once I get them, how do I convert them into customers? And so that's what I started to do. And I started a website called CheapRates.com. It's still there today, but we took it down. It's just too hard to maintain. But I realized that out of the airfare and the home security systems and the cellular and everything else that I sold, long distance, calling cards, callback, dial around, OnePlus, all of that stuff, toll free, it paid residual income. And so that's the first time that the telecom, the residual income light went off in my head. And I said, “Hold on a minute.” So I started to really focus all my efforts on driving traffic to those products. The company that captured my traffic and converted it into dollars for me, a couple months later, actually reached out to me and gave me an unsolicited offer to come and code their whole website. And I said, “Yes, under one condition.” And that is that I get to keep my agency. Do not make me walk away for my agency, or I'm not gonna take this job. And they said, “Fine, you can keep your agency that was earning some good money.” So I took the job. I started working at home way back in the 1990s, 1998. Started working at home and it was fantastic. I'll never forget the day where I told my parents I was gonna quit my job that I had spent six years studying for, got security clearances for, and I was gonna work for this internet company. – Yeah, what is this internet thing? – The interwebs, man, the interwebs. Yeah, it was a crazy time. So it was really early on. And the thing that captured my imagination was trying to find information that was floating out there and consolidate it into one place that people could access that. And that's really still the essence of Telarus that I'll talk a little more about. But compartmentalizing information, consolidating that information into one consumable place carried, and still does today, a ton of value. And so we did that and then they were really focused on residential. One day I raised my hand, I said, “Boss, this residential thing ain't gonna work out forever.” Reading the tea leaves doesn't take an expert to see that long distance is going to flat rate, or just you pay a fixed amount and you just get it as part of your wireless plans. And so I suggested to my boss one day, hey, why don't we open a commercial division where we can leverage all of these affiliate relationships we have out there to drive commercial telecom and internet leads as opposed to just residential. So yeah, so I have my background in residential. I built all their backend systems. I said, “Let's do this.” And my boss politely said, “That sounds like a great idea, but we're not doing that.” (laughs) – Oh. – And I said, “Okay.” I said, “But how about this? What if I start my own company and we build it up and we federate our two companies together and I'll be the business division of your company and you can maintain the residential division of your company.” And they said, “Fine, but don't expect us to invest any money in it. If you want to do this on your own dime, then let's go forward.” So my next call was to my best friend growing up, Adam Edwards, and I said, “Hey, Adam, I have a business opportunity for you, my friend. I think we can really make some inroads here.” And he said, “Really, what are we gonna do?” I said, “We're gonna sell commercial telecom and long distance.” – Yeah, there it is. – And he laughed because he was an auditor at KPMG and then later on a controller of a startup tech company. And he's like, “Commercial telecom? What the hell is that?” (laughs) I said, “Bro, it pays residual.” He said, “I'm in.” – Yes. – Done. – Solid matter. – So yeah, so we, my first, my second question to him was, how much money do you have in your savings account? Because we're gonna need it. – Any good pitch deals. – I've been saving up, you've been saving up. And he said, “I have 70 grand on my account.” And I said, “Dude, I have 60 grand on my account.” And we did the math and figured out what our burn rate was. If we could eliminate all of our expenses, we could survive 19 months and give it a go. So we started coding and working hard. Adam just was out, just trying to sell anything he could sell. And I was coding and trying to consolidate information so that I could have a system to plug into that network. Well, that system became Geoquote. That system became the Telarus Agent Back Office. That system became all of those things that we needed to work with that company. And so while we got started into an area that was really new to us, we really had a competitive advantage coming in. Because I knew that once we had the system built, it would instantly show up on thousands, upon thousands of websites on day one. – Where was that moment? Where was that moment in there? Was it that moment of when you realized, oh my gosh, we got something special here. What was that turning point for you? – It really came when they said no. And I saw it clear as day. It's like, I'm telling you, you're gonna be in a car accident. You need new tires. I'm telling you, it's gonna happen. And they're like, we don't believe you. And I'm like, all right, I'm not gonna be part of the accident. I'm gonna remove myself and build another vehicle that has those nice tires on it. So I knew that would be big. I knew that people would want more internet. And so people always ask me, what's the vision of a founder of a company? Well, really, in retrospect, the last 20 years, it looks like we made most of the right turns. We made most of the right choices. But in reality, we could really only see one or two year out. So we knew that at the time, A, people were gonna want more internet. B, they're gonna wanna know how much it costs. And C, they're gonna wanna know where it's available. Because even back then, the availability was much, much worse than it is now. You could be on one street and have a great internet. On the other street, you're on DSL and dial up. It was awful. And so figuring out those problems and figuring out how to consolidate that information in one place so that the people that worked with us could have a competitive advantage. They could be faster, they could be more knowledgeable, they could be more efficient in their sales motion. And consolidating that into one easy to use software platform. And so it's really funny if you look at the TSBs that are out there,Telarus is not started by people who are in the business who just morphed out and just kept growing it, right? We were from outside of the business coming into this space. And the things that really jumped off the page to us were all of the inefficiencies that existed. All the things that maybe if you grew up here, you just accept as normal because that's how they always are. We came in and those things stuck out to us like a sore thumb. It was like, okay, let me get this straight. You don't know what you're selling. You don't know where you're selling it. You don't know how much you're charging and you don't know how much commission you're gonna make on the backend. Like how does anybody function in this business? – And you're going, guys, I've figured this out. The answer is right here. We could do something great. – And so yeah, so we didn't come here for the technology. We came here for the opportunity to organize information. And that's what I think a lot of people don't see when they look at this channel itself. And especially when they look at Telarus I mean, your job Josh as a sales engineer is to organize information through experiences, through trainings, through interactions. And then take that information and to be able to push it back out into a very proprietary, very valuable information stream, very valuable advice. Say based on my experience, which is a lot. Based off my training, which is a lot. I mean, CISSP, AWS certified. I mean, you've gone through all those things, right? Plus you add on top of that the frosting, which is actual real world interactions with customers. The information that you have organized in your brain is really more important than anything that we could offer here at Telarus And so figuring out a way to compartmentalize and consolidate that information is really what we're here today. And this is an area that I think a lot of partners miss out on. I think that in this business, just like we kind of changed the paradigm a little bit, right from let's just get out there and hustle our network and just get them to order their stuff through us. That was version 1.0. Version 1.0 was a network marketing, let's be honest, right? Like it was order that, you know, CenturyLink circuit through me and I'll get paid and it'll be great. But they really weren't adding value at any stage of that interaction. – All right, we're gonna, I wanna come back to adding value. – Yes, sir. – I wanna start with motivation. – Yes. – So we're gonna get, I know you've got some really good unique strategies that we're gonna talk about of how to add value, how to 10 exit, all of those things. – Real fast, can I finish that story? – All right, go ahead. – So when I told my parents I was leaving, they mocked me. They thought it was a dumb decision, right? With, you know, kids, sometimes they've got these grandiose things. My parents didn't understand internet and they didn't understand residual income. They didn't understand any of those two things. So when I started working on it, my first check came from my first affiliate company. And my dad was like, wow, you've been working all of your free time, your total side hustle, all of it, on that damn computer he called it. Working on that damn computer all day. You're not coming down to eat with us. You're not hanging out with us. You're on that damn computer all the time. And I got a check in the mail. And my dad actually said, hey, Cheryl, come here. Patrick just got a check from his little internet business. – How much? – Patrick open it up. How much is it? $18 and 58 cents. He was like, wow. He goes, son, I knew you were smart, but this is like genius level. Do you spend all that time and effort? I said, but dad, it's gonna be $18 and 58 cents plus the commission I earned last month, plus the commercial I earned this month, plus the commission I'm gonna earn next month. He didn't understand that. He literally told me, you would have been better off to spend that time at McDonald's because you would have made 10 times more money. And so every time we had a Telarus partner summit back when he was alive, I would invite him. And every time when Adam started his big pitch and everyone's in the barroom, I would just whisper to him, McDonald's. And he knew what I was talking about. – That's all right. That's awesome. I've not heard that story. That's great. – That is the story. – All right. All right, well, while you're crushing it with motivation, I wanna keep on that theme. So you've had a lot of, I mean, besides obviously being part of founding this, driving it to what it is now, but you've had some great personal motivation, right? You're running 800 miles a day. All these awesome things that you've done, these 100 milers, but I'm just kinda curious for the partners. What are one to two, whatever lessons that you've learned personally, professionally, in all these crazy accomplishments that you have that are helpful, you think, to motivate the partners, to push it to the next level, to do the things that we're about to share secrets on with them? – I think one of the things that I suffered from, especially early on, was imposter syndrome. Adam and I showed up at Channel Partners Show. Our company was four or five years old. We had a brand new business model, which was really tool-based, online-based. It wasn't human network-based, so to speak. It wasn't multi-level market-based. It was based on a couple of key things, and people told us, “You're just gonna, you're gonna commoditize the market. You gotta sell our products on value.” And I'm like, “People don't really care what value your product is. They care what the capabilities are. They care what you're gonna charge. They're gonna care how you support it, how you install it.” That's what they're gonna care about. They're not gonna care about the quote-unquote value that you keep referencing. And so talking to a supplier, talking to a partner about a business they know a lot about, and kind of telling them they're not wrong, but maybe they're misinformed, or maybe they just don't see the vision, the total vision of what it could be, that was hard, because how do you build your credibility when you're new at something? And so that's something where we really struggled. And even today, sometimes, I get up on stage, and I have those doubts in the back of my mind, like imposter syndrome. You're getting up, you're talking about cloud, you're talking about security. Dude, you started creating a website that compared long distance minutes rates. How are you qualified to be here speaking? And the same thing with, you alluded to, the ultra endurance running. For a long time, I just tried it, thought it'd be a healthy habit, wanted to go see nature and everything else, and I was just happy to be there. I was happy to be back of the pack in the middle of the pack, and I didn't really see myself as an endurance athlete. I saw myself as a weekend warrior that's just out there trying to give it a go, right? And then I hired a coach two years ago. I said, “Look, Patrick, if you want to stay in the middle of the pack, that's great, but if you want to push the envelope a little bit and see what you're capable of before you're 80 years old, right, because you're not getting any younger, like take it serious.” And so I hired a coach, and he changed my diet around, he changed my workouts around, and it was a lot harder. It took a lot more discipline, but I started seeing actual results when I thought I plateaued, and so I busted through that plateau. Things started happening, and this year, right after partner summit, ironically, the day after partner summit, all those nights with no sleep and stuff, I went and I ran 100K Ultra, the Kachinomosa 100K, and I won, first place overall, not like first place age group. And I was like, and once that happened, every race I show up to, I think I look around, I go, “I'm gonna beat you, I'm gonna beat you, I should at least finish top five in this race.” I have that confidence now that I never had until I put in some work and I saw a little bit of success. And once that success hit, it's like putting the key in the door lock, and it just unlocked. And so same thing with business, and there wasn't that crystal clear moment in the tellerus, it was just a gradual, people started coming to us, they started asking us for more advice, asking us for more information, asking us for more tools. And the great thing about the residual business is it creates more money the month before than the month before. And so we had the luxury of having money to invest and figure out how to get better. And eventually, I call it, it's the very unsexy, planting a tree and growing it. And eventually, your tree's gonna be strong enough to support a hammock, to support some weight. You don't really know when that moment is until you actually tie the hammock up and test it out. And now I think tellerus really got to that point when we combined with your company, Carry Your Sales Josh, because we were kind of stuck, we were not stuck, but we were following that same online model for 12 years, 13, 14 years, right? And we were really missing out on the enterprise deals, we were missing out on the big lumen deals, we were missing out on the big contact center deals. And we realized, hey, if we're gonna play in this space, we either need to get better, or we need to go buy the talent that we need to plug those holes. And you guys just stuck out like a sore thumb. I mean, it was just like the obvious match. We were transactional and automated. You guys were not automated, you guys staffed and built for expertise in different areas. And we like, that's gonna be the perfect marriage. And so, but again, like I said, we see the road, it's like, there's a fog out there, right? We can see maybe 500 meters, a thousand meters at a time. We can't see 50 miles out. But I think as long as we know where we're going eventually, the exact tact we take, the exact road we take to get there is a little less relevant. I mean, it's very relevant and impactful now, but if you know where this train is headed, if you know you need to go west and you're headed east, like red flag, right? But if you are headed west and you're going northwest and you're gonna meander back to the west and you don't know exactly where the road goes, man, that's what you wanna be on. And so that's really what we've done. We get credit a lot for being visionaries and getting this company to where it is now. But in reality, it was take it one mile at a time and listen to your partners. Listen to the people that are on the front freaking lines of battle, right? And listen to them, listen to what their customers need, because at the end of the day, this whole industry exists to help the customers consume technology the way they want to consume it. So it's, so yeah, it's a long road. – Good stuff, I love that. Let's talk about the first step here. Let's baseline it, right? I mean, you think about who's listening to this potentially. This could be partners that have sold a specific technology in cloud, but maybe didn't venture into contact center or vice versa, or maybe somebody that is thinking about doing this that is at a current affiliate marketing company and going, wait a minute, I've got all these relationships, I could come do this, right? Step one, right? People understanding our world as it exists. Some people still don't even know that it exists. Some people think direct sales is the only way, or I go buy my gear from a certain gear company, and that's it, and that's the only way. So what, of the partners that you have seen, be very effective in communicating their value to a prospect. Let's say it's a new prospect. What's the, what is that pitch? What's the strategy? What have you seen really work well in that part of it? – I think that is a fantastic question. It's an area where everybody needs to figure out what their value is. And what I like to tell people, I said, look, you know that you're doing something right when the customer thinks of you as a part of their team, not a sales rep, right? Direct reps are out there all the time. You cannot have your customers pigeonhole you into that direct rep plug. Like that's not, that's not your hole. That's not what you do, right? You are a part of their team to advise. Now, how is, how is advising a thing? How can advising be valuable, especially to customers in many cases that don't think they need your advice, right? You have to make it crystal clear as an advisor that you are a technology broker. Ah, rewind. You are not a technology broker. Why'd I say that? Because most people like nod in their heads, right? Do, no, no, that's a no. You are not a technology broker. No, you are. You're a technology information broker, right? Because as you talked about on prior podcasts, especially insecurity cloud, IT managed services, where, why are our companies having a hard time staffing, right? Because these people are incredibly expensive. It doesn't make sense to have a credibly expensive person limited to just your company. They get bored. Like they're not, they're not exposed to all the technologies that they want to be exposed to. And ultimately, where do these people end up? They end up at our suppliers. They, the suppliers are, and our suppliers are multiplying and replenishing the earth, right? There's over 400 now and growing because there's more suppliers coming in on the consulting side. I mean, there's so many different areas of technology that require consultants. So that's where all the talent is. So, so how do customers match up all of the things they're working on with all of the talent that's out there, right? You need information, you need case studies, you need people who have, have maybe tried that consultant before and put in a review about that consultant. Kind of like, you know, any type of review board. You have to take all the information that's out there about the capabilities as a supplier, which are, are numerous, right? The quality of the suppliers that are numerous and work with somebody like Telarus, right? Where we vet each of these suppliers. We make sure that they are quality, right? You will never be embarrassed by putting one of these people in front of your customers, but also giving you the tools and information you need so that you can be that broker of information of who can do it, who can do it well, who can do it on time, who can do it on budget, right? And really help our customers augment because right now every customer, every business is a technology company, right? When you're battling for customers, when you're out there battling for market share, when you're out there sometimes battling for survival or battling the regulating authorities or battling whoever they're in battles, right? And you know by virtue of being the information broker, who can help them in which instance. So if a partner can communicate clearly enough to their customer, I am a technology information broker. I can give you, remember this pitch, I can give you information that you cannot find in Google. – I love it. – I can give you information that you cannot find in Forrester. I can give you information you cannot find in Gartner, right? That is why you need me, right? Because I will help you make the decisions that make sense for your business, to keep you in budget and help your projects progress, everything else. But more importantly, I can help you, Mr. Customer, be an all star because I'm on your team and you get credit for being my boss. I'm just funneling information to you. I'm funneling a list of suppliers that you need to talk to, the questions you need to ask them, the things that you need to vet your technology world. So each customer out there has so many projects, so many needs. Some of them are technological, some of them are human resource staffing and other resource related issues. Some of them are budget, some of them are legal, the customers out there, they face so many of those things. And so if a person can convince a customer, I need to be a part of your team because I bring information you cannot find anywhere else, that is the pitch. And I think a lot of people still get pigeonholed into the sales rep, pigeonholed into the, go get me a quote, right? These are things that Google, like there's plenty of technology out there that they can do some of these things. So I think that's where people miss. And combine that with the imposter syndrome and it's like, well, am I really a technology information? – That's crazy. – Like they don't believe it. They look in the mirror and tell yourself. – What's the worst thing that happens, right? If the worst thing that happens when you ask these is if you get a no, great. Let me move on and stop wasting time with a customer that I don't need to. You brought up a really good point. If you can get past the imposter syndrome thing, I looked back at three or four of the really large deals that we've done that have tibbered up and have grown and grown and grown. And we've sold multiple products to through one two man shop partners. They all started out as, yeah, I don't really think that we need you. We kind of manage all of this in house. I mean, you guys seem nice. I appreciate you being here, but we've really got this. You know, that kind of standoffish IT team. And we've taken those accounts and because of the partners willingness to do exactly what you just mentioned, sell more, sell more, sell more. And it was an eye opening moment for me that we had earlier this year. We were sitting down with an enterprise customer that we've been selling to this partner for three, four years. And it was a business review. He brought his whole team in. And this is the guy that's been there signing the contract, signing the LOAs that is the sole purchaser that we thought knew us, knew the partner really, really well. He was like, hey, I got just one quick question. How do you guys get paid? And we're going, you're asking, he's asking. – It's because you're doing consulting level work that people typically bill for. – Four years into the relationship. That tells me how much of a bang up job and how much value there is if we get it right and get the recipe communicated. So I love that. – Yeah, and there's a caveat to that too. There's coming in too hot. Coming in like, I know everything. I'm gonna help you, everything else. And you're telling someone that they need help that probably doesn't think they need help. So you have to temper it with, hey, let's start out small. Just like you said, I mean, that's the key. Start out small, find a beach head and expand from there. If you come in, spill in all the stuff that you can do, and I'm your security guy, and I'm your cloud guy, and I'm your everything guy, people are like, whoa, timeout. You just sold me some voice a couple years ago, and now all of a sudden, you're everything, technology. So people have to understand what that is, but if they can just start with the basic concept of technology information brokerage, I'm your conduit to people that can do certain things for you, they can do them well, because we have a collective experience that we're putting into our recommendation engine. – Yeah, and you've got a really good point. Play the long game. – Yes. – This is not a short term. These trees take time to grow. Play the long game, and I think you'll add a ton of value into that relationship. It will pan out, because to your point, we're in a weird economic time where these people are pressed, these customers are pressed to do more with the same or less resources, and we're seeing a lot of those conversations. We were already seeing them before this weird economic climate, because it was just hard to find people. Now, people are getting squeezed out at some of these companies, and so they have this tech that is sunken in. They may or may not be ready to buy new tech. They might, but they also just need help in maintaining and managing and building and best architecture, design, all of those things. We're seeing all those conversations right now. Yeah, it's a great point you bring up. – Yeah, and technology's a really interesting space, and it's really a space that's not so much driven by technology, ironically enough. It's driven by human resources, and as soon as people start to understand that, as soon as our partners start to understand that, it's how do you connect your customers with the resources that they need that they may not be able to maintain in-house anymore? That the days of having all your resources in-house, probably long gone. We're talking legal, we're talking accounting, we're talking everything except your core business now, almost needs to be out of house. – And you bring up, it's funny, you bring up resources. That's my next question. – Hey. – So, my next question is, again, this is about how to help people improve their close rate, and with that, obviously, we have to overcome difficult things and have conversations we might not be comfortable with. But I think sometimes, now that we've grown and scaled so much, there is a lot of resources here, right? We've got everything from engineering to advanced solutions to partner support, commission, all of this stuff. If you look again back at your snapshot of partners that are successful, is there an underutilized resource? Is it one resource? Is it a lot of resources? At Telarus what do you see partners that are underutilizing? If you could say, gosh, I wish you guys would just use this more. – So, I have a two-part answer to that question. First, I want to talk about just stuff that doesn't have anything to do with Telarus It's just the bedside manner of the partner and how they are communicating with the customer. So, when you go in and start to engage with a customer, you need to find a problem that they have that they don't know about. That's key number one. So, I talked to a partner the other day, and they had just signed, coincidentally, a large physical therapy firm. So, and this is how the conversation went. Mr. Customer, we need to talk about your unified communication platform. Mr. Customer said, no, we just have put in a new phone system and we're good and we've got 19 locations and I'm in constant contact with my IT guys. They give me the thumbs up. And most agents will be like, okay, well, I guess, let's talk about security. No, no, what the agent did very smartly, he texted their main number. Hey, is it okay if I come in tomorrow for an appointment? Do you have any open spots in the afternoon? And guess what happened? That text came back as undeliverables. – Wah, wah, wah. – Right? And so, he's like, look, your competitors can accept text appointments from their customers. You cannot. And the customer didn't believe that the agent. The customer's like, that's wrong. They've been telling me this works because he's the CEO, right? So, he's not necessarily the tech guy. I said, and the agent said, pull out your phone and text your biggest physical therapy location, your biggest office. Text them if you can come tomorrow for an appointment. And his bounced as well. And the CEO was like, pissed. He's like, and the agent said, congratulations, you can't communicate with over half of your potential patient, your customer base, right? So, it was, again, illustrating a problem they didn't know they have. And every company has one. Every company has one. You may call their call center and sit on hold for 10 minutes, right? That means they either have a workforce optimization problem, they have a queuing problem, they have something. Something is off, or they haven't put AI in front of it so they can eliminate 70% of the calls that could be self-serviced, right? So, there's always something there. So, if our agents can understand how to figure out what that problem is. Second thing is understanding the resources at Telarus because being part of being a technology information broker is understanding what problems could potentially exist over here and what solutions you can marry them up to and match them up to. So, understanding the different types of engineers that Telarus has that we can bring in, the different types of tools. Maybe you're not ready for an engineer yet, maybe you just wanna go through a quick security assessment, right? Just ask them a couple questions about their GDPR compliance or PCI. I was on the phone personally with a customer the other day who wanted to have a security conversation but the agent was definitely terrified. He's like, “I've never had a security conversation. “I'm suffering from imposter syndrome right now. “I would really appreciate it if you would just use the tool, “use the Telarus assessment tool “and guide the customer through it so I can hear, right? “And I can hear what it's like “and then I can do all the assessments on my own after that.” So, I said, “Fine, let's go.” And I started talking to the customer. Instantly the customer entered into a defensive posture. He thought I was like, “Why are you asking me all these questions?” I said, “Listen, listen, I'm your defense attorney. “I can't defend you, I can't help you.” Or like a doctor, “I can't help you “if you're not honest with your physical condition right now. “If you lie about symptoms or things that are going wrong, “I can't treat it and worse, “I may misdiagnose you with something “because you didn't give me all of the symptoms that you had.” So, I said, “Listen, in the spirit of just openness, “just be transparent. “This is not gonna go to your boss. “This is not gonna impact your job rating “or your pay or your promotion or anything like that. “Just be as honest as you can “and we're gonna give you an assessment “and you can choose which part of the assessment “you wanna run upstream “or which part you just wanna use your own, whatever.” So, we went through and I said, some of the questions like, “Do you have a sock and sim?” And he's like, “Uh, I know we need to do that. “And I'm trying to get one in by the end of the year. “Can we assist you?” He's like, “Yeah, that would be okay.” And then we got through another question. I'm like, “You are a medical facility. “Are you HIPAA compliant?” Because I think we are. I'm like, “Okay, well, let's put you.” I said, “You process credit cards and co-pays. “Are you PCI compliant?” Yeah, I don't know. Patrick, I'm the IT guy. Is PCI my job? So, it wasn't even a technology question. I was like, “Who's responsible for this type of question?” I said, “Yeah, you run the firewalls, you run the network.” That's the information that carries the credit card data. Yes, it's you. But don't worry, we have access to people that can come and help you get PCI compliance so that your job's not at risk. So, your company's not at risk for losing their PCI compliance and once you lose PCI compliance, guess what, buddy? No more credit cards for you. So, that could impact your business pretty big time that you can't collect credit cards at the point of when the patient's at. So, it was a combination of technology, knowing the things that I was gonna bring in, knowing the things that we could connect that customer to, but it was also understanding the mindset of the customer, right? It's not shoving all this stuff down your customer's throat. It's having honest conversations with them. It's simple things like building trust with them and getting them to open up to you. Because once they open up to you, then you can really do your job. Then you can really have the opportunity to connect them to the engineering and all the other resources that Telerus has to offer. And one of the biggest values that we have relationships with lots of suppliers, but it's not just the relationship itself, it's understanding the quality of that supplier, understanding how they perform in the real world, right? And that's information that your customers are never gonna know. Hey, they're never gonna find all the suppliers that are out there, because quite frankly, a lot of them come to us, Josh, because they're terrible at marketing. Their technology's awesome. Help me sell our own stuff, please. Their engineer is awesome, right? But they can't sell their own story. They can't, their website's awful, but man, their product is awesome. So that's really where we're coming in, but it all starts with the customer engagement, from the Challenger sales model. The customer engagement with the sales rep column is over 50% of the whole entire sales interaction satisfaction, right? So it's understanding what your customer's fears are, it's understanding how your customer's paid, understanding that the person you're talking to may not be the decision maker, but he may wanna raise from the decision maker, or it's understanding all of those politics and all the nuance in addition to the technology. And that's really where our industry, that's our whole job. Our whole job is to make people look good, make good decisions in a way that is so non-transactional. – You bring up a great point. I wanna throw two things in there. One, it's simple, and you wouldn't think that it would be so effective, but I love when we use, and partners use the word augment. Because all of the great deals, most of the things that we come into, people are, you know, it's a body language thing, people are, wait a minute, is this person trying to push me out, blah, blah, blah. Augment is a huge thing. You brought up another great point of where, make no assumptions when you go into this. I love your strategy on, and I've seen it be really effective on, figure out what their competitors are doing. Are you aware that you can't do this, and are you aware that your competitors are, right? Leverage that kind of intelligence. Coming in, cold calling them, emailing them with no unique information in the customer's eyes, they're hard to get and understand that value. No, but I have this value, I have all this great stuff I can tell you about. But you've gotta find that hook right at the beginning. I'm gonna throw out, and I really should get royalties on this book, but I don't, but it's such a great book, I still throw it out, and it's only like 15 bucks on Amazon. There's a great book out there called Power Questions by Andrew Sobol. It's a really simple read, big yellow cover, you can get it on Amazon. But I think what it does, it's a bunch of situations. And it comes from a guy with a financial analyst background. So you know, it's in a sales role, but it's not exactly our role, but the idea is the same. Don't just walk in with an agenda of what you think needs to happen. Because what the book talks about is it says, here's what happens in a scenario of this sales rep that walked in and said, “Hey, Mr. Customer, I'm real excited, I wanna talk to you about, you know, improving your customers that aren't paying by, you know, three to 15%, right? We're gonna help you recoup those costs in the, you know, in the physical therapy, right? When you're sending out those bills, but we're gonna help you get them paid.” Thinking that's the agenda that you wanna come in, you think that's what they're gonna go. Versus if you don't have that information, and if you come in and you say, “Hey, Mr. Customer, listen, I would love to talk to you about helping improve some of these, you know, three to 15%, I think we can get some of your pays down, some of your payers responding quicker.” But is that an area that you wanna cover? Is that the key initiatives that you got focused on? Or kind of given some of the changes that are happening right now, is there other things, other big business initiatives or technology initiatives that you need to solve? I just stop and listen. That was a huge eye-opening book. I love some of the things in that. It just helps us think differently. And I think you gave a great story of the examples of when partners do that. We see a lot of great things happen. And that's how you get in, and you three X, you five X that sale, because you find all these things that nobody knew were there and nobody knew you could help them with. – Yeah, especially now. I mean, a lot of the technology decisions aren't even made by the technology decision makers, right? They're made by other departments. They're made by the board of directors who said, we will be cybersecurity resilient. We will pass our audits. We will get our cyber insurance policy together so that the interests of the shareholders are protected. We didn't talk about carbon black. We didn't talk about technology. We just said the company needs to do these things. And so if you can get the people you're talking to to cough those up because you're asking those right questions, they got to figure out what are their initiatives. They got to figure out what do they want to be when they grow up. They got to figure out if they're in offensive or defensive mode right now due to the economy. Are they growing their number of locations? Are they just trying to hold on to the ones they have and really lower costs or just kind of weather the storm? Like you have to figure those things out in advance because, or at least ask those questions and find out what those things are because those will lead down into so many little technology conversations. But if you start with a technology conversation, there's a one in 10 chance that you're gonna be off. – Great stuff. All right. I don't think we have a crystal ball here anywhere that I can see, but if we look into Patrick's crystal ball, – Yes. – You gave a great point that I think it's hard to look out in the beginning, right? When you were building this thing out to look out really far. And given the rate of change and how crazy fast everything changes right now, I still, I certainly agree. It's hard to look out. But if you look out, let's say just look out a year, look out maybe two years max. What's your perspective on what the future looks like, the changes, the technology, anything strategy wise that you see anybody shifting that's gonna be more effective or different or just anything you wanna put out there to be aware of as we wrap this up? – Yeah, that's a great question. My simple answer is this. When you look out into the technology landscape and you figure all of the different things that your customers are gonna have to take into consideration, right? It's not just connectivity to the internet. It's not just how they're gonna communicate with their customers. It's not just how they're gonna advertise. It's not how they use social media. It's everything, right? And as Telarus grows, more and more of those people that are what we call the digital workspace, those digital workspace infrastructure providers, they're coming to us and saying, “Hey, you guys have built this phenomenal distribution system, sell my widgets.” And so widgets are we talking about? What more can be put in there? We have AI companies are great. They're like, “Hey, can we get in there and help you fast track some of those phone calls or scan through some of your files to pull out information faster, workflow or work process automation?” That is a huge one. People are coming in saying, “Hey, you need a call center in India or Philippines. We can connect you with that.” So there's BPO, there's point of sale. You're already talking to the company that runs millions of dollars of POS transactions. Why aren't you getting your 3% of that or whatever? So you're gonna see more and more technologies coming in here, which means you have to either A, become expert in more and more technologies, which is brain busting, right? A lot of people feel like they're maxed out as there is with one or two technology swim lanes. Or two, partner with the TSP that has the capability to not only go and vet those suppliers, but organize the information of their performance so that you can then be the technology information broker and take that information back to your customers. So there's almost no part of their digital workspace or digital workplace that you can't help them with. And so their needs are not only growing, but our capabilities are growing and they're growing fast. And so keeping up with that is hard. I mean, you look at the Telarus Supplier Management Department in and of itself. I mean, they've got divisions now. They've got people that specialize in certain providers and certain service categories. It's a lot. And then from my perspective on the product side, we're going through and we're creating SKUs. We're creating individual categories of every product, every product, even down to the OEM level of everything that we have access to. And Josh, it's tens of thousands of SKUs. And growing is probably gonna get into the hundreds of thousands of SKUs. And so how does a person keep track of that? You just have to partner with somebody like aTelarus that is dedicated to finding those relationships and really systematizing those in a way that you can easily pull information out and be the hero to your customer. There's no way on the planet your customers are gonna have access to all of the information that they're gonna need to figure out which POS goes to which network, goes to which SD-WAN, it goes to which firewall provider, which puts them in compliance with X number of compliance for North America, for their industry. And it's all a connected chain. And the chain is getting bigger, it's getting more complicated, but that creates opportunity for our partners to be more valuable. And so I see more providers, I see more providers in more areas, and I see more opportunities for us to, again, going back to the very first thing I said, to centralize all that information in one spot that customers can't get access to, but our partners can. – Beautiful stuff, okay. Patrick, I feel like– – Did I mention flying cars? I forgot to fly cars. – Yeah, I was coming, we're selling cars. Hey, I know we joke about that, but why not? We're selling charging stations, we can do that, we can get your pay on that. – Let's go. Oh my gosh, charging stations and video surveillance. – We're inking in there for sure. All right. – There's literally nothing we can't sell. As long as our partners focus on creating their own value in their customers' mind, if their customers are thinking that they are part of their technology team, that's your product. And companies like us will figure out what to put in store shelves, so we'll go out and work with our upstream providers and make sure that you have everything on that shelf that you need to service that customer. – Good stuff, okay. I'm questioned out, Patrick, man, I appreciate you coming on, I appreciate you doing this. Lots of good nuggets in there, lots of just motivation, inspiration, and then some strategies. So excited to do this, we will have to have you back on for more of these, I feel like we could talk for about three hours on this topic, but thanks again, man, appreciate you coming on. – And thanks for having a tremendous podcast, tremendously successful, interesting, and keep up the fantastic work, Josh. I love Next Level BizTech, you're doing an awesome job. – Appreciate it, kudos, man. All right, everybody, that wraps us up for this week. I'm your host, Josh Lupresto SVP of Sales Engineering, and this has been Next Level BizTech. Next Level BizTech has been a production of Telarus Studio 19. Please visit www.telarus.com for more information.

Tune in to another special episode as we just about wrap up Season 2. Today, we bring you a conversation with Adam Edwards, CEO of Telarus. We're here talking about Business Blueprints and sharing all kinds of lessons Adam has learned over the years in building the company with things like how to hire, how to focus on innovation, how to deal with conflict, the ups and downs of collaboration, and more! Don't miss this one! Lupresto Telarus Everybody, welcome to a special episode as we wrap up getting closer to episode 100 here. Today, as you can see, joined in the studio with Mr. Adam Edwards, CEO of Telarus Adam, thanks for coming up here, man. Thanks for having me, Josh. Adam, I know that, and everybody else knows CEO of Telarus for a long time, but tell us a little bit about, I'd love to hear everybody's journey. What led to that? How did Telarus come to start and kind of what did you do right before that? You bet. You know, our origin story, I think, is different than most. Patrick and I formed the company together. We had no background in telecom. In fact, I had even less background than he did. I came up in accounting. I just wanted a job. You know, when it came time to choose a major, I looked around. I actually asked an uncle, look, economics looks really good because it's the shortest major in business. And I'm also looking at accounting because a lot of those people get hired. He said, look, we hire six accountants for every one economist. And so that was my choice. That was my big epiphany of why I should be in accounting. And it was after years in accounting, after a couple of years in accounting, that Patrick came to me and said, hey, we should start a business. And I said, well, what are we going to do? You design chips. You're an electrical engineer. I'm an accountant. You know, what in the world we're going to do. And finally, he came up with the answer. It was telecom. And my response to him was absolutely not. I don't know anything about telecom. You're in MLM and I'm not a fan of being in MLM and good luck with that. And he came back said, no, no, actually, there is an opportunity to sell the enterprises, residual commission. And that's where he had me residual commission. That's why I got a hold. I didn't care what we were selling. It was going to pay on a recurring basis. So that's why I left accounting and started a business. Not that I didn't want to. I had always wanted to start a business, just didn't know what it would be. But I thought I was headed down the CFO track. That's where I thought my career would end up. And here we are. Love it. I know you love a spreadsheet. Okay. So this session is a little different. These three tracks are a little different. You know, usually we talk about somebody from Telarus. We talk about a supplier. And we talk about a partner. I want to do these last couple sessions different. I want to help our partners out there that are out there building business, that are entrepreneurs also. What are the lessons? What are the things that we've learned? What can they learn from you to help continue to grow their practice? So I'm going to start to go down some of these things about leadership and challenges and innovation and things like that. And I want to kick it off with leadership. So let's talk about the core principles that guide your leadership style. And then how have they influenced the company here at Telarus? You know, it's interesting. We went back years ago. We studied leadership as an organization. We were trying to develop leaders internally. And I've still got a slide on it. The number of qualities that different leaders have. And they're all over the place. You know, some there's a top five qualities of a great leader. The top 23, you know, Maxwell's got his and Drucker's got hit. And they're just all over the place. And you also find real differences in eras. You know, there used to be people chainsaw. Al Dunlap was absolutely brutal in terms of downsizing it. And Jack Welsh was just a blistering attack, you know, in the boardroom. Or with executives. And you know, and then you hear Steve Jobs, you know, how aggressive he was. But then you hear about the good ones, you know, about Schultz at Starbucks. And what it comes down to with the lens through which I look at each of these leadership dynamics is really culture. I'm a big proponent of cultural alignment, meaning the culture that the customer wants to experience, whatever they want to experience. That better be the culture of your company. So everyone has this ideal of, hey, a good culture looks like this. I think the right culture looks like this. And a right culture is different for different companies. An example, you know, BMW tends to value engineering. And so when they pay bonuses, the bonus is going to go to the best engineer, the most talented. It's they're not building a car. They're building the ultimate driving machine. So that culture is coming all the way from leadership through the, you know, the staff all the way to the customer and the product that they deliver, which is the ultimate driving machine. Whereas you look at Starbucks, it's a very different cultural experience. I mean, you give them a bonus and they're going to share it in their team. They're going to buy something together as a team. And that's what they're looking for at Starbucks is that's an experience. It's a it's a place to stop between work and home. It's a break and you're part of the community and you get your recycled cup, you know, and you're doing good. That's a very different culture. And so the culture inside Starbucks should be and is very different than it is at BMW. And when you look at the culture of Telarus, I think that leadership needs to align with what the customer wants and what is our customer want? Well, they want someone to advocate for them, someone to fight for them. They want someone to be straight up honest and transparent with them. They want someone who's looking out for their best interest. And so that's got to be our culture internally. We've got to be looking for their success. And so that that I think has has instructed a lot of the way that I think leaders should behave within our organization is it's really dictated by the culture and that then is dictated by our customer. Love it. Love it. Be empathetic understand what the customers want and I think it permeates all the way through great stuff. Let's talk about challenges. Talk about a major challenge that our companies faced how you navigated it kind of you know, what the process was going through it. A point, you know, there's always challenges. What's funny is when you look in hindsight, they all look like speed bumps. But when you come up on the other side of a challenge and face a challenge, it looks like, you know, this could be the end and you know those challenges beginning are are we going to make payroll? You know, are we by the way, we're not having those challenges, right? Everything's good. Everything's good. This is when I used to run down to the bank and try to deposit the checks faster than then payroll came up. I'll tell you one of the most significant I think that that we came up against as a company is, you know, looking out to the future. I don't think people saw the the change that was going to take place. You know, when we saw it six six plus years ago of this is a business of scale and you're going to scale or die. And what do you do about that? Well, we're already doing everything we could be reinvested every dollar we had back in the business. It was not a lifestyle business. And the question was how how do we get ahead of this because M&A is going to come and we're either going to be purchased or we're going to purchase. And of course, what we want is we want our great culture and the values we have and the vision we have to continue on. So we have to be the purchaser. So we went out and the way we approach that was number one study it out. Number two, look at the players and candidly we came back really disappointed. We looked at some different strategic opportunities. We looked at equity backers. We were really disappointed with what we found and decided to wrap it up. We stopped and decided we revisit it later. The problem was that inevitability was continuing to march toward us and what we would do. So carrier sales was a big part of that. We got together with carrier sales. I view that as a real catalyst toward getting us to where we are, you know, that depth of expertise that came in. And that was a very fortunate thing because we were on this path. We were not we were not getting the result we wanted and ultimately we did that that propelled us forward. We ultimately did find an equity partner to help us with M&A and here we are today. But you know, I think it's interesting. You just look at the speed of which we want to operate and then the speed of which the market takes right. And the buying cycle for customers. And it really is interesting when you zoom back of how early you have to start planning for things because how long some of these things take to develop and then you've got to time it with when it's right when it's when the market wants it when the market will bear it. Yeah, it's funny. Everyone assumes things happen so quickly. They really don't. They're setting up a long time in advance and you just got to be in tune with that somehow tune into, you know, what the trends are, what's taking place and get ready for it and place bets. Yeah, yeah, fair point. All right. Let's talk about innovation. So I think we're in a space where whether using Moore's law or whatever, we've talked about that a lot where everything out there technology wise is just innovating so fast and it's more or less gone in 18 months. It's obsolete. So how do you foster this culture of innovation and then really what do you feel the roles are that that plays for our just long term success? You know, I'll tell you my views on that have really changed. We consider one of our cultural pillars to be innovation and I think some of what we did early on really helped us get to where we are. But if I look back on some of it, a lot of it was wasted. A lot of it we put together these groups. We called idea groups. We said, hey, guys, the company is faced with this challenge. Every month we do this. The company is faced with this challenge and each of the groups would be together and we'd have one person from say marketing one from engineering one from support one from sales. We want a different groups together to get different backgrounds get some diversity to think through the solution and would say here's the problem come back with your solution. Well that the truth is part of the value was we're just trying to break down walls within the culture and get people to talk together. The secondary outcome was we want a great ideas to come forward and we did we got boatloads of ideas. What we found though is in getting those ideas. Well, we got a lot of ideas part of the challenges without further direction on how we implemented those they didn't become scalable. And what that means is we got some little you know areas of innovation and got some cool things happening but to really pull those things out in a business. You've got to be a little more directed and innovation is hard. The bigger the company gets the harder it is. In fact, there's an example. Samsung used to do this in I used to live in Korea and it's the society is very conformist when someone had an idea in the large organization. They would actually pull them out physically remove them from headquarters in Seoul and take them to a city down south where I used to live called Sue one and they would help them and incubate and get people around to help bring this idea to life because an organization longer the larger gets is looking for efficiencies. So you how do you balance those two? I mean innovation is about breaking. You know, it's about breaking process about breaking the norms. Whereas efficiency is how do we do the norms faster and cheaper and so to have those two things now as an organization when we look at innovation. We want those great ideas, but more important to me today is not the ideas. It's how do we execute on them? How do we put people around those great ideas to breathe life into them? And then how do we divorce ourselves from the past because we're so we have so much conviction about things we're doing today. It's very hard to let go of those and embrace the new and that takes a concerted effort. It's not just little groups of people coming up with ideas. It's the execution as an organization. You know, I don't think I understood scale, you know, five or seven years ago. I've really this has forced me to learn what it really takes to scale an organization, right? I envisioned a world where I was the only engineer. I didn't see us ever needing more than that, right? We would just happily grow organically little by little, but just like you've talked about some of these accelerators and some of these things that have created that. How do you help relate that to what partners are going to go through as they're building their business? Whether I'm a one-person shop, a solopreneur, I have a desire to keep that size, or maybe I want to grow to be a giant company. How do you help these ultra, super sharp, ready to grow, ready to sell, to do anything it takes to grow a business? How do you help them understand scale and the importance of scale as they go? Well, you know, I think you make a good point with your first part of it is some, if they're a soloist, they may be just fine the way they are, you know. Being a scaled business isn't for everybody. And that's one of the unique things about, I think, our community is we have so many successful people in so many different ways. I think what they've got to start with is, what do they really want? Are they being purposeful about what they want? If they want to be a soloist, because I've talked to many partners like this, of, “Hey, I like this as a lifestyle. I only want 10 customers, 10 very large customers. I focus on them. It gives me what I want.” Or, “Other people are motivated by, “Hey, I want a team of just five to 10 people, you know. That way I feel like we're a family. I feel good about this.” And there are other people that do want to scale, and they want to grow much larger, and they want to be acquisitive, and they want to do… So I think they've got to start with, you know, what they want. And if truly what they want is scale, then they can absolutely find it. And that's what I found. If they're going to be purposeful about it, then they'll find those answers. Because there are different answers for a soloist. You look at a soloist and some of the things they leverage. I mean, think about some of these soloists right now. Leveraging your team, walking into some of the biggest companies in the world, going in there, pitching a project, creating a solution, having project management on top of it. They're a soloist, and they're bringing down these absolute Goliath in terms of opportunity. And, you know, I think that business model is just fine. In fact, we'd love to see more of those. But in terms of scale, I think it's a subset of partners that are looking for that. And when they are looking for it, I think they will find it, and we'd be happy to share our lessons. But I'd say the biggest thing I've learned about scale is you've got to focus more on the process and the program. Then you do the individual circuit. Because it's so easy. I mean, you kind of look back longingly at the days where you could jump in and roll up your sleeve and fix everything. You know, you feel more control and you feel goodness at the end of the day, like I really got something done. But now you've got to accomplish that through other people. So how do I set those people up to get it right every time? And it's just a different mode of thinking that you've gone through, you know, as you've developed your team and grown it into the best engineering team in the world of, you know, here's these people that you're not on those calls anymore. You're not in those engagements, but you're watching them have a success because you've given them the tools and the process. And any of our partners can learn that. If the scale is really what they want, they can learn that. But I think you would agree. It's a little uncomfortable at first. Totally is. Totally is. You feel guilty. Like, oh my gosh, I should be doing this. I shouldn't make this person do it. But it really does come into the hiring process is so important. Finding great people. Protecting the culture, empowering people and going, oh, wow, they crushed that. Oh, they're really good. Okay, let me empower you some more. This is awesome. Awesome. I want to call back a little more advice. So we had we had Paul German on and I said, you know, what's the what's the one piece of advice you could give out to partners? You've you've you've birthed some of this cloud contact center space. You've seen a lot of things come and go. And his advice was, you know, I love partners get into something and they get super excited and they go sell this one thing and then they go here and they do this and they do this and they do this. So his ask, you know, obviously towards contact center was I just want to see him stay focused on this thing, right? Because they're entrepreneurs. They can do anything and they're sick. They're going to be successful at it inevitably. So what's your advice for partners that are out there trying to build a business? Is it something like that? Is it completely different? Not as much about scale, but just about building the business. Well, first of all, I'd say anyone who's been in the business for two years. Congratulations. I mean, you've beat the odds the fact that you're here and still in business. Most people don't we look at new partners who start up. They don't make it. Everybody overestimates the revenue cycle and they underestimate the costs and as a result, you know, the industry is littered with people who tried and failed to build these businesses. And I think it's easy for people to look from the sidelines and say I could have done that. I could have could you because we have a lot of examples of people who didn't. So first of all, congratulations to those people. The second thing I would say is to be deliberate. Just be deliberate. I did used to think that you should get very specific and very deep in a single technology. I don't believe that anymore. I do believe in the generalist by the way, I think both of those work. I think there's so much opportunity that both of those work for different elements, but I would say be deliberate. Pick a path and be deliberate. In fact, this is a great time of year end of year. If you're going to implement one thing in your business as a result of this podcast, I would say start an annual plan. Start an annual plan at the end of the year that says hey by next year, I will be doing this and I will be selling in these cat and I'm going to add one more cat. Whatever it is again being deliberate. I think an annual plan is a great physical manifestation of being deliberate because you're absolutely actually creating the planet and hopefully holding yourself accountable. Every month to am I getting closer? Did I break down those goals? Am I taking the right education course? My finding the right opportunities, hiring the right whatever it is on your path. So I get going back to the beginning. I wouldn't prescribe a specific path to any partner. I've met so many different personality types that are successful from the soloist. Solos can be a generalist. They can be specific to a vertical. They can be focused on a business size. They can be a larger company. We've seen a lot of scaled organizations. There's one one skill doors. I love talking to you right now because it's a company we've seen for 10 plus years is a great white whale that we're trying to you know, convince that look at this business model. It is great and they finally came around their leadership said we want 50% of our revenue to be coming from this model in you know, the next few years and they said do you think that's possible? I ran the numbers that given where your revenue is right now. It's going to take more than two years, but here's what we can do. And let's get to that goal. Let's get well, they're being deliberate and what's fun is have recurring conversations with them about what their goals are what they're achieving the progress. They're making and so it doesn't matter. They may have you know, 700 people on staff, but even if you're just one person on staff, you can go through the same motion and be incredibly successful by being deliberate. Love it. Let's talk about decision-making high stakes decision-making. So you mentioned in the beginning, right? We go through some of these sometimes it's every other day. There's a crisis or a critical situation when partners go through that too, right? And it feels like right in that moment. Oh my gosh, it's all over. I really can't screw this up. There's a lot of pressure here. What's your advice there on decision-making high stakes where you just you don't know everything? You know, one thing that's fun about looking back like I mentioned before looking back. They look more like speed bumps. You know, when you're starting out, you've got these two emotions. I love talking to brand new partners. They're I'm in it. I'm doing it. I'm going to make this happen. But they go through these emotions of euphoria and terror, you know, and they can be in the same minute, you know, there's no limits on me. Oh my goodness. How am I going to pay for groceries next week? You know, and they go through these these cycled emotions. But I think as time goes on and you gain this experience, you start to get a feel for what really is a crisis and what's not a crisis when we talk about high stakes. There are a lot of things out there that are high stakes, but maybe low probability. I think over time, what happened? You start getting a sense for okay, what is really, you know, let's hit the panic button. Now what you find is there aren't many things that are really hey hit the panic button. We've got to move now. There's some definitely some big moves and and and changes you got to make. I would say when when it comes to my decision, what I've learned over time is number one, I don't panic. I've seen enough experience enough things that I thought were, you know, industry ending company ending whatever it was that just aren't there's always recovery time. Well, another comforting thing to me is that even if you make the wrong decision, you can recover and that helped me a lot because one of the things I suffered from early on was analysis paralysis felt like I can't make a mistake can't do the wrong thing. People are depending on this. I can't get it wrong. What that causes a delay? It was more of a delay of a decision rather than making a great decision. And I think that the way I approach it now is gather as much information as you can and then decide, you know, where this fits in terms of priorities. Is this really critical? And then with that information can if I got 70% information, we're in a pretty good place to make a decision. We can make a good decision on 70% because again, leaning back to we can undo a bad decision. And so it's okay to go forward. So that's typically what I do is rely a lot on experience. Try to gather as much information as possible and with as much information as practically possible. Got to make the call. Let's talk about personal growth. So we've talked books. We've talked Rockefeller. We've talked podcast. We've talked all these things that are out there. What's your what's your recommendation for partners right to help them continue to grow and develop as a leader any specific resources or where would you where would you push people? Number one, I would say get just get curious. I mean, you got to get curious at whatever passion is that drives you. You know, it may be just your fear of losing. I think that's the passion that drives them when they're starting a business. It may be the desire to win. I just want to beat everybody and be number one. I think those are decent motivations. I think a more pure motivation is, you know, this more, you know, generative feeling of I want to learn. I want to grow. I want to produce something. I want to see what's around the corner and that curiosity I think causes more learning and growth and my advice would be look our brains are just lazy. That's just how it is. We've only got a limited amount of, you know, power going through our minds. And so it takes shortcuts. You don't think when you tie your shoe, I make the tree and make the whole the bunny goes around the tree in the hole. You don't think those thoughts anymore with like you did when you learn to tie your shoe. You just do it. You don't remember doing it because your brain is constantly taking shortcuts. And that's why it's so hard to innovate and it's so hard to to see new things is because our brains taking shortcuts. So I think learning is critical. So whatever curiosity takes you to then I think you then go down the road because that bombardment of new information is going to create insights. So some of the things that you know, I like to see our partners do is engage in the learning that we've provided. You know, the things that you've done, you know, listening to a podcast like this is going to I mean, geez that the insight they get from people around them who have seen different things. The fact that you can get a book for $20 on someone's life. Someone's worked for 70 years and they're going to distill it down in a couple hundred pages and sell it to you for $20. That's incredible. I mean the compression of information there of someone's life and they're going to hand their life's work to you for $20 is amazing. But if you can consume those things on a regular basis, I think it can feel like drudgery to some people, but if you're curious and excited about it by it, which I am and I know you are. That's why it's so fun to talk to you about these different top podcasts and different concepts. And I think that's what propels us forward is constantly bombarding our lazy minds with new ideas. I love it. There's just so much to learn and if we can we can grasp all the things. I'm a big fan early in life, made a lot of mistakes, didn't listen to anybody later in life, tried to read a lot, listen a lot, surround myself with good people and go, well, it seems to have worked for them or it seems to work for these guys that built companies for 100 years to your point. Why would I try to go recreate the wheel? Why not? To your point, there's just so much good advice out there and read those books and just look for that one or two little things that are going to help you that you're going to walk away with. Yeah, but I think most people go through that cycle. What you're talking about is, you know, you're as you were young, you know, didn't want to hear it. Doesn't matter. People could be giving you gold, you know, here's the map. Here's the way. Here's the it doesn't matter. You're not interested. So until someone turns on and does become interested, that's why it's so fun in this part of the community to watch people self-select, to watch them raise their hand, you know, and say, hey, I've been listening to your products. I've been, you know, talking, I've been trying this new concept. Will you help me on this new pitch I'm working on? To see those people step forward and say, I want to grow, I want to develop. Like those are the people who are going to take that advice. Those are going to run with it and make something of it. And that's a lot of fun. Yeah. Let's talk about industry trends. So there's a lot of trends happening right now. There's a lot of things out there. It seems like there's never a slow and growth of technology. What are the trends that are out there that you think will significantly impact this industry? And then how are we helping partners prepare for those? You know, I think we can look at it from from a product set. We look at it often for products of hey, we take from Telco and network and voice and now we're into security and here comes AI around the corner. I think it's bigger than that. The trend that we're seeing that is bigger than that is that distribution is broken. And whenever you see distribution get disrupted, massive change and massive opportunity takes place. So if you look at the internet, you know, that was a huge distribution model that shifted. And all of a sudden people went online and that became a distribution model where there was opportunity. There were winners and losers. Same thing happened with mobility when things went from just a computer to mobile. And distribution shifted as well. And once again, when it went to social, the way people get their news now, the way advertising takes place now, it's done through social. It's not necessarily done through the old news sites or wherever it was before. And the same thing is taking place in technology distribution. You know, when you look at legacy distribution, it's really logistics and you look at the people selling it and they represented a single brand or two or three. And now what you've got is this proliferation of technology. And so again, we go back and talk about the products. It's most fun to talk about AI. So let's talk about that one. Why not? So everyone, you know, just assumes, well, you know, it's just game over. I mean, open AI is now with Microsoft and Amazon's got their answer and you know, Google's got their answer and Salesforce says AI means this and you know, all these interpretations. Well, it's game over. Absolutely not. It's not game over because you had all these enterprises now. Well, but you got the substrate there. You've got the platform on what is going to be built on. You've got the engines. But then you've got all of these products that are going to be developed and going to be innovating. You're going to have a fragmented market out there with a lot of choice to be made and what businesses have that people don't recognize as risk. How this I know this is a cool thing, but how do I put my business at risk? How to put my career at risk making a decision on what's right for my business. So is all these new applications are going to come and by the way, price is going to change too. It's no longer to be based on seats can be based on workload or how much OpEx can I reduce based on using this AI and all the different changes? How do I navigate that? Well, portal doesn't necessarily get me there because I can't look into their eye and trust and say, hey, you've seen this before. You know how this goes in. Have you seen my situation before? Oh, okay. Yeah, it does look like them that engagement that our advisors have is not replicable today, nor do I think it will be in our lifetime. And so I think that just like it was in the old, I'm going to take it all the way back to, you know, long distance, the competitive telecom, long distance rates. The reason it was not searchable is because there's so many new companies popping up. There's so many different choices. It was fragmented when there was a fragmented market when there is risk involved in the decision, people are going to look to an advisor. And that is the greatest trend that I see for our partners for our industry and propelling us forward. So yeah, AI is the next big thing, you know, before, you know, we've already got generative AI. We've got, you know, voice got security. You got all the, they're all good products. They're going to sell, but the underlying trend that is taking place is that disruption to distribution. Yeah, great point too. And I think if you look back at when I talked to people about investing, right, people that are maybe worried about investing is now the right time. When do I hold? Oh, the market's a bear, the market's bull. You look back at some of those charts that are out there that say, here's the statistical percentage that the S&P has returned for the last hundred some years, right? And it's 10, 11, whatever percent. The reality is just it's always going to perform. And as long as you stay in it, and as long as you're willing to talk about these things and be invested in that market or invested in these products with the customers, they're always going to need help. And it's always going to get harder. And there's always going to be, to your point, a million options and people need help. That's right. Great point. All right, last couple questions on here. I would love to hear, you know, this is kind of a success and failure conversation. So maybe an experience about a perceived failure that ultimately led to success or just maybe some really important learning. You know, the one that stands out in my mind was, you know, 10 years ago, some people still talk about this. 10 years ago, we hired an individual in the organization, leadership position. Absolutely brilliant person. One of the smartest people I've ever worked with. By the way, the things that he said have come true. Like the things about this industry of how things would shape up, what it will look like were absolutely true because he came from a parallel industry. The challenge was the culture fit. The culture fit wasn't there. And the damage that caused the organization. The problem is, so failure number one, hiring the person in the door. So we do our culture interview, you know, we want to make sure the person fits the culture. Mistake number two, hanging on for too long. It'll get better. It'll get better. It'll improve. We'll figure it out. We'll teach. We'll buffer. We'll put people around. Hold on for too long. And what happened was it caused damage, visible damage to the organization. You can still look in our charts in our growth flat line during that time. And you can see why, you know, culture matters internally to our employees, externally to our suppliers, to our partners. It's felt by all of them. And so I did make the change. And what happened was I would tell you the reason I view as a positive now is we got religion. And we knew what it gave us was conviction, more conviction. The things we were doing before were right. The things that didn't show up on a spreadsheet, the things that didn't show up in a report, the way in which we behaved were right. And you can see that in the performance. I mean, it comes in the outcome. It's very hard to put your finger on it and say, oh, I put in two, you know, quantities of this and I got five quantities of that. It just doesn't turn out that way. But that was the learning. That was there. I would say the reconviction in our culture and how we go to market, how we show up. And when partners do say that's my favorite thing about our brand, when you talk to partners, they say, hey, I know they're in it for me. I know they got my best interest in mind. That matters and that's felt. Love it. All right. Final question. So let's say we look forward 10 years from now, 10 plus years, right? And it's been incredible to see what we're building here through your leadership, through the people that we've hired, through the culture, through all these things that we've talked about to enable the partners to be successful. But if you're 10 plus and we're looking back, what is the legacy or what is the impact that you want to say, I helped do that on this industry. I enabled X, whatever you want to put on it. Well, that's exactly it. You know, I hope that when my story is written, you know, it is that he helped grow the industry beyond what it was. Because I don't think things just show up by default. I don't think it's pre-written, you know, it's in the stars. I think we will it to happen. And I think we inherited something great that great people started and I think we're carrying it forward. And what I would love to look back on is to say, you know what? He helped grow the industry because it's not what the industry is today is not big enough for Telarus to thrive and do the things we want to do the scale we want to achieve. Bring on the talent we want to nurture the talent we have. We have to bring in more partners. We have to help our existing partners sell more. We have to convince customers that this is a normative behavior. And that's where I think we win is once a customer, once a CIO says, oh, that'd be malpractice for me to make a decision without talking to my advisor. That's crazy talk. You know, once we get to that state, then we will have arrived. But to get to that, there's still a lot of work to do with suppliers. Still a lot of partner growth has got to take place. And if I can take a play a role in that that's ultimately goodness for Telarus but it's goodness for the entire community. What we have to do is expand the industry. We have to make this mode of selling this this mode of technology acquisition to be the normative behavior. And that's still even though we believe it's superior, even though we see it and feel it every day, we have a lot of education to do. And that's what I see my role is doing because Telarus is going to thrive in that environment with the vision we have in that bigger environment. We're going to thrive, but a lot of other people are as well. And that's what I'm set on. Love it. Good stuff. That's it, man. I'm questioned out. I really appreciate you coming on. Appreciate you supporting us. Everything that you do to help grow the company, man. Thanks for thanks for being a part of this. Thanks for having me, Josh. Awesome. Okay, everybody that wraps us up. I'm your host, Josh, the Presto SVP of sales engineering at Telarus here with Adam Edwards CEO. This has been business blueprints lessons from leaders till next time.

Join us as we kick off this new series as we wrap up the season with Business Blueprints: Lessons from Leaders to give all our partners tips and tricks from our leadership team about all lessons learned when building. Today we're joined by Telarus Chief Revenue Officer, Dan Foster, as he dives into revenue strategies, growth, hiring, and more. You won't want to miss all the tips and tricks we get to glean from Dan with his years of experience in high-growth companies! Hey everybody, welcome back here. We're kicking off a special series of episodes. This one is titled “Business Blueprints Lessons from Leaders.” So who better to have on than our Chief Revenue Officer, Mr. Dan Foster. Foster, welcome, sir. Hey, Mr. Telarus thank you for having me. Good to see you. Good to see you too. I want to kick this thing off. I want to go into some backstories. You know I love winding paths. My favorite part of this is hearing everybody's journey. Yes, we know you as Chief Revenue Officer now, and maybe we can get a little later to what that means, but walk us through just your path. How did you get here? How did I get here? Well, well you can see I'm in my office, so it was pretty easy this morning. In fact, as a worldwide traveler, I guess I could give you a very circuitous route, but I'll start out with I'm in Japan. I graduated from college, and I've maxed out my credit cards. In fact, I'm hanging out with my girlfriend, now my wife. She was doing a semester abroad, and you know, I get in a job in investment banking, and you're supposed to wait for the entire summer, and you're supposed to maybe backpack around Europe. Well, I got to go get a job because credit cards are maxed. Mommy and daddy aren't paying any bills for me, so I actually go out and get a summer job. Well, that summer job lasted 10 years, and had a real fun time learning along the way. Started at, I was employee number three at a consulting firm, and one of the guys who started it eventually became Dean of the Harvard Business School. So we're growing internationally, competing in the likes of McKinsey and Bain. In fact, rating them for new hires, we knew we ranked when we got a cease and desist letter. So fast forward 10 years, and I'm sitting in India, while working on a joint venture, and I realized Josh at that point, it's going to be hard to have a family. If I'm living on flying so much that maybe I go by and go through the cul-de-sac, you can do the math there. But effectively what happened was I jumped off in Denver. I'm in Denver, and I go, we get a startup, some venture capitalists put me into, and we go public. It's in this whole internet economy, and they end up funding me to go run a little business and of all places, St. Louis. So we're seven months in St. Louis. We end up merging with a company that I think a lot of the channel people out there know called Megapath. At that point in time, we were $2.5 million in revenue. So we took Megapath, grew them from $2.5 million through organic growth, M&A, up to about a half a billion dollars. When I came in and out of that, but a funny little story is just to jump ahead, I'm then at another startup just a few years back, as you recall, and we sold it to Ericsson. And who of all people do I get to actually help me sell this idea of the channel into Ericsson because they just don't have the channel. They don't know of the channel. There's a whole backstory there. The Adam Edwards to come on and help me validate the channel. And we're going all the way to the group of… It's called the Technology Group within Ericsson. Eventually, we got to go to Boria and we convince him to go into the channel. Adam and I were actually quoted in a Wall Street Journal article about a week before I, oops, came here to work for Adam. So it was a little awkward Wall Street Journal featuring Adam and I. And the next thing you know, I'm over at our partner there. So that's how I got here. I love it. Just say I was quoted in Wall Street Journal once. Nobody needs to know where, how, why. Yeah, exactly. Mic drop. Yeah. So, you know, over the path, right, over the path, this journey, there's had to have been some pivotal moments. So help us understand, what are just a couple of these pivotal moments for you over the years? Two, yeah, pivotal moments in a career, a lot of them. But I'll try to boil it down. Probably maybe, you know, off the cuff here, probably one of the funnier pivotal moments was not your traditional one. It was my buddy, in fact, the guy I grew up across the river from is managing this band Fish. And we're out. In fact, they're growing. Nobody knew him at the time, you know, they had a small following mid 90s, late 90s. And we go out and check out a band, a band by the name of Dave Matthews. And nobody knew who they were. In fact, they hadn't signed a contract with Electra yet. And so I go home and I'm like, hey, John needs help managing. Fish is becoming a full time job. They've got a couple other acts that they may want to help manage. And my wife's like, are you kidding me? You think you're going to become a rock manager when, you know, we've got kids and all the rest going through. I was like, OK, so that's pivotal. Number one, pivotal moment. Number one, probably weren't expecting that, Josh. No, I did not. But no, but really, what it was is it was hanging around early on some of these academics that were focused on growth. Clay Christensen, a gentleman, read out of Salt Lake City, esteemed academic and life coach, even at the towards the end of his life. He wrote Innovators Dilemma, and we built a practice around that. Marco Ian C.D. A lot of the guys that Kim Clark, that that that whole group, it gave us this growth bug. Like I was focused on it. And, you know, we did a lot of operations, but it was really those really interesting seminars that we go to monthly that talked about these high performing businesses and the productivity that they were getting out of these businesses. You know, it's interesting. And, you know, I mean, I didn't set out to be a salesperson, but one of the guys I got to see talking a wine cave actually right up north of here in Napa Valley, Daniel Pink. He's now he's very well known author at this point. He wrote Drive, but he also wrote a book to sell as human. And it was interesting because here I was hanging out with these academics. But really, in fact, Pink talks about this in his book. There was none of these elite business schools were studying sales as a function. You know, you've got finance. You got I mean, I got to take accounting with this guy, Bob Kaplan, who's like the king of activity based costing. But nobody was focused on sales as a as a enabler in the business schools. And it was really folks like our tech advisors and folks out in the really street smarts doing it. So it was pretty exciting to be part of it. So I want to talk about, you know, I think the one thing I've always admired about you is just when I think I'm looking out far enough, you're going, no, no, no, no, no. Let's look a little bit further. Right. So you've always had this great visionary mindset. Walk me through what is your long term vision for driving revenue growth in our industry? Well, you know, it's interesting, Josh, is this is a five five point four trillion depends on who you want to talk to. But the ICT market is just massive. It's massive. But what's interesting is increasingly, in fact, as you know, our tech our tech advisory, our new tech trends report talks about this. Increasingly, customers are looking to a third party to really say, how should I go about this? How should I think about this digital transformation? So when I think about how we need to drive the business, it's really how do we make our tech advisors look smarter in front of their customers through enablement methods? A lot of the stuff that you do, Josh, and your teams and the whole business. But it's also really looking at that as a buyer journey to say, where are they going to be in five years? What are they going to be doing in five years? You know, interestingly enough, our our background and network really enabled us as the burgers to add fries and shakes. And now there's whole different meals that are being considered. Right. In fact, I love the you know, we've gone through the pivot, but I love the pivot stories of our tech advisors. And that's what you have to keep in mind. Think about Stuart Butterfield and what he did at Slack or, you know, we talked about Howard Schultz and Starbucks. You know, going from espresso machines, you know, selling machines to this in our technology advisors have done that pivot. They focused on, you know, they were selling some of them. You and I both know a few of them. They were selling circuits a few years ago and they pivoted to hit on that focus of the CEO challenge, revenue generation, productivity, brand experience. It's those things. Yeah. OK, so so you get to travel and talk to a lot of these partners or at the event, right? Whatever it might be. So you get to see, all right, here's what a successful partner looks like. Right. So taking a consideration, we've got this big audience of entrepreneurs. What do you think all of these guys and gals that have built their business? What are the top couple strategies that you believe were most successful, you know, while they've built businesses and you've built businesses? Is there some overlap there? Yeah, you know, it's one of one of the things I heard long ago was strategies what you don't do. And if you think about that, it's going to come down to this idea. In fact, I'm going to give you a little bit of a story. But so I'm sitting in London with this guy, Kim Clark, and you were in downtown London with this company, Unilever. Unilever makes tea, toothpaste, ice cream. They they own like Fendi, all these brands. In fact, it's much larger than Procter & Gamble. But we think about Unilever as this kind of small European company. And he's sitting there with this guy, basically the CEO of their personal products division. I got to spend a year in Paris, a little known fact, working underneath him as a consultant for their shampoo and deodorant. So I'm actually a shampoo, I used to be a shampoo expert. So anyways, here we are in London and Kim basically says to this guy, Perry, listen, with all you're trying to do, you need to go after two key principles, focus and discipline. And so, you know, it was this seminal moment where he realized they're trying to do too much and they wanted to look at their innovation portfolio, but he took that. And so here I am, we jump on a plane. In fact, you know, on that trip, I got to take the Concorde because I needed to be back in the States. And I'm literally the next week at Cummins Engine Company, great company out in Columbus, Indiana. And here Kim Clark is again, he's talking to Tim Salsa, the CEO. And he again talks about they're trying to do too much in this idea of focus and discipline. So why am I so so focused on so enamored with this? In fact, I'm going to bring in the great German-American architect, Mies van der Rohe, his design philosophy, less is more. And so Kim would recite that less is more. In fact, it goes back to this idea. I mean, Tim Ferriss in his four hour work week is simplifying the focus. And that's what I see with our technology advisors who are incredibly successful. They've designed a approach in their business that is sometimes bootstrapping their total risk takers, sometimes they're cowboys and cowgirls. But really what they've done is they've focused on a singular model and then they build that up as a base. Yeah, that makes sense. Good, good. Yeah. You know, we had a CEO on here of one of our major suppliers and I said, you've been instrumental in the contact center industry. What's the what's the good and the bad that you've seen our partners do that if you could change it, what would you? And that was exactly that. It was partners become really successful. They do this one thing and then they go, oh, my gosh, I could do all these things. And then they're not wrong. Right. They're entrepreneurs. They can get it done. They can figure it out. But when they focused it and narrow it back, they saw a massively, massively successful partner. So now couldn't. Yeah, less is more. Yeah. OK, let's let's talk about leadership here a little bit. Right. So I know you've you've been part in kind of building some large companies. If I remember right. Hiring to the tune of what was it? 80 80 salespeople a month. It's at one point. Yeah. Oh, so that's I mean, my team did that just to be clear. Like, can you imagine the interviewing that you would do? But we had we had eight talent acquisition people in my group. Well, HR working for my dear friend Linda. But yeah, crazy. So let's talk about that. Let's talk about building an innovation mindset. So is your is your hiring, is your bringing on leaders, is your as you're doing all of those things? Why is it so important to have an innovation mindset when we're talking about growth? Yeah. I mean, first off, it's so critical because our industry has never moved faster. And so you have to be you know, this idea of the pivot, whereas you've got to be focused in discipline. You also have to be looking around the corner. And so what I find is building a team of diverse things, like I look for when I'm building a team. And I think we're there today, Josh, I think about, you know, you, your colleagues, you know, the the broader team that we have here. It's first up hiring, to your point, hiring is the hardest thing you do. I think you know, you've shown a lot of leadership and really built a team. And I think you understand this, which is hiring is so critical because you're figuring out what chemicals to put into this to make this new compound called growth. And in doing that, you know, you've got to you got to set out some big hairy goals to say, you know, how do we own a sector or, you know, what are the three steps ahead that we need to be thinking for the partners to be successful in front of their customers? To do that, to do that, you need a diverse set of thinkers first off. So, you know, I mean, obviously with you, you know, I always make sure my team has smarter people than me. I'll take it. Let's go golden. Yeah, I make sure, you know, you're I take an IQ test, personality test. And I mean, it's not a high bar here. But so no, but I think diverse sets of thinking really bring to bear kind of that innovators mindset. It's good. All right, let's so so part of this part of the series is that I want partners to to hear and understand not just the good but the bad, the really hard stuff as well. So talk to me about the significant challenge that you faced at a previous company at this company anywhere. Right. From a revenue growth perspective and how you turned it into an opportunity. Hmm. I got like how long does this podcast go for? Like four hours, I got a few of them. I got a simple one. I got a simple one, which is so I come back. So I told you the story of Megapath up to a half a billion. We actually sell off a few of the assets I leave. Go do this Solar City Tesla energy thing and I come back. They bring me back. Board brings me back. I go as president and it was in a decline. So 10 percent revenue reduction. You know, importantly, I did a baseline when I got in and the customer sat and the employee sat wasn't good. OK, I wasn't good. I'll just leave you. I don't want to run numbers here, but it was not good. So I'm a month into the new gig and I take a call. Actually, I got a message. So I get the message and I call this guy Max. He's a New Yorker. I call him back and it's one of these hot ones. So as the president, you know, the escalations I'm going to get, as you can imagine, are not the ones who want to call up and say, hey, you guys are doing a great job. So he says, listen, after 11 people, 11 calls, you're the only one to call me back. So he says our culture is basically sideways. And he says, listen, I'm an investor. You hosed up one of these companies I'm with. You know, I forget what it was. We didn't do the install. But I really remember clearly what happened. He said, I want to take you on a cultural journey. I want you to meet with the CEO of a company that I help fund. And if it's OK, I'll meet out in Vegas maybe two, three weeks. You figure out what works. We're going to go to a company called Zappos. So I get to go out and meet Tony, Shane, his team. You know, it's the culture of the customer. And I realized at that point in time that with our sale, our employee engagement in the tank, our customer sat sat not in a great spot. It's even hard for me to say that customer satisfaction at a not a great level. We needed a new program. And so we did this whole best over easiest program. And I learned it from the actually the HR personnel at Zappos. I kept in touch with her for a bit. And we it worked. I mean, two years later, what we realize is by focusing on employee engagement, that means we had better tools so they could solve customer problems. In fact, in my staff calls, Josh, I haven't tortured us like this, but we would call into each of the groups. So imagine the accountability in your org. So when you call into billing, you call into support. And the first time it happened, we did it impromptu. So I didn't prep any of my folks. I said, hey, we're going to have it. We're going to go off script today, folks. We're going to call into a company called Megapath. And everybody was first off in their chairs and not excited by the result. Two years later, we grew that business 10 percent, quarter over quarter, almost diametrically opposed to when I got back there. Two years in, I had a great team. We ended up doing like first SD-WAN service provider with UCaaS as a bundle. It was fun. And we unfortunately, we ended up selling the business because we're having such a good time, but it was focus on employee engagement and really through tools that helped their customers. Love it. Good stuff. Let's talk a little bit about mentorship. So, you know, it's been it's been awesome to kind of be surrounded by you, right? From from how you've helped me grow personally, mentorship. But let's talk about, you know, as you've mentored others, how does that influence your approach, you know, as a chief revenue officer and maybe strategies for growth that we just might not realize? Hmm. Well, one is, you know, we talked about that earlier. We've got to be looking out around the corner to say what is 2x and 5x look like? And then helping, you know, the team look through and manage to a framework that gets you there. So what I had a, I had a CEO that I worked for for quite a long time and he taught me that idea of a framework. So we have the today, the objectives and key results framework works great, right? Gives you that ability to see out over a year. You then put it out two, three years. And what you can do is from a mentoring perspective is build frameworks and management systems that you, you know, as we think about five years out and Talaire is having, you know, taken over the free world, it's those frameworks that we are enabling through that mentorship. It's painting bold visions and building alignment around that. It's it's also, you know, not answering, but asking the questions and pushing guys like you to go out and kind of say, here are a couple options. And then it's finally what I like doing is it's never bringing, you know, teaching folks to bring resolution plans. There's a lot of issues in business really pushing your team to say, well, come to me with three, two options. Don't come to me with issues. Come to me with the issues, frame it in a way that you can then paint a picture of here's how we are going to affect change in a positive way. And it shows that you've thought it through. Love it. Love it. All right. Let's let's keep going on this change mindset. So if you look at, like you said, in the beginning, we're at a spot where it's just never changed, technologies never changed this fast. And I think we just, we always seem to say that I think the people before I said that people after and say that, but it really does. At least if we zoom out over the last 20 years, it's changing now faster than ever. So how do you stay ahead of the curve in that from a revenue generation, from a sales strategy perspective, do the basics come into play? Do you use some of these advanced tactics and strategies? What are your thoughts around that? Well, we can't give all of our secrets out, right? But like water it down a little bit. No, first off, the idea of how you execute is foundationally in the basics. You know, you learn fundamentals around follow up in the focus and you put in programs to go do this. Sure. The, the technology, you know, Moore's law is out the door, I think, right? You know better than I, but in digital transformation is coming. What's really interesting is where we are at, we're at a crossroads. We're enabling these technology advisors to compete against the global system integrators, you know, that what I know the team jokes about not having lost to Deloitte in, you know, a couple of years or something like that. The technology advisor is really what we're pushing to also stay up to what's the right word here, stay up to almost a new standard for themselves to say, how do I enable that digital transformation? The digit, think of it going from selling a network and you and I know a few of these partners selling a network or even selling circuits to now, not just selling contact center, but full on from website all the way through to support the digital transformation. And I love Diane Hinchcliffe, who, as you know, drove a lot of the thinking behind the technology report talks about this idea of DX digital experience. So when you think about the technology advisor pushing the CEO to think through the branding customer experience, it's now become more than ever a full digital experience. So what do we do? We've got to have a buyer journey for the technology advisor who needs to learn. Hey, it's not just fries with that burger, but what does it actually mean to have identity management or zero trust network access together with that network? So we've got a lot to deploy from a sales enablement perspective. And, you know, you guys do it every day, Josh. I mean, you see that it's critical to keep doing what we're doing around the sales enablement function for those technology advisors. Yeah, yeah, I think the you said it there a little bit. The hardest part about this is finding the opportunity to let your customers know all these things that you can do. Right. So there's strategies around QBRs and opportunities for that where it's less tactical and more strategic. But it's just such a different problem than it was years ago. Now, there's just so many things that you can sell to these end customers for the the advisors. It really opens up that door of, you know, I can do everything at this point. Yeah, right. That you need as a customer. If you're buying it, I can help you with that. That's right. That's right. But, you know, you've got to be careful, too, right? Like you've got to not come across as though you're trying to sell them a catalog. Yeah. Yeah, fair. Final couple thoughts here. So so if we look back, you know, we've had a lot of people who have been looking back as you kind of reflect a little bit, right, your career from a revenue perspective, revenue officer. What does what does true success mean to you? And how do you I guess how do you measure that? Well, you know, I'm a numbers guy, so we we measure it in numbers. And I love winning. But actually, you know, it was interesting. I'm going to I'm going to rely on Clayton Christensen again, who actually in the later part of his life wrote a book, How Will You Measure Your Life? And sure, I measure it as success. I measure it as really my ego is in seeing people be successful. Like it was so fun. I've got a guy who worked in L.A. In a past life we talked about, he had seven people and I knew the guy scaled. And three years later, I check in with him and he's got he's got 800 people working for him. So I love seeing those success stories. In fact, for me, success was a little different. I had a son diagnosed with autism and right around that same time, I had a new son born. I just lost my dad. And I'm in one of these amazing, amazing jobs, in fact, just scaling up. But I realized I needed to be around more. So that was an 80 hour a week across the peninsula. And I took a step back and I took I went back to a business that offered me a job so I could be local. And, you know, I mean, the the idea of time as a currency, I wouldn't have been able to coach my kids in soccer. And so when I sure I I had a heck of a time building a framework for go to market for that business, but it was hard to step away. But balance is key. That's what I've learned is the measure of success is back to that idea of how do you measure your life in the near term, I obviously measure, as you know, I measure every month, every every week. We know that meetings do you? I don't miss much on that front. It's my, you know, as you know, I trained as an engineer and a quantitative economics guy coming out of college. I left that in the box, mind you, coming out of college. I think the engineering degree never actually got cracked. But, you know, that's how I think about success. It's good. It's good balance. If I look back, you know, we're been doing a lot of episodes here, right, as we wrap up season two, doing a phenomenal job. Thanks. And as we look back, there are some key trends, right, from the leaders like yourself that we've chatted with balance is key. It doesn't matter if you can't keep it in balance. And I know there's those people that are like, oh, if you love what you do, you know, no, balance matters. You have to be purposeful about balance. So awesome call. That's right. Personal leverage. You know, I use that. I use that. I learned that more. I learned that later in life. Personal leverage, which is, you know, achieves balance. Yeah. Final final thoughts here. We're going to we're going to look out to the future a little bit. And I know, again, we've said it. We're probably a broken record about it just changes so fast. But any emerging trends, anything that you think that for the partners that are listening out there that you really want them to pay attention to? I mean, there's the obvious ones you like. I'm on stage pitching, AI and DX and cyber. But I want to go back to this idea that, you know, we we went out and interviewed 150 CXOs. So there are CIOs, chief digital officers, and increasingly they are buying through the channel. So when I look out, sure, there's lots of technology. You and we are going to be on top of the next one. But I think the most interesting trend is the fact that the affinity towards this channel is only accelerating. The propensity for success is really the CXOs. These are larger corporations, but importantly, those mid market have validated and are doing nothing other than running to our technology advisors for advice and to buy services. Yeah, yeah, it's it's such a it's a great point. And it's such a, you know, like like you mentioned earlier with the Erickson story, but if we just flash back and flash back and flash back further, how many conversations have we had to be in where we've had to convince people why the channel is important as a vendor, why you would want and now just that that rate of adoption of selling here versus trying to sell it direct as a vendor. I mean, I love obviously selfishly. We love that that trend, but it proves the value, proves the value in a customer's eyes. And there's so much more room. So much runway. I love it. Yeah. And there'll be some transactional stuff. Look, things are going to go through marketplaces, transactional. But that's why the complex sale starts with the technology advisor and teams like you. All right, Dan, I'm questioned out, man. I really appreciate you doing this with me, buddy. No, I love it. Thanks. And I love the new background there, too. That is looks like an anaconic chamber or something to that effect. No echoes in here, baby. Yeah. Well, all right. Hey, man, that wraps us up for today. Thanks, everybody. I'm your host, Josh Telarus SVP of Sales Engineering at Telarus Dan Foster, chief revenue officer. This kicks us off with business lessons. Until next time.

Most New Zealand employers expect to raise salaries this year. The latest Salary Guide from Hays Recruitment shows about 95% of organisations intend on raising their workers' pay, with most planning pay rises of more than three percent. Hays Recruitment Regional Director Adam Edwards says inflation remains high, and businesses are becoming more transparent about pay. He says the lack of skilled workers is also front of mind. LISTEN ABOVESee omnystudio.com/listener for privacy information.

Join us on the porch as we sit down with Adam Edwards, a whiskey specialist and the Single Barrel Experience Manager at the Rabbit Hole Distillery in Louisville, Kentucky.  Adam shares a wealth of information about the distillery and we taste through some of their flagship products, as well as a new release from their Founder's Reserve Collection - Raceking!Cheers y'all!

In this Telarus Executive Interview, Adam Edwards interviews Cisco's Head of Global Collaboration Partner Sales - Kristyn Hogan. Learn more about Cisco and Telarus' recent launch.

Infinite Banking and Replacing Your Mortgage?  How are these related and IS it possible to pay off your home in 5-7 years?Today I have on Adam Edwards, a certified Replace Your Mortgage consultant, Replace Your Banker consultant, and Licensed Life producer.Is Infinite Banking a ‘scam?'  If so, why do banks own MORE Whole Life Insurance than real estate?Can you pay off your mortgage early WITHOUT paying extra per month?Adam and I will talk about both and how they can work together for ultimate control and ultimate liquidity in your life.And remember, be sure to register for the 2022 Spartan Summit, where the main speaker will be none other than DAYMOND JOHN from the Shark Tank!  Use promo code FREEDOM22 to get 10% off your ticket while supplies last! Now less than a MONTH away!Helpful Resources:Episode 3 – Infinite BankingPay off your home in 5-7 years VideoReplace Your Mortgage Becoming Your Own Banker by Nelson NashSpartan Summit – meet Daymond John AND myself in February!Connect with AdamAdamEdwards@ReplaceYourMortgage.comStay connected with Wealth and Freedom Nexus!Instagram Twitter      YouTube   www.wealthandfreedomnexus.comWant to support the show?  Buy me a coffee or become a Patreon member!As always, be sure to follow, subscribe, rate and share this podcast with other like-minded individuals who are in pursuit of wealth and freedom!

This week the full compliment of Happy Hour Gamers are present for this Game Awards special hosted by smallman himself - Adam Edwards. We go through all the awards and announcements from last week's bumper show and have a good old moan about how boring Geoff is.

This week we have updates on Elden Ring and Star Wars. Most importantly Adam Edwards (host of That 8-Bit Shitshow) joins us as we dive deep into all the games we've been playing. Including Kena, Life is Strange, Resident Evil 8 and New World .As Game of the Year discussions ramp up we give you a good idea of where we sit right now!

We met up at Rabbit Hole in Louisville with our good friend Adam Edwards, their Digital Brand Ambassador. He chats with us about the upcoming Race King release and we try it to see how it stacks up to the previous two releases (spoiler: it's freaking delicious)! Check out more Whiskey Culture goodness at Linktr.ee/WhiskeyCulture --- Support this podcast: https://anchor.fm/whiskeyculture/support

Episode 14! Welcome to the Whiskey Ring Podcast where we're bringing you the people who make whiskey interesting. Joining me today is Adam Edwards, Digital Brand Ambassador for Rabbit Hole. Adam and I met during a virtual tasting almost exactly a year ago. It's a fun memory to reach back to – by this point a year ago, the website was just starting up, the podcast was still several months in the future, and I was ramping up my tasting notes in almost every way possible. I'd purchased my first glencairn, my third or fourth journal, started posting them online, started sharing samples with friends to try things I hadn't tried yet. A year later I am fully and completely down the rabbit hole. You can find Rabbit Hole online at rabbitholedistillery.com and on Whiskey Row, Jefferson Street, in Louisville, KY. Their socials are also included in the show notes so you can follow them and see when they're coming to a retailer near you. You can also follow Adam on Instagram @bourbontuba for all the Rabbit Hole happenings. If you haven't yet, please follow Whiskey in my Wedding Ring and the Whiskey Ring Podcast on Instagram and Facebook and follow @whiskeyring on Twitter, and subscribe to the newsletter on whiskeyinmyweddingring.com.  If you like what you hear, please consider supporting the site and the podcast. You can help out for as little as $2.50 a month on Patreon. Thank you also to our sponsors, Mash and Grape and Cairn Craft, who are providing discount codes for Whiskey in my Wedding Ring followers and Whiskey Ring Podcast listeners. Subscribe to the Whiskey Ring Podcast on your favorite podcast platform today! We're on Podbean, Spotify, Stitcher, Apple Podcasts, Google Podcasts, and most other major podcast platforms. Every subscription and listen helps us get sponsors, secure guests, and ultimately get more content to you. Thank you for listening and for supporting, and please enjoy my chat with Adam Edwards from Rabbit Hole Distillery.

"You don't really know someone till you've had a drink with them"Season 2 episode 2 takes us all the way back to May of this year when we had the opportunity to go down to Louisville and meet Adam Edwards at Rabbit Hole Distillery. We had an amazing trip, and talking to Adam was an absolute pleasure. We wanted to wait till this season to release this conversation so that we could give a public CONGRATS! to Adam on the birth of his baby girl. We wish Adam and his family the best of luck! Enjoy this episode… tons of good whiskey history/info and of course some new Dad prepping we got to do with Adam. We also drink whiskey.

Adam Edwards from Broken Hill joins the podcast and talks about how his style has evolved and how his creative process has stemmed from the Australian Outback region in which he lives. Adam is Broken Hill based and his portfolio includes some stunning outback scenery from far west NSW as well as South Australia and the Murray Darling Basin.  He's keen on a good sunset and really does a great job of capturing the Australian outback in places and way's many may never see. Some of you will know him from his live feeds on Instagram, where he'll take viewers on a shoot with him in the wonderful outback around his home town. We'll be getting to know Adam a little better and we'll talk about how he got started with landscape photography, what his workflows for outback photography are, how he's developed his style and his  encounter with an unfortunate emu.  I hope you enjoy the show! Adam Edwards on Instagram: https://www.instagram.com/adzy_edwards/ Theme music: Liturgy Of The Street by Shane Ivers - https://www.silvermansound.com   #landscapephotography #photography #landscape

Rob & Sal celebrate their 50th episode with Adam Edwards the brand ambassador for Rabbit Hole.  We do a deep dive into the bourbon process and how the temperature fluctuations are imperative to the process and the oak barrels used by rabbit hole are so important to the process they put their Kevlin Cooperage seal on the bottle.  The bottle we taste is a tribute to immigrant Christian Heigold who transformed Louisville.  Christian's house from the 1800s still partially stands as a historical site.   Additionally, we talk about what it takes to be a rad dad.  How Adam was able to identify his wife was pregnant even before she knew!  What happens when you add water to your bourbon?  How to sensory train yourself, why honey malt & chocolate malt are more expensive.  What is a small batch?  What does Adam mean when he says a bourbon tastes like Dr. Pepper? Lastly, the distillery is now open for tours so go check out the Rabbit Hole distillery b/c the guys plan to record from there in October! Follow us on Rad Dads Instagram Join our Facebook Group Subscribe on: Apple Spotify Pandora Stitcher Google Like our Facebook Follow our Blog Follow us on Twitter Visit us at IncreDads.com Email Questions or comments to: theraddadsshow@gmail.com The Rad Dads Show is available on Apple Podcasts, Google Podcast, Podbean, Spotify &  wherever else you listen to podcasts

Today I had the chance to talk to a newcomer to scene @adamedwardsart who released an amazing Alien print with the help of my favorite co-host @jamesjamesjamescreative! James joined me later to talk about the latest releases which are different and exciting this week. So stay tuned and head over to our Instagram profile @dropmagofficial or check us out on YouTube and don't forget to smash that like button! __________________________ @bottleneckgallery #avengers @phase_runner #thegate @tomwalkerart #edgeoftomorrow @pabloolivera.art #greenlentern @strongstuff #batman @barbarianfactory #flashgordon @lawrencenobleart #thegoonies @johnalvinmovieart #indianajones @willowstration __________________________ @mondonews #psychogoreman @drewmillward #breathless @yukoart #godzilla #tomwhalen __________________________ @spoke_art #movieposterauction @ken_harman_hashimoto __________________________ @herocomplexgallery #afrosamurai @paidesign #fightclub @neildaviesillustration1 #onlyloversleftalive #neversaydie @oscarm_art #irongiant @adamrabalais #hughesyourdaddy __________________________ @echoprintgallery #jimihendrix @angryblue __________________________ @collectionzz #ziggystardust @mattryan #joanjett @markomanev __________________________ #illustrations #jaws @marksummersart #thegoodthebadtheugly @ruizburgos #breakingbad @sore.sogorb #karatekid @aurelio.lorenzo #orenishii @gregthings #bruce #deadwood @reinelart ____________________________ #poster #art --- Send in a voice message: https://anchor.fm/dropmag/message

This month on the 6/10 club Kenneth, Adam Edwards. Adam Howes as well as special guest Austin Prior, look at Confessions of a Dangerous Mind. The 2002 movie is based on book of the same name by US game show host Chuck Barris. He claims that he worked as a hitman for the CIA, alongside being a host. In George Clooney's directroial debut, he examines this strange double life. Does it all come together? Or much like its far fetched premise, is it too bizarre to be believed?

It feels like a thousand years since last week's episode was uploaded. But, luckily, we've come out of the time tunnel, and there's plenty of new bourbon content about the newest release from the Evan Williams Experience, as well as a sit down interview with Adam Edwards of Rabbit Hole. Perry and Adam discuss the products behind the brand, the passion of the founder, and how they're fitting into the world of bourbon at large. Enjoy. Become a patron of the show at http://www.patreon.com/mybourbonpodcast Send us an email with questions or comments to thisismybourbonshop@gmail.com Check out all of our merch and apparel: http://bourbonshop.threadless.com/ This is my Bourbon Drinking Glass Glencairns: https://www.whiskeyambitions.com/products/this-is-my-bourbon-drinking-glass-glencairn Leave us a message for Barrel Rings at (859)428-8253 Facebook: https://www.facebook.com/mybourbonpod/ Twitter: https://twitter.com/mybourbonpod Instagram: https://www.instagram.com/mybourbonpod/ YouTube: https://www.youtube.com/thisismybourbonpodcast PayPal, if you feel so inclined: PayPal.me/pritter1492

In this episode of Business Transformations, Adam Edwards is joined by TelcoDataCloud Director, Asa Grund, where they discuss TelcoDataCloud's journey to get to where they are today and what their future looks like.

WE SHOT FOUR TENNESSEE GOBBLERS! Taylor treks to Tennessee for a try at some toms! Listen in on the successes, lessons learned, and general festivities with my buddy Adam Edwards of The American Adventure. Thanks for the opportunity, Adam!

On today's Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO.

On today's Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO.

On today's Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO.

On today’s Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO. The post Tech Bytes: Optimizing Performance And IT Support For Your Distributed Workforce (Sponsored) appeared first on Packet Pushers.

On today’s Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO. The post Tech Bytes: Optimizing Performance And IT Support For Your Distributed Workforce (Sponsored) appeared first on Packet Pushers.

On today’s Tech Bytes episode, sponsored by AppNeta, we explore how IT can optimize performance and support for a highly distributed workforce and develop a sustainable strategy for a Work From Anywhere reality. Our AppNeta guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, CTO. The post Tech Bytes: Optimizing Performance And IT Support For Your Distributed Workforce (Sponsored) appeared first on Packet Pushers.

In this episode of Business Transformations, Adam Edwards is joined Cloud Warriors Founder and CRO, Eric Chanh, and President and CEO, Chris Nebel, by where they discuss Cloud Warrior's journey to get to where they are today and what their future looks like.

Today Adam Edwards reveals his best advice for career transitioning as he helps athletes find the support and partnerships needed to embark on their next business venture. Listen in as Jen and Adam discuss how athletes are trained to persevere and hustle to the next goal.  They also dive into the importance of understanding your numbers, who you need to support you during a career transition, and the necessity of authenticity. Adam Edwards is an NFL Alumni and Co-Founder of iMatch Franchise & Global Investments, an independent Franchise and M&A Brokerage Firm, managing over 400 brands and listings. He‘s helped thousands over his distinguished career as a certified franchise executive and intermediary, with millions sold in transactions. Adam oversees recruitment, business development, and the “Match-Making” process to ensure clients get into business for themselves, but not by themselves. Adam encourages those transitioning or post-career to gain industry knowledge and conduct intense research before getting involved in any business.  You can learn more about Adam and his efforts in the following ways: www.imatchfranchise.com www.goliathconsulting.com Adam Edwards - Business Broker Adam Edwards - BizBuySell  Oklahoma AIDS Care Fund   What does greatness look like for you? Get off the sideline and take the next step towards achieving your goals by downloading the exclusive Life Assessment and Goal Worksheet Jen uses with her clients to help them identify what they want and the most direct path for moving forward. Click here to download it now: bit.ly/crossthegoalline See omnystudio.com/listener for privacy information.

In this episode of Business Transformations, Adam Edwards brings on Sumo Communications Founder and President, Bret Hickenlooper, to discuss the three pivotal moments in the history of Sumo that helped them become what they are today.

In this episode of Business Transformations, Adam Edwards is joined by Select Communications President and CEO, Jerry Goldman, where they discuss Jerry's unique journey to get to where he is today and what Select Communications future looks like.

In this episode of Business Transformations, Adam Edwards is joined by Broadband Consultant's co-founder and owner, Mark Prudell, where they discuss Broadband Consultants journey to get to where they are today and what their future looks like.

In this episode of Business Transformations, Adam Edwards brings on President and Director of A1 BizCom, Ruben Piña Jr, where they discuss the pivotal moment that A1 BizCom changed their business strategy and their three mottos of quality, integrity, and value.

This month on the 6/10 Club Kenneth, Adam Edwards and Adam Howes look at Charlie Kaufman's adaptation of Iain Reid's book I'm Thinking of Ending Things. Does this strange psychological movie stand up on its own and bring something new? Or does it leave too many questions unanswered to make it meaningful?

In this episode of Business Transformations, Adam Edwards is joined by Broadband Consulting co-founder and owner, Mark Prudell, where they discuss Broadband Consulting's journey to get to where they are today and what their future looks like.

Thirty Days in the hole. Jamie and Matt share a few drams and and a great conversation with Adam Edwards from Digital Brand Ambassador from Rabbit Hole Distillery. A great story behind the passion behind the brand. https://www.rabbitholedistillery.com/ Jamie Flanagan @DJJamieDetroit Matt Fox @fox_beazlefox www.ManCaveHappyHour.com The post Man Cave Happy Hour – Rabbit Hole Distillery – Episode 94 first appeared on PodcastDetroit.com.

Thirty Days in the hole. Jamie and Matt share a few drams and and a great conversation with Adam Edwards from Digital Brand Ambassador from Rabbit Hole Distillery. A great story behind the passion behind the brand. https://www.rabbitholedistillery.com/ Jamie Flanagan @DJJamieDetroit Matt Fox @fox_beazlefox www.ManCaveHappyHour.com The post Man Cave Happy Hour – Rabbit Hole Distillery – Episode 94 first appeared on PodcastDetroit.com.

Thirty Days in the hole. Jamie and Matt share a few drams and and a great conversation with Adam Edwards from Digital Brand Ambassador from Rabbit Hole Distillery. A great story behind the passion behind the brand. https://www.rabbitholedistillery.com/ Jamie Flanagan @DJJamieDetroit Matt Fox @fox_beazlefox www.ManCaveHappyHour.com

This week we chat with Adam Edwards about paddling, the Just Add Water Project and Melanin Base Camp. Adam is a person of many talents – photographer, videographer, model, adventure kayaker, writer, diversity and inclusion advocate, arborist, climber, among many other things.  Adam is now engaging in efforts to launch a program to get more […]

1- Tyler Pittman-2- Remington Austin-3- Josh Forbes-4- Adam Edwards-5- Daniel Ingle-6- Justin Bates-7- Luke Waldroup-8- Christian Swann-9- Keyven Buchanan

This week Ken, Adam Edwards and Adam Howes present a special Christmas episode of the 6/10 club. We look at stoner comedy The Night Before and also talk about some of our favourite festive movies as well.

Josh, Scott and Toby sit down and discuss the product set and tasting notes from the entire product line from Rabbit Hole. Adam also gives us a few hints about whats to come from Rabbit Hole. 

This is part two of my chat with Adam Edwards. If you're just tuning in now, I highly recommend starting with part one so that you get the full picture of who Adam is, what he's been through and what he has been able to achieve for himself and for those he's worked with. I absolutely love chatting to Adam and I'm thrilled to have him on the Manfulness podcast.   Find Adam Edwards: Website - Instagram

This is part two of my chat with Adam Edwards. If you're just tuning in now, I highly recommend starting with part one so that you get the full picture of who Adam is, what he's been through and what he has been able to achieve for himself and for those he's worked with. I absolutely love chatting to Adam and I'm thrilled to have him on the Manfulness podcast.   Find Adam Edwards: Website - Instagram

I used to be out and partying all the time in my hey day and during that time, I came across Adam Edwards. he owned a bars and clubs throughout Melbourne and I always found him to be really genuine, kind and a great person to be around. You can imagine, in the world of clubbing you come across a lot of superficial people, a lot of bad behaviour and not the best atmosphere in a lot of ways, but Adam never came across like that. After many years in the club scene, the industry was wearing thin on Adam. He was suffering from poor mental and physical health, and knew it was time to make a change in his life. Since then, Adam has been on his own spiritual journey that has lead him to his work as a life coach today. In 2016, Adam started a 2 year Life Coach apprenticeship under Carl Massy, ex-army major, and a 20 year Master Coach and Strategist. It was one of the hardest challenges of his life. Since that day Adam has been 100% committed to transforming lives. Victims of trauma and people looking for spiritual healing, guidance and direction in their lives. This is a massive episode guys, so we've split it into two parts. Stay tuned for part two next week.   Find Adam Edwards: Website - Instagram  

I used to be out and partying all the time in my hey day and during that time, I came across Adam Edwards. he owned a bars and clubs throughout Melbourne and I always found him to be really genuine, kind and a great person to be around. You can imagine, in the world of clubbing you come across a lot of superficial people, a lot of bad behaviour and not the best atmosphere in a lot of ways, but Adam never came across like that. After many years in the club scene, the industry was wearing thin on Adam. He was suffering from poor mental and physical health, and knew it was time to make a change in his life. Since then, Adam has been on his own spiritual journey that has lead him to his work as a life coach today. In 2016, Adam started a 2 year Life Coach apprenticeship under Carl Massy, ex-army major, and a 20 year Master Coach and Strategist. It was one of the hardest challenges of his life. Since that day Adam has been 100% committed to transforming lives. Victims of trauma and people looking for spiritual healing, guidance and direction in their lives. This is a massive episode guys, so we've split it into two parts. Stay tuned for part two next week.   Find Adam Edwards: Website - Instagram  

This month on the 6/10 club Kenneth, Adam Edwards and Adam Howes look at one of Jim Carrey's more polarising movies, Man on the Moon. Despite winning a Golden Globe for his performance, some feel he doesn't stay true to Andy Kaufman's work. Is this a misunderstood gem or a by the numbers biopic?

Tiny, Roxy, Young nose Johnson ,and Super Nash  visit The Rabbit Hole Distillery In Louisville Ky!  We get the royal rabbit treatment from Adam Edwards, Rabbit Hole Distilleries first ever Digital Ambassador .  He gives us a detailed description of the History of Rabbit Hole and walks us through their Spirits line of Distillates! we had a great time and we hope you will to!Support the show

The Bourbon Lens Crew had the privilege of taking a private tour of the Rabbit Hole Distillery in Downtown Louisville recently. We sat down with the Brand’s Digital Ambassador, Adam Edwards, to discuss the history of the distillery, its founder Kaveh Zamanian, and the spirits they craft. We discuss the ultra exclusive Founder’s Collection and its first offering, Boxergrail Rye Whiskey at Cask Strength as well as future plans for the brand. And we discuss, maybe for the first time publicly, the Heigold single barrel program which will launch in 2021. This program will initially be limited to only 10 barrels, but will grow each year.  We thank Rabbit Hole for reaching out to us and hosting us for this podcast, we encourage you to check them out the next time you are in Louisville or find their bourbon on a shelf. We appreciate everyone who has taken the time to give us feedback on our podcast.  If you enjoy our content, consider giving us a 5 star rating on your podcast app, leave us a review, or tell a fellow bourbon lover about our show. Follow us @BourbonLens on Instagram, Facebook, & Twitter. If you have any comments, questions, or suggestions, please email us at TheBourbonLens@Gmail.com. Visit our website BourbonLens.com to check out our blog posts and see what we are up to. Cheers, Scott, Michael & JakeThe Bourbon Lens About Rabbit Hole Distillery: Distilling is baked in Louisville's culture. Rabbit Hole is at the city's creative heart, the NULU district, the nexus of old and new, where artists and entrepreneurs pursue their vision without budgeting for regret. We could be nowhere else. From grain to bottle, inside Rabbit Hole, you’ll witness the creation of modern spirits. Because those spirits don’t come to life until they’re shared, the easy sociability of Rabbit Hole’s tasting bars and event center, the Over Look, complete the experience. About Founder, Kaveh Zamanian: As with all good stories, this one starts with love. While living in Chicago, Kaveh met Heather, a Louisville native, who introduced him to Bourbon. A Scotch devotee, he fell in love with her and Bourbon at the same time. He soon entrenched himself in the study of Bourbon and, with Heather by his side, ventured down a rabbit hole he may have never dared alone.  About Adam Edwards: Adam, with his over 15 years experience in the spirits industry, has extensive knowledge on the history and depth of fine wines and whiskies. A graduate of the University of Kentucky, as well as a Certified Bourbon Steward, Adam joined Rabbit Hole distillery as a Tour Guide Educator in 2018. During the Covid-19 pandemic, Rabbit Hole created the innovative title of Digital Brand Ambassador (something never before seen in the Bourbon industry), which is especially suited for Adam’s personality and passion for American Bourbon Whiskey. The Spirits: Cavehill - Our signature four-grain Kentucky Straight Bourbon Whiskey is a homage to generations of proud Louisville distillers. Distinct and unorthodox, this expression sets a new standard for American whiskey while building on the legacy these great bourbon pioneers created as they traveled down their own whiskey rabbit holes. Crafted from a unique mash that couples malted grains with corn, this superpremium bourbon combines depth with style. Deliberately distilled from our proprietary cooking process and aged in hand-selected barrels, this authentic whiskey is expressly crafted in small batches to yield a flavor like no other. Heigold - Our Kentucky Straight Bourbon Whiskey, made with a high percentage of imported German rye, pays tribute to an immigrant maker. Strong and bold, this offering honors Christian Heigold, a German stonecutter who settled in Louisville prior to 1850 and went down a rabbit hole of his own. Taken with the hope of this new land, he carved ornate symbols of his patriotism on the facade of his landmark home. This super-premium bourbon, composed of 25% malted rye, places a distinct twist on a timeless recipe. Deliberately distilled from our proprietary cooking process and aged in hand-selected barrels, this authentic whiskey is expressly crafted in small batches to yield a flavor like no other. Boxergrail - Our Kentucky Straight Rye Whiskey, composed of 95% rye, celebrates Louisville’s rich boxing heritage. Here, local fighters, emerging from neighborhood gyms, have followed a path down a boxing rabbit hole to become prizefighting champions. Bold and unexpected, this whiskey reveals a character worthy of the title. This super-premium rye whiskey adds malted barley to its mash bill to present a velvety mouthfeel, while subtle spice and brown sugar notes distinguish it from the rest. Deliberately distilled from our proprietary cooking process and aged in hand-selected barrels, this authentic whiskey is expressly crafted in small batches to yield a flavor like no other. Founder’s Collection Boxergrail - Boxergrail Founder’s Collection elevates Rabbit Hole’s award winning Boxergrail Kentucky Straight Rye Whiskey to a level of sublime. This special release showcases how cask and whiskey come together at its natural strength to create a dimensional rye with an incredible spectrum of flavor. Comprised of 95% rye and 5% malted barley, Boxergrail Founder’s Collection, like all whiskies in the Rabbit Hole portfolio, has a low entry proof of 110 for deeper complexity. This cask- strength offering is 114.6 proof/57.3% ABV. The experience of Rabbit Hole Boxergrail Founder’s Collection Kentucky Straight Rye Whiskey Cask Strength begins with an intriguing nose of butterscotch, mint, dill and citrus. On the palate, rich flavors of caramel, black pepper, vanilla and herbaceous spice envelope the palate before yielding to an enduring finish of black tea, sweet vanilla and citrus.  Dareringer - Our Sherry Cask Finished Bourbon epitomizes Kaveh’s wife, Heather. Elegant, sweet, and charming, she is the muse behind our brand. A Louisville native and bourbon enthusiast, she lured Kaveh away from his beloved Scotch and down a rabbit hole he may have never dared alone. Bottled at 93 Proof / 46.5% ABV with a Mash Bill of 68% Corn, 18% Wheat, and 14% Malted Barley.  This Wheated Bourbon is finished in PX Sherry Casks.  Bespoke Gin - A reimagined classic. Fashioned in Kentucky Rye Barrels, it offers a new experience that awakens the senses. We start with the finest London Dry Gin then finish it in the same hand-selected barrels we use to age our award-winning Kentucky Straight Rye Whiskey, Boxergrail. This process mellows the gin and adds a hint of spice while tinting this luxurious spirit with an eye-catching hue that shimmers gold in your glass. But before you sip our Bespoke Gin, a word of advice: let go. Let go of everything you know about gin and allow yourself to be fully immersed in all the wonders of this one-of-a-kind spirit. Aromas of citrus, honeysuckle and elderflower evoke Kentucky rick houses in the summer, while notes of juniper, nutmeg, and lemongrass bring you to London in the spring. Coupled with a bespoke bottle suited for any occasion, this gin is smooth enough to be sipped neat, but equally fit for your own distinct cocktails. Photos Courtesy of Rabbit Hole Distillery

Adam Edwards is a life coach and wellness promoter that incorporates the teachings of Dr. Wayne Dyer in the work he does with all of his clients. For 20 years, he was as a successful bar and nightclub owner in Australia. In an effort to regain balance and improve his health, he walked away from that business, transforming his life to reconnect with a deeper sense of purpose and meaning. In this conversation, we talk about how he turned his life around and how you can, too. www.nadiadelacruz.com

This month on the 6/10 club Ken, Adam Edwards and Adam Howes dissect one of the Coen brother's most divisive movies, Burn After Reading. With a star studded cast and an outlandish premise it has all the hallmarks of another Coen brothers classic. Does this comedy thriller still hold up? Or is starting to show its age a decade or so on?

This month on the 6/10 club Ken, Adam Edwards and Adam Howes look back at one of Christopher Nolan's less renowned movies. With the recent release of Tenet, we thought it was a good time to return to 2002's Insomnia, starring Al Pacino and Robin Williams. Is this murder mystery thriller a hidden gem? Or is there a reason that it is one of Nolan's forgotten blockbusters?

Adam Edwards is a former bar/nightclub owner turned Spiritual Life Coach.Adam was in many observers’ eyes, living the dream life! Owning bars and nightclubs all across Melbourne, holding parties and events that no young 18 – 35-year-old wanted to miss and was the envy of many - plenty of friends, unlimited drink cards, rubbing shoulders with all the sports stars and celebrities and becoming wealthy along the way. But something was missing….this life was making Adam miserable, depressed and it was all too exhausting. Adam didn’t have an identity, was lost and overwhelmed with where his life was heading.In this episode we discuss the turning point for Adam. How he discovered his true purpose and identity. We talk about life values and principles, how to have a powerful positive mindset, tips on how to create the life of your dreams, and the power of daily rituals and morning routines.Adam has some amazing philosophies on life and is now living a life of fulfillment and service by helping his clients discover their true purpose and meaning.I hope you enjoy this episode as much as I did. There are so many brilliant messages to take away.To connect with Adam -Website - https://adamedwards.coFacebook - https://www.facebook.com/adamdg.edwards?epa=SEARCH_BOXInstagram - https://www.instagram.com/adamedwardsco/Now, get out there, faces those fears and live those dreams. See acast.com/privacy for privacy and opt-out information.

Today Marc has been joined by the CEO of Telarus. Telarus are a privately owned master distributor (master agent) who are growing quickly here in the UK. Marc and Adam discuss the impact on the UK channel and the likely changes ahead for resellers / partners as this business model  becomes more prevalent.

In today's episode of The Banking With Life Podcast, James speaks with a subscriber, Adam Edwards. Adam shares his background and how he implemented The Infinite Banking Concept® into his life. As always, we hope you enjoy and thank you for joining us this week on The Banking With Life Podcast!Nelson Nash's seminar (Order a copy of The Banking With Life DVD while you're at it

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta.

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta.

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta.

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta. The post Tech Bytes: Monitoring 100Gbps Circuits With AppNeta (Sponsored) appeared first on Packet Pushers.

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta. The post Tech Bytes: Monitoring 100Gbps Circuits With AppNeta (Sponsored) appeared first on Packet Pushers.

Today's Tech Bytes podcast explores active and passive monitoring techniques employed by sponsor AppNeta to monitor performance and end user experience on 100Gbps links. Our guests are Adam Edwards, Chief Customer Officer; and Mike Hustler, VP of Engineering at AppNeta. The post Tech Bytes: Monitoring 100Gbps Circuits With AppNeta (Sponsored) appeared first on Packet Pushers.

Adam Edwards from the Insider Trading podcast joins us to watch Videodrome. We talk about technology, practical effects and how this movie is ahead of its time.

The arrival of Channel Partners Evolution is imminent, with just 26 days, as of this recording, Aug. 14, of kicking off in Washington, D.C. So we're upping the frequency of our podcasts! That's right, Craig and Kevin are back just nine days after their last effort to bring you updates from last week's Telarus Partner Summit in Aurora, Colorado, and the Black Hat USA event in Las Vegas. Craig sits down with Adam Edwards, CEO of Telarus, to talk about the remarkable sales growth of the master agent's partners, what Telarus is doing internationally, and how Partner Summit itself has grown so rapidly. Also, our road warrior and intrepid security reporter Edward Gately chats with leaders from Cisco and Duo Security to get an update on how the former's acquisition of the latter is impacting the partner community. And that's not all for our "On the Road" segment--Kevin talks about his visit to CompTIA's ChannelCon in Vegas. All that, plus the guys discuss what they are looking forward to most at the upcoming Channel Partners Evolution, and Kevin goes on the hot seat for this week's "Random Personal Question," which takes him back to high school.

In this episode, we continue our discussions with leaders in the SEO community to understand what's next for SEO in 2019. Listen in as Ben and Adam Edwards, Senior VP, Head of SEO at Reprise Digital as they discuss rise of Amazon SEO, the impact of free devices and visual search in 2019. Show NotesConnect With:Adam Edwards: Website // LinkedIn Benjamin Shapiro: Website // LinkedIn // Twitter

Welcome to Floor 9! This week we have an in-depth conversation about how visual search and voice search are changing the way consumers are discovering products and information. Our friends and search experts at Reprise – David Thai VP Paid Search; Adam Edwards, Senior VP and Head of SEO; and Dan Toplitt, VP of SEO – join us for a lively discussion about the future of search and the implications they hold for brands. See acast.com/privacy for privacy and opt-out information.

Craig and Kevin are back after a short hiatus, firing up an in-depth interview with Telarus CEO and co-founder Adam Edwards. Edwards talks about the growing importance of partner tools in today's channel, as well as the tremendous impact that M&A activity is having -- and will continue to have -- on the industry as more traditional tech distributors are poised to gobble up master agents. The guys also catch up with Ankur Srivastava, CEO of Swarmsales, to discuss the interesting value proposition that his company is offering the market. Of course, it wouldn't be "Coffee" without a few jokes and insight into Craig and Kevin's personal lives. Enjoy.

Perfect confidence, Adam Edwards is devoted to living life to its fullest. His life long outdoor experience has allowed him to become a prominent white water kayaker in the Pacific Northwest. Shooting down 70 foot waterfalls exhibit just some of his challenges in the outdoors.

Perfect confidence, Adam Edwards is devoted to living life to its fullest. His life long outdoor experience has allowed him to become a prominent white water kayaker in the Pacific Northwest. Shooting down 70 foot waterfalls exhibit just some of his challenges in the outdoors.

Recorded live at ChefConf 2015, we sat down with Julian Dunn, Seth Falcon, and Adam Edwards of Chef Software to talk about all the cool new things that Chef is cooking up - including Chef Delivery, Chef Analytics, and new awesome things with Chef itself!

Recorded live at ChefConf 2015, we sat down with Julian Dunn, Seth Falcon, and Adam Edwards of Chef Software to talk about all the cool new things that Chef is cooking up - including Chef Delivery, Chef Analytics, and new awesome things with Chef itself!