The Exponential Mindset; What It Means to Think Bigger Part 1 with Aaron Bare, author of Exponential Theory: The Power of Thinking Big

(Intro Narrator at 00:00:01) Today, we're bringing you part one of our conversation with the author of Exponential Theory, Aaron Bare, on the power of thinking exponentially. You're listening to Joel Beasley, Modern CTO.

(Joel Beasley at 00:00:17) That's the big thing I'm interested in. What does it mean to think exponentially about technology? And then we can just sort of branch off from there about your background and all of that.

(Aaron Bare at 00:00:25) Okay, that's perfect.

(Joel Beasley at 00:00:26) Cool.

(Aaron Bare at 00:00:27) I got the book right here. I actually have your book too, so—

(Joel Beasley at 00:00:30) What? Oh, thank you so much, Aaron. That was the first try at writing a book. Is this your first book or no?

(Aaron Bare at 00:00:37) No, it's my, technically, fifth, but my first one that was by a New York publisher. So yeah.

(Joel Beasley at 00:00:45) Nice. What's in it? You've got to tell me now. How do you think exponentially about technology? What's this theory?

(Aaron Bare at 00:00:52) So exponential theory—the idea is when you think bigger, you become more conscious. What we've seen is companies that have really scaled to solve exponential problems, and those are problems that maybe impact a billion people or more. So it's not thinking about your group, your family, your community, your tribe. It's thinking bigger beyond that to solve problems that are inherently much bigger. And then you add in exponential technologies, which there's about—in the book, I cover 38 of them—that are coming to the forefront now that are disrupting every different industry and really taking, you know, exponential theory is you add people, planet, and technology together, and you start to create a mix of companies that can grow exponentially, leveraging these different technologies that are becoming widely available, which we know—Web 3.0, AI—but it goes to 3D printing. All these things are digitizing the world.

(Aaron Bare at 00:01:54) You know, how do they actually—once something becomes digitized, then it becomes exponential. There's a period where there's a deceptive phase that people are dismissive of that technology, including people that are in technology, because they don't inherently see that the world is speeding up. So they say, "Well, that's not going to impact me." But then there comes a point that it becomes disruptive, and then those linear-thinking technologists can never catch up to exponential. Then, once it's disruptive, it generally goes through three other periods—as Steven Kotler and Peter Diamandis came up with these six Ds—that it literally becomes demonetized, democratized, as well as dematerialized.

(Aaron Bare at 00:02:37) And that's where, as we look at every industry, we're starting to see how those technologies that are just exploding—whether it's Airbnb in the hotel industry, Uber—you know, at the end of the day, they don't own anything, but they're democratizing these opportunities both for the rideshare people as well as the homeowners, as well as for customers that are looking to book Airbnbs or Ubers.

(Joel Beasley at 00:03:04) I was having a conversation yesterday with one of my technical buddies, and I had asked him, I said, "Hey, have you played around with GPT, or how much are you experiencing GPT?" Because he had a big exit a year or two ago, so he got a ton of money, and he's just been kind of hanging out, doing art and exploring life. So I said, "You know, now that you're looking to come back and do some work, have you been playing with GPT?" He said, "Oh, I've seen some people on Reddit, but I haven't really delved deep into it."

(Joel Beasley at 00:03:31) And he's a brilliant engineer. And I said, "Man, I have. I've been exploring that area, and I think—I know it sounds a little bit bullish—but I think it's as important as electricity. I think we'll realize it in hindsight."

(Joel Beasley at 00:03:46) But right now, everyone's seeing the crude wires and we're stringing wires across town. But then what happens a hundred years later when you see what people have built on top of it and built with it? It's just mind-blowing.

(Aaron Bare at 00:03:58) Yeah. I mean, I think, you know, we could probably say this is the year of AI because of ChatGPT and all the other different AIs that are racing to catch up or have something that's relevant to the masses. I think in particular, you know, it's the same digital divide that we've been dealing with for the last 50 years. There's going to be a few people, and I think of them as content creators—you think about influencers. Influencers are going to get passed by by the people that leverage it to create massive amounts of content.

(Aaron Bare at 00:04:27) And I have this program called the XMBA, which is Exponential Mindset, Belief, and Attitude. And I work with CTOs and their groups and go out and speak and talk about technologies. But it's really getting people to be very experimental with these exponential technologies, knowing that within a few years, they're probably going to disrupt whatever you're doing—whether it's just moving to the cloud. Obviously, the cloud enables that digitization, and then it enables all kinds of other opportunities for CTOs. AI in particular, though, just starts to enable the average worker to become exponentially better. And that's what we're kind of seeing in the big tech right now, this kind of pullback, because we're realizing we don't need as many engineers as we needed in the past.

(Aaron Bare at 00:05:10) And the value that having 10,000 engineers versus, say, 5,000 probably is incremental and it's not exponential. So we're seeing this pullback because we overhired in a massive growth period. And business models obviously retract and grow and retract and grow. But what we'll see is those companies that really embrace technologies like ChatGPT, and you kind of learn the marvels of what it can do and what also it has limitations of, you're going to see people that just exponentially do work faster, and you're going to see them go through the ranks a lot quicker.

(Aaron Bare at 00:05:47) And I think you're going to have the haves and have-nots—the ones that embrace AI and the ones that don't. And we're going to further see that a year from now that no one's safe—not the Chief Technology Officer, not the CIO, and not the CEO—because, really, anybody has the ability to exponentially leverage AI. Now, part of that is to understand what's a prompt, or how to really talk to AI to get answers that are meaningful. And I think that's a whole other opportunity area for the world: as you learn to kind of talk to AI and leverage it, being able to prompt it in the right way will help you get results that actually get exponential for the company or for yourself personally, professionally, and organizationally. Analysis, AI—it's leveraged for all those things just to help you make decisions, help you to do analysis. All those things that took so much time, all the routine stuff, now can be outsourced to an AI.

(Aaron Bare at 00:06:45) And I think we'll see more and more of that. And that's part of, you know, I have an investment fund called X3 that we're looking at Web3 and the AI space. And really, in particular, looking at these vertical SaaS models both for—you know, we've only seen Web3 really systemically, and AI now systemically, every different industry, it doesn't matter what it is, is going to be disrupted by AI and Web3 as we kind of move forward. There's just better business models out there for the masses, and that's what we're moving towards.

(Aaron Bare at 00:07:16) So it's kind of figuring out—this idea in the book that I share, because I used to be Entrepreneur in Residence at Singularity University at NASA Ames. And Singularity is this idea that Ray Kurzweil puts out there that biology, technology, all will merge and create this supercomputer with quantum computing and really unreal abilities to kind of do that. And we're moving towards that, and that's what we see. So it's really understanding technology. And this is what I speak about a lot when I go talk to technology groups: it's knowing that we may not get there as fast as some people say, we may get there faster than others say, but the reality is we're on a path to go there. So how, and what technology in your industry is going to be disrupted by that? And then how do you leverage that technology to actually disrupt others and even your own work group, so that, you know, you leverage AI and you leverage Web3 and you leverage all these other 38 technologies I talk about in the book—whether it's 3D printing or 5G—there's just so many different technologies coming to the space at once. We've never been in an explosion of technology where, you know, no one can keep up with it all. But the matter is to get a team that actually can understand in your industry what is the next stage towards this idea that all technology is merging. And we're starting to see that in a lot of different industries.

(Aaron Bare at 00:08:36) And journalism was one of those that I talked about in the book that was probably disrupted first. And then it really led to, you know, extreme beliefs on both the left and right and every other different angle. Because if you didn't have an extreme belief, then you weren't polarized enough to actually get the attention of the algorithm and people to dislike you that made you famous, because you had as many people disliking you as liking you. So having an average opinion, whether you're a CTO or a wannabe influencer, probably doesn't get you very far. So understanding that also means how do you take risk?

(Aaron Bare at 00:09:11) And the biggest thing that I probably talk to C-level leadership about is if you don't make a decision, you are making a decision. And what that decision is today, with the world moving faster, is you're probably not going to catch up if you're not enabled to make decisions. It's better to make a decision, make mistakes, spend money, and relearn from that. And I think that's part of this kind of "feel forward" is fail fast. And I always say in my XMBA, you either learn or win.

(Aaron Bare at 00:09:40) The only time you fail is if you make the same mistake again and again.

(Joel Beasley at 00:09:44) I want to talk about risk and blinders, and maybe they're connected and maybe they're not. But you seem like a really intelligent person from a psychology standpoint to a business standpoint, so I figured it's worth asking. So a short story here is, I've been with my wife for ten years, and her dad is a UPS semi-truck driver. And ten years ago, our first Christmas dinner where we're all sitting around the table, I start talking with him like, "Hey, have you seen this autonomous driving technology?" He explained to me all the reasons why it would never be possible for a semi-truck to be driven by a computer, and the art of it and, you know, the craft of it and all the little things you have to know.

(Joel Beasley at 00:10:25) And I tried to explain, "Well, yeah, you know, computers can sort of keep a lot more in memory when they're decision-making than humans can." And so then a year or two goes by, the technology gets incrementally better, incrementally better. And then we see this documentary come out where they're actually showing videos of these semi-truck drivers driving in obstacle courses. They're showing them to other semi-truck drivers. It was an Amazon documentary, like, low-budget-type movie.

(Joel Beasley at 00:10:53) And I saw how defensive they all were about how it's not going to be possible. "This is just," you know, every stage they were denying all the way up to the Christmas, I think, three years ago, where I actually showed him—I told him, I said, "Hey, I think it was Uber or some big brand made its first semi-truck delivery successfully." And I showed him that. And he's like, "No, no, no." I'm like, "Here's the video of it. It's done."

(Joel Beasley at 00:11:16) And he's like, "No, not possible." What is it about people? Because I see this happening with technologists too. Oh, you know, they see Google or GitHub Copilot—I don't know if you've explored that a lot, but it's an assistive auto-completion tool for writing software—"Oh, that's just something." And they're constantly dismissive until the point—what is it about humans? What is it about our brain that's wired? Why is this happening in all of these different areas? Why are we putting our blinders up?

(Aaron Bare at 00:11:48) Well, I, you know, I'm from a neuroscience background, and I teach a lot of—in my XMBA program—this idea. And, you know, our brain is 10,000 years old, and it really hasn't changed with the fact that everything is speeding up. But we're actually able to filter through so much information subconsciously. But our conscious mind is only able to hold just a few thoughts comparatively, like 30,000 times less. So, you know, as we talk, we're kind of seeing the world in a much different way in our subconscious mind than what we actually bring to our own attention.

(Aaron Bare at 00:12:23) The reality is it doesn't serve us well to think that we're going to be disrupted. So we want to fight that. And the amygdala, which is really your fight, flight, or freeze function of your body, is—your executive decision-making, you know, once it gets past the amygdala, it's like, "I'm going to fight this because I need the status quo." And it's just about change. Very few people are agile and adaptive to kind of change to the future, to really see where the industry's going or where their job is going. But what's interesting is there's this superconscious—and I won't get spiritual on you—but society has all the jobs out there that are really hard to fill right now, and that includes semi-drivers, that includes McDonald's workers. You see the system, as an ecosystem, is naturally imbalanced, like from biomimicry. As you look at nature, only when humans kind of interfere and start messing with the system—and I talk about this in my book a lot—you start to kind of disrupt this pattern of growth.

(Aaron Bare at 00:13:28) But semi-truck drivers, for example, are probably not in any jeopardy right now because there's going to be an adoption rate that takes a while. And those semi-drivers that want to still drive will still drive. But every trucking company—and I'm actually friends with some of the ownership of Knight and Swift, and they're a huge trucking operation out of Phoenix—and, you know, they'll all adapt to this because they can't hire the people. The same with McDonald's is kiosks, because now we have a McDonald's fully functioning kiosk autonomous because they're not able to hire those people. So we see this system that we're naturally solving problems, and we have through history.

(Aaron Bare at 00:14:09) And now that we have all these accelerating technologies, we're able to solve problems faster. Well, problems are coming faster at us. And that's where the idea that we have a supply chain disruption that we had in 2021 because of COVID and the global supply chain—technology will eventually, you know, take that out of human hands. And that's where these things are all pushing a greater ecosystem to, like, "Let's solve for these things." So, in particular, I think change in people—it's much easier to not change than to change.

(Aaron Bare at 00:14:42) It's much easier to not make a decision than make one, but you are always making a decision. And when you're not changing, you're actually resisting. And that's a whole part of my course: what you resist persists, which is a Carl Jung thought. We resist a lot to actually feel part of our comfort zone because we don't want to step outside of our comfort zone.

(Aaron Bare at 00:15:07) And I always say you jump into fear, which is False Evidence Appearing Real, and blocks really your amygdala that's 10,000 years old, that for good reasons, you know, basically, as I say, "Stay the same or be in the same environment. Don't go out of—you know, if you're on the savanna in Africa when the amygdala started and there's a lion on the horizon, it's like, 'Go back to the fire and be around all the people.'" That was a natural intuition that helped people survive in those days. Now we go 10,000 years forward, and we have the complexity of decisions we have. We think we have the sophistication, but we're run by this really, really complex brain, which is honestly in the universe the most complicated thing and the thing we don't completely understand more than anything. But it literally rules all of our emotions.

(Aaron Bare at 00:15:39) And emotions is what creates change. And that emotion is when someone does lose their job, they will change. They will then say, "Okay, now I see I have to do this."

(Aaron Bair at 00:16:05) But fighting it logically is really the resistance of CEOs and CTOs at companies that get disrupted, because they're willing to stay the course on something that obviously, as things evolve, we almost evolve with these technologies. And I also say, use technology, don't let it use you. I think it's a big part of learning. Right now there's a good part of society that technology is using them, and we complain about it. Yet there are tools and things to actually leverage that technology instead of it leveraging you. And that's what we're kind of seeing as the world changes.

(Aaron Bair at 00:16:44) And that's even using ChatGPT as an advantage, is embracing the change of the technology and understanding and being one of the people on the side that really takes advantage of those opportunities. Those are the leaders that are gonna lead into the future. Those are the ones that are gonna disrupt whatever exists right now. All business models are being disrupted. And we take Apple, we take Microsoft.

(Aaron Bair at 00:17:06) We take Amazon, we take any of these companies, and five years ago their business model was completely different than what it is today. And those are your largest companies that are fighting to survive. And, you know, Jeff Bezos has even said, you know, companies last about 30 years. Amazon's been around 30 years. It's not gonna last forever. And I think that's, some of these companies have stockpiles of cash to acquire the new technology or the new thing, like Facebook bought Instagram and WhatsApp and investing in the metaverse, whether that ever pays off or not. It's really seeing the next model and getting to it. But it doesn't mean that the whole organization is adapting. And that's part of also this flux of, you know, what I'll say a contraction in the tech industry, is to understand that it has to change to survive.

(Aaron Bair at 00:17:54) And I think these biggest companies realize that because they watch all the other companies kind of come and go, you know, with their growth.

(Joel Beasley at 00:18:02) You said when you resist, what you resist persists. How do I discover what I am resisting and what's holding me back?

(Aaron Bair at 00:18:12) Well, Joel, I think there's a big part is that we overthink. And this goes to the nature of technologists is we think we can think our way out of every problem. Yet, you know, our intuition often will tell us what to do, but we'll fight it by thinking and thinking. And I say your intuition is actually being in the moment now, to understand that now is the only moment you can control. And so now is the only time you can make a decision for the future. It's the only time you can create the future.

(Aaron Bair at 00:18:42) And what I really help leaders to do is think about themselves in the future looking back on now, and to understand if they're gonna take their team or their company to some place, what do they need to do now? And I would say most leaders don't do that now. They're literally run on what they've done in the past. So they're not thinking about, like, okay, a year from now we want to be here, or ten years from now we want to be there. I have a quote in the book around Bill Gates, and he said this 20 plus years ago. He said, we often overestimate what we can do in one year, but we always underestimate what we can do in ten years.

(Aaron Bair at 00:19:20) And part of that is your own personal growth of how do you, you know, skate to where the puck's at, in a Wayne Gretzky quote, to get to where the technology is going. If we know that singularity, if technology's starting to kind of stack on each other and we're starting to learn from that accelerated pace, how do we actually do that for ourselves personally, professionally, understanding that, and then organizationally helping our organizations move towards that? That is the, you know, change conundrum.

(Aaron Bair at 00:19:51) And I think, you know, change is the only constant is what I write in the book. But I actually say it's actually not constant. It's accelerating. And if we don't accelerate our linear thinking, and that's what exponential theory really comes, is if we don't get more conscious and we don't accelerate that thinking, everything will pass us by. And that's happening to people every day.

(Aaron Bair at 00:20:13) And a lot of people that are losing their jobs are gonna have that change that they're gonna see. And that's where we're gonna see it. All these layoffs are probably gonna lead to a whole other era of startups that are gonna disrupt kind of the current landscape. And that's the exciting thing of change, is when one door closes, you know, many open. You just have to choose the biggest door that you can serve the world in the biggest way and literally embrace that and jump into it. And that has to be like my xMBA program, the Exponential Mindset, Belief, and Attitude program.

(Aaron Bair at 00:20:48) Its goal is really to help people think that way, both inside companies, as well as we have individuals taking it just to kind of reinvent themselves. And we work with a lot of accelerators because it really comes down to your mindset today. If you don't have the right mindset and is a growth mindset, not a fixed mindset, I think that's an easy one to understand. But I would even go that it's an exponential mindset because you really have to think bigger than just growing at your current rate. You gotta think about how you go 10x, not 10%, or incremental to exponential.

(Joel Beasley at 00:21:18) Tell me about this xMBA program. Is it in person, online? How does it work?

(Aaron Bair at 00:21:23) It's both. We work with companies and we go in and we help create cultures that, you know, really expand the mindset, belief, and attitude of the company. And then we have open programs online as well as companies that are participating just in a virtual way. So we have a variety of different ways we deliver it. But it really is my focus and my purpose. Ultimately, the company is called One Million Exponential Leaders.

(Aaron Bair at 00:21:46) And our goal is to create a million exponential leaders where we, you know, change the world one mind at a time. Because I think it's just figuring out how people think about themselves, you know, related to everything that's happening around them and how they can really accelerate that thinking for themselves. And, you know, the five people around them, as well as the organization around them. Cause you are the culmination of the five people that you're closest to, you know, at least your thinking and your mindset. So how do you intentionally help all those people grow? Well, now you start to create an exponential circumstance, which is part of our program. Once people are enrolled, they're enrolling, you know, a lot of their people that they spend the most time with, because they want to grow with them.

(Aaron Bair at 00:22:27) And it's a seven week program. I'd say it's named the xMBA, particularly. I used to teach at Arizona State University in Thunderbird and actually taught at Singularity University, as I said. And I think traditional education has a place. But, you know, nowadays it's really about mindset, belief, and attitude because technology is moving too fast.

(Aaron Bair at 00:22:48) Every degree that anyone gets is outdated once they get it. And we just need to really continue to accelerate our mindset to learn and grow with, you know, what's happening around us. And honestly, the faster we adapt and the faster we make decisions and mistakes, the faster we'll get there. And that's kind of part of our process is to get people thinking that way so that they can grow into the future and lead the future and not necessarily be a follower and, you know, being a victim to say, oh, well, everything passed me by, because it's about to pass us all by. And I'd say there's not one of us on this planet that technology is not moving faster than.

(Aaron Bair at 00:23:23) And part of it is just to be able to understand how we can contribute to it and how we can find purpose in using technology, not letting it use us. Right now, I think with everybody doomscrolling and endless scroll, you know, we're being used by technology. I think there comes a point that we're starting to kind of see a group of people that are taking intentional, like, how do we use technology to solve problems for ourselves? And AI does start to solve some problems of things like routine things that we don't like to do. Well, now a lot of these AI systems, and there's literally hundreds of them.

(Aaron Bair at 00:24:00) There's a guy named AI Daddy that has a resource that has 600 resources of AIs, and it's just amazing. He's on TikTok and Instagram and a friend. But it's to look at all the different uses for it, and it's just gonna grow and grow and grow. And it's pretty exciting to just see where things are going and to understand that every person in the world, you gotta understand that people are all moving at exponential paces in different areas. So it's how to learn the who do you need to partner with, not learning the how.

(Aaron Bair at 00:24:33) And I think that's a very big difference for a lot of, you know, as you say in your book, developers to get to a CTO. It's like, who can help me with this? Because I've gotta stop doing the how, because to learn how to do it, you're slowing yourself up versus leveraging all the people that are already doing it.

(Joel Beasley at 00:24:49) That's a hard transition to make.

(Aaron Bair at 00:24:54) I agree.

(Joel Beasley at 00:24:54) It's not easy, and it takes a long time. AI Daddy, you said, is his name on TikTok? You say he's a friend of yours or you know him too?

(Aaron Bair at 00:25:03) Yeah, yeah. Lucas is a friend, and he just is becoming a big influencer in AI and has some interesting, you know, looks at technology. And he kinda reminds me of the guy on Her, if you remember that movie that fell in love with the AI.

(Joel Beasley at 00:25:18) Yep.

(Aaron Bair at 00:25:18) I think that's part of his appeal. He actually has all of his followers call themselves AI Babies, and they've kinda really embraced it. So

(Joel Beasley at 00:25:28) That's a little bit

(Aaron Bair at 00:25:30) And at the same time, is really sharing its, uh, so—

(Joel Beasley at 00:25:33) Here we go. Josh has got—I'm learning about this guy, Gus.

(Aaron Bair at 00:25:36) Look at me. He looks just—

(Joel Beasley at 00:25:37) He does look like him. Can you introduce me to this guy? We might wanna have him on the show.

(Aaron Bair at 00:25:43) We definitely will get him on your show. He's entertaining. We actually do improv together. So we do a comedy class together.

(Joel Beasley at 00:25:52) Oh, that is brilliant.

(Aaron Bair at 00:25:53) You know, and I think he's part of this group in the xMBA, that's a core group that are expanding. And he's created a course within the xMBA called the AI Odyssey, leveraging the seven universal truths that I found. And the goal of that is really for people to embrace AI and understand how they can use it and not let it use you. Because there really are so many different resources and we're just seeing this explosion.

(Aaron Bair at 00:26:17) And I think it's understanding is to have a network of people like AI Daddy in your world that can explain things that you just don't have time to learn. And I think in every area, web three, I have another guy named Derek Mains that has a podcast called The Convergence. We literally meet on a weekly basis. And he's out talking to all the leaders in web three and blockchain and crypto. And then we come together and, oh, sometimes we talk about philosophy.

(Aaron Bair at 00:26:42) Sometimes we talk about—but in the end, it's this kind of mastermind to understand that, you know, my appeal to them is I think bigger. So I'm challenging both of them to think bigger every day and really make a bigger impact. They themselves are bringing their expertise. Part of it is, you know, surrounding yourself with those five people that are gonna exponentially grow. And I know between all of us, we're gonna lock into some exponential things.

(Aaron Bair at 00:27:06) And my own goal of writing the book Exponential Theory as a self-fulfilling prophecy is I wanna be on the board of five exponential companies. And I'm considering, you know, several different boards and making my bets on which of those are gonna be really, really exponential because of what I've, you know, because of this conversation. And I think that's what everyone needs to think is what is their purpose and passion. And my goal is to take those companies and make an impact above and beyond the company I have with xMBA, that our goal is to create 1,000,000 exponential leaders, which ultimately I would say is a bigger massive transformative purpose than Google had to organize the world's information. Because I wanna create a million people thinking on an exponential level, solving every possible systemic problem that we have and thinking about how to impact a billion people.

(Aaron Bair at 00:27:52) And, you know, I think that's where technology is that enabler and network that for us to be on a podcast, you know, today, it's just amazing when you think about the technology and how we're connected. And if we choose to, we can help each other grow for now until all of time. And that's kind of the goal of the xMBA is to bring people in that think big and then surround them with other people that'll help them think bigger. And then also, it's this idea of the last universal principle I have is that we're all one. This is idea that, you know, we're all universal energy.

(Aaron Bair at 00:28:24) So when you put energy into others and you help them think bigger, you know, we actually expand consciousness. We expand, you know, our impact. And that's where, you know, technology, not to go spiritual, but, you know, technology is at a play that it's at this intersection now that it's disrupting everything. And that includes religion. It includes, I mean, it includes all these different clubs and hobbies. Every area that you're passionate about in your life or anyone is, there's an exponential opportunity sitting inside of that. And I think that's where we're seeing these, you know, average people do extraordinary things is when they embrace the fact that they're the ones. They get the calling to say, hey, I'm gonna change this industry or this thing in the world.

(Aaron Bair at 00:29:09) I'm gonna create this social movement. We, you know, the masses have never had such an opportunity to create change. And that's why we're seeing so much disruption is, you know, anyone can obviously embrace that change and kinda grow with it.

(Joel Beasley at 00:29:23) Thank you so much for listening. And if you found this episode useful, please share it with a friend or colleague who you think would get value from it. And if you have topics that you'd like to hear discussed on the podcast, either add me on LinkedIn or send me an email, [email protected]. Every time I get an email or LinkedIn message, it absolutely makes my day and inspires me to keep going.