Podcasts about pacific trail

Ep. 144 Former Ironman competitor Risa August opens up about how a brain tumor dramatically impacted her athletic ability but opened up a new world of adventures as an author and Gestalt practitioner. Get ready to be moved and inspired.  Following the life-altering diagnosis, Risa exhibited extraordinary resilience by transforming her lifestyle and embarking on new adventures, including a remarkable bike ride from Canada to Mexico along the Pacific Trail. A newly published author, Risa is on a mission to live life to the fullest and empowers others with her story of overcoming adversity. Notable Quotes: "It's not a matter of my time that I have to structure and schedule, it's my energy, like, what's going to fit within the parameters of my energetic ability." "I started focusing on what I could do, oh my gosh, my whole world opened up." Resources: Risa August's book: "The Road Unpaved Border to Border With a Brain Tumor and a Bike" available for purchase on bookshop.org and Amazon  Risa's Website: www.risaaugust.com Movie Mentioned: The Way (2011) Connect with Risa August IG: https://www.instagram.com/risaunleashed/ Facebook: https://www.facebook.com/risaunleashed Connect with Maryann Website: https://www.maryannriveradannert.com IG: https://www.instagram.com/maryannriveradannert/ FB: https://www.facebook.com/MRDEmpowermentSolutions Linkedin: https://www.bit.ly/maryannriveradannert Chapters: 0:00:00 Introduction to Risa's inspiring story of overcoming adversity 0:02:10 What is a Gestalt practitioner 0:03:21 Risa shares the inspiration behind her book and its title 0:04:51 Decision to embark on a bike ride across the country 0:06:19 Challenges of the bike ride 0:07:17 Current state of health and remaining limitations challenges  0:09:10 Risa talks about the grieving process and rediscovering herself 0:10:15 Process of writing her book and its healing effect 0:10:52 Risa shares the signs that led her to seek medical attention 0:11:47 Importance of advocating for oneself in the medical system 0:13:09 Physical limitations due to the disease. 0:13:48 Living fearlessly by trying new things without judgment. 0:15:07 Resistance from friends and family 0:16:41 Where to buy the book. 0:17:05 Planning to ride her bike across northern Spain. 0:18:25 Don't let anything limit you, shift your perspective. Learn more about your ad choices. Visit megaphone.fm/adchoices

Host Victoria Guido sits down with Steven Plappert, CEO of Forecastr, an online software designed to aid founders in financial modeling, which was born to help non-finance savvy founders understand and communicate their company's financial health. Despite the pandemic beginning right after Forecastr's launch in 2020, the company didn't pivot significantly thanks to extensive preparation and customer discovery before the launch. Steven delves into the operational and strategic aspects of Forecastr, highlighting the importance of balancing growth with financial sustainability, a consistent theme in their business strategy. Forecastr's significant development was integrating a strong human element into their software service, a move very well-received by their customers. Steven also outlines the company's key objectives, including cultivating a solid culture, achieving profitability, and exploring opportunities for exponential growth. Additionally, Steven discusses the importance of work-life balance, reflecting on his previous startup experience and emphasizing the necessity of balance for longevity and effectiveness in entrepreneurship. Victoria and Steven further explore how companies, including Forecastr and thoughtbot, incorporate these philosophies into their operations and culture. Forecastr (https://www.forecastr.co/) Follow Forecastr on LinkedIn (https://www.linkedin.com/company/forecastr/), X (https://twitter.com/forecastr), Instagram (https://www.instagram.com/forecastrco/), Facebook (https://www.facebook.com/ForecastrHQ), YouTube (https://www.youtube.com/forecastr), or TikTok (https://www.tiktok.com/@forecastrco). Follow Steven Plappert on LinkedIn (https://www.linkedin.com/in/steven-plappert-59477b3b/). Follow thoughtbot on X (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: VICTORIA: This is the Giant R¬obots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Steven Plappert, CEO of Forecastr, an online software that helps founders who hate building financial models in Excel actually understand their numbers, predict runway, and get funded. Steven, thank you for joining us. STEVEN: Hey, yeah, Victoria, thanks for having me. I'm stoked to be here. What's up, guys? VICTORIA: Just to get us warmed up here a little bit, can you tell me what's going on in your world? STEVEN: Well, you know, what is going on in my world? I had a great year last year, very healthy. I have a loving fiancé, and I'm getting married this year, which is going to be super fun. And, obviously, running a business, which takes up more than its fair share of my life. But yeah, it's early Jan, so I've been kind of reflecting on my life, and I got a lot to be grateful for, Victoria, I really do. VICTORIA: That's wonderful. You know, I used to work with a VP of strategic growth who likened forming partnerships with companies as getting into a marriage and building that relationship and that level of trust and communication that you have, which I think is really interesting. STEVEN: Oh, for sure. Emily always, Emily is my fiancé, she always says that, you know, Forecastr is essentially my mistress, if you will, you know what I mean? Because, like, that's [laughs] where the rest of my time goes, isn't it? Between hanging out with her and working on the company, you know, so... VICTORIA: So, how long have you been in a relationship with your business around Forecastr? [laughs] STEVEN: Yeah, right? Yeah [laughs]. Four years with this one. So, you know, we started it actually January 1st of 2020, going into the pandemic, although we didn't know it at the time. And so, we just celebrated our four-year anniversary a few weeks ago. VICTORIA: Well, that's really exciting. So, I'm curious about when you started Forecastr, what was the essential problem that you were trying to solve that you had identified in the market? STEVEN: I'd say the main problem we were trying to solve is that, like, specifically founders, you know, startup founders, really struggle to get, like, a clear picture of their financial health or, like, just the financial aspect of their business. And then they also struggle to communicate that to investors because most founders aren't finance people. You know, like, most people that start a company they don't do it because they're excellent in even, like, business or finance or anything like that. They usually do it because, like, they've identified some problem; they've lived it; they've breathed it, you know what I mean? They're some kind of subject matter expert. They may be good at sales, or marketing, or product. But a lot of times, finance is, like, a weak part for them, you know, it's not something that they're strong in. And so, they really have a hard time, like, understanding the viability of the business and communicating the financial outcome of the company to investors and stuff like that. And my co-founder Logan and I live that because all we did all day was built financial models in Excel for startup founders working for a CFO shop called Venture First. So, that's what we really saw. We really saw that just, you know, it's really hard for folks to get this clear picture. And we thought a big part of that, at least, was just the fact that, you know, there's no great software for it. It was just like, people are using Excel, which, you know, for people that are great in finance, you know, works but for most people, doesn't. And so, yeah, I think that that's what kind of inspired Logan and I to fly the coop there at Venture First and start a company. VICTORIA: No, that's really interesting. So, you found this problem. You knew that this was an issue for founders, and you built this hypothesis and started it. I think you said, like, right before 2020, right before the pandemic. So, were there any decisions you made that once you got more information or once you got started, you decided to pivot? And, like, what were those pivot points for you early on? STEVEN: There wasn't a lot of pivoting early on, I will say. And a part of that is because, like, this isn't my first company. I started a company right out of college back in 2013 called FantasyHub. In that company, we pivoted a lot and, largely because we didn't really put a lot of forethought into that company when we launched it, you know, we didn't do any customer discovery. We just launched the company. And then we skinned our knees a bunch of times [laughs] as we scaled that company up and had to change gears a lot of times. In Forecastr, you know, we had actually been kind of building towards starting the company for 18 months. So, Logan and I actually had the idea originally in middle of 2018. And we decided at that time, look, like, we're not going to go launch this company right away because we got full-time jobs, and we might as well de-risk it. So, we spent about 12 to 18 months just doing a lot of customer discovery, kind of in stealth mode while at Venture First. After about six months, we brought it up to Venture First and said, "Hey, here's this idea for a company we have. We want to go do it." You know, to Venture First's credit, you know, rather than viewing that territorially and saying, "Hey, you know, there's a great new product line for our company," they really inspired us to go forward with it. They said, "Hey, this is great. We want to support you guys." They put some money in. We did some more discovery. We built a prototype. So, long-winded way of saying that by the time we actually got to the starting line in 2020, you know, we had 18 months' worth of really clear thought put into this thing. And we had been building in this space for years, you know, building financial models and Excel for founders. So, I think we had a great understanding of the customer. We had a great understanding of the market and the needs. We'd done our diligence in terms of distribution and figuring out how we wanted to generate, you know, a good, healthy funnel for the business. And so, it was really just kind of a matter of execution at that point. And, you know, here we are four years in, and there really hasn't been anything that we've done that's really pivoted the business that much across those four years, except for one moment, which was actually six months ago. So, in July of 2023, we did finally have our first kind of pivot moment where one of the interesting things about Forecastr versus some other solutions in the market is that we're not just a product, just a SaaS platform. There's a real strong human layer to our solution. We've always felt like a SaaS plus human model was the right model for financial modeling for startups because a lot of these startup founders don't have finance expertise on staff or inherently. And about six months ago, it wasn't as much of a pivot as it was a double down. You know, we really doubled down on that human element, you know, and now that human element isn't just through, like, a white glove onboarding and some email support. But we actually do give our customers an analyst in addition to the software that's with them for the lifetime of their subscription and is with them every step of the way. And so, that's the only time that we really made, like, a significant change into what we were doing. And it was just, I think, off the back of three years of saying, "Hey, like [chuckles], people really love the human element, you know, let's lean into that." VICTORIA: I love that you saw that you couldn't solve this problem with just technology and that you planned for and grew the people element as well. And I'm curious: what other decisions did you have to make as you were growing the business, how to scale the tech side or the people side? STEVEN: So many decisions, right? And that's why I tell people all the time, I'm like, you know, I've been a founder for 11 years now. And, in my opinion, by far, the hardest part about being a founder is that all day, every day, you have to make a bunch of decisions. And you hardly ever have enough data to, like, know, you're making the right decision. So, you got to make a bunch of judgment calls, and ultimately, these are judgment calls that could make or break your company. And it's really taxing. It's taxing on the mind. It's stressful, you know. It is not easy. So, you know, I think it's one of the really hard things about being an entrepreneur. I would say one of the most consistent decisions that we've had to make at the highest level is decisions around kind of capital preservation, fiscal responsibility, and investing in the growth. So, categorically, it's like, on the one hand, you have a desire to build the company kind of sustainably, to get to profitability, to have a healthy working model, you know, where you have some real staying power, you know. And that line of thinking leads you to, you know, be conscientious about investments that you're making that, you know, increase the burn. On the other hand, you have a desire to grow the company very quickly. You know, you have certain benchmarks you need to meet, you know, in order to be attractive to venture capitalists. And so, you have decisions that you want to make, you know, to invest in that growth. And so, I think that's a very consistent theme that's played out across the four years is Logan and I trying to walk that tightrope between growing 2 to 3X year over year and being really mindful of the company's burn, you know, both for equity preservation and just to build the company in a more sustainable way. And I think as financial professionals and founders, the finance person in Logan and I a lot of times wants to be more conservative. The founder in Logan and I, a lot of times, wants to be more aggressive. And so, we kind of just, like, let those two forces kind of play themselves out. And I think it creates, like, a nice, healthy tension. VICTORIA: That is really interesting, yeah. And sometimes you have to make a guess [chuckles] and go with it and then see the results of what happens. So, you're a financial forecasting company. What kind of, like, key results or objectives are you working towards this year with Forecastr? STEVEN: Yeah, great question. So, we're really mindful of this kind of stuff. I'd say, you know, it's something that we really consider at a deep level is, like, you have to ultimately set objectives, which are very aligning and clarifying, you know, at an executive level, and then those should kind of filter all the way down through the organization. Because so much, I think, of building a company is you have to kind of punch above your weight. You have to grow faster than [chuckles] the resources that you're putting into it might expect or whatever. I mean, you have limited resources, limited time, but you got to go really quickly. I think alignment is a big part of that, and that starts with setting clear objectives. So, we actually have three very clear objectives, really four. The first one is living up to our cultural values. You know, we're a culture-first organization. We believe that, like, culture, you know, kind of eats strategy for breakfast, that age-old kind of cliché, but it's true. It's just like, I think, you know, if you build a really good culture, people are just...they're happier. They're more productive. You get more done. So, that is our number one strategic objective. Number two is to become profitable. Like I mentioned, we want to become profitable. We want to build a sustainable company. So, by setting that objective, it kind of forces us to be conscientious about spend and only invest in areas that we think is, like, a one plus one equals three. Our third strategic objective is reach 5 million in annual recurring revenue by the end of the year. We're at 2.4 right now. We want to at least double year over year. That's kind of, like, the minimum threshold to keep playing the venture game. And then number four is unlock exponential growth opportunities. So, we definitely adopt the philosophy of, like, hey, we've got a model. It's working. We've got 700 customers, you know, we've got two and a half million in annual recurring revenue. So, like, 80% of our focus should be on becoming profitable and hitting $5 million in annual recurring revenue. Like, that's, like, the bread and butter there, just keep doing what's working. But 20% of our attention should be paid to, well, what could we be doing to, like, triple down on that, you know, to really start to create an exponential growth curve? And, for us, that stuff and, like, kind of the data in investor space, like, there's a lot of interesting things that we could do, of course, as long as it's consensual, anonymized, et cetera, safe and secure, you know, with the kind of data that we have on private companies, you know, anonymously benchmarking companies against their peers, things like that. And I think there's a really big opportunity that we have to serve investors as well, you know, and to create a better investor experience when it comes to financial reporting, also something that we think can unlock exponential growth. So, those are the four objectives that we have going into this year. VICTORIA: Well, I really appreciate that you had culture at number one, and it reminds me, you know, you said it's old adage, but it's true, and you can verify that in reports like the State of DevOps Report. The number one indicator of a high-security environment is the level of trust and culture that you have within your company, not necessarily the technology or tools that you're using. So, being a financial company, I think you're in a good position [chuckles] to have, like, you know, protect all those assets and protect your data. And yeah, I'm curious to hear more about what you said about just unlocking, like, exponential growth. It's hard to keep both the let's keep the lights on and keep running with what we have, and make room for these bigger strategic initiatives that are really going to help us grow as a company and be more sustainable over time. So, how do you make room for both of those things in a limited team? STEVEN: Yeah, it's a great question. And it's not easy, I would say. I mean, I think the way we make room for it probably on the frontend is just, like, being intentional about creating that space. I mean, ultimately, putting unlocking exponential growth opportunities on the strategic company roadmap, which is the document that kind of memorializes the four objectives that I just went through, that creates space inherently. It's one of four objectives on the board. And that's not just, like, a resource that sits, you know, in a folder somewhere. We use the OKR system, you know, which is a system for setting quarterly objectives and things like that. And these strategic objectives they make it on our OKR board, which filters down into our work. So, I think a big piece of creating the space is just as an executive and as a leader, you know, being intentional about [chuckles] putting it on the board and creating that space. The thing that you have to do, though, to be mindful is you have to make sure that you don't get carried away with it. I mean, like you said, at the end of the day, succeeding in a business requires a proper balancing of short-term and long-term priorities. You know, if you're focused too much on the short term, you know, you can kind of hamstring yourself in the long run. Yeah, maybe you build, like, a decent business, but you don't quite, you know, reach your highest potential because you're not investing in some of those things that take a while to develop and come to play in the long run. But if you're too focused on the long run, which is what these exponential opportunities really are, you know, it's very easy to lose your way [laughs] in the short term, and it's very easy to die along the way. You know, I do think of startups as much of a game of survival as anything. I always say survive until you thrive. And so, that's where the 80/20 comes in, you know, where we just kind of say, "Hey, look, like, 80% of our time and energy needs to be devoted to kind of short-term and less risky priorities, such as doubling down on what's already working. 20% of our time, thereabouts, can be devoted to some of these more long-term strategic objectives, like unlocking exponential growth. And I think it just takes a certain mindfulness and a certain intentionality to, like, every week when you're organizing your calendar, and you're, like, talking with your team and stuff like that, you're just always trying to make sure, hey, am I roughly fitting into that framework, you know? And it doesn't have to be exact. Some weeks, it may be more or less. But I think that's kind of how we approach it, you know, conceptually. VICTORIA: Oh, what a great perspective. I think that I really like hearing those words about, like, balance and, like, being intentional. MID-ROLL AD: Now that you have funding, it's time to design, build, and ship the most impactful MVP that wows customers now and can scale in the future. thoughtbot Liftoff brings you the most reliable cross-functional team of product experts to mitigate risk and set you up for long-term success. As your trusted, experienced technical partner, we'll help launch your new product and guide you into a future-forward business that takes advantage of today's new technologies and agile best practices. Make the right decisions for tomorrow today. Get in touch at thoughtbot.com/liftoff. VICTORIA: You mentioned earlier that you're getting married, so, like, maybe you can talk about how are you intentional with your own time and balancing your personal life and making room for these, you know, big life changes while dealing with also the stress of being in kind of a survivor mode with the company. STEVEN: Like I mentioned, this is my second company, and Emily, bless her heart, my fiancé, she's been with me my entire entrepreneurial career. We started dating the first month that I started my first company, FantasyHub. And in that company, I ran that company for three years. We took it through Techstars down in Austin. It was a consumer gaming company. Interesting company. It ended up being a failure but, like, super interesting and set me on my path. Yeah, I was a complete and total workaholic. I worked around the clock. It was a fantasy sports company, so weekends were our big time, and I worked seven days a week. I worked, like, a lot of 80-hour-plus weeks. And, you know, looking back on it, it was a lot of fun, but it was also miserable. And I also burned out, you know, about six months before the company failed. And had the company not failed when it did, you know, I don't know what the future would have held for us. I was really out of balance. You know, I had deprioritized physical health. I hadn't worked out in years. I wasn't healthy. I had deprioritized mental health. Emily almost left me as a part of that company because I wasn't giving her any attention. And so, you know, when that company failed, and I was left with nothing, you know, and I just was kind of, like, sitting there licking my wounds [laughs], you know, in my childhood bedroom at my parents' house, you know, I was like, you know what? Like, I don't know that that was really worth it, and I don't know that that was the right approach. And I kind of vowed...in that moment, I was like, you know, look, I'm a startup founder. I love building these companies, so I'm, like, definitely going to do it again, but I'm not going to give it my entire life. Like, regardless of your religious beliefs, like, we at least have one life to live. And in my opinion, there's a lot more to life than [chuckles] just cranking out work and building companies. Like, there's a whole world to explore, you know, and there's lots of things that I'm interested in. So, this time around, I'm very thoughtful about creating that balance in my life. I set hard guidelines. There's hard, like, guardrails, I guess I should say, when I start and end work, you know, and I really hold myself accountable to that. Emily holds me accountable to that. And I make sure that, like, I work really hard when I'm at work, but I take the mask off, you know, so to speak, when I'm at home. And I just kind of...I don't deprioritize the rest of my life like I did when I was running FantasyHub. So, I think it's super important. I think it's a marathon building companies. I think you got to do that. I think it's what's in the best interest of the company and you as an individual. So, I think it's something I do a lot better this time around. And I think we're all better off for it, not the least of which is, like, one of our six cultural values is live with balance, and that's why. You know, because, like, we adopt the philosophy that you don't have to work yourself to death to build a great company. You can build a great company working a pretty reasonable workload, you know what I mean? It's not easy. It is kind of a pressure cooker trying to get that much done in that little time, but I think we're living proof that it works. VICTORIA: And if you don't make time to rest, then your ability to make good decisions and build high-quality products really starts to suffer eventually, like, I think, is what you saw at the end there. So, I really appreciate you sharing that and that personal experience. And I'm glad to see the learning from that, and making sure that's a core part of your company values the next time you start a company makes a lot of sense to me. STEVEN: Yeah, totally, you know, yeah. And I've always remembered, although this might be an extreme and a privileged extreme, but, you know, J.P. Morgan, the person, was famous for saying, "I get more done in 9 months than I get in 12," in relationship to the fact that he would take his family over to Europe for, like, three months of the year and, like, summer in Europe and not work. And so, while that's probably an unrealistic, you know, ideal for a startup founder, there's some truth to it, you know what I mean? Like you said, like, you got to rest. And, in fact, if you rest more, you know, yeah, you might be working less hours. You'll actually get more done. You're a lot clearer while you're at work. It's a mindset game. It's a headspace game. And the better you can put yourself in that good mindset, that good headspace, the more effective you are. Yeah, there's just a lot of wisdom to that approach. VICTORIA: Right. And, you know, thoughtbot is a global company, so we have employees all over the world. And I think what's interesting about U.S-based companies, I'm interested in how Forecastr might even help you with this, is that when you start a company, you basically form, like, a mini-government for your employees. And you have input over to how much they paid, how much healthcare they get. You have input over their hours and how much leave and everything. And so, trying to balance all those costs and create a good environment for your employees and make sure they have enough time for rest and for personal care. How does Forecastr kind of help you also imagine all of those costs [laughs] and make sense of what you can offer as a company? STEVEN: I would say the main way that we help folks do that, and we really do play in that space, is just by giving you a clear picture of what the future holds for your company from a financial perspective. I mean, it's one of the things that I think is such a superpower when it comes to financial modeling, you know, it can really help you make better decisions along these lines because, like, what does a financial model do? A financial model just simulates your business into the future, specifically anything related to the cash flow of your business, you know, cash in, cash out, revenue expenses, and the like. And so, your people are in there, and what they're paid is in there and, you know, your revenue and your expenses, your cash flow, your runway, all that's in the model. One of the things I feel like we do really help people do is just get a clearer picture of like, hey, what do the next 3, 6, 12, you know, 24 months look like for my company? What is my runway? When am I going to run out of money? What do I need to do about that? Can I afford to give everybody a raise, or can I afford to max out my benefits plan or whatever that is? It's like, you can make those assessments more easily. You know, if you have a financial model that actually makes sense to you that you can look at and say, oh, okay, cool. Yeah, I can offer that, like, Rolls Royce benefits plan and still have 18 months' worth of runway, or maybe I can't [laughs]. And I have to say, "Sorry, guys, you know, like, we're cash-constrained, and this is all we can do for now. But maybe when we raise that next round and when we hit these growth milestones, you know, we can expand that." So yeah, I think it's all, for us, about just, like, helping founders make better decisions, whether they be your decisions around employees and benefits, et cetera, or growth, or fundraising, you know, through the power of, like, financial health and hygiene. VICTORIA: Great. Thank you. I appreciate you letting me bring it all the way back [laughs]. Yeah, let me see. Let me go through my list of questions and see what else we have here. Do you have any questions for me or thoughtbot? STEVEN: Yeah. I mean, so, like, how do you guys think about this kind of stuff? Like, you know, you said thoughtbot's a global company at this point, but the name would imply, you know, a very thoughtful one. So, I'd be curious in y'alls kind of approach to just, like, culture and balance and some of these things that we're talking about kind of, like, straddling that line, you know, between, like, working really hard, which you have to do to build a great company but, you know, being mindful of everything else that life has to offer. VICTORIA: Yeah. Well, I think thoughtbot, more than any other company I've ever worked for, really emphasizes the value of just, like, people really want you to have a work-life balance and to be able to take time off. And, you know, I think that for a company that does consulting and we're delivering at a certain quality, that means that we're delivering at the quality where if someone needs to take a week off for a vacation, there's enough documentation; there's enough backup support for that service to not be impacted. So, that gives us confidence to be able to take the time off [chuckles], and it also just ends up being a better product for our clients. Like, our team needs to be well-rested. They need to have time to invest in themselves and learning the latest technology, the latest upgrades, contributing to open source, and writing about the problems they're seeing, and contributing back to the community. So, we actually make time every Friday to spend on those types of projects. It's kind of like you were saying before, like, you get as much done in four days as many companies get in five because that time is very highly focused. And then you're getting the benefit of, you know, continually investing in new skills and making sure the people you're working with are at the level that you're paying for [laughs]. STEVEN: Yeah, right. No, that's super cool. That's super cool. VICTORIA: Yeah, and, actually, so we're all remote. We're a fully remote company, and we do offer some in-person events twice a year, so that's been a lot of fun for me. And also, getting to, like, go to conferences like RubyConf and RailsConf and meeting the community has been fantastic. Yeah, you have a lot of value of self-management. So, you have the ability to really adjust your schedule and communicate and work with what meets your needs. It's been really great. STEVEN: Yeah, I love that, too. And we're also a remote company, and I think getting together in person, like you just talked about it, is so important. We can only afford to do it once a year right now as an earlier-stage company. But as amazing as, you know, Zoom and things like this are, it's like, there's not really a perfect replacement for that in-person experience, you know. VICTORIA: I agree, and I also agree that, like, once a year is probably enough [laughter]. That's a great amount of time. Like, it really does help because there are so many ways to build relationships remotely, but sometimes, at least just meeting in person once is enough to be like, oh yeah, like, you build a stronger connection, and I think that's great. Okay. Let me see. What other questions do we have? Final question: is there anything else that you would like to promote? STEVEN: I guess it's my job to say we are a really awesome financial modeling platform and team in general. So, if you are a startup founder or you know a startup founder out there that just could use some help with their financial model, you know, it is definitely something that we'd love to do. And we do a ton of education and a ton of help. We've got a ton of resources that are even freely available as well. So, our role in the market is just to get out there and help folks build great financial models, whether that be on Forecastr or otherwise, and that's kind of the approach that we take to it. And our philosophy is like, if we can get out there and do that, you know, if we can be kind of the go-to resource for folks to build great models regardless, you know, of what that means for them, a rising tide will float all boats, and our boat the most of which, hopefully. So [laughs], if you need a model, I'm your guy. VICTORIA: Thank you so much for sharing that. And I have a fun question for you at the end. What is your favorite hike that you've been on in the last three years or ever, however long you want to go back? [laughs] STEVEN: Well, I would say, you know, I did have the great pleasure this year of returning to the Appalachian Trail to hike the Roan Highlands with a friend of mine who was doing a thru-hike. So, a friend of mine did a southbound thru-hike on the A.T. this year, went from Maine to Georgia. Good friend of mine. And I had not been on the Appalachian Trail since I did a thru-hike in 2017. So, I had not returned to the trail or to that whole community. It's just a very special community. It really is a group of, like, really awesome, eclectic people. And so, yeah, this last year, I got to go down to the Roan Highlands in Tennessee. It's a beautiful, beautiful area of Tennessee and in the Southeast, rolling hills and that kind of thing. And hike, for him, for, like, three or four days and just be a part of his journey. Had a ton of fun, met some awesome people, you know, great nature, and totally destroyed my body because I was not prepared to return to the grueling nature of the Appalachian Trail. So yeah, I'd have to say that one, Victoria. I'd have to say that was my favorite in the last couple of years for sure. VICTORIA: Yeah, it's beautiful there. I've hiked certain parts of it. So, I've heard that obviously the Appalachian Trail, which is the eastern side of the United States, was the earlier trail that was developed because of the dislocation of people over time and that they would create the trail by getting to a peak and then looking to another peak and being like, "Okay, that's where I'm going to go." So, when you say it's grueling, I was, like, a lot of up and down hills. And then what I've heard is that the Pacific Trail on the western part of the United States, they did more of figuring out how to get from place to place with minimizing the elevation change, and so it's a much more, like, sustainable hike. Have you ever heard that? STEVEN: Oh yeah, that is 100% true. In terms of, like, the absolute change in elevation, not, like, the highest elevation and the lowest, just, like, the change up and down, there's twice as much going up and down on the A.T. as there is on the Pacific Crest Trail. And the Pacific Crest Trail is graded for park animals, so it never gets steeper than, like, a 15% grade. So, it's real groovy, you know, on the PCT where you can just get into a groove, and you can just hike and hike and hike and hike for hours, you know, versus the A.T. where you're going straight up, straight down, straight up, straight down, a lot of big movements, very exhausting. I've hiked a good chunk of the PCT and then, obviously, the whole A.T., so I can attest, yes, that is absolutely true. VICTORIA: I feel like there's an analogy behind that and what Forecastr does for you. Like, you'll be able [laughs] to, like, smooth out your hills a little bit more [laughs] with your finances, yeah. STEVEN: [laughs] Oh, I love that. Absolutely. Well, and I've honestly, like, I've often likened, you know, building a company and hiking the Appalachian Trail because it is one of those things where one of the most clarifying things about hiking a long trail is you just have this one monster goal that's, you know, that's months and months ahead of you. But you just got to get up every day, and you just got to grind it out. And every day is grindy, and it's hard, you know, but every day you just get one step closer to this goal. And it's one of the cool things about a trail is that you kind of steep yourself in that one goal, you know, one-track mind. And, you know, like we were saying earlier, there's so much more to life. So, you can't and probably shouldn't do that with your startup. You should continue to invest in other aspects of your life. But maybe while you're within the four walls of your office or when you open up that laptop and get to work on your computer, you know, if you take that kind of similar approach where you got this big goal that's, you know, months or years away but every day you just got to grind it out; you just got to work hard; you got to do what you can to get 1 step closer. And, you know, one day you'll wake up and you'll be like, oh shit, like, I'm [laughs] pretty close, you know what I mean? Yeah, I think there's definitely some similarities to the two experiences. VICTORIA: I appreciate that, yeah. And my team is actually it's more like starting up a business within thoughtbot. So, I'm putting together, like, my three-year plan. It's very exciting. And I think, like, those are the types of things you want to have. It's the high-level goal. Where are we going? [chuckles] Are we on our track to get there? But then day to day, it's like, okay, like, let's get these little actions done that we need to do this week [laughs] to build towards that ultimate goal. Well, thank you so much for joining us today, Steven. I really enjoyed our conversation. Is there anything final you want to say? STEVEN: I just want to thank you, Victoria. I think it's a wonderful podcast that you guys put on, and I really appreciate the opportunity to be here and to chat with you. You're lovely to talk to. I enjoyed the conversation as well, and I hope everyone out there did, also. So, let's make it a great 2024. VICTORIA: Thank you so much. Yeah, this is actually my second podcast recording of the year, so very exciting for me. I appreciate it. Thanks so much for joining again. So, you can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, you can email us at hosts@giantrobots.fm. And you can find me on X, formerly known as Twitter, @victori_ousg. And this podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. AD: Did you know thoughtbot has a referral program? If you introduce us to someone looking for a design or development partner, we will compensate you if they decide to work with us. More info on our website at: tbot.io/referral. Or you can email us at referrals@thoughtbot.com with any questions.

In today's episode of Backpacker Radio presented by The Trek, we are joined by Alina Drufovka aka Abstract. In addition to being a thru-hiker and adventurer, you're likely already familiar with the name Abstract because of her incredible and unique outdoor-themed artwork. We learn all about Alina's transformation from thru-hiker to now full-time artist, her time on the AT, PCT, and Israel National Trail, her current gig as an Ambassadors on the Get Outside Tour where she travels the country in a van alongside her boyfriend, attending outdoor events, leading clinics, and overall spreading joy to the people. Abstract is nothing but good vibes and this is a spirited interview that will elicit smiles. We wrap the show with a chat about why cell phones don't appear in dreams (or do they?), a story about a PCT hiker who was bit by a rattlesnake, a triple crown of people who are probably serial killers, and more! Gossamer Gear: Use code “TAKELESSTREKMORE” for 15% off at gossamergear.com.  Do you want to hike with Backpacker Radio? Fill out this survey to indicate your interest! RTIC Outdoors: Shop at rticoutdoors.com. Goodr: Use code “BACKPACKER” for free shipping on your first order at goodr.com/backpacker. Enlightened Equipment: Use code “EETREK10” for 10% off Enlightened Equipment's Stock Revelation Quilt or Torrid Jacket at enlightenedequipment.com. [divider] Interview with Alina “Abstract” Drufovka Abstract's Instagram Abstract's Website REI Embark Program Get Outside Tour Time stamps & Questions 00:04:01 - QOTD: Have cell phones ever appeared in your dreams? 00:09:55 - Reminders: Is it or is it not Rachel's birthday? 00:13:25 - Introducing Alina 00:14:20 - Tell us about hiking the AT 1.5 times 00:17:20 - We Love Love! 00:22:16 - Discussion about being half Colombian, half Jewish 00:24:52 - How did your love blossom along the trail? 00:26:10 - How did you learn about the AT at age 13? 00:27:57 - What was it like retracing your steps two years after being injured? 00:28:40 - Tell us about the St. Patty's party trail magic 00:34:00 - Does your mom fit the stereotype of a nervous Jewish mom? 00:37:40 - What are the cornerstones of your grandma's book? 00:41:10 - What was it like to get past the point where you got off trail the first time? 00:43:10 - Discussion about expressing interest in someone without being creepy 00:44:22 - What's the story behind the Wonder Woman outfit? 00:46:15 - At what point did art intersect with thru-hiking? 00:48:00 - Discussion about Abstract's art style 00:51:28 - Tell us about hiking the Israel National Trail in 2018 00:54:35 - What are towns like on the Israel National Trail? 00:55:44 - Discussion about making Aliyah and Birthright 00:58:02 - Did you feel safe on the Israel National Trail? 00:59:50 - What advice do you have for people interested in the Israel National Trail? 01:02:30 - Interlude: Rachel's birthday! 01:05:15 - Tell us about the PCT in 2019 01:08:24 - What was it like to live in Colombia? 01:10:30 - What were the biggest differences between Colombia and Israel? 01:11:15 - How did you turn your art into a business? 01:15:45 - Tell us about the Embark program 01:16:27 - Have you experienced imposter syndrome? 01:19:57 - How do you decide when to release something new and price your art? 01:20:55 - What's been your biggest business challenge? 01:22:53 - How do you deal with having your designs ripped off? 01:28:21 - What's your inspiration for a new painting these days? 01:29:29 - What is the Get Outside tour? 01:33:58 - How many events will you attend? 01:35:01 - Did you get to customize the van? 01:38:40 - What events are coming up on the tour? 01:39:40 - Fuck Marry Kill: Appalachian Trail, Pacific Trail, Israel National Trail 01:40:10 - What piece of art are you most proud of? 01:41:31 - Describe your art to the listeners 01:43:30 - Where can people follow you? 01:44:14 - Tell us about living on a commune 01:50:37 - Are you interested in polyamory? 01:51:30 - If you could bring an aspect of commune life into your regular life, what would it be? SEGMENTS Trek Propaganda PCT Hiker Hospitalized After Rattlesnake Bite by Kelly Floro Stupid Thing of the Week Listener Voicemail Triple Crown of people who might be serial killers Mail Bag 5 Star Review [divider] Check out our sound guy @paulyboyshallcross. Leave us a voicemail! Subscribe to this podcast on iTunes (and please leave us a review)!  Find us on Spotify, Stitcher, and Google Play. Support us on Patreon to get bonus content. Advertise on Backpacker Radio Follow The Trek, Chaunce, Badger, and Trail Correspondents on Instagram. Follow Backpacker Radio, The Trek and Chaunce on YouTube. Follow Backpacker Radio on Tik Tok.  Our theme song is Walking Slow by Animal Years. A super big thank you to our Chuck Norris Award winner(s) from Patreon: Alex & Misty with Navigators Crafting, Andrew, Austen McDaniel, Austin Ford, Brad & Blair (Thirteen Adventures), Brent Stenberg, Christopher Marshburn, Dayne, DoGoodPantry, Greg McDaniel, Liz Seger, Matt Soukup, Mike Poisel, Morgan Luke, Patrick Cianciolo, Sawyer Products, Timothy Hahn, and Tracy “Trigger” Fawns. A big thank you to our Cinnamon Connection Champions from Patreon: Dcnerdlet, Emily Galusha, Jake Landgraf, Jeanne Latshaw, Jeff LaFranier, Joann Menzer, Keith Dobie Jr, Kelly Heikkila, and Peter.

RobChrisRob talked about using AI & Lasers to kill cockroaches, Bruce Willis did or did not sell his digital likeness, Dart's Plume, a player with 6,000 hours of RDR2 playtime on Stadia begging for a char transfer, community fulfilling the 'and a movie' part of the shows pledge, Kim Kardashian being fined for pumping crypto without disclosure, a 71 year old man who completed the Pacific Trail, the EU forcing USB-C onto iPhones, the Onion filing a brief with the supreme court, rapture anxiety, the genius of Vaught marketing, and Spam (the meat) is cool now.

Welcome to episode 100 of the Modern Moron!  We do have a special guest for this landmark episode depending on how you define the word special.  Our guest is special to me as I've known this guy as my bff since junior year in high school.  We were both undersized, red-headed umm what?  Misfits?   Class clowns?  Maybe.  Outcasts?  No, he certainly wasn't an outcast.  In fact he was smart enough to surround himself with two of the biggest guys in our class.  Neither of us were academics but he always had an angle and the angle was usually directed toward financial gain.  My dad loved that about him and when he would come over he would tell my dad that he was the son he never had.  My dad thought that was hilarious.   I even had the honor of being best man at his wedding. My guest, is referred to in this episode as Templeton, he gets that name from E.B. White's classic “Charlotte's Webb's” Templeton the rat.  Not because he likes to eat but because Templeton was always looking for that same angle of opportunity… He is also good friends with the Senator.  Both of them have something in common as it pertains to the title of this episode and the 6th track of the Beatles Sgt. Pepper Album She's Leaving Home.  Both  of them are taking their daughters away to college… one for the first time ever and the other for their Senior year, but it's after spending 14 to 17 months at home through the pandemic.  Not easy for either of them, but I think in particular for our friend Templeton.  You see Templeton is not a particularly emotional or animated person, doesn't like to talk about feelings or emotions, you know, a typical male.  But he is very close to his daughter.  I don't know all of the things they do or have in common but they do share a love of baseball.  They go to ball games together, they talk baseball.  She roots for the San Francisco Giants and he roots for the Oakland A's, but it's a real bonding thing and I know this is really hard for him as well as it is for the Senator taking his daughter to the East Coast for her Senior hear of College. My guest also has a love of practical jokes, which I do not share.  I hate practical jokes, but in this case we pull a very short joke on the senator at the beginning of this episode and here is the setup:  I use a service called Zencastr to record this podcast.  Part of the process is that each participant has to sign in and everyone's name is on the computer screen.  I had Templeton sign in with a phony name like “Audio Compression Engineer” or something like that, so if he saw it he wouldn't know who it was.  As it turned out he didn't look at the screen anyway, but Templeton decided to play with the Senator's head and chimed in as if he was Engineering our recording session as a third party.  Also, it didn't hurt that the Senator had already had his nightly cocktail. Toward the end of the episode we talk about hiking as our guest had just returned from a trip to Yosemite to go on a couple hikes with his son.  Naturally the Senator loves to talk about his hiking accomplishments, namely the Tahoe Rim Trail.  But our guest confuses this and says The Senator hiked Pacific Rim Trail in three days.  The Pacific Rim as opposed to the Tahoe Rim, Consists of all the continents and countries that surround the Pacific Ocean.. I mean from Australia to the tip of South America and all points in between including: South Korea, Japan, Vietnam, Cambodia, Thailand, the Philippines, China and Russia, Canada, the United States plus all of Central America and Colombia, Ecuador, Peru and Chile.  Meaning, the Pacific Rim is a little bigger than the Tahoe Rim, so enjoy that moment. A couple of  tough Dad's get sentimental about their daughter's going from cradle to college on this 100th episode of the Modern Moron.  Thanks for listening... CLOSE - See?  We knew what that he meant to say the Pacific Trail but said the Pacific Rim because he was watching a war movie about Korea and General Douglas McArthur which led him to think of the Pacific Rim Theater of operations… wasn't that obvious to you?  What's wrong with you people? As you can tell, both the Senator and Templeton have a tendency to… confuse sayings and mispronounce a phrase or two from time to time.  And they both like to rely on the adage of, “you knew what I meant,” to which I usually call bullshit.  But I sure enjoy it and I hope you did too. I have a feeling we'll get Templeton back on this program to hopefully mix his metaphors, cause' that is a lot of fun.  Thank you for listening, please forward this episode to someone you think might like it, hug your daughter if you've got one and we'll see you next time on The Modern Moron. 

We are starting 2020 by taking a look back at a few of our favorite shows from 2019. This show was originally released in March of 2019. It features special guest Cheryl Strayed. The message of Cheryl Strayed's memoir Wild: From Lost to Found on the Pacific Trail has helped millions of people process grief in a new and profound way. In this episode of Beyond Well, Sheila Hamilton and Dr's Brian Goff and Jenna LeJeune talk about the potential of bouncing forward after loss, and of grieving from a place of honesty and self-compassion.

SHOW NOTES What does hiking the Pacific Trail have to do with being the beloved of God? Only our co-host Joe Chambers could answer that question in such a unique and personal way. Listen in as Joe weaves his own personal stories from the trail with the four words that Henri Nouwen talks about in his timeless classic “The Life of the Beloved.” THE FOUR WORDS 1. Chosen “To be chosen as the Beloved of God is something radically different. Instead of excluding others, it includes others. Instead of rejecting others as less valuable, it accepts others in their own uniqueness. It is not a competitive, but a compassionate choice.” ― Henri J.M. Nouwen, Life of the Beloved 2. Blessed: Psalm 103: 1-5 What are you thankful for? Some of what Joe mentioned in the podcast: First sip of the first cup of coffee of the day Laugh of grandchildren Taste of corn chowder First night of sleeping on clean sheets Children prayers Poetry of Mary Oliver 3. Broken: 2 Cor 12:6-10 4. Given: “Our greatest fulfillment lies in giving ourselves to others.” ― Henri J.M. Nouwen, Life of the Beloved “For me, God is the one who calls me the Beloved, and I have a desire to express to others how I try to become more fully who I already am.” ― Henri J.M. Nouwen, Life of the Beloved: Spiritual Living in a Secular World Join us for the conversation and be reminded that you are the beloved of God and how it can bring wholeness to a fragmented soul in a broken life.   RESOURCES MENTIONED IN PODCAST Scripture where the four words can be found: John 6 John 21 Luke 22 Luke 24 I Cor. 11 “Life of the Beloved: Spiritual Living in a Secular World” by Henri J.M. Nouwen  Moment to Breathe - excerpt from “Life of the Beloved” by Henri Nouwen Text Audio

The message of Cheryl Strayed's memoir Wild: From Lost to Found on the Pacific Trail has helped millions of people process grief in a new and profound way.  In this episode of Beyond Well, Sheila Hamilton and Dr's Brian Goff and Jenna LeJeune talk about the potential of bouncing forward after loss, and of grieving from a place of honesty and self-compassion

Welcome back, us. We've been away for a few weeks, but we're back and ready to fall into a deep, legal, opiate-induced euphoria with all of you sweet listeners. As is well documented on this podcast, we here at DYR (and when I say we, I mean u/dogboobes) have a certain fascination with strange substances, particularly if they help numb the waking reality of this alien simulation we call life. This week, we've decided to take a journey into the latest "drug" craze, Kratom, before our nation's "go to mass three days a week" step-uncle Jeff tries to make it illegal. Frequent listeners know that we've briefly touched on the topic of Kratom in the past, but with the FDA recently calling Kratom into question because of Club 13's super exclusive Salmonella flavored batch, we thought it was time to dedicate an entire episode to this miracle leaf. Also, we briefly discuss Zuckerbot's recent congressional hearing, and think about how jean/short hybrids came to be. This episode brought to you by Pacific Trail pants for dads, and TrueSwords.com.