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12 minutes | Jun 11, 2021
“Embedding Purpose Into The DNA Of Your Business” with Katie Burkhart of Matter7 & MatterPulse
Link To Guest Website: https://matter7.co/ & https://matterpulse.com/ Title: “Embedding Purpose Into The DNA Of Your Business” Guest: Katie Burkhart – Matter7 & MatterPulseInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to radio entrepreneurs. I’m Jonathan Freedman and our next guest up is Katie Burkhart. Katie’s the founder of Matter7 and Matter Pulse. Welcome to Radio Entrepreneurs. Katie (9s):Hi, thank you so much for having me. I’m excited to be here. Great. Jonathan (13s):Tell our listeners a little about your organizations and what it is that you do. Katie (17s):Absolutely. So I started my career rather early as a designer and I founded what is today mater seven. We are currently a boutique branding agency that builds purpose driven brands with our seven step process. We’re able to take you from core strategy all the way through launch. We also work with our clients to help them with things like impact storytelling, which I think is becoming an increasing need. And we’re very excited to get that out there doing that work. What I found was that many of our clients struggled to really make decisions against their core strategy and run an aligned organization, which as you might guess hurts not only their brand, but their business. Katie (60s):And after taking a step back, I ended up creating a system for how to run a purpose driven business and ultimately founded matter seven as a strategic agency to actually come in and help organizations embed purpose into the DNA of their business and really change the way they run to help make them more focused and more effective. Jonathan (1m 22s):Wow. So you’ve just given me a whole month full there in terms of how you provided. So you, so you’ve developed a process for walking companies through really developing purpose driven businesses. So is it, is that something that I starts from the top down and it gets woven and you talked about woven, weaving it into the DNA of a, of a company. And I would imagine that that’s a monumental lift to get the entire team on board. So can you give us a little insight into the process that you go through? Katie (1m 54s):Absolutely. That happens. So for us, it’s actually top down and bottom up, you know, you, while you can have something that all, you know, all of your stakeholders agree on. We like to say that decision by committee is typically ineffective, equally having leadership kind of mandate that this is just what it is, is most likely not going to get you the buy-in enthusiasm that you’re really looking for engaging, you know, your team or customers and, and any other stakeholders that you’re excited to have around this. So the way that we like to look at it, as we always start with, you know, a real deep dive into what’s here, unless we’re starting with a blank slate, which is incredibly rare, and whether you intended it or not, you’ve already started to determine who you are as a company, whether that’s as a brand or as a business for preferably in my mind, they are one in the same. Katie (2m 43s):We really try to understand what’s going on from those stakeholder perspectives. And we start with that core strategy, which is done with all their thoughts in mind. And we typically do in a working session with multiple stakeholders. It has to include the founder CEO executive director, because they ultimately have to own it as the leader at the end of the day. But we want to make sure that multiple perspectives, key perspectives are represented in that development. We do always work to test it out before we go any further, whether that’s building out the rest of their brand or sitting and saying, okay, how are we going to build this into your processes, systems, policies, and other things throughout your business. Jonathan (3m 21s):So Katie, what types of enterprises or organizations you’re working with? You know, I think a lot of people here develop my brand, build my brand and tell my story as a startup exercise that I’d imagine that’s not the case at all. You’re probably dealing with some established businesses that are either looking to refine their messaging and their brand and, or refine their perception in the marketplace and perhaps internally as well. So tell us a little bit about that. Katie (3m 49s):Yes. So we work with both for profit and nonprofit organizations. From our point of view, your legal tax structure is irrelevant to running an effective purpose driven business, but we do have a tendency to work with organizations that are at some growth inflection point, whatever that means to them. Maybe they’re a startup, that’s reached a more mature stage of funding. Maybe they’re an organization that’s been around 20 years and they’ve realized that they really need to relook at what they’re doing. It’s, it’s no longer producing the results that they’re looking for. And that’s usually when we get the call to say, Hey, we’re not really sure that what we’re doing is where we need to be. Or one of the main reasons we actually get the call is we’ve noticed that, you know, this department is doing one thing and this department’s doing another. Katie (4m 34s):And you know, our brand is not really very aligned, which is the word we get a lot. How do we get everybody on the same page? And that’s, that’s where we can be really helpful, whether you’re early in the game and you’re just growing so fast that that’s been difficult to do, or you’ve, you’ve reached a point in maturity where we can really look at that and in an all perfect honesty, sometimes those little later in the game clients, and we can be a little more effective because there’s just more to work with as far as your stakeholders and where they are and really understanding what value you deliver Jonathan (5m 3s):And what is the timetable for an engagement or to walk through the process. What does, what does that typically look like if there is a difficult, Katie (5m 12s):Well, we try to pretend there is, but it’s, it’s always a little different for each organization, depending on where, where they are. And we like to say, we’ll work with you until you get to something that everybody’s excited about for our brand build process. We always target 12 to 16 weeks, depending on the size of certain aspects of your brand, like your website. It may take us a little bit longer, but we work really hard not to make these like a multi-year adventure for matter of pulse where we’re really looking at going across your whole business and how do we really get this together? So there’s the initial work, which takes a similar amount of time, sometimes a couple of weeks longer, depending on the size of the organization and how many stakeholders we need to work with to really understand what’s going on as well as how complex are businesses. Katie (5m 56s):And then that one, we have a, to be involved to check in at different points, whether that’s quarterly, every six months annually, we work with the organization to figure out what’s fast, but we usually don’t come in and do it now, poofs your purpose driven. You’re done. It’s it’s ongoing work and never really ends, Jonathan (6m 14s):You know, just to understand fully does your process include once you’ve developed the, whether it’s text verbiage, I kinda, you know, imagery, whatever it is around the brand does that also include development of collateral and or websites, et cetera, all of that. Katie (6m 35s):So matter seven, we take you from that core strategy through your brand identity, we generally create an about video as part of our standard process or story-based video for your company or organization. We will write the content for design and build your website. And then we do a multi-tiered launch. We then have optional steps. Most of our clients include at least one of them, which is to work with your leader on their positioning and how that intersects with your purpose design. We’ve if you can design it, we’ve done something for some client at some point in time. And then photography. We do have some clients who ask for either new portraits or a totally new library of branded photos, which we can help with as well. Jonathan (7m 15s):Hmm. So it really a full scale full service agency in terms of execution as well. Yeah, that’s fascinating. Are you, are you seeing a shift over the course of the last year, 16 months as this pandemic has evolved in terms of companies being introspective or at least looking to try and reposition themselves? You know, obviously a lot of sectors have been tremendously impacted. Others have thrived tremendously. Has it, have you, have you seen some trends emerge over the course of the pandemic? Katie (7m 47s):You know, for us, we were somewhat fortunate that a lot of our clients were not in the, you know, grossly affected pool. So they were able to kind of take their course and with some adjustments keep moving forward, which was certainly good for us. Good for them. Good for the communities or customers that they serve. What we’ve seen is definitely an uptick in interest saying, oh, well, I, you know, I always wanted to run my business this way, or like, I’ve always thought we had a purpose. Cause like I was the founder and I put one here, but we’re starting to see a little bit more awareness, especially with the increase of remote that what was once kind of relegated to the land of osmosis that people would just pick it up because we’re here, isn’t going to work anymore. Katie (8m 28s):You really have to put the effort in to build it in documented, as we would say, embedded into what’s really going on versus leaving it to, I don’t want to say total chance, but leaving it to those happenstance opportunities that people are all going to be on this page, both strategically and aspirationally. Jonathan (8m 47s):Yeah. You know, it’s interesting. And you say woven into the DNA of the organization or, or being able to embed it in the DNA. In my experience, leaders or founders of organizations have a, a very myopic sort of perception of how, how, you know their view is, Hey, I know what everybody else knows it shouldn’t know. And, and, and what we’ve often said by day, we work as management consultants is just because you repeat it a thousand times doesn’t mean it, everybody else believes it or has, you know, embedded it within their DNA. And it takes incredible amounts of repetition and consistency to drive it. It’s just like training. You know, it’s not a one and done type of effort. Jonathan (9m 28s):And we’ve found that companies who adopt these things and make it part of their DNA and part of their lexicon within their organization can build their brands effectively and, and build that consistency across the whole organization. I’ve worked with some companies that have been using something as simple as the tagline, but using it consistently for 2, 3, 4, 5 years before, you know, going from senior level of the organization down through mid-level and down through rank and file. So to speak, people are finally starting to embrace it, to utilize it, but it takes a long time. Katie (10m 1s):Yes. And it’s one of those things that we have to work in our own education to be like, it’s not once in time, you know, you from brand building, which people are like, oh, I built the brand I’m done now. And we’re like, no, all the way to, you know, if you really want to embed this and change how you run your business, fundamentally, like it’s an every day thing that you need to be paying attention to, you know, taglines or guiding principles, or some people call them rallying cries can be helpful because that’s, you know, it’s short, it’s easy to remember. It’s easy to repeat, to make sure that people on the same page, we have one client who went that route, but it took them two years, three years to get everybody to get it. And it was sort of mind blowing that it took that long, but they’re a nonprofit with volunteers across the country. Katie (10m 43s):You know, they’re not following the same room every day. Right. You know, it, it requires some effort. We’ve also seen a lot and we put a lot around story, you know, does everybody know the strategic narrative? Can you all tell it because it’s something that people can access regardless of where they are in the company because humans understand stories. So how do we make sure we know how to tell the story and more importantly, make it relevant to each person? I think I couldn’t agree with more with your comment about the leader that you get that sort of Superman. Like I get it. So clearly everybody else does, you know, really thinking about like you get it because it’s your business and it’s relevant to you. How do you make sure that it’s relevant to the person and your sales team or the person in finance, you know, that they understand how, what they’re doing connects back. Jonathan (11m 26s):Absolutely great stuff. Our guests has been Katie Burkhart founder of matter seven and matter pulse where people want to reach out to you and talk about your process and your business and how you can help them. What’s the best way for them to reach out to them. Katie (11m 38s):The best way to get ahold of me is to find me on LinkedIn. I actually do respond to all of the message that I am sent. So please feel free to look me up by my name. There. You can find me I’m most likely wearing a black shirt on a white background so that it is really easy to find me part of brand Jonathan (11m 55s):Following the Steve jobs, mold, keep it simple, great stuff. Katie Burkhart, founder of matter seven and a matter of pulse. It’s been a pleasure having you on radio entrepreneurs. Thank you so much. And we’ll be right back with another segment on radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
12 minutes | Jun 10, 2021
“How Employers Can Utilize A Drug Test When Hiring” with Phil Sharkey of The Hire Authority
Link To Guest Website: https://hireauth.com/ Title: “How Employers Can Utilize A Drug Test When Hiring”Guest: Phil Sharkey – The Hire AuthorityInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Transcript will be available shortly… please check back soon. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
10 minutes | Jun 9, 2021
“What Employers & Employees Are Looking For In A Workplace Setup” w/ Marc Z of Marc Z Legal Staffing
Link To Guest Website: https://www.marczlegal.com/ Title: “What Employers & Employees Are Looking For In A Workplace Setup”Guest: Marc Zwetchkenbaum of Marc Z Legal StaffingInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to Radio Entrepreneurs. I’m Jonathan Freedman and our next guest up in the studio is Marc Z with another Marc Z Moment. Marc, welcome back as always to Radio Entrepreneurs. Marc (10s):Thanks, Jon. Great. Always to be here. Jonathan (13s):Well, you are always timely and topical with things you want to talk about. And as we reemerge as a society, as a Commonwealth, we’re going to talk about bringing people back to the office. So what are the challenges? What do you see going on? And I know it’s happening very quickly and the rest of the country, Massachusetts is opening up as well. So what do you see? Marc Z (35s):Well, first of all, as we’ve had these discussions in terms of, it seems like things seem to be happening quicker. Just like when the pandemic started, it was like this momentum to finally, we’ve got to, we’ve got to go on hold in terms of our society because of this pandemic is happening so quickly. Now the good news is with vaccinations. The whole timelines have changed a lot of companies and law firms. We’re in Oregon, all organizations of all kinds were thinking, okay, maybe in the fall, we can finally get people back or talk about it, or it could be into 2022. But as we’ve seen, a lot of this is happening quicker. Marc Z (1m 19s):Vaccinations are now available to everyone. You don’t need an appointment. It’s dropping you going to CVS, Walgreens drop in time. It’s no longer trying to go on a site that you get boxed out. So what’s happening or organizations and firms are rethinking the time clock and trying to get people back as early as the summer, as early as June and a lot of professionals, a lot of even staff, they really don’t want to come back as quickly. They hadn’t planned on this. They don’t know in terms of what arrangements they can make in terms of families that have childcare needs. Marc Z (2m 1s):So on one hand, if you pull employers, most employers would love to see everybody back. Full-time in the office, in the seat. So to speak, if you pulled employees like a lot of the polls have been doing, they want flexibility of some kind. Most of them are fine coming back in some way, but I think it’s like 5% to 8% of the employees want to come back. Full-time in the office. And so that’s a challenge. It’s a huge Jonathan (2m 37s):Challenge. And it’s a big paradigm shift in terms of how, how I think employers are going to have to deal with employees and, and policy acceptance and guidance, right? Marc Z (2m 47s):And one of the challenges is getting employees that want to come back vaccinated and who’s going to be the staff police we’ve talked in previous episodes. You can a health exception, or a religious exception to being vaccinated because employers technically can have a policy that people have to be vaccinated, but a lot of employers don’t want to enforce it. They want to use the carrot versus a stick approach. So employers are offering more sick days or, or vacation days or letting people come back. Once they’re vaccinated to take time where they can work from a lot of different remote locations, Google, apple, Oregon, a lot of organizations are giving incentives. Marc Z (3m 38s):Law firms are saying, you know what? You don’t have to come back right away. Let’s start with a day or two. And then we’ll build up to a certain point. And then we’ll still have some flexibility. Once you get vaccinated, we even have states giving incentives, you’ll enter the lottery, you’ll get lottery tickets, you’ll get a, a a hundred dollars gift certificate or bond, or even a American express or, or checked whatever, any kind of incentive. Now what’s interesting, John, we never talked about this, but in the fifties, when you had the polio vaccine, that there was a real polio epidemic, you had almost a hundred percent people getting vaccinated. Marc Z (4m 25s):They wanted to get vaccinated. They were like, sign me up. Whatever. Now I think it’s political. It’s just in terms of freedoms. I think it’s technology, but you’re not going to get that and we’re not going to get that herd mentality. So it’s the challenge that that’s really two extremes. Jonathan (4m 46s):Well, it’s a challenge on multiple fronts. I mean, I agree with you wholeheartedly. We’re not going to get anywhere near what experts, tell us your herd immunity, 75, 80%, whatever that is. But I think there’s multiple levels to it. One is this notion of, if you’re vaccinated, you don’t need to wear a mask and need to come into work. You don’t need to provide any proof that you’ve been vaccinated. So everything is now on an honor system. And we know that, you know, take any slice, take a conservative number, 10% of the people never tell the truth, right? So, you know, what do we do with that? It’s that sense? And I think all of us have probably been faced on some level. I traveled a little bit outside of the area last week and the world is open. Jonathan (5m 26s):You know, the virtually nobody in Southern states, or I shouldn’t say virtually nobody, but very few people are wearing masks. And I can tell you that it’s, it’s a culture shock for people from the Northeast. I was walking around Massachusetts yesterday and found many people wearing masks in public when we don’t have a public mask ordinance anymore. So we’re going to have this huge dichotomy of people who believe in masks and will wear them perhaps for a long time. And it’s got real implications because now you’ve got people stepping into an office environment, wearing a mask, and you’re looking at them saying, is that person not vaccinated? You know, why are they wearing a mask? And it’s that hesitancy to remove the mask. So I, you know, I think, I guess some of the conclusions, and I’d like your opinion in terms of where employers go is, you’ve got to listen to employees, you’ve got to hear them out. Jonathan (6m 9s):You’ve got to hear what their feelings are and what their, their concerns and fears are. I think what we’ve established is there was a hesitancy to wear masks. Now we’ve got people that are wearing masks that are going to be hesitant to remove their masks. And, and now the flip side is that as I just alluded to you have people inferring all kinds of things because people are either wearing masks or not wearing masks. Are they, are they not vaccinated? Can I get near them? Can I sit in a conference room with them? So I, I think organizations are going to be up against that fine line of disclosing personal health information and running an organization where people are open and honest and feel comfortable. And I think that’s going to present a lot of uncertainty and a lot of gray over the foreseeable future, right? Marc Z (6m 54s):No, I, I agree with you. And I think in the end of the day, as you say, employers have to listen to their employees, it can’t be, you’re going to have to do this. You’re going to have to do that. It’s gotta be a collaborative effort because you’re looking long-term, for example, we’re, we’re finding for 95% of our clients, they’re, they’re taking a long-term vision. So they’re, they’re going with the hybrid mode. They really want to have people in their seats, but they’re like we understand. And you know what, it’s, it’s shown through the working remote process that people can work from home, but at the same time, we really need the collaborative process side. Marc Z (7m 37s):So if you can come up with that balance, understanding like you can’t dictate because it’s not going to be good for long-term collaboration, then that will Jonathan (7m 48s):Work. Yeah. I, I tend to agree. And I think that hybrid model is here to stay. I think that, you know, employers have to provide the, the means and the capability to bring people together, but also to, to allow the remote work. You know, I think it’s a multifaceted, you know, where we’re sitting in an empty office space. At some point, you look at it and you say, wow, you know, it’s like a sporting event ticket from last week. It doesn’t do us a lot of good right. Get on. So sitting with empty office space suddenly look at and say, if people aren’t coming back, what are we going to do? So I think we’ve got, we’ve got to get ourselves through multiple hurdles, but the bottom line here is, is communication listening. And, and, and I think a key word coming out of this pandemic is flexibility. Jonathan (8m 30s):We’ve all learned to pivot. We’ve got to pivot, you know, we’re going to face a lot. A lot of organizations, a lot of leaders are going to be facing things they’ve never felt faced before. And I think it gets really sticky when it gets into health, because of all the protections and HIPAA and disclosures and whether or not you can ask people these questions and whether people want to disclose it. I found in general that most people are happy to disclose that they’ve vaccinated, but I suspect that we’re also going to come up against people that are not willing to be vaccinated and not willing to disclose whether or not they are. So that takes us back to the gray area. So, correct. Jonathan (9m 9s):All good as always mark topical timely, you know, thinking about what the future holds for employers and offering guidance and suggestions, great stuff. This has been a mark Z moment, a market people want to reach out and talk to you about either staffing or other employment related issues. What’s the best way for them to reach you? Marc Z (9m 26s):Well, Jon, first of all, just Google Marc Z,- M A R C and the letter Z and we’ll come right up, or go to MarcZlegal.com, M a R C Z L E G A l .com or six one seven three three eight one 300. Jonathan (9m 41s):You’ve been listening to Radio Entrepreneurs and we’ll be right back with another segment on Radio Entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
14 minutes | Jun 8, 2021
“Taking On A New CFO Role Of A Food Company During Covid-19” with Kourtney Corcoran of Concord Foods
Link To Guest Website: https://www.concordfoods.com/ Title: “Taking On A New CFO Role Of A Food Company During Covid-19”Guest: Kourtney Corcoran – Concord FoodsInterviewers: Evan Macedo – Sapers & Wallack / FEI Boston & Nathan Gobes – Radio Entrepreneurs Click here to read the transcript Nathan (1s):Welcome back to Radio Entrepreneurs, I’m producer Nathan Gobes, filling in for Jeffrey Davis this morning. I want to thank all our listeners for joining. We’ve had over 8,000 guests and counting on the show and we’re excited for our next one today. But today is a segment sponsored by one of our great partners, FEI Boston – financial executives international, which means that my co-host for this segment is Evan Macedo, VP of finance and operations at Sapers & Wallack. Welcome Evan. Evan (27s):Hi Nathan. It’s a pleasure to be back on your show. I always have a lot of fun and I know we always have fantastic guests. Nathan (36s):Yes. And as you said, we’ve got another fantastic guests right here. We’ve got Kourtney Corcoran, CFO of Concord foods. Welcome Kourtney. So Kourtney (44s):Thank you Nathan, and it’s good to be here today. Nathan (48s):Yup. So a tell our listeners who are not familiar about Concord foods. I know you’ve been on the show before, but there was a little while ago. So to give us a little background on Concord foods and you know, some of the industry’s the segments that you guys are a in. Kourtney (1m 2s):Yeah, absolutely. So we are a food manufacturer located in Brockton, mass. We sell all over the United States and we’re really in three business segments. So we’re in retail, we’re in industrial and we are in food service. So if you, if you go in to retail, you would find us in the produce section. So banana bran, blueberry mix, apple Kratos, those all go with a certain produce that you would bake with. So, you know, you’ll say the banana brand with the bananas, the apple Chris’ with the Apple’s, the blueberry muffin mix with the blueberries. Kourtney (1m 44s):We also sell a lemon and lime juice in the produce section. And I multiple selection of different spices like guacamole, salsa, hollandaise sauce. So that’s where you can find us in retail. Find the, in the industrial segment, we provide Carmel mocha, pumpkin, all different flavorings and, and Carmel itself to M national chains again, across the country. And then food service. As we, we do distribute through some of the larger broadliners liners, like Sysco, us foods, Gordon food service. Kourtney (2m 26s):But we also, you know, we sell to the up and down the street, mom and pop ice cream shops. We sell flavorings and variegates, and then we also do breadings like clam fry mix or food service restaurants and hospitality. 1 (2m 45s):Well, that’s a, that’s fantastic. I know you guys work really hard. Ah, and I know my favorite is the banana bread. I’m a big fan of that. I’ve had that many times and a, I always think of you now, every time I opened up a have it to make them, I want to ask you if you started your role last year in the middle of the pandemic, actually at the beginning of the pandemic, that must have been beyond that challenging. Probably not. Well, you were expecting a, what were, what was it like starting a new role as a CFO of a problem that a company and this area in, you know, what challenges did you have to kind of overcome to help lead your organization throughout the year? 1 (3m 29s):So, Kourtney (3m 29s):So really, you know, the biggest thing was getting up to speed as quickly as possible regarding the business while at the same time managing through the unknown. So, you know, it was an uncertain time, both globally and nationally. What I was coming up to speed on the business. There were so many things changing in the business at the same time. So our trends were changing. So folks hear that we’re, you know, seasoned leaders and the folks in the plant across our supply chain, you know, they were reacting to the COVID changes as well. So trying to help me get up to speed while also running the business in that chaotic time was, was challenging, but it was also a really fun, 1 (4m 20s):I bet, in a, in a Nathan and I a I’ll let you go next. Nathan (4m 26s):Sure, sure. I mean, you must have some pretty extensive experience, a dealing with issues related to staffing your facilities and shipping the products across the country. Was there anything special you did, you had to do to make sure that your team stayed motivated throughout this year and you know, and ensured your, that the products arrived at their destinations on time. Kourtney (4m 46s):And you know what I would say the biggest thing was communication. It really was. He, you know, starting at the senior leadership level, keeping everybody updated as to what was happening in the supply chain, what was happening in manufacturing, what was happening on the sales side, so that then the leaders could communicate to their teams to make sure that we were all on the same page with, you know, what needed to get done so well, you know, what forecasts need to change? What needs to change from, you know, a buying raw materials standpoint, what lead time’s needed to change, but we’re really, you know, to me, it was all about communication. Kourtney (5m 30s):And I also think that that helped motivate people and keep people positive because we were talking about the changes in the business. We were talking about how COVID has impacted our business. And so they felt really comfortable that we were sharing that 1 (5m 48s):Great. And I’m hoping for everybody to save that COVID will be a, just a time of the past, sooner rather than later I’m and, you know, looking forward to this next year, you know what we should be, hopefully be coming out of this pandemic restaurants should be opening up. We can all go out in a way, maybe have some sort of normal normalcy back in our lives from a, from your perspective, where are you looking to spend your time and your attention as you navigate your company over this next a, this next year. Thank you. Kourtney (6m 23s):So really with everything that’s happened, so many things have changed in the market since the onset of golden. So the really, we need to focus on continuing to drive sales and, and really, you know, take advantage of the upstream trends as the country starts to reopen. So, you know, you look back at ourselves from the last year, right? And, you know, industrial and food service really impacted while retail really Serge. But at the same time, you know, we need to make sure that there’s probably going to be a big piece of business, meaning incremental business, even over 2019 to take advantage of, as people start to go back to the restaurants were they haven’t been there for a year. Kourtney (7m 15s):The other thing really is focusing on labor. I think that’s another issue that’s come up with really, since COVID, there’s been a lot of changes, the labor market is really tight. So we’re really focusing on, you know, how do we best attract folks to work and our company, and then how do we onboard them? How do we keep them here? That’s, that’s really a, a large focus of ours. And then the other big thing is really managing costs as the supply chain Titans. So, you know, we’re, we’re amidst a transportation crisis right now and, you know, costs are going up they’re which increases costs on raw materials. Kourtney (8m 5s):And then, you know, when those things start to change, it does start to filter into your business. So we’re doing, you know, whatever we can to just continue to look at continuous cycles of improvement and really utilize that to impact to our cost structure. 1 (8m 25s):Yeah, absolutely. And a to follow up with that too, you know, I wanted to hear a little bit about what, what is an ideal client for Concord foods look, look like for any of the listener’s that might be listening to this, ah, and hearing your interview? Kourtney (8m 42s):Well, what, what they look like is, you know, someone that wants to go into the retail supermarket, go in there and get our great product. So like Evan said, the banana bread was favorite. I like the apple crisp myself that I really like all of the things that we sell, including our Carmel wraps, we’re actually going to also be coming out of. We just came out with bringing back the rappels. So anyone that wants to go into the retail market I’m and by those things, there aren’t a client. We also, you know, we manufacturer, as I mentioned before, all sorts of, you know, Karmel mocha, pumpkin, ginger bread, all sorts of flavorings. Kourtney (9m 31s):So, you know, any, customer’s such as, you know, a honey do or a Duncan or a Starbucks or any of those big names, they would be folks that we would want to attract as well. And I’m also, you know, as these restaurants get you back up and running anybody that, you know, the ones that I can think of off the top of my head, where we’re going into the season, our folks that want to do, you know, clam fry or, you know, fish and chips or any kind of batters. So, so those were the folks that were really, you know, looking forward to as our customers. 1 (10m 10s):Well, I a, I imagine you’re going to be plenty busy as soon as a, these restaurants start opening up, which will be good for a good for everybody. A I know a lot of people probably look up to you, ah, as a leader of your company in is probably a lot of people listening to this that also look up to you. And I wanted to ask as well as a leader of your company and somebody that has been in the business a for quite some time, do you have any experience for any of our listeners and how to navigate it, say you’re in a CFO position over the course of this next year? Kourtney (10m 45s):Absolutely. So first I would say a really important piece of that would be to develop the roadmap. So look in what are the critical few things that need to get done from now until the end of the year, then step back and really work with the team to figure out, you know, what are the M tactics or a strategic measures that need to take place to get those things done and then really communicate it. So make sure that everybody in the organization knows what their role is in how they’re going to contribute to reaching those goals for the balance of the year. The other thing that I think is just really important specifically for this year is to really stay on top of the changes in the market. Kourtney (11m 31s):So you mentioned before Labour, you know, this is probably not one person listening to this, that isn’t facing the tightening market one labor. And so I would say, just watch and see what other folks are doing. You know, the Amazon just came out with raising the wage to $17 an hour and giving a thousand signing bonuses and a triple D came out with something where they’re raising their hiring rate of $15 and hour. So I think people need to look at what some of the other leaders in the industry are doing to figure out what some of those strategies might be. Nathan (12m 14s):Well, thank you, Courtney. That’s great insight and advice for a, for our audience. This has been a wonderful conversation. I know I’m hungry just a after this whole, this whole chat, Evan and I are going to go out and pick up some, some apple crisp one banana bread. Mmm. But if a listeners or viewers want to get in touch with you or find out more about conquered foods, what’s the best way for them to do that? Kourtney (12m 34s):Yeah. So our website is Concord foods.com M I am available like K email@example.com. And I would welcome any questions or any networking from the skull. Nathan (12m 50s):Thank you. And a Evan is people want to get in touch with you, find out more about Cyprus and Wallach or FEI. What’s the best way for them to reach you. 1 (12m 57s):Great. Well, a, if you want to get in touch with me, as Nathan said at the beginning, I’m the vice president of finance and operations for Sapeurs and Wallach, a boutique financial advisory firm in Newton mass. A you can go to our website, which is Sapeurs hyphen wallet.com. Ah, and we’d love to speak with you a additionally, this is an FBI segment show. So I want to just say, if you’re trying to get in touch with FEI FEI as a premier Sr financial executive networking group and Boston, they have over four to 500 members, a just in this area in their national, you can check them out at FEI, boston.com. Nathan (13m 38s):Thank you, Evan. A it’s great to have you on the show. I know that we’ll be doing some more segments soon and Courtney, hopefully speak to you soon again. As 2020 continues to roll out and a, we bring you back for updates. Kourtney (13m 49s):Thank you both for having me on the show. Thank you. Nathan (13m 53s):And we’ll be back with more stories on Radio Entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
12 minutes | Jun 4, 2021
“Leading Citrin Cooperman’s Outsourced CFO Services Line” With Connie Wright of Citrin Cooperman
Link To Guest Website: https://www.citrincooperman.com/ Title: “Leading Citrin Cooperman’s Outsourced CFO Services Line”Guest: Connie Wright – Citrin CoopermanInterviewers: Nathan Gobes – Radio Entrepreneurs & Evan Macedo – Sapers & Wallack / FEI Boston Click here to read the transcript Nathan (0s):Welcome back to Radio Entrepreneurs. I’m a producer, Nathan Gobes filling in for Jeffrey Davis this morning. I want to thank all our listeners and viewers for joining us. We’ve had a over 8,000 guests on the show and counting, and this is the segment in a partnership with FEI Boston, financial executives international, which means my co-host is the one and only Evan Macedo of Sapers & Wallack. Welcome Evan. Evan (24s):Thank you, Nathan. It is always a pleasure to be here. I love all of the entrepreneurs stories we do, and we have another guest here. Nathan (34s):Not just any other guest though. We have a Connie Wright, partner at Citrin Cooperman. Welcome Connie. Connie (41s):Hi, glad to be here. Evan (44s):It’s a pleasure. They have you here and Nathan, she is just not a partner at Citrin Cooperman. Citrin Cooperman is also a partner of FEI. So I just want to hear from you Connie, how FEI is going and how the partnership has been? Connie (1m 1s):So I have known FEI in one shape or the other from his 20 years. And I love the partnership. It’s been able to allow me to interact with FEI members and do some networking, both to their benefit and to my benefit. And they have great programs. If you haven’t participated or gone to any of the speaker programs, a highly recommended, there is some, some great topic that space and discuss. I am a raving fandom. FEI is you can’t tell Evan (1m 35s):Me if you can’t tell him by my logo up here, I’m also a fan. And we also get a lot out of it at Sapers & Wallack as well. Now Connie for our listeners out there that maybe are not familiar with Citrin Cooperman, can you kind of give a quick, a brief overview of what you guys do? Connie (1m 54s):So the firm is a full service public accounting firms, so audits tax, and a variety of consulting. And we are a national firm and have a international partnership that we have offices throughout the country. So it’s set up and coming from about five years ago was not a national affirm. So it’s been growing a, but both organically and by acquisitions. So it’s been a lot of fun to be a part of them. And then I had a service group to them. Nathan (2m 28s):Yeah. I heard that you started your role last December or December of last year. Excuse me. I’m wondering how that’s going and what your focuses are for 2021. Connie (2m 37s):Sure. So not a stranger to a providing the service, outsource accounting, finance to companies, but I joined such a cute in, in December. And I have to say it’s been a blast. It’s a great collegial collaborative group of people. And while I’m responsible for the new England practice, we’re doing my work and I have clients all over the country. A lot of them are startups and emerging, and some of them were the entire back office. Others. We are a fractional doing a special projects and other work. Connie (3m 18s):And I like to say, I’m a recovering CPA. I’ve spent most of my life, either in public accounting or consulting. I’m doing the sort of work. Evan (3m 30s):And I a S I hear you, you know, you have clients all over the country, a, which is great to hear that your business is growing. I wanna hear it a little bit more detail on what actually makes an ideal client for you. Like where do you find the client? And you’re like, wow, I really, I really can help them out. Connie (3m 49s):Yeah. So our clients, a lot of ’em are startups in a merging. And so in a startup, in an emerging environment, a they don’t need a back office 24 seven, but they need the talent of a CFO. It could be a capital raise or just the strategy of, of, of a cashflow and burn to a larger companies that have a back office, but there’s a skillset missing. We do a special accounting and finance project. So I get a chance to do a lot of my curious living with my clients. And a lot of them are, I have a problem. They want solved in, of course, it’s fine to get in their, but others are simply saying, I know something’s missing and we can go in and give them a quick, a assessment and determine that maybe they’re not using technology to its fullest, that could be more streamlined. Connie (4m 47s):They might have vulnerabilities, or they just aren’t getting the kind of a management information to run the, from that they need ’em they might not know a, what is the product’s, you know, what are the margins on their products? And, and, and what’s, what’s selling and what is it? So it it’s so multifaceted. I have a couple of fun clients, cryptocurrency, if you want to go dumpster diving with me and learn all about that. And then I have a plain vanilla manufacturing, a solid been around for 20, 30 years. If they know they want to be strategic Evan (5m 28s):In, in Connie a I realized that the dumpster diving comment, that’s, that’s pretty funny. So this is, what would you say are some of the, the, the, the top you, no one to three, a day challenges that you keep finding your clients are running into again and again. Connie (5m 48s):So they’re not getting their financials in a timely fashion. And that usually means they’re either not using technology or they haven’t streamline how they are processing information. And so therefore, you know, it’s 15 working days after the month end close and, and they still will have the information. They aren’t getting the strategic information they need. So they really don’t. They, they have my gut and understanding of their business. They haven’t validated their gut. And sometimes when we present the number’s to them, we are showing them information that they didn’t know. Connie (6m 33s):Other times were validated. Some of our clients were doing M and a prep for them. So we’re getting them ready for acquisition. And it’s a really good to do the exercise well in advance of when you want to get acquired, as opposed to at that moment, but we can help them understand what are the key levers in their business and, and what they wanna focus on, and that how to effectively describe the things that might not be going so great, but aren’t necessarily a bad components of their business. But I like to say the answer more questions, and you ask when you present information. So that helps me. Nathan (7m 13s):Yeah. So you’re, you’re going into some of the aspects of our next question for you, which is, you know, what are you of any advice for listeners that are considering bringing in a outsource CFO? You know, some things that you wish a, that the businesses might know before going into this, a common misconceptions, anything like that? Connie (7m 35s):Well, I’ll start with a common misconceptions, and it’s actually cheaper to have somebody on a fractional basis than a full-time basis. And particularly when you are at a certain size, you may think you don’t need that talent, but I have failed that CFOs. And, and this is a plug for FEI, which has a lot of CFOs and its organization are worth her weight and gold. A, a CFO can improve your back office, provide you with strategic management information. Connie (8m 20s):And they also are individual that can evaluate risk companies, have risks by the nature of their business they’re in and how they built the business. So I would say it’s by definition and by design. And if you haven’t taken a look at what that risk is, you can be caught really flat-footed a lately. We’ve seen the huge increase in cyberspace, a security risk, and hackers. And there’s some really easy things you can do. And the CFO can help you identify that gets you to the experts and prevent that they’re going to help you manage your cash. So they are going to help you make, I always say every decision you make has an equal and opposite a impact. Connie (9m 8s):So if you make an accurate decision or you may have inadvertently made a passive decision, you were unaware of the CFL can help you understand. They can sit down and work with you on a budget and to talk about what your goals are, and then help you keep that and targeted or have of the adult conversation, time to pivot. We need to move away from there. So I just, there’s so much value in having that skillset and talent available to Evan (9m 35s):You. Hmm. Well, that is a, that was fantastic. I know we’re getting to the end of our time for our show over here, Connie, you have been a phenomenal guests. Thank you so much for joining us, offer anybody out there. Who’s listening. If they want to get in touch with you, they want to ask you questions to see if you are, you are right fit for them. How did they contact you? Well, Connie (9m 56s):My name is honor our website. So Citrin cooperman.com, but it’s really easy nomenclature email C as in my first letter, Connie and Wright, w R I G H T, that Citrin cooperman.com. And I’m on LinkedIn. I am on the FEI membership. So if you’re an FBI member and I think that that should cover it. Nathan (10m 26s):Okay, great. And a, of course, Evan, if people want to get in touch with you, you find, find out more about the safest and Wallach or FEI Boston, one of the best ways to reach you Evan (10m 37s):A while. That’s really easy. So if you want to get in touch with me at say prison wallet, a you can just go to Sapers hyphen wallet.com and just go right through our contact page. You will find myself and all of that. All of our other advisors, we are a boutique financial advisory and employee benefits firm in the heart of Newton mass. And I know that we’d love to help you guys out, and they had anybody else that, that needs some of our services. A additionally, since this is an FYI segment, FEI is the premier a financial, a senior financial executive M organization, and Boston, as Connie was mentioning earlier, there’s fantastic networking events in a really good chance to kind of increase your knowledge in your field as well as me, some fantastic people. Evan (11m 25s):So you can check us out at the FBI, boston.org, a you can see the list of events and how to contact us and how to become a member. Nathan (11m 35s):Thank you. Thank you, Evan. And thank you, Connie, for, for joining us on the show. We hope you’ll come back in the future to give us updates. Connie (11m 43s):A lot of fun things you so much. Nathan (11m 45s):Thanks. Want to remind everyone, this is Radio Entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
12 minutes | Jun 3, 2021
“How To Prevent Unauthorized Resales Of Your Products Online” with Tom McNulty of Lando & Anastasi
Link To Guest Website: https://www.lalaw.com/ Title: “How To Prevent Unauthorized Resales Of Your Products Online”Guest: Tom McNulty of Lando & AnastasiInterviewer: Nathan Gobes – Radio Entrepreneurs Click here to read the transcript Nathan (1s):Welcome back to Radio Entrepreneurs. I’m producer Nathan, Gobes filling in for Jeffrey Davis this morning. I want to thank everyone for tuning in and listening. We’ve had over 8,000 guests on the show and counting, but up next we’ve got a returning guests – one of our regulars, Tom McNulty of Lando & Anastasi. Welcome Tom. Tom (23s):Thanks a lot. Nathan (24s):Always good to have you here to talk about IP and trademark litigation and issues that business owners face related to all of that. So why don’t you tell us what you want to talk about today? Tom (37s):Okay. Today I kind of wanted to talk about you know, there’s been obviously over the last 10 years or so and explosion of online sales, entities like Alibaba, Amazon, eBay, things like that. And one of the things that I’ve seen in looking at a intellectual property litigation, a Massachusetts is some sort of a growth of a lot of suits that surround the sail of, of, of trademarks stuff, trademark goods that are actually made by the trademark owner, but the sales are not authorized. And what you could do to prevent the unauthorized sail of, of your goods online. You know, there’s a number of reasons you may want to do this. Unauthorized resellers may have a, they may undercut your seller’s pricing. Tom (1m 18s):They may offer a shoddy service and lead to negative reviews. They a, you know, obviously whatever, whatever it is, that there are up to his, out of your control. And as the owner, you know, you want to, you want to maintain as much control as you can. A one of the problems that people face and entities face when trying to deal with this sort of thing is a trademark law. There’s a doctor is known as the first sale doctrine that basically says once the trademark owner cells is a good bearing, the trademark, they lose control of that. Good. And they can’t prevent its resale that can’t prevent it’s the use. And the can’t prevent the use of the trademark name a and association with it. Tom (2m 0s):I’m. And the idea is, you know, a trademark law is at least a theoretically as intended to prevent to customer confusion. And how can the customer is to be confused if they’re actually buying an authentic, you know, made by the owner. Good. But unfortunately there is an exception that is, that is not super hard to, to come by. And that is the first sale. It’s a, the first sale doctrine does not apply when there is a material difference between the good that you’re being sold than the good that you’ve the trademark or a oner. Mmm Mmm. Excuse me. The difference is the difference is considered material. If it’s something that would influence a, a purchasing decision by a customer and the courts have interpreted material differences is fairly broadly. Tom (2m 47s):It doesn’t have to be all that much of a difference. Material differences can include obviously physical things. There have been cases, differences, and battery life M differences and the makeup or the variety or the composition of the product or the formulation. We’re a blended product, M alterations in the packaging removal of, you know, a reference number of SKU’s barcodes, a have been found a, to be sufficient M differences and packaged shape, and the labels M differences and language, for example, differences of alterations of warring labels or changes the warning labels I’m. Tom (3m 28s):And you run into this a lot like with electronic goods, because a, one of the, one of the frequent ways that these aren’t authorized sales so occur is purchasing of products that are intended for like the European market. For example, that run on it in a different voltage system than American products. They’re also non-physical material differences. And this is probably the one that it’s easiest to come by you as a, as a cellar or as a, as a, as a trademark holder changes to the operator. Manuels changes to the service plans, a availability or an availability of warranty, coverage of exchange coverage, excuse me, and, and differences and quality control have all been found sufficient too, to take you out of the material differences. Tom (4m 12s):I mean, to take you out of the first sale realm. And so one of the ways that you can structure your business too, to at least be able to go after these people and, and stop their sales is to set up a, sort of a, a contractual agreement with a reseller so that, you know, basically a stable of authorized resellers, you know, provide them with some training, provide them with a requirements that they only sell to end-users that not ReCell to other sellers. And then do things like limit warranty coverage to only sales from authorized resellers, a limit Exchange’s to only a, those from authorized resellers. Tom (4m 57s):And that, that gives you a sufficient grounds to a, to go after some of these companies, excuse me, and a, and, and stop there, stop to resale of your stuff. A it also a potential gives you another claim. If you file a lawsuit in that a if you have a contract with your, with your authorized sellers, that they not sell to other sellers, and they do, you can go after the ultimate, you know, trademark infringer, all. So for a tortious interference with a, with your contractual relations, with your, with your authorized resellers. Nathan (5m 30s):Interesting. I do know a little bit about this and, and that, so I come from a background in the camera industry, and I know that these kinds of issues are often prevalent in that industry, you know, camera’s or a high price items. Yeah. The, the, the, the part that you mentioned about being resold in different markets, you know, EU Asia being resoled in the us, you know, it is, is sometimes is a big issue. I think they call that the gray market rather than a black market, they call that gray market. How, how easy is it for a business owner to, to, to get results on a, on filing these claims against these kinds of people? You know, at least in my mind, you have to expect that. Nathan (6m 10s):Or I, I would expect that a lot of these resellers are, you know, their hiding somewhere online, you know, they, they don’t necessarily have as much of a physical entity as a normal business, my end. So how do you go after these people? Tom (6m 24s):Yeah, you’re correct. On all of those things. Couple of things that helped in that M one of the, is one of the tricks with going after these sort of anonymous online entities is finding someplace to serve a complaint on them. And of course he has become much more open to allowing service through like the Amazon email service or the E-bay, you know, contact a point. So that makes it a little bit easier to get the suit, you know, actually kicked off, excuse me, and initiated. And a, one of the things you’d typically see, ah, there’s a company and Massachusetts are, I shouldn’t say in Massachusetts, they’re not a Massachusetts company, but there’s a company called the Echobee that makes a smart thermostats kind of home control is things like that, that his bread at this point 13 and 14 different suit’s of this nature and Massachusets over the last, I dunno, two years or so I’m and have the one’s, I’ve looked at a there’s there’s one that is still pending. Tom (7m 24s):There is one that has settled and in all of the rest that we’re able to get a default judgment, which means the other side didn’t appear. And, and, you know, a default judgment is fine, but a but the key factor is they were able to get a permanent injunction, which, you know, when the defendant doesn’t appear, the court does still have to look at the complainant and determined whether or not there is sort of sufficient factual allegations that would support her and injunction. So basically they’re getting it. And they’re, they’re a basis was almost entirely on the unavailability of the warranty service, so that the courts, and it’s a number of different judges, Massachusets that have dealt with these, and all of them have determined that they have a, that’s a sufficient, a material difference is to bring this into that area. Tom (8m 9s):You know, you do see this in the electronics Rome a lot, and I’m sort of, I’m not sure if that’s because that’s a more relevant or more, more prevalent a area where this takes place, or, but just so happens that they tended to have their business structures already in place that, that enabled us to bring these kinds of complaints. But it’s basically like it’s applicable to anything, you know, whether there’s price differentiation, if you’re selling goods in America for more than, and other countries, you know, <inaudible> where the, the prophet from a, a great market kind of a situation is the other one is you’ll sometimes you run into this and you’ll have one of your authorized resellers will go bankrupt. Tom (8m 52s):And a whatever inventory they have is liquidated and just pops up on that. And you know, this, so the main area is I’ve seen it, it’s electronics. I’ve seen some cases involving like dietary supplements wear the formulations might’ve been different, or the quality control wasn’t there. You know, if you have something that needs to be stored at a particular temperature, you don’t want somebody out there to do and how he knows what and selling it under your name. M so those are the kind of the areas that I’ve really a scene, the most action, a, you know, with these types of cases. Nathan (9m 26s):So given the courts, a Ken, the courts get a, you know, Amazon or eBay or whoever too, to shut down these, these resellers. Tom (9m 34s):Yeah. Once you’ve got the injunction, you can go to, you can go to the, the, the different to online marketplaces, ah, and use that as leverage to shut them down. I’m the other thing that does make it somewhat advantageous these days is sometimes within the last, I want to say the last year, but fairly recently, Amazon has started making it a, more of a requirement that the actual selling entity B identifiable. Umm, so it’s a, it’s a little, at least on Amazon, it’s a little bit harder to be purely anonymous, you know? So, so that sort of works in your favor to say these are not necessarily suit’s that you’re going to make a lot of money on because you still have to try to collect a right. Tom (10m 14s):But, but getting the injunction and then getting the, a, the online market place to take some action, it’s becoming a little bit easier to do, you know, a lot of these, a lot of the online entities are taking, this is fairly seriously themselves. They’re not looking, you know, Amazon, it doesn’t do Amazon any good for you to buy stuff on Amazon and be unhappy with it because it’s because it’s a, an improper sail. So the they’ve got an interested in sort of helping out with this two and they’re sort of doing what they can. So Nathan (10m 42s):Yeah. And I can imagine, even though there may not be a lot of monetary gain to be able to be had from these cases, there’s a preventative, monetary loss do to sales, to, you know, on authorized resellers instead of, you know, the, the proper to Tom (10m 55s):Yeah. Well, I certainly think there’s the monetary loss, but I think probably the biggest factor that would drive you to do this is protection of your reputation. You know, one of, one of the ways that you discover that people who are doing this is you start getting negative reviews on your legit Amazon page. And you wonder, geez, I don’t recall. So, and to that person or I don’t recall having, so that’s one of the ways that you will typically first discover this is taking place. Nathan (11m 20s):That makes sense. That makes sense with Tom. That’s a very interesting conversation and I’m sure is something that we’ll continue to develop as our world gets a more interconnected and online sales continue to grow a business. Owner’s a individual’s listeners and viewers want to get in touch with you, find out more about this topic, how a landowner Anasazi can help them or any other, a IP or a trademark questions. How could they reach you Tom (11m 44s):A well, they can get to our website. It’s www.la la.com of all things. A and they’d get me a individually. Didn’t get me a, a T K firstname.lastname@example.org. Nathan (11m 57s):Great. I want to thank you for coming back. Tom (11m 60s):Oh yeah, go ahead. If you could edit that one differently it’s team, McNaulty a LAlaw.com okay. Nathan (12m 5s):Sure. You want to thank you for a fur returning to Radio Entrepreneurs that we always love having you on and look forward to having you back on the show. Thank you and remind everyone. This is Radio Entrepreneurs. All right, let me. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
11 minutes | Jun 2, 2021
“Money Education For All Parts Of A Financial Journey” with Jennifer Sahady of Master Money
Link To Guest Website: https://www.jennifersahady.com/ Title: “Money Education For All Parts Of A Financial Journey”Guest: Jennifer Sahady – Master MoneyInterviewer: Jeffrey Davis – MAGE LLC Click here to read the transcript Jeffrey (0s):Well, hello everybody. And welcome back to Radio Entrepreneurs. I don’t know if everybody has missed me during my absence. A I was working on my book, the new edition of my book, the 24 hour turnaround and other client activities. And I took a little bit of a hiatus from Radio Entrepreneurs, And I want to thank Jonathan Freedman who probably did better than I did stepping in for me and playing host for Radio Entrepreneurs. A Jon is a more than inadequate required replacement. He may be a superior replacement. Our next guest, I don’t want to take too much time, is Jennifer Sahady CEO of master money. Welcome. Jennifer (40s):Thank you so much. Jeffrey (41s):A welcome tell us about master money. Jennifer (45s):So, so I started a consulting company to focus specifically on financial education. There are plenty of businesses that serve the financial market, and I found an all of my time and finance, but there is this huge gap of education. So I’m trying to help people learn how to master their money so that their money stops mastering them. So Jeffrey (1m 7s):Is this on a personal level or a corporate level? Jennifer (1m 11s):It’s actually on both. So my experience is at corporate and personal self. In the past, I worked as an education consultant for a retirement companies. So I would go in to any company that has a 401k plan or a four oh three B or four 57. And I would help people better understand how to save for retirement, but I realize that retirement is really the end of the financial journey, but you have to start it early, but first there are so many other things that you need to understand. So I found myself trying to fill the gaps and teach people how to have the money, to put money away for retirement and how to have emergency accounts. And he had has a better control over a savings and spending because it’s very, very easy to just fall into the inertia of marketing and sales. Jennifer (1m 56s):In fact, all of the best behavioral finance that scientists are working for a sales and marketing companies. So the average consumer doesn’t realize the force that is against them when it comes to controlling their own money. Jeffrey (2m 10s):Well, you know, I’m a big supporter of what you said. And I used to have a client a that did it, financial education for a stat for its employees, a blue collar employees. And they found that it was the best training they ever did because most of them didn’t know how to balance their checkbooks. Didn’t know how to pay down debt, pay down college, save for college. And by doing that, they actually increased job satisfaction and productivity, retention, and retention. And so is this some of the stuff that you might be doing? Yeah, Jennifer (2m 42s):Absolutely. And I’m really excited to hear that there’s someone out, out there doing that because I didn’t find many people and it’s daunting to try to take on this, this big task I’ll on my own. Jeffrey (2m 53s):Right. But you’ve done it for a lot of companies. You’re saying that you’ve done it for over 500 companies. Jennifer (2m 57s):I have. Yeah. So I worked my up from smaller company. So I have work with startups. I have worked with middle sized companies and I moved into the mega market when I was working with a really, really big names and helping people from all backgrounds. So I’ve had a, a bit of diversity in my experience and I’ve added working with individuals as well, because in the past that I wasn’t able to say so in the past, I could only work with clients of mine company. So I could work with anyone who needs, well, Jeffrey (3m 26s):I’m a big fan of going into what I call the way back machine. I didn’t invent the term, a Rocky J squirrel, and those people did it and the 1960s, but a tell us about your background and how you evolved to this point. Jennifer (3m 40s):Absolutely. So I grew up a little bit differently. I think the most, when I wanted something, my parents would always say, well, let’s burn it. So they’d make me do additional chores around the house, like painting fences beyond having to vacuum a dust, every room, which was my responsibility. And I was just very careful, very frugal. I went to business school, I went to Bryant university and of course, then I went across the street to fidelity. And when I was interning at fidelity, they taught me about the 401k. And I was really surprised that I hadn’t heard about it sooner. And it really made me realize as a senior in college, how much I hadn’t learned about real world things. So I instantly sought out to just be a carnivorous devour of knowledge. Jennifer (4m 24s):I look to get information wherever I could. And I moved into the retirement education position, which I loved because you probably recognize this. This might be one of your secrets behind being a radio show host or a streaming host. Now, when you’re learning and teaching with other people, you’re learning too. Right? So I had this really great opportunity to travel across the country. I worked in 47 different states with people of all backgrounds of all ages. And every time I spoke with someone, I could see the person in front of me, but I could also see their age, their retirement savings balance and their income. And I was able to dispel a lot of the myths that I had in my head from a societal norms about who is wealthy and who is happy and who is stressed about money and who isn’t. Jennifer (5m 13s):And I think there’s this thought in life that once I reach this amount of money, I’ll be happy. Once I have this many things, I’ll be happy. And I was able to clearly see time and time again, that that just wasn’t true. And that was really impactful. I try to teach people that, but being able to see it and feel it really made a huge difference on my life and the way I live and the way I approach happiness and the finances. So, Jeffrey (5m 42s):You know, a I’ve heard this before, but usually it’s from people who appear to be a lot older than you are a way that they’ve come to this conclusion at a certain point of their career, that you know, that the, let’s say through their twenties, thirties, forties, they’re all developmental points, fifties that, you know, they’re more driven towards success, maybe up until fifty’s, but as they hit 50 60 there a concept of success and life balance changes a you don’t look like you’re even close to that. I don’t want to get in trouble. A Jennifer (6m 18s):I appreciate that. I might be a little bit older than I love, but you’re right. I have to come to conclusions a little bit faster than most because people were honest with me. People gave me the gift of speaking sincerely and I listened, right? So there’s a lot of knowledge out there. I learned at an early age that I didn’t have to make every mistake myself. I could learn from other people’s mistakes. And that is actually a lot easier and less painful. I could learn from other people’s successes, you know, and my teens and my twenties, I spend all of my time, tried to make every mistake myself and I learned a lot. I did, but learning from others has been a huge gift. So a lot of times people we’ll say you don’t talk about money, it’s rude, but I can tell you from having thousands of conversations about money and actually listening to other people, it can help you advance decades. Jeffrey (7m 13s):Right. Right. How do you get your clients? Jennifer (7m 18s):Every which by most come from referrals, I have a pretty extensive network and allows me to work with people I trust as well. I have had some people reach out to me just from LinkedIn or from Facebook or from Instagram. So it’s however people find me, but mostly it’s friends of friends of friends, because once one person likes you are not a well kept secret. Jeffrey (7m 40s):Maybe give us a little picture of your role, the plan. Jennifer (7m 43s):Absolutely. So to me, this information is essential. So while I’m helping businesses and while I’m helping individuals, I’m also beginning to get into schools as young as middle-school. So I’m working with the middle schools, some high schools and some universities. And that would be the plan, right. Is to almost, as you mentioned before, like the Dale Carnegie school, I have a schedule where people can get a good and clear and trustworthy financial information to get an education in it before making any financial decisions with financial businesses. Jeffrey (8m 17s):So I, I assume I don’t want to assume anything. Do you do both classroom training and also a let’s say a individual. Jennifer (8m 29s):Absolutely. Yeah. I like to focus on classroom training and business training. ’cause in that way, I can use my time to reach as many lives and families as possible, but when individuals ask me, I’ve got a bigger heart than I haven’t had it. So I do absolutely work with individuals as well. Jeffrey (8m 48s):Wow. That’s a very interesting, we’ve been speaking with Jennifer Sahady of a CEO of master money, a, you know, clearly a very interesting topic that you’re bringing up, Jennifer, if someone wanted to utilize your services. And I think it is a great service to use and companies a to help employees and staff, how would they find you? Jennifer (9m 9s):Oh, absolutely. It’s very easy. Is as long as you can spell my name. So my email is email@example.com and my website is Jennifer Sahady dot com. I figured if it was good enough for Susie Orman, it was good enough for me. So that’s my approach. If you’re a company, my website is broken down by the different groups. So if you’re a company you can click on companies and you can see the different presentation, topics and content that I’ve covered before, as well as some of the companies that I’ve worked with. If you need some credentials beyond my young face ’cause, as you noted, I am a bit more experienced than some people might initially realized. And there was a contact does page write off the website or you can email me directly. Jennifer (9m 52s):And I try to get back to everyone in 24 hours. Jeffrey (9m 55s):Well, that’s great. And a, you know, if you can find Jennifer a, we hope that she is going to be coming back to Radio Entrepreneurs again, and we’ll be connecting with our network, which you can find her on all of the, the, the Radio Entrepreneurs, connections on Facebook, LinkedIn, Twitter, Instagram, YouTube, iTunes, Spotify, Google podcasts, Stitcher, and web. And also we have our website Radio Entrepreneurs. So Jennifer, you’re going to be everywhere. We look forward to speaking to you again on radio, on that so Jennifer (10m 24s):Much, Jeff. It was a pleasure to be here. Thank you for having me. I’ll happily. Come back anytime. You’re a delight to speak with. Jeffrey (10m 31s):Great. A again, everybody, this is Radio Entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
11 minutes | Jun 1, 2021
“Training Students To Give Legal Representation For Immigrants in Need” w/ Jonathan Goldman of The Student Center For Immigrant Justice
Link To Guest Website: https://www.scijimmigration.org/ Title: “Training Students To Give Legal Representation For Immigrants in Need”Guest: Jonathan Goldman of The Student Center For Immigrant JusticeInterviewer: Jeffrey Davis – MAGE LLC Click here to read the transcript Jeffrey (1s):Well, hello everyone. And welcome back to Radio Entrepreneurs. It’s me again, Jeffrey Davis, the host, And I want to thank Jonathan Freedman who stepped in for me while I was, hiding away as a working with clients, but also rewriting my book for the next edition. And it’s a nice to be back and then nice to be talking with Jonathan Goldman, executive directors, student clinic for immigrant justice. Wow. That’s quite a title. It’s almost like a Marvel comic book title and you are the superhero for student justice. Jonathan (40s):Our goal is to take on the momentous challenge of trying to address the inequities in our immigration system. And so some days it really does feel like we are taking on a super villain and trying to do everything we can to come together as a team to solve this larger issue. Jeffrey (59s):So tell us about a S C I J. Jonathan (1m 3s):So yeah, so what we do is we train college students to provide free legal representation to asylum seekers and to organize for immigrant justice. And basically the way that works is we partner with different schools. Right now, we’re partnered with Worcester State University and Brown University. And then we have students who go through a training program with us, and then they go on to get paired up with immigration attorneys, to work on asylum cases, taking on the bulk of that case work. And then also working with local immigrant communities to advocate for a local level of policy change as well. Jeffrey (1m 34s):So how did you get into this? This isn’t just something, you know, you, you know, as a seven-year-old, you’d sit in bed and thinks that this is what I want to do for a living. Jonathan (1m 42s):I actually, a, before I started college, I was convinced that I was never going to go near law. I thought I was going to do a engineering management. So M truly is a different career path than I imagined, but it is very much connected to my background. I was born in Denmark, in a small town called left wing population to like maybe 60 on a good day I’m. And I moved to the U S one was about two years old, moved to what I would loosely describe as like a hippie commune down in Maryland. And so he grew up in this environment of, you know, adults, unconditionally caring for each other of consensus decision making, pulled resources co-housing. And I think the contrast I saw between my experience of coming to the us and that of so many others tied with, you know, those values that we’re we’re, we’re, we’re showed. Jonathan (2m 28s):And to me in growing up in Maryland really had a big impact. And as what’s driven me towards immigrant justice being involved in activism I’m and in college, I had actually, co-founded an organization that was training college students at Brandeis to provide free legal services to immigrants and ended up being a really successful a program that continues to exist to this day. I kept working after I graduated, but then was really trying to think about how do we take what’s been really successful? What is the only program in the country doing the sort of work and try and create something that is now a scalable and replicable, a more collaborative, and that’s what let do lead to the student clinic, immigrant justice being founded Jeffrey (3m 4s):Well, I mean, that’s quite, did you where you the founder? Jonathan (3m 8s):Yup. Yup. So we actually just started last year prior to knowing that there is going to be a global pandemic, certainly made things a lot more interesting. And yet, you know, we’re able to successfully train 27 students. And we actually just had a survey with our students last week where a a hundred percent of students so that they would recommend this program to other students. So it’s also just really promising to just see what a positive experience that’s been. And we’ve heard amazing feedback from our partner or attorneys as well. So really excited to, and I’ll try and bring this to the additional schools as upcoming fall. Jeffrey (3m 39s):What did you do before this? I know you talked a little bit about your personal experience, but what was your career experience to the lead you to this, but a, so Jonathan (3m 47s):This organization, I started as JJ, only a year out of college. So, you know, the work that I was doing before then was also doing immigration legal work. And I was doing that throughout college. I basically, I always had my schedule. So I was doing classes Tuesdays and Thursdays, and then I could focus on, you know, basically running an organization and all of the other days, but the week. And then in addition to that, I’ve also been involved and a wide variety of different things, both working on political campaigns, but also I’m on the technical side, that was a technical advisor for a publishing company called near the press and training. So it spins a sort of a, a wide variety of different experiences, but often tied to ideas of trying to make the world a better place. Jeffrey (4m 34s):Is this a whole immigrant issue? A big problem? Jonathan (4m 39s):I mean, so to, to give you a sense of the extent of it, there was about 1.3 million pending immigration cases, right now, 1.1 million of those are asylum cases. I’m. And when someone does not have representation in a silent proceedings, they normally lose their cases about 90% of the time. Ah, but with representation now about five times more likely to win. Now, obviously the fact that the case aren’t changing weather or not someone has representation, but you know, their ability to navigate the system does change. And so that’s really what we’re trying to address is that over a million of cases that are out there and trying to really bridge that gap of helping people navigate those incredibly complex system, well, Jeffrey (5m 18s):That was or impressive statistics. And do you have any competitors out there doing what you’re doing that? Jonathan (5m 24s):I mean, there are some organizations that are trying to also get this idea of, there’s just literally not enough immigration attorneys that are out there. They’re, there’s a report just a couple of years ago that basically estimated that they needed to be about four times the number of legal professionals working on asylum cases to bridge this gap. And so that’s not magically, they’re not magic. They’re going to be, you know, four times the number of immigration attorneys and so some organizations, or is there anything that like, you know, how do we bridge that gap? But no, one’s entered this space thinking about how do we tap into the over a million college students that put in dozens and dozens of volunteer work every single year and how do we tap into that energy? And so that’s where we’re really trying focus on is, is tapping into this knowledge there’s resources and everything else that exists on campus is to mobilize that towards advocating for immigrant justice. Jeffrey (6m 8s):Wow. Do you see this as a, a, a changing issue under the current, a white house in administration Jonathan (6m 15s):In some ways? Yes and no. I mean, there’s, you know, been, been some sort of a headline changes that have happened, but I would say on the day to day for anyone who is really working on immigration cases, that hasn’t felt like a bunch of change. And I imagine that that a lot won’t change really, even over the next three years and a big part. That’s just because we saw so many changes over the last four years that unless we had someone who’s just, you know, laser-focused on trying to really, back-track all those changes that have happened. We were still really facing an uphill battle. So I’m hopeful, but at the same time, it’s going to take a lot of work of making sure people aren’t taking their foot off the gas pedal and really pushing to, to continue to see those changes. Jeffrey (7m 2s):Interesting. A how do you get your clients? How do you do marketing? Jonathan (7m 8s):Yes. So right now, a, almost all of our clients were actually brought to us by our partner attorney. So the way that works after students go through a training program, which all happens during the fall semester, we pair students up with different immigration attorneys, both private attorneys and attorneys, that nonprofit organizations that have partnered with us to have a student work with them on a case. So it’s almost like basically getting like, you know, a paralegal played in a place with you on the case, but rather than having, you know, an intern who’s coming in and that doesn’t really have any background, they’ve gone through this training with us, have some hands on experience. So they come in and they were in that case. So a of those cases that students have been working on, we’ve been working with 17 different clients, almost all of those were the ones that a attorneys brought to us, but we had to attorneys who said, you know, we don’t really have in cases that, you know, to fit the bill for this, can you make a referral I’m and say, Hey, we reached out to just community partners, different organizations and said, Hey, we have the ability to take on additional cases. Jonathan (8m 6s):And so then we were able to place them a with the attorneys. And one of those cases, actually, a, this client she’s from Haiti and her case, she, she had a filing deadline that was like a month after we took it on M and generally doing the silent case takes around for months. And somehow between the students, we have two students working with as attorney, they manage to get the case in on time and really, you know, missing or a filing deadline. And in immigration is that difference basically, between being able to remain here and have your case heard versus being deported and going back to the country that, that in the case of asylum that you were fleeing. So, you know, that’s just one example of a huge difference that he was able to make ’cause we can rapidly mobilized people who’ve been put on the time, the work that goes in to these complex cases, Jeffrey (8m 50s):Who is the way that you have staph with you. Yes. Jonathan (8m 54s):So there was myself, a Stuart men who his access to justice fellow, a in his attorney working with as part time. And then we have the campus organizer at Bose brown and Worcester I’m. And the reason why we even have four people on our staff right now is part of our partnerships with schools is really trying to leverage having a collaborative relationship of the school. So, you know, a lot of programs oftentimes to sort of have like a programmatic school in its kind of on to the side. There’s not really that much interaction like students kind of sign up, show up. And we really want to think about how do we have a real relationship with different offices, different departments, just, you know, really capitalize on the resources that we have access to being connected to the schools. And so a part of that is having a work study position that every school commits to, to support our program. Jonathan (9m 40s):And so they actually are paying for both of those positions of having an organizer at brown and what’s your, and this would be true for every school that we’re at. And so that also helped the long term sustainability of our program. ’cause we have that additional staffing help for every school that we’re partnered with. Wow. Jeffrey (9m 55s):A we’ve been speaking with Jonathan Goldman executive director, a student clinic for immigrant justice. Jonathan of someone wants to find a, I S C I O J and U how would they find you? Yes. Jonathan (10m 9s):So they can go to S C I J immigration.org. Again, that’s S O C I J, or immigration.org. Mmm. You can learn more about a program they’re if you are yourself in attorney and our interested in getting support from a program, you can also sign up there. And if your interested in supporting and helping us expand traditional schools, we’re also always looking for support as well, but a really appreciate your, you having us here on getting to share that the mission and the work that we’re doing. Jeffrey (10m 36s):Thank you very much, Jonathan. We hope we speak to you again and remind everybody, this is Radio Entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
11 minutes | May 28, 2021
“A Healthier, More Predictable THC Option Via A Carbonated Beverage” with Jason Reposa of GoodFeels
Link To Guest Website: https://getgoodfeels.com/ Title: “A Healthier, More Predictable THC Option Via A Carbonated Beverage”Guest: Jason Reposa – GoodFeelsInterviewer: Jeffrey Davis – MAGE LLC Click here to read the transcript Jeffrey (0s):Well, hello, everybody. Welcome back to Radio Entrepreneurs. As I’ve said before I was away, I was working on clients and putting together a new edition of my book. And I want to thank Jonathan Freedman who stepped in. Sure. He did a better job than I would cause that’s always been Jonathan’s case president of Mage LLC, my business partner, he does a great job and I’m looking forward to our next guest. It’s Jason Reposa, CEO and founder of Good Feels. Wow. What’s Good Feels all about? I’m looking at all that technology behind you. Jason (34s):Yeah, that’s a bottling machine I built. So basically thank you for having me Jeffrey. My name is Jason co-founder. I mean the founder and CEO of Good Feels. So the way we like to say it is that Good Feels is for people that want to live in a fun and inspired life. That’s a healthy life. That’s full of excitement and meaning. That can mean a lot of different things for people. For me, that means enjoying time with my friends and family while feeling good. So I can be present with my kids, my kids, and my work. And this is a cannabis company and cannabis isn’t really known for those attributes specifically, but we’re trying to bring this innovation to the market. Specifically, the licenses Massachusetts Jeffrey (1m 13s):Grew up with some brands who would absolutely say cannabis made them feel better. Jason (1m 19s):Right. But I’m more meant of the, the simple fact that the, you know, healthy lifestyle isn’t necessarily attached to it like that wellness aspect. Jeffrey (1m 29s):Right. Right. So tell us about your products and also how you got into this business. Sure. Jason (1m 35s):So our first product is a first product is a fast acting cannabis infused sparkling beverage. That helps adults that are seeking a healthier way to relax at the end of the day, or to be just social with friends. It can also act as an alternative to alcohol, which is a lot of the use case for many people who want to reduce or completely eliminate their alcohol consumption. But the reason why I got into this was because back in 2019, I was in the process of selling my company and my jaw locked up totally due to stress. I couldn’t open my mouth basically. And after about a month of trying and failing with different remedies, including some doctor recommended interventions, you know, whether it was surgery or, you know, injections and, you know, needles into the skull and stuff like that. Jason (2m 26s):I started using cannabis and it helped me tremendously. But you know, there’s a conflict with that though, because I have a middle school, I’m a father of three and neither middle schoolers. And I felt that vaping and smoking were really, you know, they weren’t, they were contradictory to my life and my beliefs and being healthy. So, and for specifically for extending a good example for my children. So, you know, I tried edibles, but they didn’t really have the same effect on me as they were to unpredictable. And then, so I basically decided at some point I was like, there has to be a better way to do all of those. And so I just did a bunch of Googling, like anybody that a search searching and searching. And then eventually I started looking through journals and stuff like that. Jason (3m 9s):But during my research, I found that you could make cannabis oil, water compatible, which allowed it to have many more benefits above traditional edibles. And I hung on to that concept and kind of really, really developed it further and further. And, but basically just at a high level, the, the, the benefits over the traditional traditional edibles is that you’re actually getting a Delta nine THC and not some by-product of THC, which is what happens in your stomach. We need to have an edible also it’s fast acting. That’s why we have a fast acting cannabis infused beverage. So you don’t have to wait an hour for an edible to kick in. Jason (3m 49s):You can literally five, 10 minutes later, you start feeling the effects. And beyond that, you actually, it has a higher bioavailability. And basically what that means is that when you take an edible, it has about a 20% bioavailability, which means that like, if you take a five milligram edible, you’re getting typically into your stomach, into your bloodstream of one milligram dose. And if you take a five milligram beverage, for instance, I just happened to have one to pick up here, you’ll get, you know, four to five milligrams and 80% plus by availability. So you’re getting more bang for your buck when it comes to the actual consumption of the THC. Jeffrey (4m 29s):So where are you selling this product? Jason (4m 32s):Well, it’s not for sale today. We’ll hope we’re hoping to launch in July, you know, potentially depending on inspections, it’s a highly regulated industry where, so hopefully by July, but it, you know, by latest hope, we hope to be in market in August with a few select partners that we really trust, try not target between five and 10 dispensary’s to begin with, but you have to go into an actual dispensary, into an adult use based dispensary in order to get the product. Jeffrey (5m 1s):So you’d be selling through the dispensary’s not through a, let’s say a regular retailer, correct? Jason (5m 5s):Yeah. You can’t just go to your Walgreens and pick this up or your Walmart or whatever. You have to go to a, a licensed dispensary. And since we’re the product manufacturer, we can’t sell directly to consumers. Either. We have to go through dispensary’s or the newest iteration of the regulations. We can also go through delivery. Jeffrey (5m 23s):So this is the non-refrigerated product. I’m assuming Jason (5m 26s):We would prefer it. It was refrigerated. So we are working with some dispensaries and getting refrigerators into their, into their facilities. But it’s shelf stable though. It’s just, you know, the way we look at it, it’s almost like a beer. You go to 5% beer or you get one bottle of this and it’s the equivalent. So it has that same. On-ramp like I said, within five to 10 minutes, but it has that same off-ramp as well. So within about an hour, you have one per hour, like you’d have a beer and you’d still be sober potentially at the end of that hour. And that’s kinda like the similar chakra, that’s all good. We’re trying to accomplish. So Jeffrey (6m 5s):Dispensary’s, don’t necessarily have to buy the refrigeration to be selling, Jason (6m 9s):No, they don’t bake bacon. They could have on the, you know, what they say in the industry, as far as I’m new to the CPG industry, specifically beverages. And so what they say is cold is sold, right? So if it’s cold, people are more likely to have that in that impulse buyers. Right. And so it just better, if you see in a fridge, you like, that looks delicious. Like I’m just going to get it versus buying a six pack or a four pack of it, warm, and then having to refrigerate it, you know, or throw ice in it and diluting it Jeffrey (6m 38s):Was there some resistance from some of the dispensary’s because, you know, I assume some of them were not designed to be selling, you know, the have refrigerator cases. Jason (6m 47s):No, everybody, we, we can’t get to market quick enough basically is what’s happening right now. The demand is skyrocketing. I am in touch with a new dispensary at least once a week. That just found us randomly. The way I like to say was I was trying to, this is, this is started as a proof of concept, but it became much bigger than I was ever expecting. And so since it become bigger than me, we’re actually going to go through a funding round soon. But basically I, without what I was originally trying to do was as a proof of concept was I was trying to be like, like a dandelion, right? So you cut your grass, cut your grass, cut your grass, whatever. But you know, every time in the spring you’re going to have those Danny lines pop up. Right. And so it’s kind of just working in the background until all of a sudden you see a data line. Jason (7m 28s):Pop-up, that’s what I was trying to do, you know, to create that impact all of a sudden, but people are finding us much quicker than I ever anticipated. So dispensary’s are contacting us, like I said, but a once, once a week, just to, to figure out what we’re going to launch so we can, so we can purchase cases in cases of it. Jeffrey (7m 47s):Wow. That’s interesting. So do you have business partners? Jason (7m 51s):No. I’m a hundred percent self-funded, which is why it’s hard for me to take a D take capital now because I’ve been a hundred percent. Self-funding this I, like I said, I’d sold my, I sold the company in 2019. I sold a company in 2020. And so right before the pandemic and I started this in the pandemic. Right. And so I feel like I was a hundred percent ready to put all my, all the funding in there, myself to finish, to get to the finish line quote unquote, which basically is the starting line in this highly regulated industry. And then we’re going to go in 20, 22 into around, because we, we know that we were going to be going into like a much larger facility. Jason (8m 34s):The facility right now is set up to be a proof of concept. And it can still do, you know, millions of bottles a year, but it’s just not the scale to service the entire Massachusetts market right now. But that’s the plan for 2022 is to move into that facility. Jeffrey (8m 51s):Oh, interesting. So how do you, where do you see yourself in a couple of years? Because you are limited with your growth, right, Jason (9m 2s):Exactly. And so, and you know, our three-year plan basically puts us to a place where we’re servicing all of Massachusetts market and all the dispensary’s. We like the slow growth strategy. We’re not trying to grow overnight, but at the end of three years, we do find ourselves in the majority of the stores at that point. So, you know, by the end of this year, we’ll have about seven employees. And by the end of 20, 20, 20, 22, we’ll have about 20, 25 employees we’re expecting and then metal kickoff, our, our bigger facility, which we’re aiming to be about 15,000 square feet or so Jeffrey (9m 41s):Great. We’ve been speaking with Jason Rapoza CEO, founder of Good Feels. I would have loved to have tasted the product. Are you going to have a sugar-free version as well? These are technically Jason (9m 54s):Sugar-free, there’s a touch of, and I can get into the, all the science behind this, but basically it’s, it’s technically a sugar-free according to, to the, to the rules that the, I believe FDA put in place for what considered is considered a sugar-free, but it has less than a fraction of a fraction of a gram of sweetener in it. Jeffrey (10m 15s):So Jason, if somebody wants to find the company, learn more about it, how would they find you? Jason (10m 20s):So if you’re looking just to find more about our products and our beliefs, then when the website’s the best option, that’d be, get Good Feels.com that’s G T Good Feels.com. I’m still negotiating with the Good Feels.com owner of that domain to try to get that one. But right now it’s get Good Feels.com. And if you’re looking as a, you know, potentially as an investor, or, you know, if you just want to connect as a business, another business operator, then that’d be LinkedIn. If you just search for good, Good Feels, that’ll be there. Or you can just email me directly too. So it’s just firstname.lastname@example.org, traditional spelling of Jason, J a S O N at Good-Feet get Good Feels.com. Jason (11m 1s):That’d be the best ways Jeffrey (11m 3s):Jason. I appreciate your taking the time to be on radio entrepreneurs. And hopefully you’re going to come back again. As you roll this out into the marketplace, we can talk more about products, products, extension, want to thank you for being on the show today. Thank you so much. Thank you for having me great remind everybody. This is radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
11 minutes | May 27, 2021
“Helping Clients Get The Success They Want” with Esther Shpitalnik of ESteem Coaching
Link To Guest Website: https://www.es-esq.com/ Title: “Helping Clients Get The Success They Want”Guest: Esther Shpitalnik – ESteem CoachingInterviewer: Jeffrey Davis – MAGE LLC Click here to read the transcript Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
12 minutes | May 27, 2021
“Discussing The Massachusetts Mask Mandate Ending” with Marc Zwetchkenbaum of Marc Z Legal Staffing
Link To Guest Website: https://www.marczlegal.com/ Title: “Discussing The Massachusetts Mask Mandate Ending”Guest: Marc Zwetchkenbaum – Marc Z Legal StaffingInterviewer: Nathan Gobes – Radio Entrepreneurs Click here to read the transcript Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter
11 minutes | May 24, 2021
“How To Take Stock Of Your Risk During Reopening” with Mark Furman of Tarlow Breed Hart & Rodgers
Link To Guest Website: https://www.tbhr-law.com/ Title: “How To Take Stock Of Your Risk During Reopening”Guest: Mark Furman – Tarlow Breed Hart & RodgersInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to Radio Entrepreneurs. I’m Jonathan Freedman and our next guest needs no introduction Mark Furman, Director of Tarlow breed, Hart, Rogers, always a pleasure to have you on Radio Entrepreneurs. Mark Furman (10s):Great to be here. Jonathan, always a pleasure to see you. Jonathan (13s):So a lot going on in the world lot, going on the business realm, and you always want to give our listeners something to think about as business owners, as entrepreneurs, as business people, or what are we seeing that we should be concerned about in the marketplace? So Mark Furman (29s):The world is reopening thankfully, and I think this is a good time for business owners to take stock of what I call risk risk. You know, I think it’s a great time to look at their insurance coverages, things that are covered and what are the holes in their coverage and what would be the cost of filling some of those holes. And it’s, it’s important to anticipate bad stuff that can happen. You know, entrepreneurs are very focused on making their company successful and occasionally they forget to kind of look at the downside. Mark Furman (1m 23s):So let me, let me just give one example, relatively inexpensive coverages that are available for employment practices insurance. So in the event, there was a claim of discrimination or, you know, harassment, you may get coverage through those relatively inexpensive, as I say, and very important, keep in mind that the Massachusetts commission against discrimination as issued awards of substantial six figures for emotional distress damages. Mark Furman (2m 3s):So employees can recover not only for loss wages and attorney’s fees, but emotional distress damages. And another benefit of these policies is of course ensuring the cost of defense. So even when there’s a meritless case is, you know, Jonathan, the costs of defense are enormous and very quickly they can. And so cover your downside would be my my message, you know? Jonathan (2m 42s):Yeah. It’s interesting mark that you bring it up at this time because I would imagine a lot of businesses probably as they went through, you know, a little downturn at the beginning of the pandemic, probably cut costs and looked at insurance policies and employment practices and probably said, huh, what do we need that for? We’re not seeing employees, we’re not interacting with them as much as, as we did. We’re not certainly seeing them in a traditional sense. And I would imagine a lot of businesses as they look to cut costs, probably cut insurance policies. So, you know, and that’s why it’s the sort of look at that and say, well, where are we at today versus where we were through through the pandemic? Interesting timing, Mark Furman (3m 19s):You know, there are new employment law issues that have arisen as a result of the pandemic. You know, we’re going to have situations where people don’t want to be vaccinated and the employers decide they have to be vaccinated. If they’re going to work from the office and people are going to raise religious objections, they’re gonna raise health reasons not to take the vaccine. And, and they’re just going to have a philosophy against vaccines in general. And so it’s, this is a lot of new ground. We have a United States Supreme court. Mark Furman (3m 59s):That’s very sensitive to religious Liberty issues and has struck down many rules as they relate to religious practices over the last year during the pandemic. So I just see this as a, a place where there is increased risk for claims, which is why I mentioned it. And I think there’s a lot of bang for the buck companies get from that, you know, I’ve seen him prior circumstance where maybe there are recessions that as employers look to cut costs and they focus on insurance. Mark Furman (4m 40s):And, and so, you know, I’ve had cases where manufacturers, for example, cut out product liability coverage, and then a catastrophic injury or death occurs and they don’t have any coverage for it because it’s based upon it would be covered by a product liability, fall policy. So Jonathan (5m 11s):I think a good, a good message that you point out mark is sorta to go through that checklist of insurance that you may have historically had. And through the pandemic may have either, either eliminated or cut back on and, and establish, you know, do a full review and establish whether or not your coverages are adequate for where your business is at today. Mark Furman (5m 29s):Right? And business owners are not going to dissect, you know, these very long policies, but they need to have a insurance advisor who is not just a seller of insurance, but who analyzes the coverage, understands the wholes talks to the, the owner about the holes so that a decision can be made about risks. The company’s willing to be here, but you don’t want to be a risk that is going to destroy what you’ve spent years, if not decades building and, you know, death claims are an example of, or catastrophic injury claims or example of, you know, claims that can really bankrupt the company. Mark Furman (6m 24s):If they’re not adequately insured and in a time of decrease revenue, when challenges, particularly in certain sectors, hospitality, retail, an emotional distress award with back pay front pay attorney’s fees, it gets you in the seven figure range can be terrible for companies and some of the employment laws, you know, you don’t end up with a corporate shale, meaning the owner can be personally liable for certain under certain employment laws, such as the way Jack, which requires mandatory triple damages and attorney’s fees in personal life bility as well as corporate liable. Mark Furman (7m 18s):So I don’t want to pour cold water on growth and the excitement of building a business, but step back and just consider, you know, your downside and whether you’re adequately protected. So another, Jonathan (7m 38s):Oh, always a good suggestion. And insurance always seems like a lousy investment until you need to use it. Mark Furman (7m 44s):Exactly. Exactly. So another issue is, you know, maybe take a look at the terms and conditions under which you sell products or byproducts. This is another really overlooked area because people assume everything is just boiler plate, but it’s not the sides that determines, you know, let’s say you buy a product, you have your terms and conditions, and the seller has their terms and conditions, which one controls. Mark Furman (8m 24s):Well, you know, there’s a gazillion cases about how all that works and companies don’t smaller companies typically don’t pay attention to that. But those terms and conditions in which one’s controlled, determined in the event is a problem how it gets resolved, arbitration or litigation. They can include waiver of jury trials. It can decide whether you’re gonna, if you’re in Massachusetts, you’re going to have to litigate in California or Arkansas instead of in Boston. Mark Furman (9m 6s):And they’re going to decide which law applies and law is not the same all 50 states. So it’s worth, this is a, this is an area where lawyers can help taking a look at, you know, talking to them about your business, the risks, again, the risks, and whether there’s anything that can be done in terms of terms and conditions. I see terms and conditions that were put in place around the time of companies started, or within a year or two after now, it’s 25 years later and they’re operating on the same terms and conditions Jonathan (9m 48s):And they haven’t done a revisit. They’d, haven’t done an analysis of where they’re at. And I think it’s a really good point that in, in light of the pandemic, as well as people may have shifted their marketplaces, they moved geographies may have changed and maybe shelling to clients that they weren’t current prior, prior to the pandemic selling to. So always, always Sage advice, always good guidance, mark, you know, you always bring us something topical and, and something that business owners can use. Very practically speaking, mark Fermin. If people want to get in touch with you and discuss, you know, how they might mitigate risk and various contracts and agreements that they have in place, what’s the best way for people to reach out to you and to, to make sure that you’re on the team. Mark Furman (10m 27s):I can be reached at (617) 218-2025. That’s my direct line or M Ferman, F U R M a email@example.com. Jonathan (10m 42s):Mark Ferman, Tarlow breed heart. And Roger’s always great to have you on radio entrepreneurs, always great to get your insights and get you thinking about what entrepreneurs and business owners ought to look at. And we appreciate your time today on radio entrepreneurs. Mark Furman (10m 54s):Nice to be with you, Jonathan. Jonathan (10m 57s):And we’ll be right back with another segment on radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “How To Take Stock Of Your Risk During Reopening” with Mark Furman of Tarlow Breed Hart & Rodgers appeared first on Radio Entrepreneurs.
16 minutes | May 21, 2021
“Helping Patients Find & Understand Healthcare Benefits” with Anne McGuire of Healthcare Pathfinder
Link To Guest Website: https://healthcarepathfinder.com/ Title: “Helping Patients Find & Understand Healthcare Benefits”Guest: Anne McGuire – Healthcare PathfinderInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “Helping Patients Find & Understand Healthcare Benefits” with Anne McGuire of Healthcare Pathfinder appeared first on Radio Entrepreneurs.
16 minutes | May 20, 2021
“A Digital Assistant For Post-Bariatric Surgery Patients” with Katie Milioni of My Habeats
Link To Guest Website: https://myhabeats.co/ Title: “A Digital Assistant For Post-Bariatric Surgery Patients”Guest: Katie Milioni – My HabeatsInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to Radio Entrepreneurs. I’m Jonathan Freedman and our next guest is Katie Milioni of my habits. Welcome to Radio Entrepreneurs. Katie (9s):Welcome Jonathan. Thank you very much for inviting me. This is a great opportunity to talk to American people and discussing my journey from clinical research. So entrepreneurship, My Habeats. Jonathan (22s):So, so that’s fascinating and not, I’m not gonna, I’m gonna put that on pause for a second. We’ll get back to your background because really fascinating going from a clinical research career to becoming an entrepreneur, but why don’t you tell people first off what my habits is, you’ve developed an app and a very specific apps. So tell our listeners what it’s all about. Katie (42s):My Habeats is the first behavioral vaccine application for people who undergo bariatric surgery in order to help them adopt the new 80 fabrics and lifestyle changes that lasts forever for a healthier, happier life. And that’s really the first time to our knowledge, at least that an application has been specifically designed for those people. But I can tell you how this idea came up. Jonathan (1m 7s):Yeah. So I’d love to hear about it. As a, as you said, you were a clinical researcher at a long career in clinical research and you know, very often innovation is the mother of invention, right? Do you come up with an idea and a concept? So tell us how it happened in your case. Katie (1m 24s):I have, my background is chemistry. My first degree, then I did my PhD in France in first of all, it didn’t see that they come from Athens. I am a Greek person based enough in sexually and I have done so my PhD at the university of stressful in pharmaceutical chemistry, I have developed a drug for anti-inflammatory diseases. And then I went and spent three years, three to four years. Actually it was in San Francisco at the university at the medical school of UCSFs. And when I came back in, in Athens, I worked for almost 20 years on drug research and development. Katie (2m 7s):I found out early on that clinical research is, is actually innovation. And I was amazed by all these people who participated in our clinical trials, how difficult it was for them to really adhere to physician’s recommendation. So this was the trigger for me to participate at the European patient foam and to there, I had the opportunity to recent patients problems. Second thing is that one patient Barbara, who was participating in our entire basic study and she was the most disciplined. I mean, she didn’t miss any, any meeting, any, any appointment for our clinical research. Katie (2m 52s):One day she called me and she told me, you know, Katie, I’m going to quit and I’m going to do bariatric surgery, but please Katie help. How am I going to adopt to this new habits? So this was my inspiration. And I immediately tried to find, how can I become an entrepreneur? How I can, I can, so how I can bring a solution for the, for Barbara. So I was quite lucky because at that time it was six years ago, founded Institute, you know, this entrepreneurship program from Silicon Valley took place here in Athens. So my journey, my exciting journey with my habits really started. Katie (3m 33s):And I started digging deeply into behavioral change, into BCT and together with my team, I found other people who joined our team from Belfast, from bedroom, from Poland, and to establish my habits, as I said, is not specifically designed for post obesity patients, eh, in 2019 Jonathan (3m 60s):By definition, right out of the gate, you have an international company just based on your team. Katie (4m 6s):Yes, we work remotely and that’s really my next step. Our next step is to soft land in the United States. So I want to come back from where I did my PhD. I want to, I want to start having, you know, discussions and partnerships maybe with United States because USA is our biggest market for my habits, of course. And Jonathan (4m 31s):So it was very, very fascinating. One of the revelations that you had when you’re doing your clinical research, and I wonder how much this is true is, is, you know, in a case of bariatric surgery, the surgeon can only do so much, right. They do their technical job of making the surgery work, but then so much of the outcome or the long-term success is really based on the patient’s compliance and habit changing, et cetera. And I, I would imagine whether it’s in this particular instance or any type of surgical intervention or medical intervention, a lot of the long-term success is dependent upon the patient. Are there, are, are there studies or facts that, that brought you to this conclusion with regards to barriers surgery that said, you know, 80% of patients don’t comply with what their doctors tell or the compliance of patients in general is really not very good post surgical intervention, et cetera. Jonathan (5m 22s):I would imagine human nature takes you back to whatever your bad habits were before they probably are afterwards. Katie (5m 28s):Yes, you’re right. Jonathan, you know, one of our medical advisors who is based in Czech Republic in Prague and who is executive director for Europe, but if so, if so stands for the international Federation for the surgery for obesity, told us in the Congress and he inspired me as well, that, you know, 30% success of the surgery depends on the surgery itself. And 70% is behavior change. So it’s an opportunity for us to start with post-bariatric patients actually, because these people, you know, th the people who undergo bariatric surgery after the surgery, I’d like the newborns they started with, you know, with week with food. Katie (6m 14s):And then after one month they start with, with solid food. So we have a unique opportunity to educate them. I mean, to become the new selves and of course, to be autonomous. And we use the term behavioral vaccine. And sometimes like if you had a lot of, you know, of contradictory discussions about Oh, boxy and it related to our fun, then you can to the difficult times that we’re living every, every one of us. And we say that, you know, you can, if you have done your surgery and now you have a unique opportunity to become autonomous. And we used the terminology behavioral vaccine, because after using my habits, you have, you w we want you to become self-autonomous you don’t, you don’t need to go again to visit a dieticians to visit that psychologist. Katie (7m 6s):You, you, you have the control of yourself. This is why also we use the terminology behavior and vaccine we, you against the old and already coming, but habits. Jonathan (7m 21s):No, no, we understand. So tell us about the premise behind the, the app itself. Is it, is it a tool that as a post-surgical candidate, I would utilize daily, hourly, weekly as it’s setting up schedules. I mean, it’s, it’s really about behavioral change. So I’d imagine repetition is key early on as, as with any habits, but what is the vision for how somebody interacts with, with the app and, and tell us a little bit about that life cycle, what it might look like for a patient. Katie (7m 53s):W we, you know, we had just started using our surgeons, the surgeons, the surgical centers within Europe factor. I recommend my habits because our business model is that the, the healthcare practitioners could do the follow-up of the newly operated bariatric patients recommend my habits use for their patients. The minimum, the minimum time for use for my habits is four months, four months, four to five months. However, for the first we recommend to use it at least 15 months in order, you know, to have the time to, to adopt these new habits. Katie (8m 38s):Of course, we are currently conducting a study at the NHS at Imperial college, which will give us also more evidence of how longer my habits use case to be better for, for this target audience. So, yeah, Jonathan (8m 56s):I would imagine over that period of time, you’re saying after 15 months, they should be ingrained habits that should stick with somebody presumably through their life, or hopefully through their life to be able to adopt that behavioral change and become a lifelong habits. Essentially. I, I guess, I guess, I guess, you know, maybe not a parallel, but I guess if, if people are, you know, maybe a bad example, but we’re alcoholics and, and, and, and, and, and it didn’t become, you know, what’s that period of time are they always tempted for life, or if somebody attempted to slide back into, into poor eating habits or over a period of time, do people really adopt those behavioral changes and, and lead the lifestyle that you’re looking to have them? Jonathan (9m 39s):What, what, what brought them to bariatric surgery in the first place? So, so hopefully people have adopted those habits over that period of utilizing my habits and developing new ways of, of living, correct. That’s yeah. Katie (9m 52s):You know, this, this target audience that we chose to work, at least as a first step, they have to be followed up for the rest of their life. Actually, the recommendations of, of guidelines, international guidelines are to be followed for their lifetimes. So my habits, I believe we don’t have data. So we are, we are scientists. So we don’t want to say things that have not been proved yet. So we don’t have this data, but considering that these patients have to be followed for for many, many years, because you know, way to begin happens after three to four years, we believe, we believe we believe, but stay is, we want, we have to test it too, in order to have this evidence-based data, we believe that this will really help these people not to regain the weight after 34 years, this is the problem we solve. Jonathan (10m 52s):Hmm. Well, it’s, it’s a fascinating premise because most people I think are under the perhaps mistaken illusion and again, not having gone through the process, but my understanding is that people think it’s a mechanical solution. The surgery is a mechanical solution in a sense, but, but the behavioral change is the difficult part for the patient. Katie (11m 11s):That’s true. That’s true. That’s why, that’s why the surgeon say the outcome. The successful outcome depends 30% of the surgery itself and 70% on behavior change. And you know, this is, this is true in many martyrs and you are also true that behavioral change is not an easy thing. It’s not an easy task, but you know, digital therapeutics and behavioral change modifications are going to be the 21st century drugs. Jonathan (11m 42s):Excellent. So Katie given that you, you had that long career in, in research and as, you know, have a, have a, you know, deep academic knowledge, you know, gained your PhD, et cetera. What is the transition like and help our listeners understand as a, as an entrepreneur and developing an app, you know, everybody has ideas about apps, but very few people actually execute on them. You’re somebody who took, took an idea, and I’ve now developed it into a real product that is going to market. What are some of the lessons that you’d like to share with other people or some of the things that you learned, perhaps if you identified one thing that was more difficult than you thought it would be just some lessons learned along the way for us. Katie (12m 25s):First of all, I think that passion is the first, okay. Everybody talks about this. Yes. You have to be here. You need to, to wake up in the morning and say, okay, today I will resolve this today, this. So I think if you are triggered by, by something, you know, by, by an idea, you have to observe first and then you need passion to execute it and perseverance. Otherwise you cannot succeed many times, many evenings. I said, okay, that’s it. Katie (13m 5s):I will go back to my previous job. I am experienced. I will. And then in the morning I said, no, no, no, this gets to be finalized. And, you know, Jonathan, the most difficult part of it was that all the team, all my habits are scientists. We don’t have developers in our team, and this was my most difficult actually, eh, the obstacle in really making the app available on Google play and top store. I mean, to have to have to discuss with developers, to discuss with software engineers. And this was my most difficult, the most difficult problem in really delivering the app. Katie (13m 50s):But it was so, so joyful the journey with my habits until today, I, we laughed with my team when we’re designing the app, I was here all the washing process, unless this was also at the university Belfast. And we hit some amazing time together, all together, designing the app. So I never regret that. I left a little bit clinical research because I will still do clinical trials, but of course with my habits. But if you, if you have a good time, if you enjoy what you do, this is the recipe. Katie (14m 31s):I think. Jonathan (14m 33s):Excellent sound advice. We’re going to have to bring you back again and learn more about the, the, the launch in the, and the adoption in the marketplace and how people are not only changing their habits, but changing their lives. Our guest on Radio Entrepreneurs has been Katie Milioni founder of my habits. Katie, if people want to get in touch with learn more about 2 (14m 52s):Your app, learn about the company, learn about how you can help them. What’s the best way for them. Katie (14m 57s):We have, we have the digital friend, Lena, who are your friends? I mean, the friends of all these people who want to really adopt new, healthy eating habits and the lifestyle changes. And we welcome all of those, interested to know more about my habits. So they have to visit our website, my habits.co, or send me an email at <inaudible> at my habits. 2 (15m 24s):And I just want to make sure that people know it’s habits. H a B E T S. Yes, correct. Excellent. Our guest has been Katie Milioni founder of my habits, and we wish you continued success as you. Katie (15m 36s):Thank you. We need it. We need it. Thank you very much on a phone. It was a pleasure talking with you. 2 (15m 41s):Excellent. And we’ll be right back with another guest on Radio Entrepreneurs, right? Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “A Digital Assistant For Post-Bariatric Surgery Patients” with Katie Milioni of My Habeats appeared first on Radio Entrepreneurs.
15 minutes | May 20, 2021
“How Dog Training Makes You A Better Leader” w/ Rosemarie Williams of K9 THIS Dog Obedience Training
Link To Guest Website: https://k9-this-dog-training-academy.business.site/ Title: “How Dog Training Makes You A Better Leader”Guest: Rosemarie Williams – K9 THIS Dog Obedience TrainingInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to Radio Entrepreneurs. I’m Jonathan Freedman and our next guest up is Rosemarie Williams, owner of K9 THIS Dog Obedience Training. Welcome to Radio Entrepreneurs. Rosemarie (11s):Thank you. Thank you. And thank you for having me. I’m so excited to be here. Jonathan (15s):So we talked a little bit before we came on air, but I want to hear from you, tell us a little bit about what your message is for pet owners. Rosemarie (23s):Well, when I’m, when I would like for pet owners to understand, is that if you speak the dogs language, which is silent messages with your body, you got, you can lead your canine pack and your human pack with the same methods. It’s the way you manage yourself, your body language and your senses. Jonathan (45s):So much of, of what we’re trying to do as we train our pets and train our dogs in particular is, is having them recognize who the leader of the pack is. And ultimately the human is the leader of the pack Rosemarie (58s):And the leader of the pack. Jonathan (1m 0s):And so how we communicate both verbally, non-verbally how we interact with that. Dog sends a whole host of messages to them, Rosemarie (1m 7s):Right? The, the whole host, the dog is going to recognize your body language before they’re going to listen to your verbal commands. So if you’re using your body language and your movements it to, to guide and direct your dog, it’s called socializing. Social learning is actually up there with imprinting, but social learning is higher ranking, but the body language is what everything does for you and your dog. So if the, if the dog doesn’t see you as leading the pack, they’re going to step up to it. So Jonathan (1m 41s):I, I would imagine in, in your field, you seen, you’ve seen it all, so to speak probably a lot of what you would consider, just people doing it all wrong. What, what, what comes to mind? Good. Share with us. Some, some, some situations or some most common pitfalls that you see in people trying to interact with their dogs and trying to train their dogs. Rosemarie (2m 1s):Well, okay. So like, like maybe a decade ago, this would have surprised me or stunned me. But when I go into a home where people are asking me to come in, because they’re ha they have multiple dogs in their, in their pack and they don’t have control of what’s going on, or they’re starting to see fist fights among them or reactive toward things and other people. And when I go in and I say, okay, so who’s leading this pack and the humans will talk to each other and look around and then they’ll point to one of the dogs and I go wrong. The dogs don’t leave nothing. One of you guys, you’ve gotta be leading this pack and you see the shock come over their faces when they realize that they haven’t taken, because they want to love their pets and flourished and with all these love and everything. Rosemarie (2m 48s):But when it’s an unhealthy balance between affection and obedience, and then you’re going to see all his aggression and reactiveness to, to their environment and the people in it. So, Jonathan (3m 1s):You know, it, it’s probably the same principle can be applied to dogs. I’d imagine as kids get them early and train them early, but, but can you break dogs of bad habits? Rosemarie (3m 14s):Absolutely. The dorks bad habits, or what we in printed you in print those bad habits on them. We’re enablers. Exactly. Right. And let me say this one owner, a handler and a dog approached me for the first time. I, by the way they’re managing their dog is the way they manage their lives. It’s the way they manage the people. And it’s the way they manage their household, their business. I know exactly what’s going on within those few seconds that I see you walking toward me with that dog. And I know which avenues I need to bounce off of to get you straightened out. Rosemarie (3m 55s):So when you’re dealing with people, it’s the same concept. If you are screaming and yelling, like you’re, you’re yelling at somebody, why’d you do that? Or you’re, you’re quiet. Which one do you think they’re going to go to the quietness? Because that quiet, calm is leadership is confident. Loud is not. And then the other thing that happens is, and this is what people, kids, canine, whatever you want, if you’re shouting, you’re emotional, that’s what they’re focused on. They’re focused on your emotion and not the task at hand that you’re trying to resolve. Jonathan (4m 35s):So again, a very basic premise is consistency and calmness is what I’m hearing you say, calmness, and making sure that they are, are responsive to not only your voice commands, but obviously your body language and things of that nature as well. So when you get involved and, and I imagine you’re, you’re called on for training of all sorts. You know, whether it’s, and again, your name, the company is obedience. Obedience can take on many forms. I would imagine behavior. You know, one of the things I think a lot of people struggle with are vocal dogs, dogs who bark at all sights and sounds, I’ve just recently been in a number of business meeting with somebody who’s who says her dog is quiet the entire time until she gets on a zoom. Jonathan (5m 23s):And then the dog is very vocal. But what, what are some of the things that, that, that you see people struggling with is it is barking a common concern for people. Rosemarie (5m 35s):Yes. And I’m glad you brought that up because that, that, that has a lot of it people would want, because dogs are barking out their windows and there’s nothing out there. Well, they smell in here, things that you don’t, and it’s the way you react to them. So the funny thing, when would the zoom is that the what’s happening with, I don’t know what breeder dog is, but I can guess it’s about, there’s a change and her focus is on something else. And he, the dog hears all this other stuff going on. So instead of asserting, like, okay, everything’s fine. I need you to go over here, get in your place, take your bone and your toy. And I’ll be with you in a minute, you know, to assure it in that way. Now a barking dog had a window. Rosemarie (6m 15s):Imagine this dog barking, barking, and you say, Oh, Hey, shut up, shut up. The dog looks over at, you goes back to Barkin and you yell louder. Right? So the dogs, right? That’s right. I got back up, man. My, my, my owners are barking too. That’s how they read all that. Versus if you went over to the window, looked out, not saying a word, just looked out and walked away as a pack leader. You just said, I don’t know what you’re barking at, but there’s no danger. And the follow you away from that. Jonathan (6m 47s):So, so you really, what I, what I’m hearing you say is you’re looking to emulate the behavior that your desire and your dog. So again, it really comes back to being the leader of the pack by emulating the behaviors and the, and the activities that you’re looking for in your, in your pet. Rosemarie (7m 2s):Yeah. You want to, you want them to enjoy them. You don’t want a constant chaos. And there’s another thing I do is that dogs do dogs should never answer the door. You know? So that, that’s another training session I do with people. And it’s about the way you respond to the way the dog is acting. So you teach, you teach the dog and people the same way. If you have a crying child in the store or something, and the way you react to that child just makes it even worse. Right? So it’s the way you respond is the reaction that you’re going to get. So if they’re loud, you’re loud, it’s all going to be the same thing. It just brings it up higher. Jonathan (7m 44s):So, so Rosemary, what’s the typical engagement that you do with somebody? Is it something that is, is, you know, can you pick a longevity or is it depending on, is every case different? You know, can you look at something and say, this dog’s going to take, you know, six months to cure whatever the obedient issue is. Do you have a good sense when you look at it or are there a lot of unknowns in the process as well times? Rosemarie (8m 8s):And there’s sometimes there’s some unknowns and I say, I have to get a visual, like a lot of phone calls and people want to talk to me about stuff and I go, I would need to see you and how you’re acting. But now I can tell by the tone of someone’s voice, I had a guy recently that he just introduced another dog into his pack. And he says, the first time we’ve had any problems and I’m listening to him. And I said, the dog’s not the problem you are. And I brought something to his attention and he was like, I never realized I was doing that. I said, I can tell. I said, two-three, I would need to see it and get a good visual on what’s happened in there, but you’ve just rescue this dog. He shouldn’t even be with the pack just yet. He’s fearful, doesn’t know what’s going on. Rosemarie (8m 50s):Just lost his original owners. He’s in an unfamiliar environment. And then you throw them into a pack and then you’re yelling at him because he’s grounded and snapping at everybody get away from me. It’s like, imagine you go into a brand new job, scared to death. You got, Oh, you know, all these people around you, and you’re trying to do the best job you can. And then, but your, your fear, you know, cause fear clogs the brain. You can’t think straight. Does that make sense? Jonathan (9m 19s):Yeah, it makes perfect sense. And you know, so, so it sounds to me like a big part of your message is you’ve got to stop and think. I mean, it sounds to me a lot of what you’re playing is you’re, you’re, you’re playing a psychologist for the owner as much as a trainer to the dog. And a big part of it is understanding the human dynamic and how humans react to the, to the Rosemarie (9m 40s):Yes, because I did have one, couple, the woman said to me, I used, I use the, your method on my husband and he sat down right away and behavior and it works. That’s great. I said, but don’t play me. Jonathan (9m 58s):That’s wonderful. So given that we’ve gone through and, and I’d imagine there’s a, you know, I looked at some statistics the other week about dog ownership and it’s just gone through the word. I it’s shocking to me how many dogs there are in this country. It’s somewhere, it’s like one of 330 million people. There’s something like a hundred million dogs or some, you know, craziest. So it’s almost like one out of every three people in this country has a dog. Rosemarie (10m 24s):Yeah. It’s gone up to 60%. Jonathan (10m 26s):And so what, what is the, if you could pick one piece of advice or guidance that you would give to a new pet owners or any pet owner, even if people have done it multiple times, what’s, what’s what, where’s the, what’s the foundation. What’s the starting ground to making sure they get off on the right, right foot. Rosemarie (10m 43s):My thing is that as soon as you bring your dog in the house, now, when you do adopt a dog from a shelter, you need to use that dog at least two to four weeks for adjustment period. So bringing everybody in the home, it’s like, if you brought a baby home, you wouldn’t want everybody in the house touching your baby. You’re trying to relax. So, you know, and the rules have to be established immediately when you come in the house. Because one of the big things that I get calls on is jumping and dragging around the leash. So when you bring a puppy home or a new dog home, and he runs to greet you at the door and they jump up and you love that and you hold them and you love them and you come home and I always go, yeah, that’s cute. Wow, wait til they’re a year old. Rosemarie (11m 23s):And then he gonna be calling me and saying, I can’t stop this dog and jumping all over everybody. Right. And then if you, and if you teach right away, I tell people, when you come home, your dog should be the last thing you pay attention to wait till they’re calm, quiet, and collective and not asking for the attention. Then you go ahead and give them some, some of your love, maybe throw a ball, some activities to them, right? So it’s like, when you’re introducing a dog into your family, the rules have to start immediately. No biting hands, no, no climbing in the bed with you. All that stuff has to be established right away. And you can do it. That takes 16 week old puppies and they sit down, stay recall. Rosemarie (12m 8s):So no leash. So, Jonathan (12m 11s):And, and how important is it? Cause one of the things that comes to mind when you say that, and I think it’s, again, it’s instinct, right? And most of what a dog does is instinctual. You come in the door, they greet you right away. Or they come, come to you and, and does it change the dynamic? If, if you get down to the dog’s level, in other words, you know, dog is happy to jump up on you. You don’t want that to happen. Is it okay to get down and play with the dog and be on their territory? Or are you seen as a leader of a pack and doing that? Rosemarie (12m 40s):Let me verify what you’re asking though. Are you saying when you first came in the door and you’re doing this, when you first came in the door? Jonathan (12m 46s):Well, again, so I think your, your initial response is let the dog settle, let the dog realize, Rosemarie (12m 53s):Right? Because what you do when you’re in print in that, yes, this is what I want you to do. When anybody comes to this front door, I want you to jump all over him, lick him. You don’t want your guests inundated with hogs. And they come to the door. Right? Cause others, I say, put a sign on the door, don’t touch my dogs until I say, it’s okay. You know what I’m saying? Cause you create that high energy and that high activity and they’re up here. We are high. And then everybody starts pushing and shoving. Right? And then the dog feels your anxiety. So now that makes it, that impacts it. Oh, you’re, you’re you’re upset. Let me, let me love you and bring that up. Let me let it love you some more. They’re trying to fix it now. So it gets really out of control and Jonathan (13m 35s):It becomes a vicious cycle. So Rosemarie (13m 38s):It’s the same thing as petting the dog or the dog and holding the dog. When they’re fearful, you think you’re Sue than a dog. You’re not what you’re doing is that you’re telling the dog. Yes, this is correct. This is how I want you to act when you, when you give them that affection for that behavior Jonathan (13m 58s):Ex excellent stuff. Some great fabulous tips arose Marie Williams, owner of canine, this dog obedience training. If people want to reach out and talk more to you about what it is that you do and how they can gain from your services, what’s the best way for them to reach you. Rosemarie (14m 15s):You can reach me on Facebook or LinkedIn, any of the social media’s on the Rose Marie Williams. And you can also look for, because I’ve got a book in process it’s called lead the human pack. Think like a dog trainer. So I’m excited about that coming out soon too. So, and I just did a TEDx talk on this. So if they wanted to reach out, all you gotta do is look for me on Facebook and look for Rosemarie Williams or canine this dog training either way it’ll come up. Jonathan (14m 45s):Excellent. Well, it’s some, some great advice and great guidance. And it sounds as though about one in three people in the country, can your benefit from the messages that you’re providing. So I wish you a great success on the book launch and, and we’ll have to come back and, and, and, and get some more tips from you. Thank you, Jonathan. Our guest has been Rosemary Williams, owner of canine, this dog obedience training. And we’ll be right back with another segment on radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “How Dog Training Makes You A Better Leader” w/ Rosemarie Williams of K9 THIS Dog Obedience Training appeared first on Radio Entrepreneurs.
10 minutes | May 18, 2021
“Employers Requiring Employees To Get Vaccines To Return To Work” w/ Marc Z of Marc Z Legal Staffing
Link To Guest Website: https://www.marczlegal.com/ Title: “Employers Requiring Employees To Get Vaccines To Return To Work”Guest: Marc Zwetchkenbaum – Marc Z Legal StaffingInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (1s):Welcome. Welcome back to Radio Entrepreneurs. I’m Jonathan Freedman and our next guest always needs no introduction. Marc Z of Marc Z Legal Staffing with a Marc Z Moment on radio entrepreneurs. Always a pleasure to see you always a pleasure to talk to you. Marc (13s):Always a pleasure to be here, Jon, and hang out with you and, and talk about important subjects in the employment workplace. Jonathan (22s):So a always topical Marc. You want to talk about vaccines and as we’re seeing and hearing, you know, schools, workplaces requiring vaccination for people to come back in, what are you seeing out there? What are you hearing? What are some of the concerns? Marc (37s):Sure. So the concerns are, it’s such a balance between people that have been working a year remotely, particularly in professional services where you can do that. And other people would have to go in still every day that have had the dividers and, and had a head count. So there’s not a, there’s not a lot of people, but surgical group of people in the buildings, but it’s been more voluntary to go into the office. John, it’s not been mandatory once everybody gets vaccinated or the people that want to get vaccinated are vaccinated, then employers have to look at the next steps and what are the next steps under the equal opportunity office guidelines, you can require employees coming back to have been vaccinated. Marc (1m 29s):You can require that however, with, with the combination. So for example, if somebody in, so if it’s a definite religious reason, that’s something, if it’s a disability and they can’t like there, some people that literally have that, their doctors have said, you can’t be vaccinated yet because these, these companies, whether it’s, and now you, ironically you see about a pause with Johnson Johnson. That’s now back up, but these companies have done trials, but they really have not been approved by the FDA. They they’ve been approved for distribution on an emergency guidelines. Jonathan (2m 11s):And, and, and we’re coming to the realization in this country. And I think, you know, early on, as the vaccines were rolling out, people were thinking, Oh, herd immunity, 75, 80%, not an issue. Well, we’re, we’re seeing it. You know, the 30 to 40% range, we’re starting to run up against the wall of, you know, perhaps we’re not going to get anywhere near that. So, so, so clearly we’re going to have a good segment of the population for one reason or another is not vaccinated. Correct. And, and so really interesting when places start requiring people to have access nation and you may have, you know, one in four, maybe one and a half, and four people are saying I’m not interested or for various reasons, as you’re pointing out, I’m not doing it. So what were you going to be at that point? Marc (2m 53s):So what, what most employers say, look, I’m going to take the carrot and stick. And what they’ve done is a third of the employers already have sent to employees. If you go out and get a vaccine, we will, we will give you back. We will give you credit for the hours. So on a regular basis, a number of employers from professional services to restaurants, to rental car companies, they’ve all voluntarily done the characteristic approach and saying, look, you can take two hours off at least per a shot. Marc (3m 33s):If it’s a two shot process and then recovery, if you’re not feeling well and it’s attributed to the shot, we’ll give you sick day credit for that. And that’s been a third, another, another 10% companies of this national poll have said they are going to be doing that. And another 19% of companies are considering it or organizations. So that’s the carrot and stick that if you get it, you will not lose time. Or if you will not lose those wages. And now those are voluntary companies. Now, president Biden has come out and said, look, we’re going to look to give you a tax credit employers. Marc (4m 15s):If you give the employees time off to get the shots and recover from the shots, we will give you a tax credit because it’s, it’s sort of do good do well. And it’s important. We get it that not having them there is going to be a loss for you financially at the same time. It’s important to get your workers vaccinated if it’s okay. And so they’re giving the incentives to both the businesses, to in turn, give the incentives to the employees. And that’s the carrot and stick approach that is gaining is getting momentum. Jonathan (4m 54s):What is, you know, that, that seems to me from an employer standpoint to make a lot of sense, but we’re still gonna have those situations where you alluded to, you’re going to have a lot of people who for various reasons chose to not to be vaccinated. And I think that’s where it’s going to be a challenge for, you know, what sort of enforcement rights does does an employer have? What sort of rights does an employee have? And I think w what we’re going to see is unfortunately, probably a lot of disputes over these issues, and that’s a separate issue to discuss, but it doesn’t a lot of this speak to what is right for me. You know, if, if, if I have no interest in getting a vaccine as an individual and my employers insisting on it, is there potentially a disconnect between our value sets and what’s important to me, and what’s important to my employer. Jonathan (5m 40s):Maybe it’s not the right place for me to work. So I, you know, again, I don’t want to start getting into it’s a civil liberties and rights, et cetera, but I think, you know, it’s another take stock, you know, what’s the right type of company for me to work at. And one that share similar values to what I have as an individual and vice versa. And I think we’re going to get into an era of people evaluating that more so than, you know, I, I’m just going to go back to work and, and, you know, cause the argument could go both ways, really Marc, you know, right. One, we, we like to say, well, it’s good for one person. It’s good for everybody. And you’re protecting everybody, but there’s a lot of people who feel very strongly. That’s not right for them. So, so how is this going to shake out? Jonathan (6m 20s):You know, for employers, small companies are sitting there saying, well, Jimmy doesn’t want to come back or Jimmy doesn’t want to get vaccinated and we’re not going to let him back in the office. Marc (6m 29s):Well, I don’t think again, I don’t think you’re going to the trending is you’re not going to have that situation. Employers that given the carrot carrot and stick approach, there will be those people in each organization that will say, I’m not going to get the vaccine. And if they can show us for health reasons and if they can show it’s it’s for religious reasons, but they have to prove it. The burden is on them. Then what employers have to do is given a combination. So they’ll be when the, when all is said and done, there will be accommodations for certain people where they’ll no longer be able to go in the office because the, what the company is responsible for the welfare of the employees. Marc (7m 9s):Now, it’s interesting. I’ve, I’ve always, and we’ve when I’ve run our company. And as over the years I’ve always said, it just doesn’t make economic sense in certain things. For example, if you’re sick, you’re sick, you shouldn’t be in the office. We’ll take the hit because guess what? You can spread. You know, if you have the flu, you can spread it to other people very quickly. Then you’re going to have multiple people out of the office. So employers, if you’re say, if you’re saying, and, and if you’re, if you’re saying, you know what, we need these people in the office, you’re taking a chance that people are gonna get sick. And that’s the same thing with COVID as an employer, you have to look for the welfare of your entire organization, but be respectful of the people who can’t. Marc (7m 56s):And that’s where you make an, a combination. Now you might be able to, in certain areas, make a voluntary accommodation, even though you don’t have to. So for example, there might be somebody who at a certain stage in life that technically they don’t fit one of the two boxes, but they have a role where they don’t have to be in the office. For example, if you have a bookkeeper, for example, who’s been doing a lot of work virtually, and it’s working then maybe that bookkeeper can keep working remotely because you don’t need that bookkeeper to come in. If they insist on not being vaccinated. So employers should look at the circumstances, each employee, if the employees will not come back, will not be, will not come back in with the vaccination and employers should look what makes the best sense to keep things moving forward with the company or organization? Jonathan (8m 49s):Oh, he’s interesting. Topical. I, you know, we could talk for hours about this because it, it, it is so fresh. And, and at the same time, like everything PO PO potentially polarizing and has a lot of implications and ramifications for people. So, you know, I’ll always get stocky Marc about these types of things and, and to think about what companies need to think about as people re-emerge and, and reenter the workforce, reenter back into their offices. Marc, see if people want to get in touch with you, what’s the best way for them to reach out to you. Marc (9m 22s):Thanks, John. First of all, great being on the show. Again, you always get me going too, which I appreciate first global Marc Z M a R C, and the letter Z will come right up or Marc Z legal.com, M a R C Z L E G a l.com for six one seven three three eight one 300. Jonathan (9m 42s):I like that. Marc. We’re going to have to turn to you for social media advice. You Google Marc Z and you’re the Z comes right up here, right at the top. Excellent stuff. This has been a Marcy moment on radio entrepreneurs and always a pleasure to talk with you as well, Marc, and look forward to further insight. This, this story is not over yet. W we’re going to see plenty more in the, in the weeks and months to come. So this has been another great segment on radio entrepreneurs, and we’ll be right back with another story on radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “Employers Requiring Employees To Get Vaccines To Return To Work” w/ Marc Z of Marc Z Legal Staffing appeared first on Radio Entrepreneurs.
15 minutes | May 17, 2021
“Addressing The Tech Talent Gap Through AI-Driven Software Training” with Eliot Pearson of Catalyte
Link To Guest Website: https://www.catalyte.io/ Title: “Addressing The Tech Talent Gap Through AI-Driven Software Training”Guest: Eliot Pearson – CatalyteInterviewer: Jonathan Freedman – MAGE LLC Click here to read the transcript Jonathan (0s):Welcome back to Radio Entrepreneurs on Jonathan Freedman. Our next guest is Elliot Pearson, COO of Catalyte welcome to radio entrepreneurs. Eliot (8s):Thanks for having me, Jonathan Jonathan (10s):Tell us a little bit about what your company and what it is that you guys do. Eliot (13s):Yeah, so, so Catalyte very simply we solve one problem. We’re actually helping address that tech talent gap and we’re able to do it with AI and, and it’s, it’s a, it’s an amazing platform that we’ve built. So really the premise of the company was that talent is equally distributed, but opportunity is not. So we actually had our founder, he actually created the company about 20 years ago. He actually talked to people about it. Nobody wanted to do anything about it. So he actually created a company. He went to Baltimore and he started trying to find tech professionals, really focusing in software engineering. He wanted to actually find people that have never looked at code a day in their life. Eliot (56s):And so what he did was he actually worked with the team, created what we call an assessment that assessment takes about two hours to take. And what it does is it actually measures your aptitude and it measures your aptitude and a couple of ways. First it determines your ability to learn software development. Second, it also will determine your perseverance because we’re going to work with you for a period of time. And then three, it just kind of looks at kind of like your, your grit and really being able to get through the success of our, like our program. And so what we do is we actually allow anyone to take the assessment. We are, you know, throughout the country, everybody is in a remote world right now, but we do actually have dev centers. Eliot (1m 39s):We have one that’s in Boston, our headquarters is in Baltimore. So it works like this. You actually will take an assessment. It takes about two hours. You score very high. We invite you into a cohort. We then give you free training and we are teaching you how to become a software developer. And at the end of this training, you’re guaranteed a job. You’re either going to work with us as a Catalyte being deployed to clients or you’re going to get directly placed into a client. And so we’ve been able to perfect our algorithm and our model for about 20 years. And what we’ve done is being able to say, okay, we actually have a bunch of high performing software developers. Eliot (2m 20s):We actually gave them the assessment and then we actually have more people coming in and then we see how well they line up to it. And so we’re looking at things in our assessment that are, it doesn’t really matter if you actually answer questions correctly is really gauges how you think. And so we actually have very, very strong success when people into our program. And so that’s really kind of what we do at the day. We’re, we’re really kind of helping companies fill that tech gap. Jonathan (2m 48s):So, so really interesting. And I hope it’s not too far-fetched to say the premise of the company was really nature versus nurture. And whether people had that innate ability to be software developers or there’s a learned skill and something that can be learned, correct? Eliot (3m 3s):Yes, yes, yes, yes. And, and really, we, we kind of look at it as, as more nurturing because we know that people have no skills. We have people that are baristas that start or an HVAC technician, and had never looked at a code like code to day in their life. And we’re able to upskill them into being a high-performing software developer in a very short amount of time. So Jonathan (3m 26s):Fast forward to today. And it sounds like, yeah, there’s really two pieces to your business. One is developing people into, into coders or software developers and placing them either permanently within, within the industry or providing a pool of talent to clients that might want them in a contract basis, I’d imagine, or for a project basis, something of that nature. And, and what is the, what is that cohort look like? What is, what is the composition? Is it people, as you said, there are people who have been embarrassed, those that become software developers. So is it, is it like, w w would we be blown away if we looked at the profiles and the backgrounds of the people that are doing this? Yeah, Eliot (4m 6s):Yeah. You will. You, you definitely will. I think it’s kind of interesting how it works, because let’s say we go into Boston. What we do is we go to places where people are looking for opportunities like indeed, and we post ads and then people come into our screening and they take the assessment. And what we’re finding is that because people are kind of self-selected into our program, we just naturally get the demographics of that region. And so when you look at the demographics of most major cities, they actually have a lot better, like diversity percentages than like Silicon valley. And so that’s coming in. And so when we work with our, our clients, just by kind of statistics, we’re actually getting better representation. Eliot (4m 49s):And the reality is like people, again are coming from all walks of life. I actually know somebody that was a roofer he’s actually on my team. He’s amazing. And you know, it’s just, it’s, it’s one of those things where you will be blown away by understanding where people came from. Jonathan (5m 7s):It’s really a fascinating story. So, so how many people are, are part of the program and what is the commitment of an individual to the program? How, how, how does, how does that work and, and the, and the timeframe associated with learning the skills? Eliot (5m 25s):Yes. So when we look at the, the commitments, the first thing we do is after we identify someone that is, has high potential, is that we try to engage with them like four weeks before we actually start a cohort. So we have kind of like this rolling cohort where we start every four to six weeks. So a person will, you know, maybe in January, we start talking to them, giving them equipment, setting them up for success, and then we actually will go and get them in training. And then when they’re in training, they’re actually paired up with an instructor and also a, what we call a, a teaching assistant. Eliot (6m 6s):And, and what they’re doing is they’re learning the mechanics of software development. It takes on average 26 weeks, but some people actually do come with some experience. And so they actually have like an expedited kind of getting through training that we could do where like our, our apprenticeship period, because we want to actually take someone and groom them to be a high performing software developer. And we do want people in training to kind of focus on this full time. It is free, but we do have people that have like, do train full-time and maybe have a part-time job because they need to kind of supplement their income. So that’s something that happens as well. Jonathan (6m 43s):So let me go back to something. I was going to ask the question about your business model, but let me understand you use that, that word free, because they’re very important four letter word. So, so to the trainee, it is a free program. They come into the program and there is a nominal cost. I’m not going to say no cost, but I would imagine there’s some cost to anything, right. They have to get to the training center or everything’s remote today, or there’s some tools that they need to buy along the way, perhaps. But the, all of the training that they receive is, is subsidized in some sense. Eliot (7m 12s):Yeah. So when we look at it, our incremental costs for bringing in one more person is really, really low. But what happens is, is like, we actually do give them a stipend towards the end, but when we kind of look at like our model, once we put them in the work and they’re, you know, performing for the client, the training just pays for itself. And so it’s just the economics work out and that’s really how it works. So when they look at their commitment, we really don’t want to put an extra burden because when you look at traditional paths, you know, a lot of people go through college and some people take on debt. We’re trying to get people in a career by doing the opposite. Jonathan (7m 53s):Yeah, no, it’s really, it’s really a fascinating model doing, doing well by doing good. It’s it’s great. How did you come involved with the company? What’s your background? Eliot (8m 3s):Yeah. So I’ve been in tech for about 20 years. I actually did about 13 and a half years at, it was first advertising.com, but then it eventually became Verizon media. So I worked in their ad systems. And so these ad systems had billions of transactions as like tens of billions of transactions a day. And we needed to like respond within a 10th of a second. So I worked on the supply demand and data side, and then I learned about the Cadillac model and I was just fascinated. So I came over to Catalyte a little over a year and a half ago, and really this idea of just having like, kind of this factory where we can just produce like engineers. Eliot (8m 45s):It was just amazing. And now we’re getting to the point where we’re starting to look at different paths, other than software engineering, of being able to say someone that gets kind of basic full stack, and then adding on things like automation, adding on things like dev ops and being able to really respond to like what, you know, the industry needs. Yes. It’s just amazing. I was blown away by the model when I, and I was like, I have to be a part of this. Jonathan (9m 13s):So not to catch you off guard here earlier, but can you share some statistics? How many people have gone through the program? You said you have five hubs, four hubs, five hubs, different locations, I believe. Oh seven. Okay. And as part of the vision to roll that out on a larger scale, it’s, it’s amazing to me almost a week or a month, doesn’t go by where I don’t hear of another region, I’ll call it. That’s promoting themselves as a tech hub in the country, you know, forget about Silicon valley and Boston and New Jersey. Now we now have 500 tech hubs in this country. So it is the vision to morph into other geographies and develop people in those areas as well. Eliot (9m 50s):Yes. And we normally need like anchor customers, somebody that’s willing to take, you know, let’s say anywhere from 10 to 50 apprentices within a year. And so it can be one company or it can be a combination of companies. So that’s really how we determine how we move into a region. As far as like some of the statistics we’ve had around. Like I would say it’s over 2000 people that have went through our program. Cause we’ve been around for like 20 years. When we look at kind of the rates of people kind of getting through the first one is really the assessment. So about eight to 15% of people get, they score high enough to be invited into a cohort. Eliot (10m 33s):And we do that because we want to make sure people are going to be successful. Not just, they have like the ability to kind of learn to code. So we, we actually, it’s kind of rigorous, but when you get there, it’s, it’s, it’s very sticky. So when we look at people getting through training, it’s about 85% of people that start training, complete training. Jonathan (10m 52s):Wow. Very high success rate. Obviously something’s working on the vetting process upfront and that’s why it’s so low upfront. Yes, yes, yes. Kind of like med school, if you can, if you could pass muster to get in, you have a high likelihood of success. Yes. Yes. Eliot (11m 6s):And I, I think the other thing is that after, when we look at the apprenticeship, it’s like high nineties, it’s like 98% that people actually complete that apprenticeship. And then when we look at like the optics of, cause we have 20 years of data, like how well are people doing like five years after they start our program? People are coming in at around 25 grand on average and year five, they’re making $98,000. So it’s very transformative transformative. It’s also just, you’re starting someone’s career. So it’s, it’s, life-changing, it’s amazing. Jonathan (11m 38s):Hmm. That really is incredible statistics. And, and Elliot, what’s the time commitment. I dunno if you can chunk it out on a weekly, monthly basis, is it a full-time you said some people are continuing jobs while they’re doing their training, but what, what is the commitment from a training perspective? The amount of time that somebody has to invest? Eliot (11m 58s):Yeah. It’s like 40 hours a week. It can, some people can get through 30 hours a week. I would say 95% of our people are completely focused on training and that’s around anywhere from like, it can be 20 weeks, it can be 26 weeks. So that’s really the commitment. And, and most people are doing that. And it’s been about the same when, since we switched to everything being virtual. Cause we all, we switched to everything being virtual in March, before everything was in classrooms. So we actually have like a training room sitting in our offices that no one is using right now. Jonathan (12m 32s):And I would imagine you guys pivoted pretty easily because a lot of the stuff that you’re doing could be done remotely as well or virtually I should say, Eliot (12m 40s):Yeah, we were, we were ahead of the curve. We, we were able to like, look at a lot of things and say like, Hey, we need to automate this. And so we had a lot of our instruction, a lot of our exercises there everything’s digital. So it made it very easy to make sure people had the right equipment. We had to scramble a bit for that. Sometimes people need things like keyboards and monitors, but we were able to get through that. Jonathan (13m 3s):Excellent. Well, it sounds to me like Catalyte was really ahead of the curve because we, we all hear about the, the skills gap that exists within the tech industry. And you’re looking to solve that, that problem. How big, what are the current projections and, and the, the gap that exists in the marketplace. What’s, what’s the scale of that? Eliot (13m 21s):Yeah. You always hear about we’re we’re like at least like a million jobs short. And when we look at what, why is this the problem, or why is this the case, Jonathan (13m 32s):A million, a million bodies to fill those jobs? In other words, we’re going to need a million people to fill that tech gap. Eliot (13m 37s):Yes, yes. And the reality is that we have those people out there right now. They’re just not on a traditional path. And what’s happening with the universities is that like they’re producing people every year. That is either computer science, major or computer engineering major. But that group is largely the same. It grows a little bit, but new companies are being created all the time that need these resources. So everyone is kind of like fishing in the same pool. What we’re doing is creating an alternative pool with the talent that’s already there. We just need people to commit to acquiring that talent and developing that talent. So that’s how we’re solving it. But it’s, it’s over a million, you know, technical jobs that are just unfilled because we don’t have candidates available. Jonathan (14m 25s):Wow. Really incredible. It means that you guys got a lot of run room paths to get those people developed and into those roles. Fabulous. Elliot Pearson has been our guest you’re CEO of Catalyte. If people want to get in touch with you and learn more about your programs, become a client, all of the above, what’s the best way for them to reach you. Eliot (14m 42s):Yeah. You can reach me through email or LinkedIn. I’m Elliot Pearson. Very easy to find me for. My email is E Pearson E P E R S O firstname.lastname@example.org. 2 (14m 55s):Excellent. Our guest has been Elliot Pearson, COO of Catalyte. It’s been a pleasure having you on radio entrepreneurs. Thank you. I appreciate your time. And we’ll be right back with another segment on radio entrepreneurs. Subscribe to our Podcast! Apple Podcasts Spotify Google Podcasts Stitcher Find us on Social Media LinkedIn YouTube Facebook Twitter The post “Addressing The Tech Talent Gap Through AI-Driven Software Training” with Eliot Pearson of Catalyte appeared first on Radio Entrepreneurs.
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