Podcasts about flextronics

This week Steve and Yvonne interview Daniel Callahan, founding partner of Callahan & Blaine (https://www.callahan-law.com/)  and owner of Callahan Consulting (https://callahanconsulting.com/).   Remember to rate and review GTP in iTunes: Click Here to Rate and Review   View/Download Trial Documents   Guest Bio: Daniel Callahan Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California.  His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Mr. Callahan also went on to obtain a $50,000,000 settlement in a road design case against the City of Dana Point. Exclusive of large class actions, this continues to be the largest personal injury settlement in United States history. Mr. Callahan also obtained, after a two-month jury trial, a $38 Million settlement on behalf of a class of newspaper delivery drivers against The Orange County Register. This is still the highest employment settlement in Orange County's history. Mr. Callahan grew up in Chicago, Illinois where he went on to receive his BA, magna cum laude, from Western Illinois University in 1976, and graduated with honors from the UC Davis School of Law in 1979, while serving as Editor of the Law Review. He began his career in Hawaii before relocating to Southern California and starting his own firm by opening the doors on St. Patrick's Day, 1984. Mr. Callahan also provides corporate consulting to law firms and lawyers regarding litigation and strategy through Callahan Consulting Group, LLC. Read Full Bio Here   Show Sponsors: Legal Technology Services - LegalTechService.com Digital Law Marketing - DigitalLawMarketing.com Harris Lowry Manton LLP - hlmlawfirm.com   Free Resources: Stages Of A Jury Trial - Part 1 Stages Of A Jury Trial - Part 2

Prof. Dr. hc. Hartmut Esslinger HonRDI Hartmut Esslinger war der erste Designer, der mensch-gerechtes High-Touch-Design in die Welt komplexer Hardware- und Softwaretechnologie brachte. 1969 gründete er als Student „esslinger design“ in seiner Heimat Deutschland und etablierte als Teil seiner Partnerschaft mit Steve Jobs 1982 „frog design“ in den U.S.A. – und dann zusammen mit seiner Partnerin und Ehefrau Patricia Roller auf alle fünf Kontinente. Hartmut ist Ehrendoktor der Parsons New School, New York und HonRDI (honorable Royal Designer for Industry) der Royal Society of Arts, London. Wichtige Kunden waren – und sind teilweise immer noch - Wega, Sony, Louis Vuitton (LHMH), KaVo Dental, hansgrohe, Apple, Microsoft, Hewlett Packard, NEC, Olympus, Samsung, Canon, General Electric, Lufthansa, Shimano, Yamaha, Honda, Toyota, Docomo, Motorola, Texas Instruments, Kodak , Polaroid, Disney und Disney Cruise Lines, Nike, Sky Networks, Unilever, Hilti, SAP… 2005 erwarb Flextronics die Mehrheit an frog design und 2008 kam KKR als Investor dazu. 2021 erwarb CAPGEMINI INVENT alle Aktien. Mt 35 Studios und mehr als 2500 kreativen Mitarbeitern und Mitarbeiterinnen weltweit ist frog die einflussreichste Design- Agentur. Seit 2018 Hartmut Mit-Gründer der „Esslinger Group“, einem Unternehmen für IoT-Produkte in Hong Kong, Shenzhen und Silicon Valley. Seit 1989 ist Hartmut auch als Design-Dozent tätig. Er ist Gründungsprofessor der Hochschule für Gestaltung in Karlsruhe in Deutschland, lehrte sechs Jahre lang an der Universität für Angewandte Kunst in Wien und ist seit 2011 Dozent an der SIVA-DeTao Design School in Shanghai. 1969 erhielt Hartmut den ersten Bundespreis Gute Form, und 2017 wurde ihm die erstmalige World Design Medal der WDO (World Design Organisation – zuvor ICSID) als einflussreichster Designer seit der Gründung der WDO im Jahr 1957 verliehen. Linktipps von Hartmut Esslinger A fine line: How Design Strategies Are Shaping the Future of Business https://www.amazon.com/Fine-Line-Strategies-Shaping-Business/dp/0470451025 Keep it Simple, Apple's early Design Years https://www.amazon.com/Keep-Simple-Early-Design- Years/dp/3897904071/ref=sr_1_1?crid=2OIHFSB84L8IW&dib=eyJ2IjoiMSJ9.34DPjY4j LPpBUgflh52ueqiibsNXEBUCp9rIQzvGrPaEm9iY0Pt4rjbCloNCHOtBRJyjUKpBxgJp4f4 QhhKAqAKq0TW4WLFIA3DIhDNVaV4.hAYQBnXqdDt_Tm5iKlJfwfAEuXYy3HnA3m- TdlTP3PQ&dib_tag=se&keywords=keep+it+simple+esslinger&qid=1716850586&s=boo ks&sprefix=keep+it+simple+esslinger%2Cstripbooks%2C163&sr=1-1 Design Forward,:Creative Strategies for Sustainable Change https://www.amazon.com/Design-Forward-Creative-Strategies- Sustainable/dp/3897903814/ref=sr_1_1?crid=3P16OINRWPS6I&dib=eyJ2IjoiMSJ9.ukv 2uVrPLu9DfDwyPmbYnWTAXDqCHzkrfxQXQCljlag.7N0FwKeIwgvuFcOiu2pkMYgJOZ DN3X790NP7MjZd58c&dib_tag=se&keywords=design+forward+esslinger&qid=171685 0632&s=books&sprefix=design+forward+esslinger%2Cstripbooks%2C175&sr=1-1 Hartmut Esslinger Design Matters with Debbie Millman https://podcasts.apple.com › podcast CONVERSATION WITH HARTMUT ESSLINGER https://ndion.de/en/we-were-system-innovators-in-conversation-with-hartmut- esslinger/ Hartmut Esslinger - Advice For Designers https://vimeo.com/59679411 Lifetime Achievement Award https://www.euipo.europa.eu/en/designs/designeuropa-awards/awards-2018/hartmut- esslinger A bit of a Biography https://www.immigrantentrepreneurship.org/entries/hartmut-esslinger/

Prof. Dr. hc. Hartmut Esslinger HonRDI Hartmut Esslinger war der erste Designer, der mensch-gerechtes High-Touch-Design in die Welt komplexer Hardware- und Softwaretechnologie brachte. 1969 gründete er als Student „esslinger design“ in seiner Heimat Deutschland und etablierte als Teil seiner Partnerschaft mit Steve Jobs 1982 „frog design“ in den U.S.A. – und dann zusammen mit seiner Partnerin und Ehefrau Patricia Roller auf alle fünf Kontinente. Hartmut ist Ehrendoktor der Parsons New School, New York und HonRDI (honorable Royal Designer for Industry) der Royal Society of Arts, London. Wichtige Kunden waren – und sind teilweise immer noch - Wega, Sony, Louis Vuitton (LHMH), KaVo Dental, hansgrohe, Apple, Microsoft, Hewlett Packard, NEC, Olympus, Samsung, Canon, General Electric, Lufthansa, Shimano, Yamaha, Honda, Toyota, Docomo, Motorola, Texas Instruments, Kodak , Polaroid, Disney und Disney Cruise Lines, Nike, Sky Networks, Unilever, Hilti, SAP… 2005 erwarb Flextronics die Mehrheit an frog design und 2008 kam KKR als Investor dazu. 2021 erwarb CAPGEMINI INVENT alle Aktien. Mt 35 Studios und mehr als 2500 kreativen Mitarbeitern und Mitarbeiterinnen weltweit ist frog die einflussreichste Design- Agentur. Seit 2018 Hartmut Mit-Gründer der „Esslinger Group“, einem Unternehmen für IoT-Produkte in Hong Kong, Shenzhen und Silicon Valley. Seit 1989 ist Hartmut auch als Design-Dozent tätig. Er ist Gründungsprofessor der Hochschule für Gestaltung in Karlsruhe in Deutschland, lehrte sechs Jahre lang an der Universität für Angewandte Kunst in Wien und ist seit 2011 Dozent an der SIVA-DeTao Design School in Shanghai. 1969 erhielt Hartmut den ersten Bundespreis Gute Form, und 2017 wurde ihm die erstmalige World Design Medal der WDO (World Design Organisation – zuvor ICSID) als einflussreichster Designer seit der Gründung der WDO im Jahr 1957 verliehen. Linktipps von Hartmut Esslinger A fine line: How Design Strategies Are Shaping the Future of Business https://www.amazon.com/Fine-Line-Strategies-Shaping-Business/dp/0470451025 Keep it Simple, Apple's early Design Years https://www.amazon.com/Keep-Simple-Early-Design- Years/dp/3897904071/ref=sr_1_1?crid=2OIHFSB84L8IW&dib=eyJ2IjoiMSJ9.34DPjY4j LPpBUgflh52ueqiibsNXEBUCp9rIQzvGrPaEm9iY0Pt4rjbCloNCHOtBRJyjUKpBxgJp4f4 QhhKAqAKq0TW4WLFIA3DIhDNVaV4.hAYQBnXqdDt_Tm5iKlJfwfAEuXYy3HnA3m- TdlTP3PQ&dib_tag=se&keywords=keep+it+simple+esslinger&qid=1716850586&s=boo ks&sprefix=keep+it+simple+esslinger%2Cstripbooks%2C163&sr=1-1 Design Forward,:Creative Strategies for Sustainable Change https://www.amazon.com/Design-Forward-Creative-Strategies- Sustainable/dp/3897903814/ref=sr_1_1?crid=3P16OINRWPS6I&dib=eyJ2IjoiMSJ9.ukv 2uVrPLu9DfDwyPmbYnWTAXDqCHzkrfxQXQCljlag.7N0FwKeIwgvuFcOiu2pkMYgJOZ DN3X790NP7MjZd58c&dib_tag=se&keywords=design+forward+esslinger&qid=171685 0632&s=books&sprefix=design+forward+esslinger%2Cstripbooks%2C175&sr=1-1 Hartmut Esslinger Design Matters with Debbie Millman https://podcasts.apple.com › podcast CONVERSATION WITH HARTMUT ESSLINGER https://ndion.de/en/we-were-system-innovators-in-conversation-with-hartmut- esslinger/ Hartmut Esslinger - Advice For Designers https://vimeo.com/59679411 Lifetime Achievement Award https://www.euipo.europa.eu/en/designs/designeuropa-awards/awards-2018/hartmut- esslinger A bit of a Biography https://www.immigrantentrepreneurship.org/entries/hartmut-esslinger/

Prof. Dr. hc. Hartmut Esslinger HonRDI Hartmut Esslinger war der erste Designer, der mensch-gerechtes High-Touch-Design in die Welt komplexer Hardware- und Softwaretechnologie brachte. 1969 gründete er als Student „esslinger design“ in seiner Heimat Deutschland und etablierte als Teil seiner Partnerschaft mit Steve Jobs 1982 „frog design“ in den U.S.A. – und dann zusammen mit seiner Partnerin und Ehefrau Patricia Roller auf alle fünf Kontinente. Hartmut ist Ehrendoktor der Parsons New School, New York und HonRDI (honorable Royal Designer for Industry) der Royal Society of Arts, London. Wichtige Kunden waren – und sind teilweise immer noch - Wega, Sony, Louis Vuitton (LHMH), KaVo Dental, hansgrohe, Apple, Microsoft, Hewlett Packard, NEC, Olympus, Samsung, Canon, General Electric, Lufthansa, Shimano, Yamaha, Honda, Toyota, Docomo, Motorola, Texas Instruments, Kodak , Polaroid, Disney und Disney Cruise Lines, Nike, Sky Networks, Unilever, Hilti, SAP… 2005 erwarb Flextronics die Mehrheit an frog design und 2008 kam KKR als Investor dazu. 2021 erwarb CAPGEMINI INVENT alle Aktien. Mt 35 Studios und mehr als 2500 kreativen Mitarbeitern und Mitarbeiterinnen weltweit ist frog die einflussreichste Design- Agentur. Seit 2018 Hartmut Mit-Gründer der „Esslinger Group“, einem Unternehmen für IoT-Produkte in Hong Kong, Shenzhen und Silicon Valley. Seit 1989 ist Hartmut auch als Design-Dozent tätig. Er ist Gründungsprofessor der Hochschule für Gestaltung in Karlsruhe in Deutschland, lehrte sechs Jahre lang an der Universität für Angewandte Kunst in Wien und ist seit 2011 Dozent an der SIVA-DeTao Design School in Shanghai. 1969 erhielt Hartmut den ersten Bundespreis Gute Form, und 2017 wurde ihm die erstmalige World Design Medal der WDO (World Design Organisation – zuvor ICSID) als einflussreichster Designer seit der Gründung der WDO im Jahr 1957 verliehen. Linktipps von Hartmut Esslinger A fine line: How Design Strategies Are Shaping the Future of Business https://www.amazon.com/Fine-Line-Strategies-Shaping-Business/dp/0470451025 Keep it Simple, Apple's early Design Years https://www.amazon.com/Keep-Simple-Early-Design- Years/dp/3897904071/ref=sr_1_1?crid=2OIHFSB84L8IW&dib=eyJ2IjoiMSJ9.34DPjY4j LPpBUgflh52ueqiibsNXEBUCp9rIQzvGrPaEm9iY0Pt4rjbCloNCHOtBRJyjUKpBxgJp4f4 QhhKAqAKq0TW4WLFIA3DIhDNVaV4.hAYQBnXqdDt_Tm5iKlJfwfAEuXYy3HnA3m- TdlTP3PQ&dib_tag=se&keywords=keep+it+simple+esslinger&qid=1716850586&s=boo ks&sprefix=keep+it+simple+esslinger%2Cstripbooks%2C163&sr=1-1 Design Forward,:Creative Strategies for Sustainable Change https://www.amazon.com/Design-Forward-Creative-Strategies- Sustainable/dp/3897903814/ref=sr_1_1?crid=3P16OINRWPS6I&dib=eyJ2IjoiMSJ9.ukv 2uVrPLu9DfDwyPmbYnWTAXDqCHzkrfxQXQCljlag.7N0FwKeIwgvuFcOiu2pkMYgJOZ DN3X790NP7MjZd58c&dib_tag=se&keywords=design+forward+esslinger&qid=171685 0632&s=books&sprefix=design+forward+esslinger%2Cstripbooks%2C175&sr=1-1 Hartmut Esslinger Design Matters with Debbie Millman https://podcasts.apple.com › podcast CONVERSATION WITH HARTMUT ESSLINGER https://ndion.de/en/we-were-system-innovators-in-conversation-with-hartmut- esslinger/ Hartmut Esslinger - Advice For Designers https://vimeo.com/59679411 Lifetime Achievement Award https://www.euipo.europa.eu/en/designs/designeuropa-awards/awards-2018/hartmut- esslinger A bit of a Biography https://www.immigrantentrepreneurship.org/entries/hartmut-esslinger/

At some point, businesses have to make a pivot, be that through mergers and acquisitions or rebranding. Crucial to this is the ability of a branding professional to get the people aligned and marching in the same direction. Engelina Jaspers, a corporate executive with 30 years of experience, has seen what it takes to make pivots successful. In this episode, she joins Gabe Cohen to share with us the wisdom she earned from her incredible professional journey in marketing and brand. From working with Kodak to being at the scene during the major merger of HP and Compaq, Engelina recounts the lessons she learned. She then gives an inside view of the rebranding of Flextronics to Flex, sharing the role she played, the challenges in the process, and the factors that contributed to their success. Tune in now to gain valuable insights as Engelina unveils the essential elements that drive successful business pivots.

Lior is an investor, entrepreneur, and the Founder and Managing Partner of Eclipse Ventures, a Palo Alto-based venture firm that recently raised $1.2 billion across two new funds. Eclipse is a team of operators and investors building companies that are disrupting old-line industries. Lior Susan began his journey on a kibbutz and served in the Israeli Special Forces. In 2008, he co-developed Intucell, a software-defined networking solution, leading to its acquisition by Cisco in four years. Prior to launching Eclipse, Lior was Founder and General Partner at LabIX, the hardware investment platform of Flextronics. At LabIX, Lior led investments in companies across: energy storage, wireless/infrastructure, 3-D optics, additive manufacturing, and robotics. Lior founded Eclipse Ventures in 2014 to meet the unique and unmet needs of entrepreneurs building full-stack start-ups. He is particularly excited to work with founders who want to bring the full-stack approach to legacy industries and build digital bridges to the physical world. About VSC Ventures: For 20 years, our award-winning ⁠PR agency VSC⁠ has worked with innovative startups on positioning, messaging, and awareness and we are bringing that same expertise to help climate startups with storytelling and narrative building. Last year, general partners Vijay Chattha and Jay Kapoor raised a $21M fund to co-invest in the most promising startups alongside leading climate funds. Through the conversations on our show CLIMB by VSC, we're excited to share what we're doing at VSC and VSC Ventures on climate innovation with companies like ⁠Ample⁠, ⁠Actual⁠, ⁠Sesame Solar⁠, ⁠Synop⁠, ⁠Vibrant Planet⁠, and ⁠Zume⁠ among many others.

In this podcast episode, host Gary introduces Daniel Callahan, a highly successful trial attorney, and discusses his career and achievements. Daniel shares insights on being a successful trial attorney, emphasizing the importance of putting clients first, being prepared, and having confidence. They also discuss the challenges trial attorneys face, the role of creativity in trial work, and the significance of personal freedom and fulfillment in the legal profession. Daniel provides advice about starting a law firm and building strong relationships with clients and opposing counsel. The episode concludes with Gary and Daniel emphasizing the importance of enjoying life and nurturing relationships. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California.  His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Mr. Callahan also went on to obtain a $50,000,000 settlement in a road design case against the City of Dana Point. Exclusive of large class actions, this continues to be the largest personal injury settlement in United States history. Mr. Callahan also obtained, after a two-month jury trial, a $38 Million settlement on behalf of a class of newspaper delivery drivers against The Orange County Register. This is still the highest employment settlement in Orange County's history. Mr. Callahan grew up in Chicago, Illinois where he went on to receive his BA, magna cum laude, from Western Illinois University in 1976, and graduated with honors from the UC Davis School of Law in 1979, while serving as Editor of the Law Review. He began his career in Hawaii before relocating to Southern California and starting his own firm by opening the doors on St. Patrick's Day, 1984. Mr. Callahan also provides corporate consulting to law firms and lawyers regarding litigation and strategy through Callahan Consulting Group, LLC.

Bindiya Vakil is the CEO and co-founder of Resilinc. Founded in 2010, Resilinc is a leading cloud provider for supply chain and risk management that currently works with over 450 thousand suppliers in 200 countries. Prior to launching Resilinc, Bindiya worked for the likes of Cisco, Flextronics and MIT. As a supply chain expert, Bindiya has appeared on nationally syndicated TV, radio, and print media and in 2013 was named a Top Female Supply Chain Executive by Supply & Demand Chain Executive. On this week's episode Bindiya and Maria discuss:  What it is like running a business in Supply Chain. The impact that new regulations such as CSDD ESG legislation will have on the Supply Chain. What the future holds for Resilinc.  Make sure to like and subscribe to Transform Talks to never miss the supply chain conversations that matter. New episodes are released every Wednesday. ↓ Bindiya Vakil ↓ https://www.linkedin.com/in/bindiya-vakil-resilinc/ ↓ FOLLOW US ON LINKEDIN ↓ Maria Villablanca (Host) https://www.linkedin.com/in/mariavillablanca/ Transform Talks  https://www.linkedin.com/showcase/transform-talks/ ↓ FIND US ONLINE ↓ https://futureinsights.org/ https://futureinsights.org/transform-talks/ Get more on-demand supply chain content https://sctvplus.com/pages/sctv-individual Apply to be a guest on the show https://futureinsights.org/speaker-form/ Apply be a sponsor on the show https://futureinsights.org/sponsor-form/

Matt Zimmer and Joe Lynch discuss streamlining the beverage supply chain. Matt is the President and Advisory Board member of Zengistics, a logistics partner that provides scalable transportation and logistics services using a shared cloud platform and a network of carriers. About Matt Zimmer Matt Zimmer is the President and Advisory Board member of Zengistics, a logistics partner that provides scalable transportation and logistics services using a shared cloud platform and a network of carriers. Prior to that, he served as the Chief Operating Officer at Flash Global, where he managed all operations, partner network, account management, solutions/implementations, trade & compliance, and global command centers. He also held the position of Senior Vice President, Customer Solutions at Flash Global, where he drove customer partnerships and organically grew revenue and service offerings. Before that, he was the Head of Global Purchasing and Strategy at Wilsonart LLC, where he managed worldwide procurement, supply chain, logistics, and growth strategy for 8 global business units. He also held leadership positions at Flextronics, Pinnacle Data Systems, and e-Play, LLC. He holds a BS and MBA in Business Administration and Management, General from Franklin University and has completed an Executive Education Program at Stanford University Graduate School of Business. About Zengistics Zengistics, a comprehensive logistics company, excels in resolving complex supply chain challenges through managed transportation services and transportation-as-a-service, fortified by our partnership with Turvo. By harmoniously combining advanced technology with our team of industry professionals, they deliver top-tier customer service and data-driven supply chain solutions. Zengistics facilitate seamless cooperation among shippers, carriers, and drivers. Their services offer complete transparency and encompass a broad range of transportation types, from dry van and reefer to heavy haul and cold chain across North America. Zengistics extends the realm of logistics, providing expertly managed services for scalable growth and maximized efficiency. Key Takeaways: Streamlining the Beverage Supply Chain Matt Zimmer is the President and Advisory Board member of Zengistics, a logistics partner that provides scalable transportation and logistics services using a shared cloud platform and a network of carriers. In the podcast interview, Matt and Joe discuss streamlining the beverage supply chain, a market segment where Zengistics excels. Zengistics is a comprehensive logistics company that excels in resolving complex supply chain challenges through managed transportation services and transportation-as-a-service. Zengistics is fortified by its partnership with Turvo, which allows it to combine advanced technology with its team of industry professionals to deliver top-tier customer service and data-driven supply chain solutions. Zengistics facilitates seamless cooperation among shippers, carriers, and drivers, offering complete transparency and encompassing a broad range of transportation types across North America. Zengistics extends the realm of logistics, providing expertly managed services for scalable growth and maximized efficiency. Zengistics operates on the world's first collaborative logistics platform, which allows for smarter collaboration among shippers, carriers, and drivers to get things done faster. Zengistics offers end-to-end solutions for carriers and shippers, providing complete transparency throughout the entire supply chain and connectivity into its established network of partners. Zengistics uses industry-leading technology platforms to enhance the ability of its logistics experts to provide efficiency, connectivity, visibility, and high-level service. Zengistics offers a consultative approach to complex projects that delivers a tailored logistics network, providing a personalized solution to optimize each shipper's unique supply chain. Zengistics' Managed Services offering utilizes a logistics network optimization model to take a holistic approach to the specific needs of its customers, planning for the future and mapping the best execution for creating scalable growth with optimized rates and high efficiency. Zengistics' technology platforms and collaboration portal provide complete end-to-end transparency and matures as a business evolves, allowing for on-demand data analytics, lane optimization, capacity sourcing, and LTL consolidation. Learn More About Streamlining the Beverage Supply Chain Matt on LinkedIn Zengistics on LinkedIn Zengistics website Episode Sponsor: Port X Logistics Is Drayage Just Drayage with Brian Kempisty Episode Sponsor: Lean Solutions Group Outsourced Sales and Marketing with Ryan Mann The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Vijayan Chinnasami is the Chief Operations Officer of Ultra Clean Technology (UCT). UCT is one of the leaders and providers of products and services for the semiconductor industry. They are the ones that make the tools that make the semiconductors. An extremely essential key point in this extremely valuable industry that we've read about and seen so much in the news lately.Vijayan is a seasoned professional within operations and supply chain and manages roughly 29 plants in UCT. Within his career, he's done a lot of different things. He started from an industrial engineering background and ended up in operations then general management positions running full P&Ls. He also worked for some large companies like Ericsson, Jabil, and Flextronics.Discover more details here.Some of the highlights of the episode:Inflection points in Vijayan's career - expanding portfolio and exposure and avoiding boredomUCT's growth journey for the last three years and principles for building relationships with suppliers.The importance of transparency in the supply chainDiversifying the supply chain and investing in Business Continuity Plan (BCP)Getting people excited to join the company Supply chain as a business enablerFollow us on:Instagram: http://bit.ly/2Wba8v7Twitter: http://bit.ly/2WeulzXLinkedin: http://bit.ly/2w9YSQXFacebook: http://bit.ly/2HtryLd

Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California. His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Mr. Callahan also went on to obtain a $50,000,000 settlement in a road design case against the City of Dana Point. Exclusive of large class actions, this continues to be the largest personal injury settlement in United States history. Mr. Callahan also obtained, after a two-month jury trial, a $38 Million settlement on behalf of a class of newspaper delivery drivers against The Orange County Register. This is still the highest employment settlement in Orange County's history. ************************************* About Neil Rockind - Neil Rockind is a trial lawyer. Neil Rockind is often considered a bet the farm/company type of lawyer, taking on cases where the stakes are “all in.” Neil Rockind appears regularly on television and in the news, defends people in serious court cases, is a regular guest on the Law and Crime Network and also discusses popular trials and cases and current events with other top lawyers around the country. Neil Rockind has won just about every award imaginable, has represented athletes, celebrities, musicians, posters and has obtained acquittals in all varieties of cases. His nickname is "The Rockweiler" and he's known for his cross examination style. Neil Rockind: https://twitter.com/neilrockindlawhttps://www.instagram.com/rockindlaw/https://www.rockindlaw.com/http://www.killercrossexamination.com/ ************************************* Subscribe to Killer Cross Examination® Podcast APPLE: https://podcasts.apple.com/us/podcast... SPOTIFY: https://open.spotify.com/show/424RIys... GOOGLE PODCASTS: https://podcasts.google.com/feed/aHR0... AUDIBLE: https://www.audible.com/pd/Podcast/B0... ****************************************** Fair Use Doctrine The contents are under fair use. It may contain copyrighted materials whose use has not been specifically authorized by the copyright owner. This, in our view, is fair use pursuant to section 107 of the US Copyright Law. Fair use allows limited use of copyrighted material without requiring permission from the rights holders, such as for commentary, criticism, news reporting, research, teaching or scholarship. We retain no rights to that material. To the extent the videos capture images or likenesses, we do not own the rights to those images, likenesses, etc and only use them pursuant to the fair use doctrine. All other rights are reserved. #crossexamination #BIGVerdicts #truecrime

In this episode, we're doing something a little different. Daniel Callahan joins me to discuss a case study in marketing mastery, and shares his best tips of what to do (and what not to do) that he has learned over the years.Daniel Callahan is the owner of Callahan Consulting Group LLC and the former President and Managing Partner of California's Premier Litigation Firm, Callahan & Blaine, headquartered in Santa Ana California. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California. His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history.Daniel gives listeners actionable tips on: [4:15] How marketing has evolved over the years, and the tactics Daniel is still using today [6:05] How much time to put into traditional vs. online marketing [13:55] How to approach internet marketing [20:25] Marketing mistakes made over the years [22:35] Perfecting your elevator pitch [26:20] Daniel's book recommendation [35:00] One big takeaway from this episode Resources mentioned in this episode:Man's Search for Meaning by Victor FranklConnect with Daniel here: https://www.instagram.com/dancallahanconsulting/ https://www.linkedin.com/in/callahandaniel https://www.facebook.com/dancallahanconsulting https://callahanconsulting.com/ Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com

In this episode, we're doing something a little different. Daniel Callahan joins me to discuss a case study in marketing mastery, and shares his best tips of what to do (and what not to do) that he has learned over the years. Daniel Callahan is the owner of Callahan Consulting Group LLC and the former President and Managing Partner of California's Premier Litigation Firm, Callahan & Blaine, headquartered in Santa Ana California. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California. His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Daniel gives listeners actionable tips on: [4:15] How marketing has evolved over the years, and the tactics Daniel is still using today [6:05] How much time to put into traditional vs. online marketing [13:55] How to approach internet marketing [20:25] Marketing mistakes made over the years [22:35] Perfecting your elevator pitch [26:20] Daniel's book recommendation [35:00] One big takeaway from this episode Resources mentioned in this episode: Man's Search for Meaning by Victor Frankl Connect with Daniel here: https://www.instagram.com/dancallahanconsulting/ https://www.linkedin.com/in/callahandaniel https://www.facebook.com/dancallahanconsulting https://callahanconsulting.com/ Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com

In this episode, we're doing something a little different. Daniel Callahan joins me to discuss a case study in marketing mastery, and shares his best tips of what to do (and what not to do) that he has learned over the years. Daniel Callahan is the owner of Callahan Consulting Group LLC and the former President and Managing Partner of California's Premier Litigation Firm, Callahan & Blaine, headquartered in Santa Ana California. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California. His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Daniel gives listeners actionable tips on: [4:15] How marketing has evolved over the years, and the tactics Daniel is still using today [6:05] How much time to put into traditional vs. online marketing [13:55] How to approach internet marketing [20:25] Marketing mistakes made over the years [22:35] Perfecting your elevator pitch [26:20] Daniel's book recommendation [35:00] One big takeaway from this episode Resources mentioned in this episode: Man's Search for Meaning by Victor Frankl Connect with Daniel here: https://www.instagram.com/dancallahanconsulting/ https://www.linkedin.com/in/callahandaniel https://www.facebook.com/dancallahanconsulting https://callahanconsulting.com/ Connect with me Instagram Pinterest Facebook Twitter Karin on Twitter Karin on LinkedIn Conroy Creative Counsel on Facebook https://conroycreativecounsel.com

This week Steve and Yvonne interview Daniel Callahan, founding partner of Callahan & Blaine (https://www.callahan-law.com/)  and owner of Callahan Consulting (https://callahanconsulting.com/).   Remember to rate and review GTP in iTunes: Click Here to Rate and Review   View/Download Trial Documents   Guest Bio: Daniel Callahan Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California.  His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. Mr. Callahan also went on to obtain a $50,000,000 settlement in a road design case against the City of Dana Point. Exclusive of large class actions, this continues to be the largest personal injury settlement in United States history. Mr. Callahan also obtained, after a two-month jury trial, a $38 Million settlement on behalf of a class of newspaper delivery drivers against The Orange County Register. This is still the highest employment settlement in Orange County's history. Mr. Callahan grew up in Chicago, Illinois where he went on to receive his BA, magna cum laude, from Western Illinois University in 1976, and graduated with honors from the UC Davis School of Law in 1979, while serving as Editor of the Law Review. He began his career in Hawaii before relocating to Southern California and starting his own firm by opening the doors on St. Patrick's Day, 1984. Mr. Callahan also provides corporate consulting to law firms and lawyers regarding litigation and strategy through Callahan Consulting Group, LLC. Read Full Bio Here   Show Sponsors: Legal Technology Services - LegalTechService.com Digital Law Marketing - DigitalLawMarketing.com Harris Lowry Manton LLP - hlmlawfirm.com   Free Resources: Stages Of A Jury Trial - Part 1 Stages Of A Jury Trial - Part 2

What you'll learn in this episode: Why preparation is the key to a successful career in law How Daniel has won some of the largest verdicts in history, even in supposedly impossible cases How making room for creativity can lead to better case outcomes Why focusing on current clients can be more beneficial than focusing on getting new business How to maximize your networking and business development efforts About Daniel Callahan Daniel Callahan opened his own law office on St. Patrick's Day in 1984. From there, he distinguished himself as one of the top trial attorneys in California and has repeatedly been recognized by his peers for his incredible accomplishments. Mr. Callahan was the winner of the prestigious OCTLA Trial Lawyer of the Year Award three times, in 2000, 2004, and 2012. Since founding Callahan & Blaine, Mr. Callahan has won many jury trials and obtained scores of seven and eight-figure settlements on behalf of his clients. Callahan Consulting: Callahan Consulting | Law Firm Consulting by Daniel Callahan - Instagram: Callahan Consulting Instagram Facebook: https://www.facebook.com/dancallahanconsulting Transcript: Daniel Callahan is a legendary California lawyer who has achieved record-setting verdicts for clients. What was the secret to his success? Preparation. By not putting off what he could do now, Daniel had the mental space to think about his cases creatively—and that led to astounding verdicts in seemingly impossible cases. He joined the Law Firm Marketing Catalyst Podcast to talk about his tips for building a network; why current clients are more valuable than new ones; and why client bills are an underused selling tool. Read the episode transcript here. Sharon: Welcome to the Law Firm Marketing Catalyst Podcast. Today, my guest is Daniel Callahan. He is founder and head of one of California's top litigation firms and has been a winner of the prestigious Orange Country Trial Lawyer of the Year three times. We'll learn all about his career path and why he thinks his firm is successful. Daniel, welcome to the program. Daniel:  Thank you very much, Sharon. It's nice to be here. Sharon: So glad to have you. Tell us about your career path. Daniel:  It's an unusual path, Sharon. When I left high school, I did not go to college directly. I went to work in construction because I didn't really apply myself much during school. I graduated fifth from the bottom in my class. So, I worked in construction. I was doing that. A buddy of mine got me a job, and I'm chopping trees down with my McCulloch chainsaw, and that turned me into a wood chopper. I'm thinking, “What am I doing here?” I saw my buddy. “I know why he's here, because he's standing next to his dad who got him the job. My mother and father told me I'd be a good lawyer. Maybe I want to try going to college after all.” Then, when I went to college, I thought, “O.K., now I'm with all those smart kids, so I have to work really hard.” I put them on a pedestal and worked really hard, and as a result, I had straight As through college. When I went to law school, I thought, “O.K., you were pretty good at college, but now you're really against all those smart guys.” Again, I put them on a pedestal, worked really hard and finished in the top 10 and editor of the law review. Then I went to law firms. I was recruited by several law firms. I went to Hawaii to practice initially with the oldest and largest firm in the state. I was there for two years. I learned a lot. I came back to California with another large law firm for another three years, and then I opened up my own shop. I was able to bring in more business than most people. I had enough to keep myself and two other associates busy, so I thought, “Maybe now is a good time to go out on my own.” I did that on St. Patrick's Day of 1984. Sharon: Wow! Let me go back for a minute. Why did your parents think you'd be a good lawyer? Daniel:  I think I was a bit argumentative. I could be kind of persuasive and argumentative at the same time. Sharon: Did you decide to go to Hawaii because that's where you wanted to be? Daniel:  No, not at all. I had never given a thought to Hawaii, but when they came to interview at the school, I accepted the interview and met with them. I got a call back. Two days later, they invited me to spend five days on the islands. They put me up at the Ilikai and gave me a car. In three days, you get to know the firm, and then you have two days to get used to Hawaii. It was so great! I took the job, but Hawaii wasn't really for me. I preferred being back in California, where I went to law school at UC Davis. I didn't go back to Davis, but I went to Newport Beach, California. Sharon: Was it more formal? Daniel:  It was a very large firm, and I would not say they were formal. They worked really hard, but they also played pretty hard. I got a good grounding from them. Sharon: It sounds like you have that, between everything you did. Tell us how that led to a couple of your biggest wins, because they're big. Daniel:  One of the things I learned from my mentor at Allen Matkins was you cannot be faulted for working too hard. Remember, I always put the opposition on a pedestal anyway. I want to be really prepared. They taught me how to be prepared, how not to put things off until tomorrow if you can do it today, because you don't know what's coming tomorrow. You may have an ex parte hearing; you may have something coming up. If you planned on doing this but you put it off, now you're crowded, and you can't do your best job. That's why I have been so successful. I almost over-prepare. When I go to trial, I prepare. First of all, someone else usually works up the depositions and the discovery and all that. They bring it to me and give me an idea which depos to read first. I read all the depos. I summarize the depos myself. I match them with all the exhibits that I read. Then I prepare the examinations of each witness, both our side and their side, linking them to the exhibits, and then I practice the exams. I work with the person who's in charge of my AV. When I want to do an exam, I want this coming up, and he's showing me how to put it up on the screen. When we go through these, after a while he knows everything I'm about to do, so you can almost think as I'm thinking. That's because of preparation. I also prepare my own opening statements. I go through them two or three times the day before or two days before it's scheduled. You don't want to do it too much because it gets kind of old. It still has to have some life to it, but you want to do it a few times to get the bugs out. If I have a group of people sitting in a conference room listening to me, they're instructed not to say a word during the opening, but after they can critique me. There is many a good idea I've gotten from those individuals. Some ideas I didn't think much of, and I did not incorporate them. Many ideas I did incorporate. When I walk into trial, I feel like the 800-pound gorilla because I'm really prepared. I have all the exams for the entire case done. The only thing I don't have done is a closing argument, and that's going to depend on the testimony. The attorneys who are listening to this should order a transcript of the trial and have a daily transcript. By the way, you should have it certified. If you don't have it certified, the judge may not allow you to use it. I believe in quoting the witnesses I cross-examine heavily. I believe in doing video depositions. You ask the same question three or four times. You get different responses. You pick out the response you like the best, and then you put a number of clips together and show that either during opening statement or right as you call that witness. Before you even ask him the question, you can play from his deposition. By that time, you've destroyed him in the eyes of the jury before he even gets to open his mouth. That is a helpful tip. I used that in one case called Beckman Coulter vs. Flextronics. That was a $2 million breach of contract case. We discovered a $300,000 fraud and we went to trial. Seven weeks into this trial, I amended the complaint to conform to proof that I had already elicited from the mouths of the defendants. I added two causes of action for economic duress, which is a subspecies of fraud. The jury came back and gave me $2 million on the first claim and $300,000 for fraud on the second, plus $1 million and a quarter of punitive. On the third cause, they gave me $180 million in punitive damages, and on the fourth $750 million in punitive damages, for a total of $934 million, which was and still remains the highest jury verdict in Orange County history. It was the highest in the United States up until about November of that year. How did that happen? Preparation, preparation, preparation. When you do that, when you are prepared, you can allow yourself to think, “What creative way can I go about doing this? How can I do something different?” By example, I had a smaller case called Radco v. Diamond Walnut. Radco was a producer of urethane foam, and they sent it to work sites in California in 55-gallon drums. They sold it to a subcontractor, but Radco wasn't paid. So, Radco calls me and says, “Dan, how do I get a mechanic's lien?” I said, “Well, in California, first you have to do a 20-day notice.” “A 20-day what?” “You have to give the owner notice ahead of time that you're providing materials to the job site, so he knows to get you paid. Where are these 55-gallon drums?” He said, “They're locked in a warehouse.” “Well, can you go get them, drive them around the block, release possession and then do a 20-day notice?” He has to do the notice within 20 days of releasing possession. “No, it's locked in a warehouse.” I thought through my conversation with him. He said he had sold to Midstate, a subcontractor who could not pay their bills as due. Well, that's the definition of insolvency. I remember from my days in law school studying the UCC that if you sold something to someone on credit while they're insolvent, you can reclaim those goods and get constructive possession. So, that's what we did. I got constructive possession back, even though the drums never left the warehouse. I then wrote a letter releasing that possession, served a 20-day notice and went for my mechanic's lien. The in-house counsel of Diamond Walnut said, “That is ridiculous.” There was no precedent for it, but I argued it to the judge in Stockton, and he agreed with me. As a result, Diamond Walnut had to pay twice for those materials. That is being creative. Sharon, if you don't mind, I think creativity is so important. You have to allow yourself enough time to be creative. Here's an example. I had a client who's an SBA lender. He lent money to this company in Orange County who had acquired all of this collateral, which the lender had a security interest in. The lender was not getting paid. He was afraid that if they did the normal due demand letter, filed a complaint, waited 30 days, all this collateral was going to wind up in Mexico. There are two ways to repossess collateral. There's a self-help repossession under UCC 9-503. That's what I did, but in order to make it look better, I put it on 14x11 paper, legal-size paper. I made it look like a form, although I filled it in with the correct statute, and then I had my signature notarized at the bottom, so now it really looks official. Then I went to the police department and said, “I need someone to come with me to make sure there's no breach of the peace.” He said, “I'll come with you to make sure you don't breach the peace.” This was back in the early 80s, when not everybody had a cell phone with a video camera. So, I hired a guy from Los Angeles to come film, and the three of us approached the back of the warehouse. There was an officer from the Irvine Police Department, myself and the videographer. The warehouse doors were all open, and I said, “Get that guy.” When I approached, I said, “My name is Dan Callahan and I represent the SBA. We're here to repossess a collateral of loans to the SBA. We're going to take the CEO down. If you want to be named in the lawsuit, you can go down too, but if you help me, if you identify the collateral right now, then we will let you go.” He went around identifying all the collateral that belonged to the SBA. One of the pieces of collateral was a forklift truck. We had a flatbed and a forklift, and we're loading all this stuff up on the flatbed. All of a sudden, our forklift ran out of gas. Fortunately, they had a forklift, so we picked up our forklift and everything else and left. We were out of there within about an hour. Whenever somebody came from the back room to look, we had the videographer shoot them, “I got you.” We went back to the office and had a beer with the client. I got a call from the lawyer representing the debtor, and he said, “Is it true all they had to do was say no?” I said, “Yeah, that's true.” He said, “Oh, my god. Congratulations on your sting.” The reason I tell you that, Sharon, is because that shows some creativity. On the other one, I grafted the UCC onto the mechanic's lien law. This one I went in on a self-help repossession, but I did a document. That is legal but somewhat deceiving. It looked like a court document almost. So, there are different things you can do creatively within the law that can get you results. Let me tell you one more story. There's a case I had where other lawyers had turned the case down. It's a personal injury lawsuit. There are these two women who were running in the bike lane, and they got hit by an uninsured drunk hit-and-run driver who abandoned his car. He was caught nine days later in a laundromat with beers in his pocket. He was sentenced to four years. The other lawyers who looked at this thought, “There's no money. Who are we going to sue? An uninsured hit-and-run driver?” I went to the site itself and looked where it happened, and I noticed the bike lane. There are regulations for this in California. Usually, the bike lane is about four-and-a-half feet wide. This lane is 11 feet wide. Also in California, it has to be a properly marked bike lane, and this was not. Ordinarily the government would have immunity, but only if they follow the engineer's advice. They had done it correctly many years before, but there had been a landslide covering the road. When they redid it and repaved it, they didn't do the bike lane properly. They didn't do it the way the engineer had told them many years before, so they did not have governmental immunity. So, I sued the City of Dana Point and demanded $50 million, which was the limit of their insurance. They offered me $30 million. I told everybody in my office, “We're not even talking about settlement. There is no settlement. You're not taking your foot off the gas.” For anybody who's listening to this, once people start talking about a settlement, there may be an inclination to take your foot off the gas. Don't do it. Just keep it there. On the Friday before the Monday trial, they said, “O.K., we're in. $50 million.” I got a call from an organization that tracks this, and they said, “Dan, that $50 million settlement is the highest personal injury settlement in the history of the United States.” Sharon: Wow! Daniel:  That's what I said, wow! They also said, “Oh, by the way, you also have the third highest.” I had one for $28 million. As it turns out, $28 million was third. $29 million had been the highest and became second. My $50 million took over. I don't know where that stands right now, but I'm sure it's pretty high up there. Sharon: You can tell just by looking at your website and all the badges and awards. Let me ask you this because you alluded to it. You said you do consulting. Daniel:  Yes. Sharon: Can you tell us a little about that? Daniel:  Yeah, certainly. I was a founder and managing partner of Callahan and Blaine, 28 attorneys in Santa Ana that do business litigation and personal injury. Now, I'm the CEO of Callahan Consulting. I consult with partners and associates from Callahan and Blaine, but also with other attorneys throughout the nation, giving trial practice and strategy advice. Also, I will be contacted by clients that are looking for a particular type of lawyer in a given community. Just last week, somebody needed a bankruptcy lawyer in Michigan. I researched it, and I found two really good lawyers. I presented them to the client. I arranged for a conference call between the client and each of these lawyers so the client could make up their own mind as to who they wanted to retain. I do this all throughout the United States. Usually, I get about one case a day that I'm trying to help somebody with. So, it's two things. I mentor attorneys, as I used to mentor the attorneys in my firm, and I also help clients find the attorney in the right specialty in their community that can help them. The way I'm compensated for this is normal. I get a referral fee when I set up a client with an attorney. I bill by the hour, and the hourly rate goes down. If you use more than five hours, then the hourly rate goes down. That's just getting at the strategy, how to work creatively to get the best result. One of the things that's helped me the most is looking outside the box. That's because I give myself enough time to be able to have that luxury, and that's because I don't put off until tomorrow what I can do today. It's the lessons you learn in your first few years. You get burned once and then you'll know. I was in trial one time, and I asked an associated to do a request for experts or expert designation. I came back from trial and asked, “Did you do it?” He says, “No, I didn't have time.” I go into the court to try to get relief the next day and he said, “No, it's too late.” So, I went to trial. I still won. I had to take their expert and turn him into my expert. So, you don't put things off. You get things done. Sharon: Would you say that's something you practice in the rest of your life as well as in the law? Daniel:  Yes, I would. I try to teach my children. I have my daughter, Caitlin, and my son, Michael, neither of whom are lawyers, but it's been drilled into them about preparation and its success and results. I think I practice that in many areas of my life. Sharon: Do you think you need to have these big wins to be successful? Can you be a successful personal injury firm without huge or noticeable wins? Daniel:  Oh yes, you can be successful without huge wins. Many attorneys spend a lot of time trying to bring in new clients, as well they should, but what you should also do is pay particular attention to the clients you have. Make sure you communicate often and clearly with your clients. Make sure they're comfortable with you at all times so they know what's coming and what to expect. When that happens, they're out there in the community talking about you, and then you get referrals through them. You build your base by working with existing clients who then will be more than happy to refer your business. If they perceive you as someone who cares about them, then they care about you. That's how I built my business. It was mostly from referrals from clients. Then it became referrals from other lawyers I knew, and then, because of the big victories, it became referrals from lawyers I never met but knew if they came to me, they were going to get a referral fee. It's better to get a referral fee on a $10 million victory than a referral fee on a $1 victory. So, people come to me for that reason, and I try my very best to deliver. Sharon: On your website you have both videos and a blog. Is it necessary to have both? Daniel:  10 years ago, I would have said no, but now, yes. Videos are very important. People now want to see a video. When they go to your website, they want to see a video, not just a bunch of doubletalk. They want to see what the person is like and how he reacts on film. Do they like him? Do they not? Certainly, you're going to pitch your wins and tell them what you can do for them. For blogs, it's the same thing. Blogs are very helpful. People are interested in listening or watching or reading to see if they can learn something. To get better at the very beginning, I would go to a lot of CEB courses because I figured I'm going to go there; I'm going to learn. I will always pick up something, and in the meantime, I'll meet a couple of people. We'll exchange business cards and I'll expand my network. You're in the back of the room, you get a cup of coffee, your doughnut, whatever they happen to have, and you meet people. You expand your network. Nowadays with the internet, people are expanding their networks all the time. But I find if it's a more personal touch, not just somebody I met on LinkedIn, it goes further. So, yes, I believe videos are important, blogs are important, personal touch is important. Get out there and meet people. Get out there and tell people what you do. If it's just a client, nobody's going to know about you. You've got to go ahead and show a little bit of what you have to offer. It's always a good idea to tell stories. When you tell a story to a prospective client about a case you won, that prospective client is putting himself or herself in the shoes of your client, thinking, “Damn, that's good. I wish that was me. I wish my attorney would do that for me.” I would go to parties and just talk to people at parties. That's how I would meet a lot of people. I'd tell a few stories and get them encouraged. Your light is always on. When you want to bring in business, your light should be on 24/7. If you go out somewhere, keep in mind you are a lawyer. If you encounter somebody, you should be able to tell them about it and tell them what you can do for them. You don't want to be pushy, of course, but when the opportunity comes, you are a salesman. Some lawyers I used to work with felt embarrassed about going out and trying to get business. They want to be a pure lawyer where they just research and write and argue to the court, but they don't go out to try to get business. Well, that person's not going to advance. That person is not going to advance in a partnership, because partners tend to look at what this person brings to the table, how much business he has, what kind of book he or she has. You have to always be developing that book, not just so you rise in the partnership, but also for your own well-being. If you have a large book of business with reliable clients, then you have a very good platform for further development. Sharon: Is that something a non-lawyer or a marketing director, let's say, should be saying to a lawyer? Have your light on all the time? Daniel:  Yes, definitely. 24/7, have your light on. Be awake. Be alert. You picked a profession. I'm very fortunate because I'm good at bringing in business, but I'm also good at trying cases. In fact, I'm really good at managing a law firm with the numbers and everything, what to spend money on, what not to spend money on and how to spend the money. I do all three, which is a gift. I didn't know I had that gift. When I used to chop trees down, I was a McCulloch chainsaw guy. It's something you learn and develop. If you work at it, you'll get it. Sharon: Do you think it's possible to learn the things you're talking about? How to develop business, how to manage a law firm, that sort of thing?  Daniel:  Obviously, when you manage a law firm, if you start out as a solo, it's not as difficult as stepping in and managing a 28-attorney law firm. There are classes you can take. You can also hire one or two competent people for your office. One is in charge of your accounting; one is in charge of secretarial. Then just manage it. Just make sure you get the bills out on time. Now, here's something. Here's basic 101. If you're working and billing by the hour, when do you write your time down on your timesheet? When you do the work. It's amazing how some people can leave at the end of the day and not have their timesheet filled out. They figure they're going to do it later. I've had attorneys working for me, and I just can't believe it. “What are you doing? Two weeks and you have not billed any time.” “No, but I have all my notes. I'm going to be doing my time.” That's ridiculous. You need to do it on a daily basis because when you do it on a daily basis, you can actually capture all the time. If you look back a week later, you really can't capture it, and you can't be specific enough to sell your information on the bill. When you do a bill, you should write the bill in such a way that the person reading it thinks, “Wow, that's a lot of work.” Don't give them shorthand, “A little research.” You should say what you've done so they know, “Man, that's a lot. O.K., I can see why they took an hour and a half,” or however long. Your bills need to be a persuasive piece of work, and when they're sent out, they have to be sent out timely. When you do something good for a client, they appreciate it, but the level of appreciation goes down over time. Let's say you do something for him or her on November 1. You get a bill out on December 10, and they go to pay it maybe in January. By January, their appreciation of what you did goes down. “Oh, really? I guess I could have done that myself.” Clients often appreciate you more at the beginning when you do the work, but if you delay too long—and some people delay a month or two months before sending out their bill. When they do send out their bill, it's not written like it's going to make you perspire to read it. It has to be written in a sales manner. You want the guy to read it, appreciate the work and pay the bill. Get it to him quickly and get it to him clearly. Sharon: It's something that persuades them. Do you think the aspect of business development—because that's what we're so involved in—can be taught? Daniel:  Yes, it can be taught. There are DVDs on it. There are many people that will try to teach you how to develop business. There are a lot of them out there. I've spoken to several over the years, and some of them are worth their salt. Sometimes I get a good tip or an idea. People will say you should have a 10-second commercial. When somebody says, “What do you do?” in an elevator, you can summarize what you do within the time it takes you to go from the 10th floor to the ground floor. That's called an elevator commercial. Those are helpful, but if people still have business cards now, you also need to exchange business cards or email or text or something, and then follow up on that meeting right away. Whoever you just met, wherever it was, just say, “It was a pleasure meeting you. I enjoyed learning about your son, your daughter, your business,” or whatever it had been, and then note that and follow up. Like I tell my son, you should log everybody you've met and put them into a calendar so you follow up in a week. Maybe it's, “Hey, by the way, I was thinking about you. I saw this may be relevant to your situation. Here's an email.” Maybe it's a phone call. It's just doing that again and again, and now you're expanding your network intelligently. You're not just getting somebody's business card and hoping he calls you. You're reaching out and talking to them about something that is of interest to them. When you talk to them, you don't want to just talk about yourself. You want to find out about their business, their family and what they do for entertainment or travel, whatever you can know. Then, as soon as you get back to your office or home, log all that in and calendar it to get back to this individual. If you do that, you can commit to making three—I'd say five, but even four—phone calls a day to people you met. Or if not a phone call, an email. It doesn't take that much time, but your network will grow huge. I don't know how many working days there are in a year, but if you made four phone calls or emails every working day, by the end of that year, you would have a network that's huge, which can pay off for you. When you want to bring in business, you've just got to reach out and touch somebody. Sharon: I would agree with you, but do you think it's true for the people who would rather research? They like the law, but they like it from a more academic perspective, let's say. Daniel:  Yes, I think they have to learn to adapt. I like the law. I like research and writing and arguing; however, I also like to have a comfortable lifestyle where I have a book of business that I can always rely on. That way, I'm more likely to make partner because I have a book of business. Also, I'm more likely to get more and more business. The people that say, “I love the beauty of the law,” that's good. We all do, but if that's all you've got, when hard times come, you may not be with the firm much longer. You can find dime-a-dozen lawyers that love the law, who think they're really good at it, that don't go out and do anything to generate business. That's not your best way to be a successful attorney.  Sharon: What is your one piece of advice to be a successful attorney? You may have said it already, but what advice would you give a new lawyer? Daniel:  Don't underestimate your opposition. In fact, you may want to put them on a pedestal and fight the guy on the pedestal. If you put the guy on a pedestal, you're preparing for Goliath. If Goliath doesn't show up, but you're ready for Goliath, you're going to have success. The keystone is prepare and don't delay. Don't put it off until tomorrow. Get it done, and get it done now. If you have an idea for something you think may work, write it down. When you have time to look at it more, maybe you can incorporate that into your action as a plaintiff or a defendant. By the way, I represent plaintiffs and defendants. I've only told you about the plaintiff wins. I have numerous defense wins, and I practice the same methodology. Sharon: Hopefully we can hear about those at another time. I want to thank you for being here today. Thank you so much. Daniel:  Sharon, I appreciate it. I'm happy to be here. Call me again anytime.

On this episode, Maxwell Goss speaks with legendary California litigator, Dan Callahan. Dan has the rare distinction of having achieved record verdicts and settlements in business, personal injury, insurance bad faith, and employment litigation. Dan discusses some of his biggest wins, including the $934 million jury verdict in a business contract and fraud case. Dan also talks about how he uses creativity and hard work to tackle what he calls “impossible" cases. ----- “I prepare to meet the big bad wolf, the Goliath, in the courtroom.So I make my opposition into Goliath.And when we show up in trial, they are not really Goliath.But we come prepared to beat Goliath, and that's why we get the results.”-Daniel Callahan----- 01:28 - About Dan Callahan and his law practice 05:52 – The importance of creativity in litigation 11:34 – Neria vs. The City of Dana Point 16:16 – The Beckman Coulter case 20:59 – What a $900M+ verdict did for Dan's law practice 21:48 – The Farmers Insurance case 23:43 – How Dan prepares for a case 26:53 – Dan's advice for litigators taking on difficult cases 29:02 – The importance of preparation in litigation 31:06 – Where to find Dan Callahan online ----- Daniel Callahan opened his own law office on St. Patrick's Day in 1984. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California. Daniel Callahan also provides corporate consulting to law firms and lawyers regarding litigation and strategy through Callahan Consulting Group LLC. Dan's notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history. He also went on to obtain a $50,000,000 settlement in a road design case against the City of Dana Point. Exclusive of large class actions, this continues to be the largest personal injury settlement in United States history. Dan also obtained, after a two-month jury trial, a $38 million settlement on behalf of a class of newspaper delivery drivers against The Orange County Register. This is still the highest employment settlement in Orange County's history. ----- https://www.youtube.com/watch?v=XlEB1sZ5xyg (Dan Callahan's “Mission Impossible” ad) https://callahanconsulting.com/ (Callahan Consulting) https://www.callahan-law.com/meet-the-team/daniel-j-callahan/ (Dan Callahan's Attorney Bio) https://www.insurance-litigation.cm/Verdicts-and-Settlements/Callahan-Blaine-Wins-934-Million-for-Beckman-Coulter.shtml (Callahan & Blaine Wins $934 Million Judgment) ----- The Litigation War Room is hosted by litigation lawyer Maxwell Goss. Max represents clients in intellectual property and business cases throughout Michigan and around the country, bringing forceful advocacy and creative solutions to every case he handles. ---------- https://www.thelitigationwarroom.com/ (Show Website) https://twitter.com/LitWarRoom (Twitter) https://www.linkedin.com/company/the-litigation-war-room-podcast/ (LinkedIn) https://www.facebook.com/The-Litigation-War-Room-Podcast-111235441143108 (Facebook)

Vanessa Loder has been on a journey of self awareness, from playing on the soccer field as a teen and college student, to graduating at the top of her class at an Ivy League, to finding herself, in full business attire, sneaking out of her downtown San Francisco office to attend a hypnosis and past life seminar.  Along the way, she fine-tuned her ability to pay attention to what she calls the “sacred breadcrumbs,” giving her insight into her true heart's desire.  Please listen in as Vanessa shares her perfectly imperfect journey, and gives some great advice for all of us to tune into our own inner wisdom.   “Women are so happy for a seat at the table, we haven't really questioned how the table is set”  Vanessa Loder   To order Vanessa's book and get some of her supplementary materials:  https://vanessaloder.com/soul-solution/   Some of the books Vanessa mentions: Many Lives, Many Masters by Brian Weiss The Instruction by Ainslie MacLeod Soulcraft by Bill Plotkin   Bio Vanessa Loder is an acclaimed keynote speaker and sought-after expert on women's leadership, mindfulness, stress management, rewiring your brain for happiness, owning your inner game, and sustainable success. Vanessa's work has been featured in Forbes, Fast Company, the Huffington Post and Glamour magazine. Her guided meditations have been streamed over 1 million times globally. Vanessa's Tedx talk “How To Lean In Without Burning Out” has over 155,000 views. Loder is the author of the forthcoming book, The Soul Solution: A Guide for Brilliant, Overwhelmed Women to Quiet the Noise, Find Their Superpower and (Finally) Feel Satisfied, released by SoundsTrue in October 2022.    In her previous life, Loder was a successful private equity investor who advised fast growing companies. She is a self-described over-achiever whose unfulfilling experience left her burned out, exhausted, and eager to find another way.    After spending close to a decade working in finance on Wall Street and in Silicon Valley, Vanessa felt that she had climbed to the top of the wrong ladder! Her personal transformation, subsequent research and work have led to thousands of women finding their way back to soul.    Vanessa has worked with high performing teams and leaders at AirBnb, Bain & Co, Cambridge Associates, Castlight Health, Charles Schwab, Cisco, Dreamforce, Flextronics, Goldman Sachs, Google, LinkedIn, Mattel, Orrick, Herrington & Sutcliffe, PA Conference for Women, PG&E, PwC, Sheppard Mullin, Salesforce, StubHub!, Tedx, The Dailey Method, The Hamlin School, The North Face, The Stanford Graduate School of Business, Stanford MSx Women, ThoughtSpot, Uber, Upwork, Watermark, Women in Private Equity and many other organizations.   Vanessa received her MBA from Stanford University and her BA in Economics from Columbia University where she graduated Phi Beta Kappa, Summa Cum Laude. Loder is certified as an Executive Coach by the Hendricks Institute and trained in Neuro-Linguistic Programming (NLP) by Carl Buchheit at NLP Marin. Vanessa currently lives in Lafayette, CA with her husband and two children, who remind her to take “mommy time-outs” when she's about to lose her marbles.

lovethylawyer.comA transcript of this podcast is available at lovethylawyer.com. Throughout his career, Daniel J. Callahan has always been known as one of the top trial attorneys in California.  His notable jury verdicts included a $934,000,000 jury verdict obtained after a three-month jury trial in a complex business dispute entitled Beckman Coulter vs. Flextronics. This unanimous verdict was the largest in California in 2003 and remains the largest in Orange County history.Mr. Callahan grew up in Chicago, Illinois where he went on to receive his BA, magna cum laude, from Western Illinois University in 1976, and graduated with honors from the UC Davis School of Law in 1979, while serving as Editor of the Law Review. He began his career in Hawaii before relocating to Southern California and starting his own firm by opening the doors on St. Patrick's Day, 1984. Mr. Callahan also provides corporate consulting to law firms and lawyers regarding litigation and strategy through Callahan Consulting Group, LLC.Among his many accomplishments over the last 42 years of practice:Won the Largest Jury Verdict in Orange County History – $934 Million.Obtained the Highest Personal Injury Settlement in the history of the United States – $50 Million.Obtained the highest Insurance Bad Faith Judgment in Orange County History – $58 Million.Obtained the Largest Employment Judgment in Orange County History – $38 Million.Named One of the Top 10 Attorneys in the United States by National Law Journal.Voted California Business Trial Lawyer of the Year by California Lawyer Magazine.Named One of Top 10 Lawyers in Southern California by Super Lawyers.Winner of the Prestigious OCTLA Trial Lawyer of the Year Award – 2000, 2004 and 2012.Received Commendation Resolution from California Legislature Assembly, 2013.Received Commendation Resolution from California Senate, 2014.Best Lawyers in America, 2005 to 2021.Super Lawyers, Named One of The Top 100 Lawyers in Southern California – 2011 to 2021.CONTACT INFOEmail: dcallahan@callahan-law.comToll Free: (888) 284-0809Phone: (714) 241-4444Fax: (714) 241-4445Download VCard Louis Goodman www.louisgoodman.comhttps://www.lovethylawyer.com/ 510.582.9090  Musical theme by Joel Katz, Seaside Recording, Maui Technical support: Bryan Matheson, Skyline Studios, OaklandAudiograms & Transcripts: Paul Roberts   We'd love to hear from you.  Send me an email at louis@lovethylawyer.comPlease subscribe and listen. Then tell us who you want to hear and what areas of interest you'd like us to cover.  Please rate us and review us on Apple Podcasts.    

Salvador Masso with Flextronics speaks with IISE's Frank Reddy about the experience of attending the Lean Six Sigma & Data Science Conference 2022, Sept. 19-21 at the Hyatt Regency Perimeter in Atlanta. Follow #Lean6Data2022 on your favorite social media platforms to keep up with all the conference activity.

In episode ten of the 12-part podcast series, "https://www.workshouldntsuck.co/white-men-journey (White Men & the Journey Towards Anti-Racism)," Tim interviews Kit Hughes, Co-Founder and CEO of Look Listen, a consulting company working at the intersection of creativity, data, and technology. This series was created to be a resource for white men who might be wrestling with questions like, “What's my role in anti-racism, equity, inclusion, and justice work as a white man with power and privilege?” and “How might my personal commitment to do this work manifest itself in the organization I help lead?” Are you new to the series? Check out https://www.workshouldntsuck.co/podcast2/ep54 (episode 54) where podcast co-hosts Lauren Ruffin and Tim Cynova introduce and frame the conversations. Download the accompanying https://drive.google.com/file/d/1X0Ly8CH4-AwrR8NL_mFNRVB1kKESr-vo/view?usp=sharing (study guide). And explore https://www.workshouldntsuck.co/white-men-journey (the other episodes in this series) with guests: Raphael Bemporad (Founding Partner) & Bryan Miller (Chief Financial Officer), BBMG Ted Castle (Founder & President) & Rooney Castle (Vice President), Rhino Foods Ron Carucci, Co-Founder & Managing Partner, Navalent David Devan, General Director & President, Opera Philadelphia Jared Fishman, Founding Executive Director, Justice Innovation Lab Jay Coen Gilbert, Co-Founder, B Lab; CEO, Imperative21 Marc Mannella, Independent Consultant, Former CEO KIPP Philadelphia Public Schools John Orr, Executive Director, Art-Reach David Reuter, Partner, LLR Sydney Skybetter, Founder, CRCI; Associate Chair & Senior Lecturer, Theatre Arts & Performance Studies Department, Brown University Want to explore related resources primarily *not* by white guys? Check out https://www.workshouldntsuck.co/white-men-journey (our compilation of 30 books, podcasts, and films). BiosKIT HUGHES is a typical technology entrepreneur. He dropped out of college to start a company (it failed), spent a period of time homeless (by choice), and became an overnight success (slowly). Eventually, Kit returned to school as a two-time research fellow at the University of Georgia leading experimental technology research projects exploring mobile computing and connected devices. He credits his business smarts to his studies in strategy and innovation at MIT Sloan. Kit co-founded Look Listen in 2007 as a mash-up of a digital studio and a consulting company working at the intersection of creativity, data, and technology. Look Listen grew to have offices in Atlanta, Denver, and Portland with three centers of excellence: Brand Experience, Performance Media, and Marketing Automation. He has worked with a variety of B2B and B2C brands across multiple touchpoints: Anheuser-Busch, Arrow, BP, Char-Broil, Coca-Cola, Flextronics, GE, NCR, Philips, and Steve Harvey. Under Kit's leadership as CEO, Look Listen was recognized as one of the fastest growing privately held companies in the US by hitting #408 on the Inc 500 in 2015—staying on the list three years in a row—and has been in the top 100 fastest growing companies in Atlanta three years in a row, according to the Atlanta Business Chronicle Pacesetter Awards. Find out more about Kit https://www.linkedin.com/in/heykit/ (here). TIM CYNOVA (he/him) is the Principal of https://www.workshouldntsuck.co/ (Work. Shouldn't. Suck.), an HR and org design consultancy helping to reimagine workplaces where everyone can thrive. He is a certified Senior Professional in Human Resources (SPHR) and a trained mediator, and has served on the faculty of Minneapolis College of Art & Design, the Banff Centre for Arts & Creativity (Banff, Canada) and The New School (New York City) teaching courses in People-Centric Organizational Design and Strategic HR. In 2021, he concluded a 12-year tenure leading Fractured Atlas, a $30M, entirely virtual non-profit technology company and the largest

Bindiya Vakil is a Supply chain risk management expert and innovator from Cisco, Flextronics and MIT. Credited with bringing SCRM solutions to the mainstream since starting Resilinc in 2010. CEO of Resilinc, the world leader for supply chain visibility and resiliency intelligence and analytics. Specialties: Entrepreneurship, Business & Supply Chain Strategy, Supply chain risk management, component risk mitigation, product resiliency, supply chain risk quantification (probabilistic simulation vs. scoring, revenue impact), EMS, program management, quantitative problem solving and data analysis, supplier relationship management. https://www.linkedin.com/in/bindiya-vakil-resilinc/ --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/pencilsandpistons/message Support this podcast: https://anchor.fm/pencilsandpistons/support

Shane is joined by Future Planet CEO Donal Sullivan to discuss the work Future Planet is doing, his experience has been since taking over as CEO and what challenges he has faced so far. He also discusses making sustainability part of doing good business, how legislation is changing and why it's important for businesses to understand and adjust to it and how there is an urgency to climate action and sustainability and how it requires mass mobilisation to make the necessary changes. Finally, Donal speaks about Future Planet's plans for the near future. Sustainability for good business, Donal Sullivan, Future Planet LinkedIn: Future Planet: About Donal With 25 years of experience in the technology industry, prior to Future Planet, Donal was a senior global executive in Johnson Controls, Tyco and Flextronics. He is a recognised authority on sustainable buildings and how technology can be used to accelerate sustainable progress at an enterprise scale. Donal has been a leading voice on low carbon, sustainability projects around the world, with a great example in his home city Cork, where he built Ireland's smartest building as a new global HQ for Johnson Controls at One Albert Quay. About Shane Shane is currently interning with Irish Tech News. He is in his third year of studying Journalism at NUI Galway where he also studies IT and is studying programming and web development. See more podcasts here.

Shane is joined by Future Planet CEO Donal Sullivan to discuss the work Future Planet is doing, his experience has been since taking over as CEO and what challenges he has faced so far. He also discusses making sustainability part of doing good business, how legislation is changing and why it's important for businesses to understand and adjust to it and how there is an urgency to climate action and sustainability and how it requires mass mobilisation to make the necessary changes. Finally, Donal speaks about Future Planet's plans for the near future. LinkedIn: https://ie.linkedin.com/in/donal-sullivan-0a7121b Future Planet: https://www.futureplanet.com About Donal With 25 years of experience in the technology industry, prior to Future Planet, Donal was a senior global executive in Johnson Controls, Tyco and Flextronics. He is a recognised authority on sustainable buildings and how technology can be used to accelerate sustainable progress at an enterprise scale. Donal has been a leading voice on low carbon, sustainability projects around the world, with a great example in his home city Cork, where he built Ireland's smartest building as a new global HQ for Johnson Controls at One Albert Quay. About Shane Shane is currently interning with Irish Tech News. He is in his third year of studying Journalism at NUI Galway where he also studies IT and is studying programming and web development.

Shane is joined by Future Planet CEO Donal Sullivan to discuss the work Future Planet is doing, his experience has been since taking over as CEO and what challenges he has faced so far. He also discusses making sustainability part of doing good business, how legislation is changing and why it's important for businesses to understand and adjust to it and how there is an urgency to climate action and sustainability and how it requires mass mobilisation to make the necessary changes. Finally, Donal speaks about Future Planet's plans for the near future. Sustainability must be part of doing good business, Donal Sullivan, Future Planet LinkedIn: Future Planet: About Donal With 25 years of experience in the technology industry, prior to Future Planet, Donal was a senior global executive in Johnson Controls, Tyco and Flextronics. He is a recognised authority on sustainable buildings and how technology can be used to accelerate sustainable progress at an enterprise scale. Donal has been a leading voice on low carbon, sustainability projects around the world, with a great example in his home city Cork, where he built Ireland's smartest building as a new global HQ for Johnson Controls at One Albert Quay. About Shane Shane is currently interning with Irish Tech News. He is in his third year of studying Journalism at NUI Galway where he also studies IT and is studying programming and web development. See more podcasts here. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Summary: For the 10th and final episode of Propcast season 8, Louisa is joined by Greg Smithies, Partner and Co-Head of Climate Tech at Fifth Wall and Jonathan Schulhof, co-founder and CEO of FootPrint Coalition Ventures. They talk through their roles and what their funds are doing within the climate and sustainable technology space. They explain the growth and trends that they have seen in the market at the macro and micro level. Finally, they speak about what the future looks like and what we can personally do to reduce our carbon footprint. The key insight from this episode is the simplest thing you can do for the planet is to switch your thermostat down.  Resources: LMRE Global Recruitment and Search Consultancy LMRE YouTube Interviews Companies Mentioned:   Battery Ventures Coldwatt, acquired by Flextronics  Kleiner Perkins GE Conoco Turntide Motors Carbon Cure  Sidewalk Labs  Zero Acre Sealed     Shout Outs: Rob Soni, Executive Chairman, Founder, CEO & Investor Krishna Srinivasan, Founding Partner at LiveOak Venture Partners, Chairman of the Board at DISCO, Chairman of the Board at The Miracle Foundation Stephen M. Ross, Owner of The Related Companies Jeff Blau, CEO at Related Companies  Harvey Spievak, Executive Chairman and Managing Partner, Equinox Group Robert Downey Jr. Key Insights From This Episode:    Looking at climate tech today, the vast majority of them require some level of industrial tech. - Greg     The technologies we're investing in on the climate side are good for the planet, cheaper for the consumer and have higher returns. - Greg We might be in the golden age of climate and impact investing. - Greg We've had a washout of cleantech, 1.0 companies that weren't sustainable without subsidy. - John It is a travesty for the planet that for the last 20 years, the world's best and brightest went through, and spent all of their time doing ad click-through optimization. - Greg When you look at a problem that no one's looked at in the last 200 years, you can come up with some solutions that are cheaper, better and faster. - Greg  People are really looking and examining the food supply and thinking about how we can scale in a way that's compatible with the planet. - John 70% of the world's natural gas is burnt inside buildings for either powering them or heating them. - Greg Keywords: Climate Tech, Sustainable Tech, Future, Climate Change, Sustainability  About Our Guests: Greg Smithies, Partner and Co-Head of Climate Tech at Fifth Wall. Greg is a Partner at Fifth Wall, where he co-leads the Climate Technology Investment team. Prior to joining Fifth Wall, Greg was a Partner at BMW i Ventures where he led the Sustainability investing practice, investing in companies such as Prometheus Fuels, and PureCycle (NASDAQ: ROCH). Before joining BMW i Ventures, Greg led Finance & Operations for both The Boring Company and Neuralink simultaneously. Greg started his investment career at Battery Ventures where he covered early-stage enterprise technology startups, as well as industrial technology buyouts. Successful exits from his work there include Nutanix (NASDAQ: NTNX), AppDynamics (acquired by Cisco Systems, Inc.), and IST (acquired by Scott Brand). Greg was born in Pretoria, South Africa, and currently lives in Oakland, CA. He graduated from the University of Pennsylvania's Wharton School where he received a BS in Economics and a BS in Computer Science. Founded in 2016, Fifth Wall, a Certified B Corporation, is the largest venture capital firm focused on technology-driven innovation for the global real estate industry. With approximately $3.0 billion in commitments and capital under management, Fifth Wall connects many of the world's largest owners and operators of real estate with the entrepreneurs who are redefining the future of the Built World. Fifth Wall is backed by a global mix of more than 90 strategic investors from more than 15 countries. Jonathan Schulhof is co-founder and CEO of FootPrint Coalition Ventures, a digital publishing and venture firm he started in partnership with Robert Downey Jr., to back environmentally focused sustainable technologies. FootPrint is a cross-platform digital publisher that features sustainable technology in news and short form video content for social media, and long-form series for streaming networks. FootPrint uses its publishing activity to originate and add value to investments in high growth companies. FootPrint then makes these investments accessible to investors that want to join in our movement through funds and through co-investment syndicates. We invest in areas such as alternative proteins, biodegradable plastics, electric vehicle motors, and energy storage.   Jon has over 20 years of experience investing in clean technology startups.  He was a founder and lead investor in Motivate, which owned and operated Citibike and the other leading North American bike sharing systems (sold to Lyft).  He started Loom Media to finance the rollout of free public electric vehicle charging systems, and other smart city amenities sponsored by corporate media (now part of WPP).  Earlier in his career, Jon created ColdWatt, a high efficiency power 81 Piccadilly, Mayfair, London W1J 8HY electronics company (sold to Flextronics); and Glori Energy, a microbially enhanced oil recovery business (IPO).  In addition to his cleantech work, Jon serves as non-executive chairman of GTI Capital Group, a permanent capital investor in India.  Jon started this company while living in New Delhi from 2010 through 2012.  GTI's holdings include Air Works (aviation maintenance), Samhi (hotels), and WebEngage (B2B SaaS tools for ecommerce).  GTI has several prior exits including Brattle Foods (refrigerated logistics, sold to Future Group), National Stock Exchange (sold through secondary trades), Sandhar (autoparts, IPO), and Nova Medical Centers (healthcare services, sold to Apollo).  Jon was a term member of the Council on Foreign Relations, and served on the Board of Northside Center for Early Childhood Development for 10 years.  He is now a mentor at iMentor.  Jon holds a law degree from Stanford, and attended Dartmouth College. About Our Host Louisa Dickins https://www.linkedin.com/in/louisa-dickins-ab065392/ Louisa started her career in property working at a well-known estate agency in London. Realising her people skills, she moved over to Lloyd May to pursue a career in recruitment. She now is a Director at LMRE, who are a specialist recruitment firm driven by PropTech and recruitment professionals, and Louisa oversees their 5 core areas. Louisa co-founded LMRE and provides a constructive recruitment platform to the new disruptors in real estate. Louisa is also on the board of Directors at UK PropTech Association (UKPA). About LMRE www.lmre.tech LMRE believe there is a better way to recruit. LMRE focus on a more comprehensive, client led focus delivering exceptional talent to the place at the time. They are passionate about the industry and passionate about people's careers. LMRE spend time with each client to become and an extension of the business, and their transparency and core values help them grow with the sector. LMRE simplify recruitment and innovate with our clients and evolve the people driven, PropTech community. Timestamps: [02:05] Greg, can you talk us through your journey?  Currently, I co-head the climate investment team at Fifth Wall.  I set up and founded the climate investing team for BMW.  Prior to BMW, I was an Elon Musk world for a number of years. I was head of finance and operations at two of his companies.  I started my investing career at a fund called Battery Ventures. [06:10] John, can you talk us through your journey?  I didn't set out to be a climate tech investor. I have a law degree from Stanford.  I started several companies that were venture-backed, the first was Coldwatt.  I started my first asset management company as an investor in India and set up a permanent capital vehicle for investing.  I partnered with Stephen M. Ross, Jeff Blau and Harvey Spievak and we turned around Citi Bike.   Finally, I set up Footprint Coalition with Robert Downey Jr.  [14:20] Greg, can you talk us through impact investing and how it's going affect our built environment?  Impact investing has historically gotten little bit of a negative connotation to it because in the capital markets people have always said there's real investing and then there is impact investing. A lot of these technologies that people used to think were expensive are now incredibly cheap. [16:50] John, in your 20 years, what major changes have you seen?  We've had a wash out of clean tech, 1.0 companies that weren't sustainable without subsidy. Technology is accelerating, the world looks nothing today, like it did 15 years ago. The talent that has followed the capital that is flooding into this market is truly amazing. [22:30] With technologies such as Carbon Cure and cross-laminated timber, it is expensive for buildings to put into practice and will the cost of these building be higher?  This technology is safer because these things are lighter and they're easier to transport. You need smaller foundations for the buildings and they naturally are able to band with the wind and high-rise buildings.  It's cheaper, it's better for the planets, your buildings go up faster and they weigh less.  We've got to climb up a little bit of a mountain when it comes to training engineers and getting permitting done. [24:50] John, you have experience in alternative proteins, can you expand on that and give an example of a technology in that space?  People are really looking and examining the food supply and thinking about how we can scale in a way that's compatible with the planet. We look for investments in areas where through alternative methods of production, we can create more denser sources of the very things that we need to eat and that are healthier and just better alternatives. Zero Acre Farms ferment in this case, vegetable oil and if you're able to do that you have a much more energy dense way of producing that food without having to go and cut palm forest.  [28:00] Is there something our audience could be looking in to play their part in the future of the built environment?  The simplest thing you can do, inside buildings is turning your thermostat down. What we need is to allow people to voice their opinions and give CEOs and the people who make policy decisions, the power and the space to change how they do business. [30:55] The ‘LMRE' part, Louisa asks the guests to talk about;  Lessons learned in your career Greg:  Catch me if you Can and Inventing Anna, these people were to do outstanding things because they had the moxie and the guts to try.  Greg: You fail at a 100% of the things, you don't try. John:  Never underestimate the power of human incentives. Mention a person, product or service Greg: Sealed.com John: My wife Rewarding parts of working in the space: Greg: When you work on anything in climate tech it is quite rewarding inherently because the, technologies you're working on are here to try and save the world. John: I love the community feedback.    What are you most Excited about for the future of the space?: John: I drove a 1968 Volkswagen bus and this one was kitted with a salvaged Tesla engine. Sponsors  Launch Your Own Podcast Kopus.com is the leading podcast production and strategic content company for brands, organisations, institutions, individuals, and entrepreneurs. Our team sets you up with the right strategy, equipment, training, and guidance and content to ensure you sound amazing while speaking to your niche audience and networking with your perfect clients. Get in touch jason@kopus.com

On today's episode we celebrate International Women's Day! This holiday traces its history all the way back to 1909 in NYC. While popular Women's Day traditions include giving women flowers and small gifts, it is so critical that we not let this holiday become detached from its activist roots. Yes, the day is absolutely intended to be a time for us to recognize one another's achievements as women, but it's also a call to action, a day when we're all encouraged to engage in difficult conversations, to challenge institutions, and to embolden our push for gender parity across the world.   With this dedication to progress in mind, it was our thrill to be joined by, Vanessa Loder, who shared not only the story of her personal journey to empowerment, but also provided her professional guidance to help each of us unravel our inner patriarchs, set boundaries, and tap into the energy that motivates us. Vanessa Loder is an inspirational keynote speaker and sought-after expert on women's leadership, mindfulness, stress management and sustainable success. Vanessa's work has been featured in Forbes, Fast Company, the Huffington Post and Glamour magazine, among others. Her TEDx talk “How To Lean In Without Burning Out” has over 150,000 views, over 14,000 people have taken Vanessa's paid online courses and her guided meditations have been streamed over 787,000 times globally. Vanessa provides in-person and online educational tools that support high potential women leaders. By distilling powerful techniques for meditation, visualization, and self-compassion into simple tools and daily practices, Loder teaches women how to quiet their minds, set boundaries without feeling guilty, let go of the pressure to be “perfect”, and get more of what they want in life. Vanessa has taught at AirBnB, Bain & Co, Castlight Health, Charles Schwab, Cisco, Flextronics, Goldman Sachs, Google, LinkedIn, Mattel, PwC, Salesforce, Stanford Graduate School of Business, StubHub!, The North Face, Uber, YouTube, and many other organizations. After spending close to a decade working in finance on Wall Street and Silicon Valley, Vanessa felt that she had climbed to the top of the wrong ladder. Her personal transformation and soul awakening, subsequent research and work have led to thousands of brilliant, overwhelmed women finding their way back to soul. Vanessa received her MBA from Stanford University and her BA from Columbia University where she graduated Phi Beta Kappa, Summa Cum Laude. Loder is a certified Executive Coach, trained in Neuro-Linguistic Programming, past life regression and Vipassana meditation with Jack Kornfield. Vanessa currently lives in Lafayette, CA with her husband and two children, who remind her to take “mommy time-outs” when she's about to lose her marbles. Visit her at https://vanessaloder.com/ (https://vanessaloder.com/). Additional resources referenced in this episode include: https://vanessaloder.com/feminine-masculine/ (Feminine/Masculine Chart) https://vanessaloder.com/values/ (Values Tool) https://vanessaloder.com/say-no-without-feeling-guilty/ (How to Say No Without Feeling Guilty) Cheat Sheet Richard Schwartz's https://podcasts.apple.com/us/podcast/no-bad-parts/id307934313?i=1000526758616 ("No Bad Parts" Interview on Insights On the Edge)  Richard Schwartz's book https://amzn.to/3Hl8Br7 (No Bad Parts) Mary Wolynn's https://amzn.to/2Xdu3Mh (It Didn't Start with You: How Inherited Family Trauma Shapes Who We Are and How to End the Cycle)  https://vanessaloder.com/30-day-challenge/ (30 Day Meditation Challenge) 

There are few experiences more loaded with lore and mystique in the western world than the Israeli kibbutz and being a soldier in the special forces. Our guest today is Lior Susan, Founding Partner at Eclipse Ventures, and he has lived both of those lives, as well as, being a successful founder and operator, and a non-consensus venture investor. Eclipse invests in founders who want to bring the full-stack approach to legacy industries and build digital bridges to the physical world. They have $2.6B in AUM. Lior’s investments include Bright Machines, Augury, Cheetah, Owlet Baby Care, June Life, Insidepacket, and Lucira Health.About Lior Susan:Prior to launching Eclipse in 2015, Lior was Founder and General Partner at LabIX, the hardware investment platform of Flextronics where he led investments in companies across energy storage, wireless/infrastructure, 3-D optics, additive manufacturing, and robotics.Lior also co-founded Farm 2050, an AgTech Collective, with Innovation Endeavors to address the global food challenge. Prior to LabIX, he was part of the founding team of Elementum, the Flex proprietary SaaS platform, which was later spun out. Before moving to Silicon Valley, Lior was a serial entrepreneur in Tel Aviv, where he helped build Intucell, which was sold to Cisco in 2012. Lior is a reservist of an elite Special Forces unit in the Israel Defense Force.In this episode we discuss:01:47 How Lior’s experience growing up in a kibutz shaped his worldview05:47 What being in the military and special ops taught him07:06 How he and his brother were able to turn a $5M investment in their startup into a $475M exit to Cisco in two years10:10 Why he joined an established company after his startup experience12:29 What he learned about supply chain management and why he started thinking about founding Eclipse16:02 Why Lior wanted to back founders looking to disrupt old-line industries and the early LPs that believed in him18:07 How Lior overcame his lack of track record as an investor when he first started Eclipse19:55 Eclipse’s track record before and after Covid21:28 Timing signals on when to invest in disruptive technologies26:29 Is updating the supply line just about automation and replacing workforce?28:54 How Covid is refocusing supplychains away from global suppliers32:08 Advice for founders looking to disrupt and sell into legacy industries33:35 Why he recommends to his founders to go after larger players first instead of SMB35:02 The importance of finding a design partner36:30 What Lior is telling his companies about how deal with inflation38:59 Why founders should avoid exclusivity40:40 The strategy around Eclipse’s two newest fundsFast FavoritesPodcastBridgewaterNewsletter/BlogWall Street JournalTech GadgetOwletNew TrendClimate InvestingBookThe Art of WarLife LessonWhen you don’t build, you don’t break.Follow Matt Cohen and Tank Talks here!Podcast production support provided by Agentbee.Agency This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Like it or not, aber es sind die Aktien der zyklischen und Value-Bereiche, die aktuell durch besonders gute Quartalszahlen beeindrucken. Ford und Caterpillar melden beide robuste Zahlen und Aussichten. Im Tech-Universum fahlen die Zahlen gemischt bis oft auch negativ aus. So werden die Aktien von Ebay, Shopify, Flextronics und Twilio nach den Ergebnissen allesamt schwach in den Tag starten. Laut der Washington Post will Joe Biden noch heute den Rahmen des Wirtschaftspakets melden. Eine kurzfristig erfreuliche Botschaft für die Wall Street, auch wenn die Bekanntmachung im Grunde nur ein schlechtes Schauspiel ist. Abonniere den Podcast, um keine Folge zu verpassen! LINKS https://www.instagram.com/kochwallstreet/ https://www.facebook.com/markus.koch.newyork https://www.youtube.com/user/kochntv https://www.markuskoch.de/

Like it or not, aber es sind die Aktien der zyklischen und Value-Bereiche, die aktuell durch besonders gute Quartalszahlen beeindrucken. Ford und Caterpillar melden beide robuste Zahlen und Aussichten. Im Tech-Universum fahlen die Zahlen gemischt bis oft auch negativ aus. So werden die Aktien von Ebay, Shopify, Flextronics und Twilio nach den Ergebnissen allesamt schwach in den Tag starten. Laut der Washington Post will Joe Biden noch heute den Rahmen des Wirtschaftspakets melden. Eine kurzfristig erfreuliche Botschaft für die Wall Street, auch wenn die Bekanntmachung im Grunde nur ein schlechtes Schauspiel ist. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

The post-covid workplace with HR Professional Brian Almas On episode 7 of The Talent Intelligence Podcast, we sat down with HR and Talent veteran, Brian Almas, to discuss the changes happening as a result of Covid-19. Brian's worked in the HR space for 20+ years heading up the Human Resources departments in companies like AOL, Flextronics, and now Rightway Healthcare. He's seen plenty of fluctuations in the way we work in his career, but few as drastic as the ones we're currently experiencing. In this episode we discuss:  The introduction of vaccine passports for work  How to get women back into the workplace  Whether flexible working is here to stay  The difficulty of job hunting during Covid 

BGBS 067: Margaret Hartwell | Archetypes In Branding | What's the Deeper Meaning? Margaret Hartwell is an innovation and strategy leader on a mission to empower purpose-driven change at the intersection of design, brand & culture, and technology. Her diverse accomplishments range from co-founding and establishing the innovation practice for Cognition Studio, a subsidiary of Certus Solutions, to authoring Archetypes in Branding: A Toolkit for Creatives and Strategists. She uses a transformative approach to everyday innovation and employs skills and best practices from a range of disciplines: archetypal branding, transpersonal psychology, sustainable management, and design thinking.  Her experience spans 20+ years developing design-led businesses in the US, UK, Europe, and APAC. Industries include technology, social and environmental advocacy, health and wellness, media, entertainment and the arts, leadership development, automotive, telecommunications, packaged goods, and travel. She holds her MBA in Sustainable Management from Presidio Graduate School, her BA from UC Berkeley, and an advanced coaching certification from the Institute of Transpersonal Psychology. She thinks in systems, strategies, and surprises. She creates in metaphor, music, and story and relates with empathy and curiosity. Recognized for a breadth and depth of applied skills and experience across multiple creative disciplines and business sectors, Margaret began her career as a designer as one of the founding members of Suissa Miller Advertising where she served in various roles from studio director to art director to vice president. In London, she was Director of Development for the London Design Festival and Head of Marketing for the Design Council. Returning to the U.S., consulting and coaching includes work with Saatchi & Saatchi S, PayPal, Jive, BVG, Inc., Flextronics, BFG Communications, Omegawave, Stanford Lively Arts, Verve Coffee Roasters, TwoFish Bakery, and the San Francisco Symphony. She taught "Live Exchange" in the pioneering MBA in Design Strategy (DMBA) program at the California College of the Arts, and is an engaging speaker/presenter/facilitator. Margaret has been called an information junkie with a childlike curiosity and is known for having an insatiable appetite for travel, trends, and technologies. She has been an actor, singer, improv player, photographer, scriptwriter, environmental advocate, and founder of a line of infant sportswear called zerosomething. She currently lives in Salem, Massachusetts. In this episode, you'll learn... An archetypal approach opens a door to a deeper level of connection to yourself, society, and any relationship. This helps particularly in the branding space because it is no longer about pushing your ideals, it's about relatedness. Once you recognize that failure is to be embraced, that is where your brilliance will shine through. These lessons become the tools you use throughout life. Archetypal strategy brings about a unique curiosity about life and people. It can apply to benefits beyond branding by helping people understand themselves and how they want to move in the world. Resources Websites www.margarethartwell.com www.archetypesinbranding.com www.liveworkcoaching.org www.thedowagercountess.com Clubhouse: @mphpov Twitter: @MPHpov Facebook: @ArchetypesinBrandingToolkit LinkedIn: Margaret Hartwell Instagram: @margarethartwell Quotes [33:20] The process of this kind of introspection and alignment of everything changes the way that people hold on to right and wrong. They're not as much about finding a solution, as opposed to finding a process that continues to reveal value…This is actually something that is going to grow along and with and inside and outside of us. [40:58] Branding is really about increasing the value of a relationship, much in the way that you would increase the value of a relationship with your family or a friend or your community. [56:33] It's hard to have the courage because we've been taught that we can't fail. And that's not real. Good relationships don't have conflict. No way. As human beings, you know, the more we can just say, 'Yes, awesome. That just came up; let's go there'…I think that's really where everybody's unique brilliance is, is recognizing that all those things are baseline, all those things are to be embraced. And if you just left them out of the right 'wrong box', then they're all actually just gifts and tools to be applied to however you want to live and be and do. Have a Brand Problem? We can help. Book your no-obligation, Wildstory Brand Clarity Call now.  Learn about our Brand Audit and Strategy process Identify if you need a new logo or just a refresh Determine if your business has a branding problem See examples of our work and get relevant case studies See if branding is holding your business back and can help you get to the next level Book Your Brand Clarity Call TODAY Podcast Transcript Margaret Hartwell 0:02 I used the vulnerability and shame work in my startup in New Zealand a lot to build the innovation process that change people to that change their reactions, because using innovation tools requires you to let go of that kind of judgment. And then we're never going to get to the kind of creativity or the kind of satisfaction from the daily work if they were constantly protecting something, you know, shaming someone else judging someone else. So I've seen an architectural approach have all kinds of secondary and tertiary benefits to people's relationships to people's understanding of themselves and how they want to move in the world. So it definitely can apply and way more levels than just in your brand. And for me, it's moved a lot into the culture space. Marc Gutman 1:05 podcasting from Boulder, Colorado, this is the Baby Got Back story Podcast, where we dive into the story behind the story of today's most inspiring storytellers, creators and entrepreneurs. I like big backstories and I cannot lie. I am your host, Marc Gutman is your brand the provoca tour. Maybe it's the activist. Perhaps it's the muse, Marc Gutman, and on today's episode of Baby got backstory, we are talking about meaning deeper meaning and connection. And one of my favorite topics, archetypes in branding. And before we get into this amazing episode, and I do promise that once you hear who the guest is, you'll agree that it is amazing. I'm asking you to take on the archetype of the advocate, or the companion or the cheerleader, and rate and review this podcast on Apple podcasts or Spotify. Apple and Spotify use these ratings as part of the algorithm that determines ratings on their charts. And we want them to identify this show with the archetype of the podcaster. Don't we? Thank you for your reviews. I do appreciate it. Today's guest is Margaret Hartwell. Margaret Hartwell is such a great name. Sounds very harrowing, yet playful as well. And I didn't even realize that until I just said it. But that's how I kind of see today's guest. Margaret is one of my true real life heroes, because she's the author of a book and toolkit that has transformed who I see the world and how I interact with clients, her book, archetypes and branding. The toolkit for creatives and strategists is a must read, whether you're in branding, or not. archetypes, and archetypal analysis, are all about stripping away the noise in getting down to the essence, the core, and that's also the aim of today's interview. In addition to being an author, Margaret Hartwell is an innovation and strategy leader on a mission to empower purpose driven change at the intersection of design, brand, and culture and technology. By developing people centered solutions, she serves as a guide, mentor, an alchemist. Those are all archetypes by the way. To help senior executives in teams solve complex issues. She uses a transformative approach to everyday innovation employs skills and best practices from a range of disciplines, archetypal branding, transpersonal, psychology, sustainable management, and design thinking. All topics we touch on in today's episode. Her experience spans 20 plus years developing design led businesses in the US, UK, Europe and APAC industries include technology social and environmental advocacy, health and wellness, media, entertainment and the arts, leadership development, automotive, telecommunications, packaged goods and travel, and she draws upon and expands on toolkits from the design council UK, the grove society for organizational learning, IDEO Stanford D school in Jean Lukas work at the Darden School of Business, to name just a few sources of inspiration. Recognize recognized for a breadth and depth of applied skills and experience across multiple creative disciplines and business sectors. Margaret began her career as a designer is one of the founding members of swiza Miller advertising, where she served in various roles from Studio director, the art director to Vice President. In London. She was the Director of Development for the London design festival and head of marketing for the design Council. When she returned to the US she consulted and coached with Saatchi and Saatchi Pay Pal jive Flextronics BFG communications, Stanford Lively Arts, to fish bakery in the San Francisco Symphony. She has teaching experience as she taught live exchange in the pioneering MBA and design strategy program at the California College of the Arts, and is an engaging speaker, presenter and facilitator. Margaret has been called an information junkie with a childlike curiosity is known for having an insatiable appetite for travel trends and technologies. She has been an actor, singer, improv player, photographer, script writer, environmental advocate and founder of a line of infant sport were called zero something and she currently lives in Salem, Massachusetts. And this is her story. I am here with Margaret Hartwell, innovation consultant, innovation coach, and yeah, that's all great. We're gonna talk about that. But I know Margaret, from a book that she wrote called archetypes in branding, and I have it right here. And it is literally like it's well law that got like, the corners are like kind of, you know, dinged up a little bit. And things are like noted and ripped in here. And I like more than any other book. You can see here, Margaret, like, you know, and people that are on the listen to the podcast, I'm here at the halfway house studio, I am surrounded by books. And I believe that books have energy and power. And I just love books. And so I get a lot of books. And this book is probably the one that I reach for more often than any other book because it's, we're going to talk about this book, but it's because it has knowledge that you receive when you read it. But it's like a working book, it's a book that like, has like a purpose that I work with in my job, like, on a daily basis. Now I want to talk to you about that. So I'm extremely, extremely excited to have you on the podcast. So welcome. And as we get into this, like to me, archetypes are definitely about the universal, the the essence, but they're also like sort of mystical and magical. They're like a portal or a window to me, you know, in a lens. And so with that kind of definition at least and I'm sure you have your own. When you were like a young girl, were you into these types of like portals in Windows and translation like what was what was young Margaret like? Margaret Hartwell 7:58 Gosh, well, thanks, Mark, I really pleased and chuffed that I get to chat with you on your great podcast. And that's a great opening question. Because one of the things as I was reviewing the kinds of influences and and trajectories and defining moments and stuff is I had imaginary friends that I was asked by the kin urban, my mother was asked by the kindergarten teacher to have me leave them at home because it was taking too long for me to answer questions and to do things because I was doing everything in collaboration. So yeah, I think that was huge, because my sisters are eight years older than I am. And they're identical twins. And so I had to go to the magical mystery portal world to find my twin was like, hey, they thought each other. So I made up my own and I made three, so I outnumbered them. So, but um, you know, I think combining that with super bad eyesight. Also, this is where I went into books. So for me, I love what you just said about books too. I do think they're alive. And they they are portals as well. So you combine those things together. And yeah, it was it was pretty evident early on that I had a very favorite place in my imagination. Marc Gutman 9:22 And were you a creative as a child, or did you think that you'd have a creative career did you want to do something else? Margaret Hartwell 9:28 All I wanted to do was sing? Well, I should say all I wanted to do was anything creative. You know, let's paint let's work with clay. Let's sing Let's dance, let's act let's make diagramas just anything kind of maker ish was really, I loved it. And but music was my wheel. You know, that was really where it all came together in terms of what it felt like as your body as an instrument and playing the piano. No, and story. So you know, every song that we sing has huge story too. And I think that that became like a third way of going into the mystical in a way because music so amazing in terms of its portal. Marc Gutman 10:16 Yeah, absolutely. And so you're into music and you're creative. I mean, Was this something that was supported in your household as a child did? Or did your parents want you to do something else? Yes, it Margaret Hartwell 10:30 was supported in so much is that it was the child like thing to do, and that when you grew up, you should be a doctor. So that was, that was kind of what I was told is that, ultimately, that the arts weren't a career, they were just a hobby. And I tried to debunk that. But I did go to Berkeley and Gosh, studied medicine or pre med at the time. And it was, I don't know, it's kind of funny, I look back on it now. And I kind of see the paradigm. And the paradigm was is that it was kind of like cheating to go and do something that you were already really good at. They should do things that you're not so good at. And then you are a whole and complete person. So hard work meant everything in my family. I'm a third culture kid, Canadian mother and a Chinese father. That doesn't, you don't really see it so much. But I'm actually more Chinese than my sisters from what the ancestry 23andme says. But yeah, so you know, it's a great, my parents were awesome, don't get me wrong. I mean, they really supported everything that I loved and wanted to do. And they, they were just like any parent, they wanted to make sure that I was going to be self sufficient, and be able to make a living, and they didn't see how it all works gonna come together if I was just doing the arts. So they were very happy when I got my MBA. Instead of, you know, I'm not going to med school. I'm leaving for London, and I'm doing a Shakespeare program. And my father's like, Why? I said, Well, because every doctor, you know, needs to know how to speak. And I am big pentameter, right? And it just looked to me like you've lost your mind. And my mother says, Let her go. She'll get it out of her system. Yeah, no, never got it out of my system. Marc Gutman 12:28 But I just love imagining you and your sisters having arguments about who's more Chinese, I can see it now. It's the holidays. And so take me back there to Berkeley, you're in pre med, I imagine that you've at least convinced yourself you want to be pre med, you know, like we all do, we tell ourselves that, okay, this is my path. And then something's kind of welling up in you something is saying maybe this isn't my path. What was that decision like to, to go to London, Margaret Hartwell 12:56 but like barely passing all my science classes. Fear has a way of doing that to you. But yeah, I think I got three days the whole time I was there. And it was in kinesiology, exercise, physiology and psychology and photography. So, um, what was welling up, I was singing all during college, I sang in the perfect fifth and then in the golden overtones. And that was really what I loved to do. And so I was seeing that I was kind of dying inside. And I was getting unhappy. And I was kind of isolating myself at that point. And I thought What's going on? It was, you know, I always look back and go, whatever, the first kind of crises or existential moments of awakening, and I think, before going choosing to go to London, that was mine, where I just feel like why am I doing any of this? What what's the point? I mean, it was, wasn't that I was super bad at and I was really good at, you know, intuiting people's needs and really listening to people and all that, but, but to spend the time. So yeah, that was the moment of thinking, well, I, let's see what this is going to be like. And quite frankly, that's really what kind of changed everything for me. Because I just came alive in London, and not just from the tack on the you know, the tactics and the skills building that that the Shakespeare program gave me, but really from the interest in people, and in kind of the myth and metaphor just popped. And I think if I look back, I think that was probably where the notion for an archetypical approach, kind of which I would never have been able to put the words to, but that's where it kind of took hold is I was constantly looking around corners sideways and looking for meaning what's the what's the deal. Meaning here, how does it translate into other arenas or cultures or to different people? So and, you know, Shakespeare is an amazing primmer for that kind of symbology and metaphor. So, yeah, that's where it kind of took hold. Marc Gutman 15:20 So the question I always disliked when I was going through school, because I never really knew what I wanted to do was people always ask me, they always say, what are you going to do with that? Yeah, what are you going to do with that? And so I as much as I disliked that question, I mean, were people asking you that about the Shakespeare program? What are you going to do with that? So you're going to wonder why don't you have Shakespeare but what after Margaret? What are you going to do? Margaret Hartwell 15:43 Oh, totally. Well, yes. So I was told to come home to finish my degree at Berkeley. And because three years at Berkeley didn't mean anything. So my parents said, Wait, if you want to go back, you can go back because I what I really wanted to do was go to the London Academy of Music and Dramatic Art, because musical theater then had become my thing. So what did I really want? You know, what were you going to do with that? Well, I was just going to keep studying. I love learning. I love being in school, I love, you know, playing essential. And that's what this program was, but came back and finished my degree. And my parents said, Well, what are you going to do with that? I was like, Well, I'm going to move to LA. And I'm going to try my hand at acting, and her shaking their heads completely. But at that point, being an actor, without a lot of credits, you either become an aerobics instructor or a waiter. And so I started teaching aerobics. And then I found my way into a theatre company. And at that point, I met somebody who was working on a commercial shoot. And she introduced me to my then former future boss in advertising. Unknown Speaker 16:55 So Margaret Hartwell 16:56 it was a complete like pinball of, I had no idea what I was gonna do with that. And I said, I have no idea. But you know what? I'm, again, I think I've always had a certain level of faith that whatever happened, you know, I came from a great background, and my family always had my back. And I could pretty much do whatever I wanted, anything was possible. So I went with it. And my parents were thrilled that I got into advertising. You know, finally, something that sounded like a job. So, Marc Gutman 17:31 absolutely. What was that first advertising job? Like when you were in LA? And who were you working for? And what was your responsibilities? Margaret Hartwell 17:39 So I joined suissa suissa group when we had 13 people. And I left after we had gotten the accurate account, as we said, Miller, and we've been sold to IPG, so the trajectory of this tiny little agency, I mean, when we got accurate, the headline said, you know, there's a snowball's chance in hell, that this agency is going to get this, but I was the designer on that pitch. So that's kind of where I, I was able, then at that point, to kind of parse out all my responsibilities, because in a smaller agency, I was running the studio, I was doing my own, you know, art direction for clients. I was also doing all the it, which is the joke of that of everything. But nobody else had the confidence to do it. So I was like, Okay, I'll learn this. And do that. So, yeah. So I was able, what was it like it was, it was like a total roller coaster, and really fun. I mean, la advertising in your, in your 20s and early 30s is super fun. People are unencumbered. And yeah, then it was a good support. It was it was a nice family. And I was able to have my daughter during that time. So as a single mom, that was a huge support network. So I learned a ton. And I think that's really where I learned about brand strategy. And marketing is from the creative side of advertising. Marc Gutman 19:13 Yeah, at what moment in that advertising journey? Did you think to yourself, oh, wait, like, I might be an advertising. I might make a career out of this. This might be like what the future holds for me? Yeah, Margaret Hartwell 19:25 I what moment was that? I think it was truly winning the accurate account. Because up until that point, I had just been kind of like a Swiss Army knife in terms of being our art director, designer, creative director all around whatever you need. And at that point, I thought, Hmm, maybe I really do have a knack for this for understanding people's needs and wants and finding a way to connect with them. So that there was some exchange that was mutually beneficial and so that there were a couple of great strategists at the agency to, and then ultimately, they were a huge influence. And so that when I left my agency, actually, I gotta be honest, I got laid off because it was at a really difficult time for the agency. And, and so I got laid off. And I thought, huh, what do we do when we're at our lowest moments, all change moments, we go back to London. So that's what I did. Marc Gutman 20:31 When was your first interaction with archetypes like, when did you those even become on your radar and something that you're like, Ah, this is interesting. I Margaret Hartwell 20:41 was actually in my coaching program that I took at the Institute of transpersonal psychology in Palo Alto. And we, it was goddesses and every woman, the Jean Shinoda bowling book, she also wrote gods in every man, and reading that brought all of you know, Edith Hamilton's mythology back because I studied that in high school, but never really never took hold. And Joseph Campbell, and I've been on the path with James Hellman, and, you know, and other kinds of, you know, I guess the suit, you know, the source code was a huge impact for me. But that's when I first found it. And then I found Carolyn meses work. Have you been across her? Marc Gutman 21:25 I don't know her. So the Margaret Hartwell 21:26 book, so she isn't a medical intuitive. And she wrote a book called sacred contracts, that has outlined very descriptions of a lot of archetypes. And she uses archetypes as a way of doing just like we would in branding as a shorthand for understanding people's drives and journeys and motivations. And that's a nice, so I found that book. And I thought, this is pretty cool. I don't know what. And I looked more into it. And she actually had a deck of cards. So I could backup that at the time, I was doing brand strategy work as a consultant, just kind of for hire. And so when I found these cards that Carolyn mace had done, I went to the guy that I was working with, who's actually my co author, Josh chin. And I said, you know, can I trial working with the right kind of client with these cards and lists? Let's see if the brand strategy process goes differently, or let's just experiment with it. And the feedback that we got was the cards were way too, whoo. And it just, it made them feel like, you know, somebody was trying to read their Tarot or something. And that it, that it wasn't validated. And it wasn't real at that point. So, so yeah, so Josh, and I, you can clap, well, maybe this is an opportunity. And he had had an agreement with his publisher for previous books that they had the agency had published. And they had been kind of after him saying, well, what's next? So Josh came to me and said, you want to write a book about archetypes and branding? I went, sure. Okay. Because it was working, you know, the, the process, the dialogue, the kind of different conversations that we were having, were actually unlocking areas that were resistances in a business, that by using this archetypical kind of world, somehow it gave them a 30,000 foot view, and they soften some of the ego identity attachments that people had about what their brand was supposed to be or how they were going to do things. So yeah, that's a long winded answer to your How did you first find archetypes? Marc Gutman 23:49 No, it's amazing. I want to know and it's funny that you say woo so you know as I mentioned, I love them and I'm a little like, you know, little dislike neurotic and like the little perforations on the cards bother him. So I bought some of your cards like the Korean version like back when you could get them real easily. And then I had someone at Etsy make me a special leather case because when I bring them out that's like I'm like this is this is some This is magic little bit you know, and we're gonna learn to go through the deck and I agree there's just something that you conversate because I don't think most client especially when you want to involve like the leadership team half the words like they don't have the words and so the conversation that comes up out of these is so amazing. But look, summon another team had already written kind of what was considered the book on archetypes, you know, and Carolyn Pearson and Margaret mark and, and they they wrote they wrote about 12 of them so like, why not? Like, why is that not just enough? Like, why did you create this amazing book with six because now it seems so easy and obvious to me, but like, also must seem really daunting. You know? Like, like, why didn't you think that there was a market for this? Well, first Margaret Hartwell 25:02 off, I mean, the here on the outlaw wow, you know, this is all the work is standing on their shoulders totally I give them massive props, they were at the forefront of bringing this, of course into the business and branding world. And so it just wasn't nuanced enough for me. I from I started out, you know, looking at things and they, they felt like they were bordering on stereotypes, or, like so many words that kind of find their way into their vernacular that they end up losing their meaning losing their unique essence and stuff. And I think that's true as culture evolves is that, you know, words go in and out of having meanings. So I didn't see any thing wrong with trying to, you know, nuance something a little bit, you know, nuanced the magician, to an alchemist. You know, why, why wouldn't you do that? And so I guess, I mean, then the next probably another theme, you know, people ask me, why do you do this? I think or why did I do anything? Like in my life, man? Pretty much my answers were Why not? Do it? So, yeah, it was a little daunting. And on the first to say that, you know, we're here with writing any book that gets published? Like, I go back, and I shake my head, like, No, no, I should put that there should have put that there. You know, there's always improved room for improvement. So, yeah, just, I've got a list on my computer of the next kind of set to flesh out with people. And I'm looking for a way to, to maybe do that in a collaborative sense. So, you know, somebody came to me and said, will you work with me, as a brand new practitioner, we work with me to find this as a unique expression of an architect for this client. And we did and we completely front fleshed out the connoisseur. And it was super fun and super cool to work together like that. But I love your cover. And that makes me You just can't know how much it means to know that something that I've poured my heart and soul into, has meaning for people. It's really, it's really lovely. And I love that they've got the little cover for it and everything. Marc Gutman 27:25 No, I mean, means a lot to me, it's meant a lot to people I've worked with and clients, and did you do the artwork on these cards? Is these your design creative, Margaret Hartwell 27:33 creative director, creative director, with Josh, he and I both, but we had an amazing team of designers. So the breadth of designers, you know, of course, you see different styles all throughout there, but we all know so so we're kinda It was kind of our, our backstop if you will, like, if this wasn't going to work, we thought, Well, at least we'll have something that we could say, well, I don't like green or, you know, like, I like that style of design that clients could say. So we're backing ourselves up with some some other layer of meaning or usefulness in the design world for that, hence, the different designs. Oh, Marc Gutman 28:14 yeah. And I find archetypes. So interesting. I've often just thought about, like, completely writing an entire agency process around our top the bottom, like just being like, like archetypes, I haven't gotten there yet. But when you work with clients, what's kind of your go to way of using archetypes? How do you like to start with the cards and the conversation? And what do you ultimately hoping they're going to, they're going to land on or discover, Margaret Hartwell 28:40 right? So I'm rarely hired to do the one thing to do just the archetype work. It's, it's odd how the first they'll come, because they want to do architectural work. And then we have the initial conversation. And it always kind of flushes out into something that's more what you would just call a big brand strategy, like the work that you do. So the archetypes are, I see them as part of the Gestalt of your brand strategy in a sense that you can't ask them to do all the heavy lifting. And also, I think that they're evolving. So as as stakeholders change and their relationships with the brand change, then they have to, they have to have a certain developmental path to them as well. So I usually include a developmental path for an architectural approach. But to your question about how do I, how do I usually start? It's kind of a classic design thinking process where I do a kind of discovery phase to understand where there may be gaps or potential alignments to be found. And then we go into really exploring what has been done before because I don't want people thinking that you Let's not throw the baby out with the bathwater. What What can we use moving forward? And and then they usually just it's a codification of truly what value they're providing what values they have, what is their mission, you know, and getting them to distill that. And at that point, I do it pretty much the same way that that I said, I do it in the book, which is that you you just sort with a facilitated question process. And I think that's probably, if I will, you know, say the secret sauce is because you can't just do this digitally and go, Oh, I've got my archetype. Now, there's a deep reflection that says, You don't even tell you because you're doing it all the time to it reflects back something that resonates like you're almost you can feel it in the room when it when it's happening. There's that term entrainment, which is that musical term, where a frequency will start to create another frequency at the same resonant vibration, that's what I feel when we're starting to get close in the sorting process and in the questioning process. And then before we actually decide is not really the right word, because we've been revealing things all along. But before we say commit, choosing commit to a process of including archetypes throughout the value chain, we actually dig into the value chain, and see whether or not this this archetypical expression can come to life. In all the different areas of the business in the operations in the you know, in the processes and the systems in marketing and sales? How can it become a organizing principle for both the brand and the culture? So those are the kinds of questions I asked. And it's really more about chunking them down into modules that I do in the different workshops. And I use a lot of other exercises to, to elicit this, the kind of resonance that you will. And a lot of them are design thinking exercises, I like to really see how an art we put it to the test before we choose and commit. So what would this how would this affect the customer journey? Right? Does does this affect your value proposition? How does this align with, you know, the strategic path for the business? Because that might shift things as well? Like, are they on an m&a track? Because at that point, we're actually dressing up something differently than we would if we were a startup. So those overlays, the developmental overlays of the business come into factor as well. Marc Gutman 32:57 Do you find it hard to sort of back up or back out if you've chosen a archetype? And you've gone through this prototyping, if you will? And you're like, that's not working design? Everyone just kind of says, Yeah, like, it's not working? Margaret Hartwell 33:11 Pretty much at that point. No, you know, what, I'm curious to see what your experience with the process is. But for me, the process of this kind of introspection, and alignment of everything changes the way that people hold on to right and wrong. They, there's not as much about finding a solution, as opposed to finding a process that continues to reveal value. And it's not so solution based. So it's not just one and done, you know, everybody understands that this we're going this is some actually something that is going to grow along. And with an inside and outside of us, we've actually changed the game. And it you know, it's not for everybody. Some people really want just a solution. And it's pretty amazing to watch them fight. Yeah. And you just go Okay, well, this isn't the right time. I'm not the right one for you. So that's okay. Marc Gutman 34:19 A lot of it. And, you know, I think about that, I mean, one of the challenges I have with clients is they are so like, solution oriented, even when it comes down to working with archetypes. And so they're like, like, okay, like, what are we doing here? Like, what are we trying to get to and right, and, you know, so I've, I have put some parameters around it. You know, I'll say things like, Oh, well, we want to find your archetype that makes you want your like the resonates with your why or the architecture that makes you unique in your space. But that's just kind of the way I've done it because I feel like you have to put these like these parameters, so the client can understand what we're Trying to get otherwise, it's harder for them, it's a little too little too woowoo, you know, and Margaret Hartwell 35:05 I totally agree. And I'm kinda like them down the edge to kind of calm down the cognitive dissonance if you will. And usually, I've done a poll pre education about the value of archetypes and how they, you know, increase your economic value, when you know what a brand lead valuation looks like, and how it actually translate into an intangible asset for your m&a if that's what you're doing. And then also just, you know, really looking at educating them in a way that gets them on the same page, so that they, they'd let go a little bit to kind of shake some loose, so and then you can do those things without that. The other piece that I think that's been really important lately, for me, is Bernie Browns work fitting out founded, seemingly, you know, a long time ago, but I used the vulnerability and shame work in my startup in New Zealand a lot to build the innovation process, and that change people to that change their reactions, because using innovation tools requires you to let go of that kind of judgment. And then we're never going to get to the kind of creativity, or the kind of satisfaction from the daily work, if they were constantly protecting something, you know, shaming someone else judging someone else. So I've seen an architectural approach, have all kinds of, you know, secondary and tertiary benefits to people's relationships to people's understanding of themselves and how they want to move in the world. So it definitely can apply on way more levels than just in your brand. And for me, it's moved a lot into the culture space. Marc Gutman 37:04 A common question I get all the time is Mark, can you help me with our brand? Yes, we help companies solve branding problems. And the first step would be to schedule a no obligation brand clarity call, we'll link to that in the show notes, or head over to wildstorm comm and send us an email, we'll get you booked right away. So whether you're just getting started with a new business, or whether you've done some work and need a refresh, or whether you're a brand that's high performing and wants to stay there, we can help. After you book, your brand clarity call, you'll learn about our brand audit and strategy process, we'll identify if you need a new logo or just a refresh, will determine if your business has a branding problem. And you'll see examples of our work and get relevant case studies. We'll also see if branding is holding your business back and can help you get to the next level. So what are you waiting for, build the brand you've always dreamed of. Again, we'll link to that in the show notes or head over to wildstorm comm and send us an email. Now back to the show. So my friend assha she's a brand strategist, she knew I was talking to you and she wanted me to ask you a question she she wants to know why some brand strategist like us use archetypes, then why some don't like what's your what's your thought on that? Like? We'd like sort of in what and perhaps, I think to broaden the scope of the question, What might those other brand strategist be be missing by not employing archetypes in their work? Margaret Hartwell 38:50 Oh, gosh, why do some users and some not? Well, I think there are a lot of people, regardless of what they do Alicia's in brand strategy, the think that there's a way, a way for the way. And that if you just do the way, then you'll just get what you want. There's like this linear, aided, you know, Zed kind of thing that you get. And they like they have a certain commitment to that kind of process. They give some confidence. They can replicate it, there's bits, it's something that they have identified with and studied with. But, gosh, I'm stopping myself, but I'm gonna go ahead and say it. You know, it's there was this guy who put archetypes in brain as he put it on his bullshit meter. And he said it was the sixth biggest marketing bullshit thing that ever was, and I just burst out laughing I and I thought it was great because it's like, we were right after Seth Godin work. And it was like, yeah, you made it right after so But I think that the gig is up for people in, in any form of consulting or business, or helping or creativity, maybe even anyone, that you can't bring your whole self to things anymore. And I think that archetypes, you have to do that. Now, what I mean to say, probably got my negatives caught up there. But the art and architectural approach, I think, just opens a door to a deeper level of connection with yourself, with your society with any any relationships. And I think understanding that branding now isn't is about is no longer push and telling it's relatedness. And we and I'm not saying anything that you are meant all of your listeners are already across. But it's an orienting principle to understand that a brand. Branding is really about increasing the value of a relationship, so much in the way that you would increase the value of relationship with your family or a friend or your community. So why do they not use them? I think they're scared of them, because they don't know how to flesh them out into a 360 degree, living and bodied way of being. And I will admit, I probably have a leg up here, because I studied acting, I mean, you I know how to step into a character and kind of feel what that is. Right? You know, I've done a ton of improv. So, you know, just the idea of sparking new thing of new ideas off of other people and being able to play in that space. I've studied a ton of psychology. So I understand motivation and behavior and how to move people in that sense. And I've also been in the art world and the sustainability world, where you understand that everything is connected on some level. And it's just, it's we're working in a system. So to answer your question, in the most long winded way, is that I think that people don't use them because they don't really grok the depth of them, and that they're part of a system. So they still see it as a separate, you know, branding is still something separate. I think it's like the thread that is, who we are, and who a company is. So that's why I think people who are naturally curious, and always continuously learning are the most successful brand. Practitioners out there for an archetypal strategy or for even if they don't use archetypes, because they're just, they're just curious about life and curious about people. And they look at the cross sections, which is what I think archetypes do. Marc Gutman 42:57 Absolutely. And that was a great answer. Not long winded. And you touched on this, but I just want to clarify, when when you're using archetypes in the archetypal analysis, are you starting off that way? and using it as a centering device? Are you doing it later? Like a lot of times? I'll do it later in the process, especially like when we're in a more typical brand strategy process like personality, voice and tone. That's where, you know, it comes up a lot for me, because I heard you speaking. Sounds like it could be very useful. Maybe in the beginning of the process, especially when you're talking about like purpose and why and why do we exist? Is that how do you approach that? Well, Margaret Hartwell 43:36 I've been criticized for always approaching everything uniquely, which is why I probably work harder than I have to. Because everything seems like it's some bespoke thing. Again, I have to say, I think I just feel my way, I wish I could say that there was a process but you can from the discovery, half an hour with with a company and a discovery session about what it is they're saying they want, what it is that they're doing, and asking them where they want to be revealed something that tells me then, where this needs to happen. And I've done it at the very beginning, just to kind of ground them into the notion of talking about what's going on in a story fashion with people that have specific drivers and motivations and then universal stories to them. I've done it in the middle, and I've done it with with each one of the little teams too. So that was an interesting one. Instead of doing it with the C suite. I went in and did the exercise with each one of the kinds of teams marketing and sales, Ops, HR, and even finance. So he did one with each one of those. And then I asked one person out of each one of those to come with me, and then we did it with the C suite Bigger. And those people were, were so that they were, of course, really engaged at that point. And loving the process, that they were the greatest kind of contagion excitement for the process that the C suite had to give up their Oh, boohoo on it all. And, and they were fed by the people that worked really were on the front lines, I don't like to use those metaphors. But you know that in the trenches with that with the company's purpose, and not just directing it, so I've used them at every different phase, it's this crazy, but it's really satisfying to walk back into a client's office and see the image of the car, somebody has it on their t shirt, or somebody is using it within a mug, or, or, or they're actually sitting there because we do some, some grounding work, I guess you could say, for creativity purposes, to get you in a place where you can hear your own creative news. And so they have a little technique that I teach them. So I'm watching them do it, it's pretty cool. It comes from Eric Moselle, who's a renowned kind of artistic and creativity coach. And so you know, it's a breathing process, but it it puts people quickly into a space of being able to channel the archetype, the story of that archetype. So, so yeah, it's it's everywhere. At the beginning, I think it was more that we use it right, we use it more in a kind of more traditional sense that it came, it came after, usually, after the collage, I used to do a lot of collaging, with people to try and get them to, to elicit what was going on visually for them, and also to hear how they would tell a story because we'd have them collage on a certain theme. And then they would have to tell the story back to the group, while listening to music telling me then which music actually worked for them, too. So it was it was a little bit more of a predictable process at that time. But then, I've seen it just it seems to work everywhere now. So lots of applications. Marc Gutman 47:14 So many. And that's and that's what's so great about archetypes, and archetypal analysis. What's it like? Being the archetypes and branding person being the expert? Like what's hard about it? Like what I mean, I imagine that a lot of people come to you for different things, you get a lot of probably comments and criticism, like the like, like the person that said, You were the six most bullshit marketing trend or whatever, like, exactly, yeah, I mean, what's what's hard about it, like, like being having put this work into the world, and so many people resonating with it and using it, which is great, but like, what, what don't we see about that? Margaret Hartwell 47:54 I guess, based on who I am, and I'm, you know, which is a overlay all unto itself to the work, I guess what's hard is that sometimes it does make me want to hide, like, I'm going to disappoint people, or that I won't be able to find it with them, or, you know, sometimes getting too egoic about and find it for them, you know, that somehow I will let them down. And I think that's been the gift and the challenge of having this work kind of fall into my lap, where the threads of my, all of my education and training and everything kind of came together is that the task now is again, to just recognize that, whatever is going to be is needs to be and to trust that we will get there together. And so to not get too attached, I think that's what's hard is that it's like having a baby in a way is like, Hey, don't criticize my baby. But do whatever, you know, good days and bad days, too. There's there's definitely people that like to criticize, and all I think back to is the way that Bernie Brown has brought the the quote about being, you know, kudos to the man in the arena, as like, Hey, I'm in the arena. Like maybe bloody but I'm, I'm in there, you know, one thing sincerely, to help and to, to guide in a way business to be the powerful force for change that I know it is, and I know it can be. So that's my whole driver of why I'm in it. So I just have to keep reminding myself that's what's hard. is even when you forget sometimes in the midst of it all that this is you have to return to your why, like you said earlier, you know, always Marc Gutman 49:55 so I imagine this is a lot like picking your favorite child But everyone, you know, and and, you know, I tell people, you know, I have three, I have three kids and I tell people, I don't have a favorite overall child. But I always do have a favorite at any given moment. And so yes, you know, do you have a favorite archetype? At this moment? Or what? What right now would you say? Is your your favorite archetype and why? Well, Margaret Hartwell 50:25 so I'll answer it from two different places. One from a play place, and one from a meaning place. Not that the two are, are not together. But what's happening in the world right now from a social justice perspective is soul destroying to me. And to me then, but I really, if we can awaken the strength of the activist in people that think that doesn't touch them, but it is shifting them. It's, I love the power of the activist. I love the confidence and the, the giving ness of it, you know, the, the infusion of doing what's really right for humanity. So that one's high on my, my favorite slash right now. I think from the play position. I cannot lie. You like big stories. I cannot like I like the provocateur, I cannot lie. I just, it's anything that wakes people up is totally my favorite thing. Marc Gutman 51:36 So what's your favorite? What's your favorite provocateur brand right now? Margaret Hartwell 51:41 Oh, Marc Gutman 51:43 that's such a tough question. But like what's like, just what's one that's on your mind? And that represents that archetype? Well, well. Margaret Hartwell 51:50 So this is where I think that what I'm going to name is, is actually a company where I think that the provocateur is either a secondary or tertiary. But the insurance company lemonade, has they're they're disrupting and provoking a different mindset around the insurance industry. Are you across their work? Marc Gutman 52:11 Yeah, I'm familiar with lemonade. Oh, yeah. Margaret Hartwell 52:13 It's I just think it's amazing what they've done with, you know, machine learning to get claims processed quickly, and, and that it's actually in the benefit for that the collaborative in a way. So I think that that's part of they've provoked people to say, I don't need to accept this. So I think I think there's probably a big provocateur in that company right now. But I wouldn't say that they're provocative or bland. I really think they're citizen brand. Citizen Jester, actually, cuz I just think they're fun. You know, funny. Marc Gutman 52:54 Talk a little bit about that really quick. I mean, you mentioned primary, secondary, tertiary, like, how do you organize that and use that as overlapping lenses? when you're when you're talking about archetypes? Margaret Hartwell 53:05 Yeah. Um, I do. Again, I know I said this in the book, but I do kind of think of it as you're wearing different clothes, you're still the same person. But when you go hiking, you're not going to wear black tie, you know. And so the primary and secondary and tertiary show up, like you just said, as lenses for I like to think of them as facets of, you know, like a, like looking at a kaleidoscope if you if you change the the orientation just a little bit, you get a completely different color picture and all that it's still the same Kaleidoscope and it still has all the same parts, you're just choosing to put one part of it forward with the intent of not being what kind of sycophant Would you like me to be, but with the intent of actually connecting? So what part of me is going to connect the most what authentic part of me, so if that's my tertiary, or you know, the fine, if that's the tertiary archetype, that's fine. Um, for I'm just thinking of a way that this was kind of quantified is that we had metrics, we established metrics for kind of how much of certain pieces of communication would be in the primary, secondary and tertiary. So we tried to keep a balance, we graded basically how the writing was netting out in terms of the stories so that we understood that we weren't over indexing on one or another. And that if we did find ourselves shifting around, or being uncomfortable with it, it was time to refresh Marc Gutman 54:47 of it. I love it. And so, you know, I started off the show, introducing you as an innovation consultant, innovation coach. What is that like? Like, what is like, what does that mean? And how does that show up for you? Because that's where you're focusing your time right now, Margaret Hartwell 55:01 I think I, basically, I'm a change person, I just am a change agent. And that's usually what I get hired to do is to do some kind of change with people, whether it's on a one to one basis, or on a company basis or a family basis, because I, I also do just coaching with people as well, executive coaching. So, you know, I have attorneys and CEOs that are looking for a different way of showing up and recognizing, much like you said earlier in the, in our chat, is that you kind of know, something is going on inside of you. And an architectural lens can help with that, and other kinds of connection as well. So, innovation is just a thing for me a fancy word for creative change. So I like to say that I instill creative courage in people. And that's what I do, and help to do. Marc Gutman 56:07 Why is it hard for people, your clients to have creative courage? You know, it's not easy? Margaret Hartwell 56:13 Yeah. Well, we've been fed a pretty steady stream of fear breaks, you know, steady diet of fear, recently, a lot. And I think that the, the macro world is also making us feel very, you know, insecure, and, and changing. And so it's hard to have the courage because we've been taught that we can't fail. And that's not real. You know, it's like, like, good relationships don't have conflict. No way. You know, like, yeah, and if you're a successful person, you don't fail. Sorry, the human beings, you know, the more we can just say, yes, awesome, that just came up, let's go there. I think that I'm just keep looking at your hat mark. And I think that's really where everybody's unique brilliance is, is recognizing that all those things are baseline, all those things are to be embraced. And if you if you just left them out of the right wrong box, then they're all actually just gifts and tools to be applied to however you want to live and be and do. Marc Gutman 57:25 And so we're in the midst of a pandemic, pandemic, hopefully winding down. But how have you been dealing with archetypes because I talked a lot about, you know, my box and my cards, and it's so magical to be in a room. So how have you translated this into a tool that people can use virtually? Well, Margaret Hartwell 57:45 I think I've mentioned to you that my favorite tool is Miro, how give them a shameless plug, I don't own any stock or anything. But to me, that has changed everything. The ability to collaborate in a virtual space on a whiteboard in that way with post its I mean, I can run innovation workshops in the same way that I did, you know, physically, it is what I had to get used to was using a couple of different monitors to make sure that I could still really catch into people's reactions and in their engagement. And so how is it changed the way I facilitate? Well, I, I'm much more cognizant of getting people to, to play specific roles for me, I don't because I'm needing to watch in a way where I can't sense it as much. I have, I always have a timekeeper with me, that's only doing that somebody who's looking at my time to Agenda sit, you know, saying, Hey, we only got five more minutes for this one, what do we want to move. And also great note takers, because I can't do all those things. Virtually, I can actually take notes, when I'm there physically, and going around, because somehow that works out because it's kind of part of the making of it all. But it can't seem to do that in a virtual space. So having good note takers and people who are actually listening, and putting in putting the stuff into the boards has been important. I found that Nero was an easy way for people to sort as well, because they just, I just put up all of the archetypes and then they would just pull into piles. And then we'd sword again. So that's what it is. I think I've worked only with Miro and zoom. And now they have an integration. Thank you safeer Marc Gutman 59:40 Yeah, I like mirror to mirror if you're listening, I don't like your pricing model, we have to talk about that. We're not gonna use time, it takes a lot of management on my time. Like, I don't need to be managing like seats and things. But what I also wanted you to mention, you kind of alluded to it, but I just want everyone to know that Margaret has also digitized all the cards and so you You can go to her website, we'll link to that in the show notes. You can grab a licensed version of those cards and bring them into Miro, so that you can play around with them, which I think is amazing. You know, and I think it really, look, is it as good? No. But is it the next best thing? Absolutely. And I think it's really made things amazing. So I just want people to be aware of that if people are looking to get into archetypal analysis, like how would you suggest they get started? I mean, you know, I'm assuming get your book and then what? Margaret Hartwell 1:00:30 Well, I would like to get them sooner than that, in so much is, gosh, be curious, be hungry, you know, be a hedonist at the shore gets bored of life and just study and look and observe and witness anything that you can. And then once you've identified that this is really a path for you in terms of, of brand, don't stop learning about yourself and learning about myth and story and narrative. You know, that to me, I think is deepening your, your resonance with the impact that different messages have is one of the best ways to hone your skill at on earthing and revealing a true archetypical brand rallying cry, if you will. So, yeah, that's what I would say. And then yes, of course, you know, read Margaret, Mark, read Carolyn mace, read Joseph Campbell, you know, just read, read, read, read and watch. I think films are one of the greatest ways of learning about, you know, what is alive in a culture? What are the influences, so I guess it's really more just about being really hungry, and for knowledge, and for input stimulus, and looking for the intersections and then making sure that they also somehow come together for positive meaning, and that you take responsibility for the impact that you create. So that the way I would say get in how to get into this business, you know, follow your nose, you'll be led. Marc Gutman 1:02:12 And if you're listening, I'll just say, Margaret's being humble. Her book synthesizes everything. I'll admit something right here on the show, I have tried to read Joseph Campbell's work like 100 times I get through maybe 30%. Each time at best. I want to tell everybody that I'm a Joseph Campbell person. It's pretty, it's pretty rough. So if you want to go through that, you know, some of that academia Be my guest. But if you want to have something that's quick and actionable, and synthesizes it with some beautiful artwork, as well, as great words, I highly, highly recommend the book, Margaret. Unknown Speaker 1:02:48 Thanks, Mark. Marc Gutman 1:02:49 What's Yeah, by the way, I keep seeing your name Margaret Hartwell on zoom. I'm like, What a cool name like Margaret. Well, like it sounds like like, like, maybe work like at the newspaper and a comic book or something like murder. I just love it. But what's next for Margaret Hartwell? What? What are you most looking forward to? Margaret Hartwell 1:03:07 Well, I'm looking forward to getting back with people. Gosh, I missed I mean, I'm kind of an introvert. I am an introvert. And I didn't realize how much I really wanted to be around people. So what's next is really enjoying being able to just connect with people in all areas of work and play and community and everything. I think your question was probably more in terms of what am I going to do next? Or where is my work taking me? Unknown Speaker 1:03:36 Am I right? That's one Marc Gutman 1:03:37 way to take it. Absolutely. Margaret Hartwell 1:03:39 Well, so strangely enough, I've gotten to travel the world with work, and I've just loved being able to do it. And I really am traveling hard, you know, three, four trips to China, New Zealand, Australia, it gets really hard. And I I've been getting a little tired of it. So my partner and I actually bought a huge Victorian in Salem, and we've been renovating it. So now the hope is that we bring kind of the world to us here. So that's one component of it. Because it's amazing how many people that have booked into our Airbnb have actually read the book, this wild lady, well, I guess Salem's kind of all archetypes, right? So that's kind of just in the background for fun, but it's really, I'm really keen to move into more of a coaching and teaching place at this point. I'd like to keep on, you know, maybe 234 clients, but teachings really amazing. I taught at the California College of the Arts, and it was one of in the design MBA program and I loved it and so I think the future is going to hold more Teaching and building out an online course right now again, when came out when the book was first published, but it was less than what I'd be proud of. So doing that building that out. And, and we'll see how the coaching goes really working with individuals, practitioners who want another sounding board or another input for bigger clients that they're doing this work with. Marc Gutman 1:05:26 And we'll make sure to link to all your contact info in the show notes, if anyone's interested in continuing that work with you. Margaret Hartwell 1:05:32 Yeah, I will say Mark if people want to, you know, if they want to follow me on Instagram, and then send me a message, just put the vgts or what does that maybe not backstory did GPS. There it is. What is it again? Mark, Marc Gutman 1:05:47 BG bs? No, no. Yeah, PGP Margaret Hartwell 1:05:51 got back. So yes, sir. Just put that in your message. And I'll send you an email to give you a discount on the the course when it comes out. So Marc Gutman 1:05:59 that's fantastic. Thank you for that. I'm sure there's gonna be a lot of people who are interested, Margaret, as we come to a close here, and we're running out of time, I'm going to think back, I want to think back to that. That little Margaret version of yourself that was singing and dancing and, you know, didn't have a care in the world. And what do you think she'd say, if she saw you today? Margaret Hartwell 1:06:24 She's probably say, See, I told you so. And that she, she had such faith, that being a hybrid divergent was okay. And that she just lived it and all that and expend a lot of time trying to get back to that place. So they are an archetypical perspective, the book, all of it came together. And that would be her closing shot. I think it's like, See, I told you, so he told you, it'd be okay. You'd get it all, all the creativity, all the fun people, all the arts, you know, all the meaning. It's all there. Marc Gutman 1:07:08 Then that is Margaret Hartwell, author of archetypes in branding, go buy the book, we'll link to it in the show notes. And look, I get nothing from your purchase, I have no vested interest or incentive in you buying this book. Other than I want you to open up your aperture, broaden your possibilities. And think, a little more human. One thing we touched on, but didn't really explain is that the book explains all this awesome archetype stuff. But there are also 60 cards in the back that punch out. So you can get a full deck of cards too. You can apply this in your branding work, professional life, writing personal life, there really are so many applications, go to Amazon and get the book right now. One nugget that stood out to me was when Margaret said, brand is about increasing the value of a relationship. And at the end of the day, that's it. Now how we get there isn't always simple or easy, just like real relationships. But I think what matters is that we show up. We keep working at it, because we want to because we care. And over time, the value of that relationship increases even when we make mistakes, put her foot in her mouth, or have a bad day. brands are no different. I hope you enjoyed this conversation as much as I did. It was such a treat to talk with Margaret here her perspective and learn about what she's doing next. I'm not joking when I say Margaret is a hero to me. And I hope you got as much from this episode as I did. A big thank you to Margaret Hartwell. I want to be your BFF let me know if I can send you one half of a branding BFF locket and we can make it official. We will link to all things Margaret Hartwell in the show notes, her book, her website, her course. Well, all things and if you know of a guest who should appear on our show, please drop me a line at podcast at wildstorm calm. Our b

In this episode, we chat with Rami Karjian, Co-Founder and CEO of Medically Home, an innovative tech-enabled clinical enterprise that is transforming the way hospital care is given globally.   Rami began his career with McKinsey & Company where he worked for over 13 years across multiple offices and rose to Partner.  Subsequently, he was the President of Flextronics, the largest global technology provider of post-manufacturing supply chain logistics and repair services.   Rami then went on to co-found Medically Home in 2016.  To date, the company has raised over $60 million from strategic healthcare partners.  It continues to succeed in bringing the virtual hospital to the homes of high and medium acuity patients with common medical diagnoses. We hope you enjoy the show.    

2020 has been an interesting and intense year for all of us. Whether on a personal front or professional front, we are all dealing with a new normal every single day. And while all of this is going on, we all are working remotely and trying to deliver more value at work. This is not easy, and the cumulative effect of all of this leads to a tremendous amount of stress, anxiety, and uncertainty, and many of us are feeling overwhelmed. On this episode of TechTalk Tuesdays, our guest Amol Dharmadhikari, WW Content Operations Leader for Prime Video, Amazon focuses on how to cope with this new normal and ensure the well-being of ourselves as well as friends and family. Amol Dharmadhikari leads the Global Content Operations and Digital Supply Chain team for Prime Video at Amazon. He has over 25 years of experience in leading Global Supply Chain and Operations organizations in various industries. He has worked in leadership positions at GE, Flextronics, Cisco, and now Amazon. He is a GE Certified Six Sigma master black belt and has been instrumental in building and scaling Lean Six Sigma programs in many organizations. He is highly passionate about developing people and worked as an executive career coach supporting the community through his seminars and radio shows. To check out the full videos or snippets of our recorded webinars, visit our Youtube channel. You can also visit us on our website and follow us on LinkedIn and Twitter.

From gaining her degree in Organizational Psychology & Human Resources Management, Sangna has gone on to achieve huge success in her field. With an interest in technology and engineering, leadership roles at companies like Flextronics, Solectron and Meggitt have led her to her current role at Apex. She’s the Vice President of Human Resources for the Americas and has been doing some incredible work there for the past five years. Today Sangna will be talking to us about her long-standing HR career, her passion for people and the future of business. IN THIS EPISODE WE DISCUSS: [07.32] Sangna’s background and how she sidestepped from clinical psychology to HR. “Instead of one person at a time, I get to have an impact on a whole workforce.” [09.21] How Sangna began at Apex, and her role building their HR structure. [10.42] A closer look at Sangna’s responsibilities at Apex. [11.51] The impact of working in employee relations. “You are the facilitator – you are the hub of the company, between employees and management.” [15.37] Apex’s commitment to diversity and inclusion, and what makes them so special. “In today’s polarized atmosphere, being part of an organization that values you, is more important than ever.” [20.18] What drew Sangna to technology and engineering, and how she ended up in logistics. [23.25] How the face of HR has changed over the years. [25.11] From remote working to the impact of COVID-19, the HR trends to watch out for. [27.11] The future, and the relationship between people and technology. “Their job might look a little different, but people are still the future.” [29.55] What finding your voice as a woman means to Sangna. “Finding your voice, for me, has been about building credibility with confidence.” [32.18] What Sangna has learned about herself along the way. [34.00] Credibility and passion, Sangna’s words of advice for the next generation.   RESOURCES AND LINKS MENTIONED: Head over to LinkedIn to connect with Sangna and find out more. Check out our other podcasts HERE.

Lou Mane started Diversified Business Associates over five years ago to address the needs of manufacturers, technology innovators, and venture capitalists navigating through the changing dynamics of energy and lighting markets. Previously, Lou had gained valuable experience working for such notable companies as GE, Johnson Controls, Flextronics and OSRAM. His 30+ years have combined his talents in energy technologies, controls, and building technologies at a global scale. Through both a technical acumen as well as his sales/business development successes Lou provides experience to companies ranging from start-ups to Fortune 500 companies. Lou has demonstrated skills in financial justification of payback, and return on investment modeling to help clients reach their optimal investment goals. Lou holds a BS from the University of Connecticut and an MBA from the University of Phoenix. He is a SixSigma certified practitioner and also maintains a LEED AP certification as well as being a licensed Certified Energy Manager (CEM).The Nenni and Associates team are strategic partners in multiple facets of the energy and infrastructure services sector. We strive to continuously support our clients with their hiring needs and overall organization health. We are here to serve our clients as the market changes and be “in the moment” with market intel as we look to the future together.Our services for both our clients and candidates can be found below ✔️For Employers: https://www.nenniandassoc.com/for-employers/✔️For Candidates: https://www.nenniandassoc.com/career-opportunities/✔️Consulting: https://www.nenniandassoc.com/consulting-services/✔️Executive Search: https://www.nenniandassoc.com/executive-search/Nenni and Associates on Social Media:► Follow on LinkedIn: https://www.linkedin.com/company/nenni-and-associates/► Like on Facebook: https://www.facebook.com/nenniandassoc/► Email Listing: https://www.nenniandassoc.com/join-email-list/► Follow on Twitter: https://twitter.com/nenniandassoc► Subscribe to our YouTube channel: https://www.youtube.com/c/NenniAssociates

Patricia Elias has a unique title at ServiceSource: Chief Legal and People Officer. She joins the show today to talk about how she came to take on the HR role, the unique event that brought her to ServiceSource, and a key realization about this very moment in her career. ABOUT OUR GUEST Patricia Elias started as an SVP, General Counsel, and Corporate Secretary for ServiceSource in 2016. Within two years, she was asked to assume the global HR role and title of Chief Legal and People Officer for a global company of over 3,000 employees.   Her prior roles include serving as Vice President, Deputy General Counsel at ViaWest, Senior Corporate Counsel at Flextronics, and Lecturer for the University of Denver's Daniels College of Business.   GET IN TOUCH WITH PATRICIA ELIAS ON LINKEDIN   THANKS TO OUR SPONSORS Podfly Productions: Podfly.net Veterans of Foreign Wars: VFWpost1.org OC Executive Search: OCExecutiveSearch.com   KEY TAKEAWAYS [2:02] Michael introduces Patricia and asks her to share an interesting fact about herself as well as a little bit on what ServiceSource is, and does — Patricia is an inline skating evangelist!   SHOOTING SPORTING CLAYS [4:49] Patricia talks about what brought her to ServiceSource and it all began with shooting sporting clays!   CORPORATE SECRETARY [6:38] What does a corporate secretary do? Patricia shares what her first few years were like. She shares the story of how she was approached to take on the role of head of HR.   PREPARATION? HARDLY [11:06] Patricia touches on how little preparation she got before taking on the role. It was on-the-job training; she shares the two things that helped her most at the time. Patricia shares why she chose the CPO title instead of CHRO.   WHY LAW? WHY IT? [14:33] Patricia shares how she made her way to law, and eventually Counsel; the choice of working in tech and IT probably reflects her strong interest in science.   HR/LEGAL [16:53] 80% of her time is spent on HR matters, 10% on legal, and the remaining would be a space where she needs to wear both hats. Because of this experience, as well as some personal choices, Patricia will probably never go for a General Counsel role that has no extended responsibilities again.   PIVOT [20:05] Patricia and Michael agree that she is currently in the middle of a pivot! Patricia explains that the breadth of the impact she has on the organization could never be equaled by a legal-only position.   PRIDE AND LEGACY [21:51] Patricia shares how proud she is about having instituted parental leave at ServiceSource as well as the broader diversity impact this measure has had on the business. She shares another pride point.   EXPECTATIONS [24:35] Patricia talks about the things she has found to be interesting discoveries about her new role, but she didn't have expectations, per se. She touches on how to handle working in multiple time zones and shares some personal tips on how to manage a team with empathy while working crazy hours.   HUMANS VS TECHNOLOGY [26:52] The modern technological paradigm has built a world where work hours have grown to the point of encroaching on personal life; Patricia shares her take on how to maintain healthy work habits. She also touches on the effects of COVID-19 on work environments and her predictions for the future of work.   ADVICE [29:32] Patricia offers advice to future CXOs and prepares for C-suite interviews. Know your business, and just don't be a jerk. She also shares her insight for people who hold dual roles as she does — especially when one of those roles involves legal.   BEST WORST JOB PATRICIA EVER HAD [34:14] A temp job answering the constantly ringing corded phone while welcoming and being polite to customers who appeared at the window. It was so stressful it led her to realize she needed a college degree.   FINAL THOUGHTS [36:45] An attitude of gratitude, empathy, and outward mindset are key to success, and happiness.   [37:17] Michael thanks Patricia for coming on the podcast to share her insight and closes out the podcast with his favorite takeaways.   We hope you learned something today and enjoyed the conversation. Please give us 5 stars on iTunes and share your comments so we can improve and ask the questions you want to hear.   MENTIONED IN THIS EPISODE Society for Human Resources Management (SHRM)   SPECIAL THANKS TO Jalan Crossland for the music Angela Johnson at OC Executive Search Joseph Batty at Podfly Corey Coates at Podfly

Patricia Elias has a unique title at ServiceSource: Chief Legal and People Officer. She joins the show today to talk about how she came to take on the HR role, the unique event that brought her to ServiceSource and a key realization about this very moment in her career.   ABOUT OUR GUEST Patricia Elias started as an SVP, General Counsel and Corporate Secretary for ServiceSource in 2016. Within 2 years, she was asked to assume the global HR role and title of Chief Legal and People Officer for a global company of over 3 000 employees.   Her prior roles include serving as Vice President, Deputy General Counsel at ViaWest, Senior Corporate Counsel at Flextronics and Lecturer for the University of Denver’s Daniels College of Business.   GET IN TOUCH WITH PATRICIA ELIAS ON LINKEDIN THANKS TO OUR SPONSORS Podfly Productions: Podfly.net Veterans of Foreign Wars: VFWpost1.org OC Executive Search: OCExecutiveSearch.com   KEY TAKEAWAYS [2:02] Michael introduces Patricia and asks her to share an interesting fact about herself as well as a little bit on what ServiceSource is, and does — Patricia is an inline skating evangelist! SHOOTING SPORTING CLAYS [4:49] Patricia talks about what brought her to ServiceSource and it all began with shooting sporting clays! CORPORATE SECRETARY [6:38] What does a corporate secretary do? Patricia shares what her first few years were like. She shares the story of how she was approached to take on the role of head of HR. PREPARATION? HARDLY [11:06] Patricia touches on how little preparation she got before taking on the role. It was on the job training, she shares the 2 things that helped her most at the time. Patricia shares why she chose the CPO title instead of CHRO. WHY LAW? WHY IT? [14:33] Patricia shares how she made her way to law, and eventually Counsel, the choice of working in tech and IT probably reflects her strong interest in science. HR/LEGAL [16:53] 80% of her time is spent on HR matters, 10% on legal and the remaining would be a space where she needs to wear both hats. Because of this experience, as well as some personal choices, Patricia will probably never go for a General Counsel role that has no extended responsibilities again. PIVOT [20:05] Patricia and Michael agree that she is currently in the middle of a pivot! Patricia explains that the breadth of the impact she has on the organization could never be equalled by a legal only position. PRIDE AND LEGACY [21:51] Patricia shares how proud she is about having instituted parental leave at ServiceSource as well as the broader diversity impact this measure has had on the business. She shares another pride point. EXPECTATIONS [24:35] Patricia talks about the things she has found to be interesting discoveries about her new role, but she didn’t have expectations per se. She touches on how to handle working in multiple time zones and shares some personal tips on how to manage a team with empathy while working crazy hours. HUMANS VS TECHNOLOGY [26:52] The modern technological paradigm has built a world where work hours have grown to the point of encroaching on personal life, Patricia shares her take on how to maintain healthy work habits. She also touches on the effects of COVID on work environments and her predictions for the future of work. ADVICE [29:32] Patricia offers advice to future CXOs and prepares for C-suite interviews. Know your business, and just don’t be a jerk. She also shares her insight for people who hold dual roles as she does — especially when one of those roles involves legal. BEST WORST JOB PATRICIA EVER HAD [34:14] A temp job answering the constantly ringing corded phone while welcoming and being polite to customers who appeared at the window. It was so stressful it led her to realize she needed a college degree. FINAL THOUGHTS [36:45] An attitude of gratitude, empathy and outward mindset are key to success, and happiness. [37:17] Michael thanks Patricia for coming on the podcast to share her insight and closes out the podcast with his favorite takeaways.   We hope you learned something today and enjoyed the conversation. Please give us 5 stars on iTunes and share your comments so we can improve and ask the questions you want to hear. MENTIONED IN THIS EPISODE Society for Human Resources Management (SHRM)   SPECIAL THANKS TO Jalan Crossland for the music Angela Johnson at OC Executive Search Joseph Batty at Podfly Corey Coates at Podfly   ABOUT YOUR HOST For the past 20 years, Michael Mitchel, B.A., has been interviewing leaders in their fields. He started his career recruiting for United Parcel Service in Seattle, where he implemented the company's Welfare to Work program for the Washington State District. He has recruited for Federal agencies and U.S. Department of Defense contractors for classified programs internationally. He Founded OC Executive Search in 2001 to serve companies ranging from startups to Global F10. Michael is an honorably discharged veteran of the U.S. Navy and enjoys skiing, cycling, traveling, photography as well as hiking in the Colorado Rockies with his cattle dog, Kala the Wunderdawg.   FIND MICHAEL MITCHEL ON LINKEDIN AND ON TWITTER

I’m thrilled to be joined by Petra Rosenauer, the Head of Corporate Treasury EMEA at Flextronics International (Flex), on this episode of the Treasury Career Corner Podcast. Founded in 1969, Flextronics was started as a family business, making circuit boards for the growing number of companies in Silicon Valley. Over the past 50 years, they have grown and evolved to be a global Sketch-to-Scale solutions provider and now have approximately 200,000 professionals across 30 countries. They were also named in the top three in Industry Week’s ‘100 Best Managed Companies’ list. In 2007, Flextronics bought long-time competitor Solectron for $3.6 billion and then in 2015, they established Flex as their master brand. Petra’s role as the Head of Corporate Treasury EMEA at Flextronics International (Flex), embodies a wide range of tasks including assessing, reviewing and protecting the company’s financial wellbeing. She also ensures that the company’s cash flow is adequate to allow it to operate effectively, supervising the activities of the Cash & Bank Group, carrying out risk management activities, and much more. On the podcast we discussed… An overview of Petra’s remarkable career in treasury The progression of Petra’s career, including the steps she took to illicit that progression Why mentorship is so important in treasury Managing a team on a global scale The importance of listening to others and taking other people’s opinions into consideration before making any big decisions How the role of treasurers has changed and evolved What excites Petra about the recent innovations in treasury What Petra looks for when considering candidates for a treasury role If you want to get in touch with Petra, you can connect with her on LinkedIn (https://www.linkedin.com/in/petra-rosenauer-347507121/?locale=de_DE) . Are you interested in pursuing a career within Treasury? Whether you’ve recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. Find out more here (http://www.treasuryrecruitment.com/jobs) . Or, send us your CV (https://treasuryrecruitment.com/jobs) and let us help you in your next career move! If you’re enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts click here (http://www.treasurycareercorner.com/itunes/) !

Antonio Lona nos comparte su experiencia laboral desde sus empleos en México con empresas como Total y Flextronics (proyecto Kinect de Xbox) y en Alemania con empresas como Reckitt Benckiser que tiene marcas como SICO, Durex, Harpic, etc y en Milwaukee Electric Tool Corporation donde rescata las mejores prácticas que observa de los alemanes como la diligencia y su capacidad de hacer las cosas bien a la primera y su habilidad de planeación y apego al plan. Antonio es Ingeniero Industrial egresado del Tec de Monterrey y con un MBA en Alemania.   www.tealent.com www.culturhack.com @empresariosdisruptivos @angellopolis1 @marcorodram    “music by audionautix.com”.

Kia ora and welcome to Monday's Economy Watch where we follow the economic events and trends that affect New Zealand. I'm David Chaston and this is the International edition from Interest.co.nz. This podcast is supported by Hatch. Self-directed investors should have the world at their fingertips. Kiwi Wealth’s digital investing platform Hatch allows Kiwi investors to grow their wealth, their way. Hatch provides safe, easy and affordable access to the largest share markets in the world. Investors can choose from the world’s most recognisable companies like Amazon and Netflix, popular ETFs like The Vanguard Total Market ETF, as well as more niche, thematic funds like cannabis or disruptive technologies. Sign up and browse shares in under 2 minutes, visit hatchinvest.nz for more info. Today this podcast leads with news stresses in China seem to be building, and quite quickly. Firstly, their trade balance swelled yet again, reaching US$50 bln with the rest of the world in June. But not in a good way. Their export growth dipped -1.3% pretty much in line with expectations. But their imports fell -7.3% and much more than expected, and compounding the large May decline. In the sensitive trade with the US, China's surplus is growing and growing. In the past six months, China’s exports to the Americans have fallen just a bit more than -8% year-on-year to just under US$200 bln in total. On the other hand, imports from the US dropped almost -30% to just $59 bln. The result has been a much wider trade surplus with the Americans of +US$140 bln. On the trade numbers alone, China is the clear winner here, the US farm belt the clear loser. But those trade numbers also point to an economy that seems to be running out of the steam that trade once drove. At 2 o’clock today a raft of key economic data will be released including second quarter GDP, retail sales, and industrial production, and they will set the tone for China over the next month. And overnight, it became clear that Huawei is hurting more than they are letting on. Giant US contract manufacturer, Flextronics, which makes Huawei mobile phones in Changsha, in Hunan province in central China, has all but shut down a key plant that is central to Huawei's new product launches. Huawei is also paying off staff in the US. Of course, Beijing is not sitting idly by as these pressures build. They are making sure debt funding is available and new yuan loans for June were up +13%, probably at double the rate of their economic growth. China's answer to stress always seems to be 'more debt'. One place being hit particularly hard by the trade war is Singapore. Second quarter 2019 economic activity has fallen, down -3.4% and way below analyst expectations. It is a substantial shift from the +3.8% growth in the first quarter. In the US, Wall Street ended last week on a high, a record high, with the S&P500 pushing up over the 3000 index level. Investors are preparing for a good earnings season, and the Powell Congressional testimony has most investors thinking a rate cut at the end of the month is now locked in. Meanwhile, American producer prices rose only modestly for the second straight month in June as an acceleration in the cost of services (up +2.5%) was offset by cheaper energy (down -7.1%). Those falling oil prices mean overall producer inflation gained their least in nearly 2½ years at just +1.7%. Did you know that we have an extensive range of calculators to help you with many personal finance questions? Many are specialist tools our talented team have built specially for New Zealand situations. But we also like to key tools by others we thing you should know about. You can find them at interest.co.nz/calculators In Australia, it is becoming ever clearer that savers pay the price for low policy rates. Both ANZ and NAB cut term deposit rates significantly on Friday as public officials press banks to pass on most of the benefits of the rate cuts to borrowers. NAB now offers a one year term deposit at 1.75% pa; ANZ offers that for 1.85% now. Aussie TD rates starting with a "1" or even a "0" are their future. Aussie retirees will be somewhat protected however. That recent Morrison Government budget allocated $600 mln to higher pensions, over 4 years or about $1000 each retiree per year, by rolling back part of their means test thresholds. The UST 10yr yield will open this week at 2.12 Gold was up +US$17 last week to US$1,416/oz. US oil prices are little-changed today. They are now just over US$60/bbl. The Brent benchmark is also little changed at US$66.50. The Kiwi dollar is stronger yet again today and just touching 67 USc with another good rise on Friday. On the cross rates we are also firmer over the week at 95.3 AUc. Against the euro we are up at 59.4 euro cents. That all pushes the Trade Weighted Index up to just on 71.7. You can find links to the articles mentioned today in our show notes. Get more news affecting the economy in New Zealand from interest.co.nz and subscribe to receive this podcast in your favourite podcast app - we're on Apple Podcasts, Google Podcasts, Spotify or subscribe on our website. Tell your friends and leave us a review - we welcome feedback from listeners.

  Michael Marks is the co-founder of Katerra, a vertically integrated company setting up a global supply chain, utilising factories and prefabrication to paving an entirely new construction process with a quantum leap in efficiency. Michael has been named the top 10 CEO's of all time within Silicon Valley, as he grew Flextronics from $93 million revenue to $16 billion, and was previously an interim CEO of Tesla.   The multi-trillion dollar global construction industry is ready for change. Construction companies typically invest less than 1% of revenue into new technologies - lower than every other major industry. Katerra is on a mission to change this by optimising every aspect of building design, materials supply and construction. Early results indicate we can expect an improvement in quality, increase in productivity and a reduction in overall costs.   In the podcast we spoke about Katerra's take off event. Check it out here: https://www.youtube.com/channel/UCz2NPBeDIssraA3tCX6ikNw   If you've got a question about wood, then you'll find the answer on the WoodSolutions website, the world's biggest website on wood: www.woodsolutions.com.au   If you have any suggestions for guests or feedback on the show, connect with me on Linkedin and let me know: https://www.linkedin.com/in/adamjoneswoodsolutions/  

Sue Mucha has worked in a variety of roles for SCI, Avex, Flextronics, Xetel, Sparton and Elamax, mostly in sales and marketing at a director or executive level. She helped coin the phrase Electronics Manufacturing Services at an IPC meeting more than 25 years ago. Since 2001, she has helped EMS firms of all sizes with strategic planning through her private firm, Powell-Mucha Consulting. She speaks with PCB Chat host Mike Buetow about the recent changes to the IPC EMS Program Management Certification Program.  

An interview with Yasmine Mustafa, founder of ROAR for Good, a safety as a service company that features the Athena smart safety wearable and a platform for promoting empathy, connecting communities and providing security and safety for its customers.   Read more about Yasmine’s journey on growthcurve.fm   Important Links: ROAR for Good - https://roarforgood.com/ Flextronics (now Flex) - https://flex.com/ Houwzer partnered with ROAR for B2B program for their agents - http://houwzer.com Ombudsman https://en.wikipedia.org/wiki/Ombudsman   Special Thanks to: Kuf Knotz and The Hustle for our intro song, “Philadelphia” Follow them on Facebook and @kufknotz on Twitter and Instagram Our featured guest, Yasmine Mustafa from ROAR for Good   GrowthCurve is produced by Brolik.   Brolik is a digital marketing agency based in Center City Philadelphia. Leveraging our strategic approach and integrated digital marketing capabilities, Brolik guides transformation focused entrepreneurs and business leaders through a methodical and adaptable approach to growth.

I met today's special guest when I attended the Well Summit in Brooklyn. I had the absolute pleasure of sharing lunch with the super smart and oh so gracious Robin Li. Robin was speaking on a panel at the Summit on behalf of GGV Capital, where Robin currently serves as the Vice President. Robin focuses on investments in consumer, new retail and urban technology for GGV Capital. She serves on the board of directors for Bustle Digital Group, Glow Concept, and Lively, and is an Observer or is actively involved with Bowery Farming, Boxed, GrubMarket, Ibotta, Poshmark, Slice, The Mighty, Wheelwell, Yamibuy and Yellow. Robin created EvolvingE, a highly active community of top entrepreneurs and executives in the ecommerce, retail and consumer goods sectors that connect at the EvolvingE annual summit and at hosted events around the country. Prior to joining GGV, Robin worked at Flextronics' Venture Arm covering hardware and technology investments. Before venture capital, she spent three years at Teach For America as a teacher and administrator. Robin holds a BA in Art History from the University of Florence, BA in Economics and Art History from Rutgers, MS in Special Education from Hunter College and an MBA with a specialization in Entrepreneurship and Management from the University of Chicago Booth School of Business. In this episode of the podcast, we are going to cover: what is venture capital is venture capital the best option for your start-up what benchmarks a business would want to achieve before seeking venture capital how to avoid common pitfalls and misconceptions about obtaining venture capital best practices for gaining venture capital funds websites to research investors (Angel List & CrunchBase) If you'd like to learn more about GGV Capital or contact Robin visit their website or connect with Robin at her LinkedIn Page. Don't forget to subscribe, rate, review and share with at least 3 people who would enjoy or benefit from this conversation! Tag us on social media: @loniswain @loniswainshow #loniswainshow #loniswainshowpodcast #TLSS #TLSSpodcast

Dan Shugar lives, breathes and bleeds solar. "If you cut my wrist, pure silicon comes out," he exclaimed in an interview with Powerhouse CEO Emily Kirsch, as part of the Watt It Takes interview series. This week, Shugar steps behind the microphone to talk about turning his passion for PV into deals and acquisitions worth over $1 billion.Shugar has a storied career. Some call him the "King Midas" of solar, because he's turned so many ventures into gold. He's the former president of Powerlight, the pioneering developer acquired by SunPower in 2006. He's now CEO of the tracker company NEXTracker, which was sold to Flextronics for $330 million last year. In this edition of Watt It Takes, Shugar describes the moment he realized solar's potential while working for PG&E; how Powerlight was founded and funded; the risks he took when getting into solar; his passion for the environment; and why everyone is underestimating the growth of PV.This conversation was recorded live in Oakland, California at Powerhouse. In the next episode, GTM Co-Founder Scott Clavenna takes the stage.This podcast is brought to you by Mission Solar. Find out more about Mission's high-quality, American-made solar modules. Listen to earlier episodes of Watt It Takes:SunPower Founder Dick Swanson’s Guide to Launching a Cleantech StartupLessons From the Fall of SungevityLike our shows? Make sure to give The Interchange and The Energy Gang a rating and review on Apple podcasts. And make sure to subscribe to both shows on Apple podcasts, Google Play, Stitcher, or anywhere you get your podcasts.

Dan Shugar lives, breathes and bleeds solar. "If you cut my wrist, pure silicon comes out," he exclaimed in an interview with Powerhouse CEO Emily Kirsch, as part of the Watt It Takes interview series. This week, Shugar steps behind the microphone to talk about turning his passion for PV into deals and acquisitions worth over $1 billion.Shugar has a storied career. Some call him the "King Midas" of solar, because he's turned so many ventures into gold. He's the former president of Powerlight, the pioneering developer acquired by SunPower in 2006. He's now CEO of the tracker company NEXTracker, which was sold to Flextronics for $330 million last year. In this edition of Watt It Takes, Shugar describes the moment he realized solar's potential while working for PG&E; how Powerlight was founded and funded; the risks he took when getting into solar; his passion for the environment; and why everyone is underestimating the growth of PV.This conversation was recorded live in Oakland, California at Powerhouse. In the next episode, GTM Co-Founder Scott Clavenna takes the stage.This podcast is sponsored by Schneider Electric. Want to protect yourself from escalating energy costs? Invest in a microgrid. Find out more: www.schneider-electric.us/microgridListen to earlier episodes of Watt It Takes:SunPower Founder Dick Swanson's Guide to Launching a Cleantech StartupLessons From the Fall of SungevityLike our shows? Make sure to give The Interchange and The Energy Gang a rating and review on Apple podcasts. And make sure to subscribe to both shows on Apple podcasts, Google Play, Stitcher, or anywhere you get your podcasts.

SHOW NOTES Chuck Hodges is a co-founder and current CEO of Zebulon Solutions, an eight-year-old product development company specializing in transforming R&D projects into manufacturing-ready products. Under Chuck’s leadership, Zebulon Solutions has helped its global customers design and industrialize diverse products, ranging from clean-tech batteries to IoT electronics to wearable medical devices. He has also served in interim/fractional executive roles for a number of late-stage startups and is an occasional angel investor. Prior to Zebulon Solutions, Chuck held various executive positions at Flextronics over a fifteen-year period. He started and built up Flextronics’ engineering services business unit, as well as managed various operations and global design teams. Chuck’s experience spans both successful startups like Palm and Therasense as well as global leaders like Ericsson and Avery Dennison. He has an MSEE from Stanford University, has lived and worked overseas, and has done business on six continents. In his free time, he is a well-published author of science fiction and fantasy short stories, including a few podcasts. Listen and Learn: How to manage a growing team The importance of being a straight shooter in business How to win it, to win it Why you need to get to cash flow break even TO LEARN MORE ABOUT ZEBULON SOLUTIONS CLICK HERE. TO FIND CHUCK ON LINKEDIN, CLICK HERE.

www.ioncamera.com
 Giovanni Tomaselli is founder and CEO of iON America and its sister company, World Wide Licenses Ltd. (WWL), which he formed in 1993. For more than 20 years, WWL has been involved in the design, development and manufacturing of digital imaging products for leading brands worldwide, including Kodak, Disney and Polaroid. In 2012, Giovanni launched iON and unveiled the company’s first fully-waterproof and Wi-Fi-enabled HD sports video cameras. The iON line is designed to make it easy to shoot and share action content. Prior to iON, Giovanni developed Disney-branded computer accessories and cameras for WWL throughout the 1990s and helped to create Polaroid’s next generation digital camera in 2001. In 2002, WWL secured the exclusive rights to design, develop and distribute Polaroid digital cameras worldwide, and became the first company to put a digital camera into a video camera format. By the next year, WWL had shipped more than two million Polaroid cameras to 30 countries worldwide. In 2006, Giovanni sold WWL to a leading consumer electronics manufacturing specialist, Flextronics, where he led the CE design group before acquiring WWL back in 2009. Since then, WWL has been focused on the design and development of portable, connected, consumer devices including inkless printers and portable video cameras. In 2009, Giovanni re-launched the Polaroid brand again, working closely with Lady Gaga, who served as Polaroid’s creative director. Giovanni and WWL were the focus of a Harvard Business School case study, documenting the company’s success as a foreign entity penetrating the Japanese market with imaging products. Giovanni began his career in real estate development and sports marketing, where he struck a massive, global licensing deal with the Soccer World Cup 1994. He is an Australian native who lived in Hong Kong for two decades before relocating to the United States for iON in 2013.

I interview Tim Seitz and Jason Spicer, vice presidents at Flextronics, a global technology manufacturing company, on the ethics of American corporations rechartering abroad in order to diminish their tax liability.

Coach Cafe' Radio is thrilled to welcome Preeminent Thought Leader, Coach and Leadership Facilitator Dr. Rosie Kuhn!  Dr.Rosie Kuhn is the author of the popular ‘Self-Empowerment 101’ and founder of The Paradigm Shifts Coaching Group in Silicon Valley. Rosie specializes in identifying and transforming belief systems that hold us back in business and in life. She empowers individuals, executives and organizations to fearlessly embrace transformation and realize previously untapped potential. Rosie began her career over 30 years ago as a clinical therapist for addiction recovery programs in Nova Scotia, Canada. In 1999 she founded The Paradigm Shifts Coaching Group and in 2001, she created the Transformational Coaching Training Program in Silicon Valley, where she facilitated the program for over a decade. Her unique model of coaching builds upon her understanding of the domains of awareness of our humanity; the foundations of which are systems theory, transpersonal psychology and years of emersion in the field of addictions. Her expansive breadth of knowledge and experience bridges quantum physics to cosmic consciousness. Rosie has successfully coached and trained professionals in banking, sales, recruiting, HR, health, education, and non-profit organizations, for clients such as Gap Inc., SanDisk, Flextronics, Sun Microsystems and Nike Israel. Engaging and charming, Rosie is a popular speaker, facilitator and blogger. She captivates audiences, often moving them to both laughter and tears. She has appeared at the podium, on television and radio, at the San Francisco New Living Expo, Santa Clara University and the Institute of Transpersonal Psychology.  To learn more visit -www.theparadigmshifts.com

Lisa Kiefer interviews Jason Aramburu, founder and CEO of EDYN, a social enterprise company at the intersection of technology and sustainable agriculture that is trying to tackle the problems of drought and the global food shortageTRANSCRIPTSpeaker 1:Method to the madness is next. Speaker 1:You're listening to method to the madness. By week, we public affairs show on k l x Berkeley Celebrating Bay area innovators. I'm Lisa Kiefer and today I'm interviewing Jason [inaudible]. Jason is tackling the problem of drought and global food shortage through his new company. He's created a soil sensor and [00:00:30] water valve that will help farmers and urban gardeners grow food more efficiently and sustainably. Here, welcome to the program, Jason Aramburu. Thank you. You know you've been in the press recently and you've won a lot, a lot of awards for such a young person, a, you're a social entrepreneur, meaning you've come up with some innovative solutions to social problems, particularly at the intersection of technology and agriculture. [00:01:00] You were named a Forbes 30 under 30 last year and you've been named an Ashoka fellow, which is a big deal. You've won other awards. Can you tell us why you're getting all of this? I'm a claim right now. What have you done? Oh, well Speaker 2:I've, I've dedicated my life to solving challenges that we face globally with agriculture and environmental conservation and resource scarcity. I believe that it's a huge opportunity to both change [00:01:30] the world, but also to build sustainable companies that create jobs and create value for people. That ideas is very powerful right now for this, this time in our generation to make money and do good. Exactly. Leaders at the political level and in the, uh, an entrepreneurial level have shown us that, you know, the two are not mutually exclusive. You can, you can make money, you can do well and do good at the same time. Speaker 1:Well, how did you get these awards? Like you started out with the Yoshiyama Young Entrepreneur Award [00:02:00] way back in 2010. What was, what were you doing where you were rewarded for all this? Speaker 2:My first company was a company called recharge and we developed a unique fertilizer, a soil amendment based on a technology called bio char. So it was actually a fertilizer made from charcoal. Really interesting stuff because it was very low cost to produce. And in addition to replacing or reducing the amount of chemical fertilizer that farmers need to use, uh, it also has great benefits for the climate. [00:02:30] So it actually helps to fight global climate change and sequester atmosphere at carbon mean it filters out well it actually, you know, by producing the biochar from waste, you're actually keeping carbon from getting back into the atmosphere. If it's done on a worldwide scale, scientific estimates say that we can offset about 12% of our annual CO2 emissions every year at just by putting it in the ground. And I firmly believe that agricultural sequestration is the best way and the only way that will actually [00:03:00] reduce co two levels in our lifetime. Speaker 2:So you actually started this on the ground in Africa. Exactly. I was, I was working in western Kenya actually with small farmers and we applied and got funding from, from Yoshiyama as well as from some other organizations like the bill and Melinda Gates Foundation organizations that have a mandate to help alleviate poverty but also to do it and sustainable and entrepreneurial ways. We were working with thousands of small farmers who live on, you know, two to $3 [00:03:30] a day really make their livelihood off the land. They typically spend a third to half of their annual income just buying chemical fertilizer because they're so dependent on it. The soil is so poor there through a sad trick of of history, you know most of the local farmers in Kenya, when the British left, the British gave them the worst possible land to farm and kept the really good stuff for themselves. Speaker 2:They really just tried to eke out a living on very little. The technology that we developed is very scalable and very affordable for [00:04:00] them and very effective. It's actually like putting a sponge into the soil because if you've ever, I don't know how to illness or stomach illness, one of the treatments is actually activated carbon or charcoal. You take charcoal pills and they will absorb whatever is irritating your stomach and it's kind of the same way in the soil except that the, the charcoal absorbs fertilizer and it absorbs water, so it keeps it at the root level where the plants need it. Adding carbon back to our soils is really one of our big agricultural challenges and reducing fertilizer and reducing [00:04:30] fertilizer use. And they really, they go hand in hand. So how is it reducing [inaudible]? Because when you have a very thin soil that's very, uh, poor and doesn't hold onto fertilizer, the fertilizer actually washes out of the soil. Speaker 2:So when you irrigate and it ends up in rivers, streams, bodies of water, you know, there's, there's an area called the dead zone in the Gulf, which is totally a result of fertilizer getting washed into the Mississippi from the breadbasket of the u s and that's because the soil, it's so thin and it just, it just doesn't retain those nutrients. [00:05:00] So you end up applying two to three times more than you actually need because you know, so much is going to get lost. What do you think that companies like Monsanto, the big ag companies, are they ever going to embrace something like this that reduces the fertilizer content? Well, it's difficult to say because their business model is predicated on selling fertilizer and selling things like roundup and weed killer. So, you know, it would certainly be a big departure from their business model to embrace that. Speaker 2:I will say though that [00:05:30] other Agri tech companies are interested in this type of technology and they have reached out to, they reached out to me for licensing agreements and so they are, there are other companies that I think see agriculture differently than our culture's changing in exactly. Bread baskets aren't breadbaskets anymore because the soil is bad. Right, exactly. Exactly. Somebody has got to wake up the crisis in agriculture. I agree. I agree. And I will say Monsanto, they are investing in some very [00:06:00] interesting and smart technologies. They bought a company called the climate corporation recently for north of $1 billion and climate corporation. They build very elaborate data models for how climate change impacts agriculture. Farmers who are experiencing change in climate can access this data and learn how to modify their practices to be more compliant with it. Their fundamental business model still is the sale of agricultural chemicals. Speaker 2:It's a big ship you have. Exactly. You know, they, they started as a chemical company. Okay, well so [00:06:30] this recharge in east Africa. Well. So we reached thousands of farmers through a social enterprise model and we actually sold the, the bagged biochar product to farmers in the u s and to gardeners in the U S and we sold it at a profit to them because it's very effective in your garden as well. And we use the profits to reduce the cost of the product for farmers in Kenya. Because when I first went over there and tried to sell this, this technology to farmers, they were like, it's great, but [00:07:00] we don't have any money. We had to come up with a really unique way to, to reduce the cost. And it, uh, you know, we reached thousands of farmers, generated a profit and we didn't have any investors, which was great. Speaker 2:So it was fully owned by the management team. How did you reach these farmers who was tough? We tried a lot of different things. I mean, I went, you know, farm to farm, talking to farmers. We employ very large sales team. Also have local people who are farmers, but also want to make some extra money. That proved to be the most effective technique [00:07:30] going door to door. Also text message advertising because a lot of farmers have really basic cell phones over there. At one time we rented out a flat bed truck and got a Kenyan dance crew to dance on the back and had music and stuff. That was actually pretty effective. So that was successful. And what did you do with the success? Right, what happened? Well I wanted to find a way that I could spread knowledge and agricultural knowledge to disparate communities using a network like the Internet. Speaker 2:[00:08:00] And so it was kind of out of necessity because we were funded by the gates foundation and we needed to show what impact our product was having on the soil. They want a lot of data and so we were doing a lot of soil tests and you know, working with soil labs and it was a slow process. And my background, I'm a soil scientist and we started experimenting with sensors, soil-based sensors that could show what impact our product was having on nutrient levels over time. I wanted to leverage the Internet because the interesting thing [00:08:30] about Kenya is that because they have such a robust mobile cellular network, you can get internet anywhere in the country. Basically you can get high speed internet. So we started developing prototypes working with really simple prototyping tools. Like there's a platform called Ardwino, which is a, um, kind of programmable micro computer that you can use to build devices and built some of the initial prototypes that became Eden. Speaker 2:And Eden is your new company. [inaudible] exactly. Eden is my new company. We [00:09:00] develop a smart mobile sensors for gardening and for agriculture that measure the soil's fertility, moisture, ph as well as ambient environmental conditions and use this data to make recommendations to growers to grow better crops, healthier crops and make it easier. And we also use this data to control a smart irrigation system that we called the Eden Water Valve. And what that does is it actually gives your plants the precise amount of water that [00:09:30] they need at any given time. So really helps combat wasted water and gardening and agriculture. And it's a big problem around the world. I mean in Kenya there their agriculture is mainly based on rain. It's rain fed because most people don't have irrigation systems. And I remember one year I was there, the rains were probably a month and a half late later than expected. And like when the rain doesn't come, people kind of starve. Speaker 2:Unfortunately. There's just, people are so dependent on it and it's all a result of climate change. [00:10:00] It was really out of a, out of necessity that I started experimenting with these prototypes. How did you build this measurement device? Well, so I'm a scientist, but I've worked with instruments, scientific instruments my whole life. I've always tinkered with them and been interested in them. And I, you know, I, I solicited help from my friends where I needed it. You know, there's a community of hackers and Nairobi who want to make physical things and I have a lot of friends who like to make physical devices and so I just, you know, got help wherever I could. And that [00:10:30] bill and Melinda Gates Foundation, senior data and were they surprised or hey, they were happy. Yeah. They, they, they know the data was a, it was in a format that they liked and it was suitable. Speaker 2:And it showed what we needed to show. I realized, well, maybe this, this tool, this instrument could, could be a company in and of itself. And so I used some of, um, the proceeds from my share of recharge and seed funded Eden. I'd never built a hardware electronics company before. I knew I needed a really phenomenal [00:11:00] partner who, who had the experience to take those really rough boxy prototypes and make it into something that could be on store shelves around the world. And so again, I, I reached out to my network and I, a mutual friend connected me with Eve Bahar, the lead designer from JobOne. He's the founder of fuse project and inventor and designer of the hundred dollar laptop project. So about, uh, seven years ago, I think they launched this project with [00:11:30] a partnership with MIT and they wanted to design a laptop for kids around the world that costs less than a hundred dollars, could connect them to the Internet and they sold millions of them. And it's, I mean it's amazing because they develop that before the iPad came out and before tablets really forward thinking product and it got kids on the Internet who had never heard or seen anything outside village. And so I set up a meeting with eve and I showed him the prototypes and he said, you know, this is a game changer. We need to [00:12:00] work together. You know, I can help you make this a success. And Speaker 1:so is he going to design it? Is there more as he branding it or what are you going to call it? Yeah, Speaker 2:what he did you know, he, he agreed to invest in the company and he also agreed to to give his design services and the services of his team at fuse project. And that's his, his own design studio in San Francisco in addition to being an industrial design studio. So actually designing the product, they're also a branding studio and they're a strategy consultancy. And so they designed [00:12:30] the look and feel of the product in collaboration with me. They created the branding and the name is the, so the device will be called Aiden, the diva, the two devices. It's the Eden Gardens sensor. The sensor goes in the garden and detects changes in the soil and it's fully solar powered. And then the Eden Water Valve is the device that actually controls your irrigation system. So it's two hardware components, but they work together in tandem. Exactly. It's e d y, N and we chose [inaudible] N for a couple of reasons. Speaker 2:[00:13:00] Um, it's fresh and cool and it really reflects the design of the product. The, the garden sensor actually resembles the physical design, resembles the letter y and, and also, you know, more than that, we felt it was really important to have eden.com and e d e n.com. It would have cost us millions of dollars to buy it, but e d y n.com was available. So, and the idea of an Eden, a future Eden, if we embrace this [00:13:30] product, that's good. Exactly. It's, it connotes the Utopian Garden, you know, the future of people producing their own food and, and growing. You know, everybody growing a little bit in their backyard because I believe that gardening, it's, it's good for the environment, it's good for the pocketbook and it's also good for the soul. Speaker 1:If you're just tuning in, you're listening to method to the madness of biweekly public affairs show on k a l x Berkeley Celebrating Bay area innovators. Today I'm interviewing Jason Adam brew. [00:14:00] Jason is the CEO and founder of Eden, a company finding innovative solutions to the problems of drought and global food shortage through smart sensor technology. Speaker 2:I personally believe that small scale agriculture is the future. 90% of the world's farmers, there's over a billion farmers in the world, 90% of them farm, a small farm outside of the u s the bulk of agricultural production comes from small farms. And I believe it's the future. It's most sustainable and it's, you know, it's [00:14:30] most diverse as well. And so that's really the market that Eaton is serving. You know, everybody from a small gardener up to a small organic farm. That's an area where Fuze project has really been critically helpful. Their knowledge of the market and how to launch an electronics product has allowed us to just focus on making a really good product that people and want to talk about. How much more money do you need and how are you going about that? Well, so we needed to raise money to initiate our first manufacturing run. Speaker 2:[00:15:00] You know, we have working prototypes of the two devices and we're testing them now that we've assembled here in Berkeley. Exactly. The design is very innovative. We needed a really top notch manufacturer and we also needed a manufacturer that had the same ethical framework that we do because a lot of electronics manufacturers, they don't have the best social or environmental record. So who did you end up? We ended up working with a company called Flextronics, and they produce a lot of components for jawbone and for Apple. And where are they located? [00:15:30] So they're located in San Jose and they have operations in Texas, Canada, Mexico. The first conversation I had with them was, you know, this has to be done in an ethically and sustainable way. And they, they were all about that. They loved that idea, you know, in addition to being open to that, they're also a top notch manufacturer. Speaker 2:They know exactly how to, to design for mass production. We worked with them for a year to get the product ready for mass production and hardware, you have to do things in, in a run of so many units [00:16:00] because there really is an economy of scale. What I realized was producing a hundred units at a time, it could cost us a few hundred dollars per device to make them, because they're made by hand. The components have to be sourced individually. But to get 10,000 units, the costs could drop by 10 x. We set out a plan and we realized that we needed $100,000 to initiate the first run that first runs about a thousand units. And so we knew that was what we needed to do to get the ball rolling [00:16:30] and to get manufacturing rolling. And so I talked to Eve Bahar and, and we decided to turn to Kickstarter to turn to the crowd to fund it because we had over this year period collected a few thousand email addresses of people who learned about the product from, you know, I don't know how they learned about it in the paper. Speaker 2:Exactly. And so people were really interested. And so we knew that we had the support of the community of the crowd and instead of going to venture capitalists, you know, we said, let's, let's put it out to Kickstarter and see [00:17:00] what we can do. And so our goal was to raise $100,000 and the duration of the Kickstarter was a 37 days. And we hit our goal in two days. Less than a week later we doubled our goal. And then we also have a really exciting tier partnership with a nonprofit called slow food USA. Great Organization. One of their really exciting new projects is that they build gardens in schools as well as in communities in Africa, food and nutrition [00:17:30] gardens. The idea is to teach young people about food and how to grow their own food. And, and I met with them about six months ago and they told me about this project and I said, this is fantastic. Speaker 2:You know, we have to do something together and so backers can actually buy a sensor and give one to slow food USA. And that sensor will go to either a garden in the states, a school garden or a garden in Africa. We are also working with them to produce a curricula for the, the uh, gardeners to learn how to use [00:18:00] it and improve their yields, have a deal coming up to sell this retail. We have a deal with a big box retailer. And what will the pricing look like? Will it be close to the Kickstarter? It'll be close, but we will be more expensive than the Kickstarter donation price. Um, we haven't announced the retail price yet, but you know, mainly when you, when you go through retail you have to pay a margin to the retailer. And so it will be more expensive. We're, we're offering a discount to Kickstarter backers because they're getting it direct from us. Speaker 2:How many people are in your company? Right now [00:18:30] it's two people and we are looking at bringing on a third software developer. You're going to need a lot of people predict. Oh yeah, it's going to take off. Absolutely. Well we want to grow the company quickly and you know, we've mainly just hired technical folks, technical staff to, to build and design the product. And I should say we, you know, although the core team is only two right now, we work with about 15 people through Flextronics and fuse project and you know, our different partnerships and they've, they work almost full time [00:19:00] on this. Okay. So the rollout of your product, so we're starting in the bay area, Berkeley, San Francisco, South Bay as well in Oakland. You know, a lot of our Beta testers are here, so they will be the first ones to get the units. Speaker 2:And then we do have Beta testers who are around the world. So they will get their units as well. And that will start in December. From there. Our next milestone in February, we'll start shipping to the regular backers as well. And they are really around the world. I mean we got backers [00:19:30] in Australia. Yeah. Terrible drought. It's a big problem there. We got backers in Australia, India, Europe, a lot in China. I mean really all over the world. Well it's a worldwide problem. Exactly. Can you describe just to our listeners visually sure. What it would look like in the, like you have it in your yard and Berkeley. What does that look like? So my place in Berkeley, we've got uh, an Eden Garden sensor in the ground and it resembles almost the really, really resembles the letter y. It's, it's yellow, it's [00:20:00] 14 inches tall and you know, you, you put it about four to six inches in the soil. Speaker 2:So it stands about eight to 10 inches above the soil. And it's got a solar panel mounted on top. It's a small solar panel. Yeah, it's about four inches by four inches. And we chose the color yellow for the device because it reflects the sun in the sun as the power source for the garden. And for our product. And that's why we chose solar power. You know, gardeners don't want to have to change the batteries on these devices or plug them in. It's a pain. And I, I personally feel that [00:20:30] all electronics should be solar powered at some point. I mean why, why plug them in? The device connects to your home wifi network. And so we had to build an algorithm that runs actually on the device. There's a computer built into the device and it determines how frequently the device connects to the Internet and sends data. Speaker 2:You know, even if it's cloudy outside, Eden will still stay online, it will still work. And so it resembles the letter y and it sits in your soil right at the base of your plants. And it's constantly measuring and capturing data [00:21:00] for how many square feet. So one garden sensor will work for 250 square feet. And then the separate component, the Eden Water Valve, I have one set up from my front yard, so I have a soaker hose connected to it. Basically it's a, it has the same form factor as the garden sensor, a square with rounded corners, a diamond shape almost. And, and you connect a garden hose to one end and then you connect your either drip irrigation system, soaker hose or a traditional [00:21:30] sprinklers system to the other end. And the waterfowl also has a solar panel on it. Both devices. The solar panel produces about four times more power than you need on a sunny day. Speaker 2:So you know, we have plenty of headroom there. It connects to your water source and when the time is right, it turns on the water and your gates, your plants. Give me an example of something it would tell you and where it appears. So all the data appears on your smart phone. So right now we are ios compatible so it'll appear on your iPhone and [00:22:00] by next year we'll have an android app as well for android phones, you go into the Eden app and the Eaton app, the main screen is a dashboard screen, which tells you right now the live moisture or nutrition levels in your garden, also temperature and light intensity. And on that dashboard screen you can click on any of those individual sensor parameters and actually see the readout of that sensor over time. So if you want to see how the moisture's changed over the past seven days in your garden, you can check that out. Speaker 2:Will it alert you if [00:22:30] you are low on a nutrient or exactly. So one of the features it has is called, we call it smart recommendations. And so if any of the parameters goes outside of the optimal range for a particular plant, you'll actually get a push notification on your phone. You'll get a message saying, you know your back garden nutrient levels are low, we recommend adding organic fertilizer or a, your soil is dry. Or if you have the water valve installed, we'll actually notify you that we're turning [00:23:00] on the water valve to irrigate your garden. And so this can be as detailed as you want it to be. Exactly. We wanted it to appeal to novice gardeners and to master gardeners. And so what we do, we, we built a system on the backend. This actually runs on our servers. So when you set up Eden we identify where you are, your geographical location and that's all. Speaker 2:It's all encrypted. We use bank level encryption and it's anonymized, so we commit that we will never share your location with anyone. We determine where you are and then we use [00:23:30] our database of plants and our soil science database as well as some publicly available databases from the USDA and other organizations to determine what crops are really well suited for your location. The user does select if they want to grow like a vegetable, a fruit or ornamental ornamental or or a medicinal plant. They select what category they want and then we'll recommend a particular variety or group of varieties that group well together. It just saves so much time and exactly, exactly. The water savings potential [00:24:00] is huge. It's estimated that an average American home uses about 40 gallons a day on landscaping. That's 40 milk jugs of water for many people who have, you know, a traditional sprinkler system, they might water at the same time every day and it's not necessarily the best time to water and so they could lose 50% of the water just as evaporation. Speaker 2:With the Eaton system, you know, we deliver water at the right time every day. It has two, two modes actually. It's got the auto mode where it will determine the best [00:24:30] time and it it knows when sunset and sunrise are in your specific location. And then if you, if you're a master gardener and you want to set it yourself, you can also set it yourself. You can say, hey, water Sunday, Monday, Tuesday at this time, this time, this time. I want to talk a little bit about you and your parents were both in the medical profession. They are. I grew up in San Antonio, Texas and my father is a doctor and my mother is a nurse and they both work in the x specifically in the cardiology space and they work with [00:25:00] a lot of low income patients in San Antonio. There's a lot of people with heart disease and San Antonio who can't necessarily afford treatment. Speaker 2:Both of my parents, you know, they work with primarily Spanish speaking, uh, low income patients and they, they really instilled in me as a child the importance of giving back and why it's important to help other people. How did you get on this path? You know, just this whole, as a student I went to a school in San Antonio, a small school that really emphasized math, science as well as the arts. [00:25:30] I was able as a middle school student in a high school student to participate in the science fair and I was a high school student. I ended up going to the Intel International Science Fair. My projects were always focused on plants. So the project I went twice to the Intel fair and the project was studying how tomato plants develop resistance to disease. Your plants do have an immune system. It's, it's not like our own, it's a much slower acting system and it's a very different, it's very different from the immune system in animals and humans, but [00:26:00] they are able to withstand diseases. Speaker 2:And also what they can do. They actually can communicate with each other. So if one plant is under attack from a disease, I found in my experiments that it actually releases a volatile aromatic chemical into the air plants nearby, sense that chemical and then they will actually up-regulate their immune system to defend against the disease. And so I was studying, could we use that system to actually stimulate plants? Kind of like a preventative or a prophylactic [00:26:30] and a got to go to the Intel Science Fair won a grand prize there. And so you did figure out a way to, yes, yes. We did two chemicals, methyl salicylate, which is actually, it's the chemical that gives the smell winter green and a also a chemical called methyl jasmine eight and they're aromatic compounds that kind of drift in the air. They smell good, but they're also actually signaling chemicals. Speaker 2:The plants actually, that's how plants talk to each other. I identified that by stimulating plants with these chemicals, you can make them more resistant [00:27:00] to disease in advance. It was a great experience. I won a grand prize. Is that monetary? It was, yeah, it was monetary. Gave me a small scholarship for college. So I, uh, I ended up going to Princeton University. Princeton had a unique program through the Smithsonian Institution. The Smithsonian has a branch in Panama, tropical research institute. And so I got to spend about a year working there as a researcher studying soil. I ended up writing my thesis down there and I wrote my thesis on actually [00:27:30] how, um, leaf cutter ants, which are a very ubiquitous and dominant species in the rainforest, how they impact nutrient dynamics in the soil. They collect leaves from around the rainforest, bring them back to their nest, and that concentration of nutrients in their nest, it affects the distribution of nutrients in the soil. Speaker 2:So I spent a lot of time studying ants and it was fun. It is amazing how interconnected everything. Absolutely. And everything that we do and put into the soil [00:28:00] affects everything else. Absolutely. Absolutely. I mean, there's, the earth really is, it's an interconnected system. It's, you know, some scientists believe that the earth is actually one giant super organisms. The Guy Theory. Exactly. Yeah. And I believe in myself. I think the data largely supports that conclusion. We're seeing that certainly with climate change, it's, it's an interconnected system of of feedbacks and that was, you know, one of the most amazing things about being in the rainforest. Just seeing firsthand exactly what that [00:28:30] connection is. My, my last year at Princeton I took high tech entrepreneurship class and that was probably one of the most inspiring courses I took. It's taught by a guy named Ed Chow professor and he was an entrepreneur himself. Speaker 2:He was also a US congressman from Silicon Valley and he's a venture capitalist, but just a really inspiring professor. Each week we would look at case studies of technology companies and then he would bring in the founder of the company to talk about his experience or her experience building [00:29:00] that company. He taught us that you, anybody can do it, anybody can start a company, and so he was able to get me a job with a startup in New York, a tech startup, because I'd never worked in a startup. I learned a ton about what works and what doesn't and made great contacts. I worked on that probably about six months and then I was actually out of that able to start recharge. That's great. Yeah. Well, Jason, do you have a website? Um, many of our listeners are going to be interested in this. We do, uh, it's e d y n.com eden.com [00:29:30] and you can go on the website and learn about the two devices. Watch our video, and also you can link to the Kickstarter. I'm so excited about this product and I want one, oh my card. So [inaudible] come over Speaker 1:and see my yards and tell me what I do. Great. Thank you for being on the program. Oh, thank you. I appreciate it. You've been listening to the method, to the madness. If you have questions or comments about this show, go to the k a l x website. Find method to the madness and drop us an email. [00:30:00] Tune in again in two weeks at the same time. Have a great weekend. Speaker 3:[inaudible] okay. 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How To Customize Your About Us Page   3 Simple Steps to Transform Your About Page Into a Customer Generating Webpage   Most of the about pages on the web can be summed up by one of these words; Boastful or Boring, maybe even a combination of the two.   What do I mean? Here’s a real world example of what I am talking about.   Example One:   As a socially-responsible, global leader in design, manufacturing, distribution and aftermarket services, Flextronics is unique in its ability to provide end-to-end solutions through its innovative and proprietary systems—all to enhance customer competitiveness and success.   Example Two:   SEO Consult is the specialist search engine optimization division of Click Consult, who are a leading provider of search engine marketing solutions in the UK. Through a range of innovative, organic and ethical techniques, Consult have helped their 325+ clients reach highly targeted traffic, delivering a healthy ROI for both niche businesses and highly recognizable brands.   Let’s analyze this. Notice the sort of language that was used: leader, unique, solutions, innovative, proprietary, leading.   In other words puffery – well it is my opinion that it is simply puffery.   Is there a real purpose in using these types of words? Vanity maybe, as the only purpose I see is to attempt to try and make the company sound as good as possible.   So I’ll ask you. Do these types of words make the company sound great even if they are flat out vague and convey no clear meaning?   What exactly does innovative, organic and ethical techniques mean, when there are no supporting sentences to explain how they relate to the company offerings?   And who doesn’t instantly relate to end-to-end solutions, right?   From a consumer’s perspective, we should remember that it really isn’t all that difficult to shop around on the web. So if you are not going to take advantage of the simple three step process to improve your about us page then try telling me and your consumers with simple nouns and verbs what you actually do.   You don’t want your consumers and website visitors to think that you’ve strung together buzzwords into some sort of bureaucratic boilerplate.   Think of it this way. You would never want someone maybe even your competitor to simply copy your text and swap out your company name and no one would know the difference.   If that is you, please know that you have successfully positioned yourself and your online identity or business into the irrelevant category.   When your web copy is boring and conveys no clear information it tells the reader that you have a boring company.  I would guess that most of us don’t really like to invest our time or money on boring things.   Let’s explore this concept even further.   Why Do People Read Your About Page?   I’ll tell you that based on my experience of more than 15 years in the multi-media branding industry it is NOT to know whether you are a leading provider of solutions, or an innovative distributor of systems.   Believe it or not, people also don’t want to learn all about the history of your company, as many businesses out there seem to think.   So why do people read your website’s about page?   The answer is actually for the exact reason that people want to know more about anyone they’re considering forming a relationship with or giving money to.   They Want To Know They Can Trust You   They want to know that you are good at what you do.   They want to know that you are the right business to buy from.   They want to know that you will not rip them off…and so on.   So here’s another marketing take-away for you. When you use verbiage like what we covered earlier, with all the fluff words…people will mostly think and feel all the opposite things you want them to.   They won’t know they can trust you. They won’t know that you are good at what you do. They won’t know that you are the right business for them to build a relationship with and they won’t know that you will not rip them off.   People are not stupid. They know that if you use fancy language to describe something, without saying anything clearly at all, that you’re probably being less than honest.   We’ve all been exposed to politician’s right? It’s the same concept.   It is important that if you care about your business. And clearly you do since you are listening to this podcast. You’ll want to take a dramatically different approach. Think of it as a face-to-face conversation with a new client, customer or prospect.   This is one of the digital media branding rules that applies across all platform from your own website to your social media posts, web videos and mobile strategies.   If you would not say it out loud to a customer or client in the real world, it should never be published or posed anywhere on the web.   You Must Open Up To Your Customers   Sounds a bit scary right?   Most businesses out there are terrified about being open with their audiences or flat out think it is unprofessional to be human.   This of course makes no sense.   Being human is the only way to connect with your prospects. The really is that your prospects are human. You should not strive toward having people buy from you. You should work toward building your customer base and that requires a relationship, a connection…a human connection.   With that let’s talk about the three simple steps toward making that human connection through your about us webpage.   Step One - Tell A Story   Stories are how we think, how we learn, and how we relate to each other.   Remember this, your story does not have to follow the 3-act structure to be interesting.   The important ingredient to your story is that it must tell. Tell us about your company, your customers and how it is that they’ve benefited from your service, product or information.     Step Two - Make it About Something Interesting What do people find interesting? People find real people interesting. We are particularly interested in people when they are in situations similar to ours or have gone through processes or steps that we are considering. Our interest is most stimulated when we have lots of clear, concrete details we can latch on to.   Taking this approach will help your story set itself apart in the minds of your website visitor, making it seem real, genuine and unique.   Make sure to pack it full of details that are relatable so that your prospects can visualize it and remember to tie it back to your product, service or content offering.   Step Three – Don’t “Photoshop” It   As tempting as it is to try and cover up, or make your company appear to be flawless and perfect…remember who your customers are and know that they are probably less than perfect and more importantly, they don’t expect that there is a perfect company or brand out there.   How can I say that with any certainty?   Easy, we all know there is no such thing as a perfect business.   In fact, it would be more beneficial to you to showcase how you overcome challenges.   When customers know you’re real…it makes it easier for them to trust you and as an added bonus it will make your company stand out.   Authenticity builds relationships, customers and trust. As people, we all crave authenticity.   There it is, my formula for optimizing your “About Us” webpage.   How does your about us webpage looking right about now?   Does your “About” webpage humanize your company and inspire trust?   Do you have any changes you’d like to make after listening to this podcast?  Or perhaps you have a different point of view. If you do, I’d love to hear about it. You can email me at or visit and leave your feedback there.   If you find any of this information useful, please subscribe to this podcast on iTunes, share it with a friend or leave a review.   I’m Carlos Quintero owner and founder of Media On Q and the Digital Media Branding Podcast.   Join me next time where we’ll continue to explore how to compete in today’s web economy through a variety of digital media branding techniques.   Thank you for listening.

Carmella Granado, Senior Director of Organizational Effectiveness, Flextronics, and Matt Zimmer, General Manager of a Flextronics facility share their experience with QUESTION THINKING™. Flextronics’ experience is also featured in the August 2012 Wharton at Work Newsletter.

Researchers at Cornell University and the University of Melbourne, Australia, are fabricating organic semiconducting materials from a gentle solvent called Supercritical Carbon Dioxide.