In this episode of High Velocity Radio, Lee Kantor speaks with executive and team coach Patricia Schwartz, author of Your Nonprofit’s 360 Win, about building stronger stakeholder relationships and creating thriving nonprofit organizations. Patricia shares how coaching, strengths-based leadership, and meaningful conversations can help leaders overcome burnout, engage donors, and transform fundraising from transactional requests into authentic relationships. She also highlights the power of reconnecting with personal “peak experiences” to rediscover purpose, build confidence, and bring out people’s strengths.
Patricia Rachel Schwartz, MA, MCC (Master Certified Coach), NBC-HWC (National Medical Board of Examiners Health and Wellness Coach) is an executive coach, team coach, facilitator and author.
She partners with senior and executive leaders and teams to maximize desired results, which often involves a focus on stakeholder engagement, strategic visioning, team and business development, and change leadership.
She proven approaches catalyze innovation, infuse the individual, team and organizational culture with positive energy, increase bottom line productivity, contribute to wellbeing and avoid burnout. With over forty years of experience in leadership development, business development and management, she has worked with over 350 C-suite or VP level leaders from 6 continents.
She has been coaching for over 20 years. She works across sectors/industries including: manufacturing, tech, retail, health care, food and beverage, government, military, higher education and nonprofits.
She has supported organizational change and culture shift initiatives, mergers and acquisitions, exit strategy, team development, emerging leaders, leader transition, and performance enhancement. Her background is in executive leadership in the business and nonprofit sectors.
Her clients report results such as their relationships at all levels have improved; they are more proactive and less reactive; they are making more strategically aligned decisions; their teams are aligned around a clear shared purpose and vision; they are more apt to notice the strengths of team members and leverage them; bottom line revenue is increased; there is more trust in their teams; and they are managing change more effectively. Additionally, they report that their wellbeing has increased.
She recently published a book for leaders, especially nonprofit leaders, on increasing employee, board, donor and other stakeholder levels of engagement. The title is Your Nonprofit’s 360Win: How to Build Relationships That Pay Off, For Everyone. Following its release, it received #1 Top New Release on Amazon during October 2025. A sample of leaders and teams Ms. Schwartz has worked with includes: Google/YouTube, Coca Cola, Reiter Affiliated Companies, Reyes Beverage, UC Santa Barbara, UCLA, Duke University, Antioch University, Toad and Co, Fielding Graduate University, Anthem, PepsiCo, Golden Brands, Mayo Clinic, Foundation for Hearst Castle,Verizon, Jackpocket Inc, Circle K Stores, DreamWorks Animation, US Navy/Army, US Dept of Health and Human Services, University of Chicago, United Way, The Girl Scouts, and 1000s of small businesses, nonprofits and entrepreneurs.
Her additional certifications include Certified Strengths Coach, Certified Team Coach, Certified Mentor Coach and Master Trainer. She holds an MA in Intercultural Management/International Administration from the School for International Training. Patricia’s BA is in French and she is fluent in the language.
- Build authentic relationships before asking for financial support.
- Use strengths and peak experiences to reconnect people with their purpose.
- Engage boards, staff, donors, and other stakeholders as active partners.
- Replace transactional fundraising with meaningful conversations and shared vision.
- Apply storytelling and authenticity to create stronger engagement and thriving organizations.
This transcript is machine transcribed by Sonix.
TRANSCRIPT
Intro: Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for High Velocity Radio.
Lee Kantor: Lee Kantor here another episode of High Velocity Radio and this is gonna be a good one. Today on this show, we have executive coach, team coach and major gifts coach and author of the new book, Your Nonprofits 360 Win How to Build Relationships That Pay Off for Everyone. Patricia Schwartz. Welcome.
Patricia Schwartz: Thank you. Lee.
Lee Kantor: Well, I am excited to learn what you’re up to. You got so many things going on. Uh, tell us about your coaching practice. How are you serving folks?
Patricia Schwartz: Um, my coaching practice. Well, it’s very varied. Um, as you saw, I have all these different areas of specialization. So, you know, I work with individuals mostly I work with high level leaders, individual leaders. I work with often their teams, and sometimes I work with their organizations because I also am an organizational development facilitator. And coaching often leads to organizational development work because leaders realize that, oh, I want everybody to have this experience. So then we help move the organization to the next level. So I coach leaders, as I said, I coach their teams. These coaching practices are are pretty specific. And, you know, a lot of people don’t realize that coaching is its own thing. Its separate from mentoring. It’s separate from, of course, therapy. It’s separate from advising. It’s really creating a space. I mean, I create a space for my clients so that they can do something that they never have a chance to do except in a session, which is think, reflect without any interruption, with a lot of space and prompting questions, clear feedback, challenging ideas, brainstorming things that they don’t, you know, necessarily get to do at work. And often they don’t really want to do that at home because then they’re essentially bringing their work home with them. And there’s a lot to talk about when you’re a leader. And it can be, you know, it can be kind of lonely at the top where you don’t really want to talk to your colleagues about some of the things that you need to think about strategically. So yeah, I do a lot of strategic listening. I would say I love working with individuals. I love working with teams. I’m also a nationally certified health and wellness coach. And more and more, I’m finding that leaders really want to develop their own wellness, their own personal sustainability, so that they can serve in their, you know, from their best. So and I’m a I’m a strengths based coach. So I’m helping people find their best and then share that, you know, in their work and in their whole lives.
Lee Kantor: So what’s your backstory? How’d you get involved in this line of work?
Patricia Schwartz: Um, well, I was a consultant about, I want to say 25 years ago, 26 years ago. And I was, I was, um, telling people what to do after having been in business, having, um, run a business, having been in nonprofit work. I was telling people what to do from my own experience. And you know, what I knew worked and I got a little bit bored and I thought they probably would have other ideas than what I have. So I started asking questions and it was stunning. It was absolutely stunning to find out that the things that they would do, I would never in a million years have thought of because I didn’t know their environment. I didn’t know the people they knew. I didn’t know how they thought the other, you know, uh, 23 hours of a day. So they, I recognized, could come up with much better solutions to their situation than I could come up with. And then I eventually learned that what I was doing was in the realm of coaching because I was asking questions, I was listening, I was co-creating with them. And then I found out later that there was something called a coaching certification, and I got certified. And a lot of things happened after that. I became a faculty of a coach training program, as well as having my own practice, and I had to get all those certifications in order to teach in all the new programs that kept popping up in our coach training program. Uh, so that’s why I have all those certifications and they’re all things I do and I’m interested in. So I also teach coaching and I really love it. It’s incredibly powerful and exciting to coach people. It’s kind of like an adventure. Every single session is an adventure because I don’t know what’s going to happen. I don’t know, I really it’s it’s all about not knowing, which is fun.
Lee Kantor: So now when you were working as a consultant and you were working for organizations in your career before you got into coaching, had you been coached before or was this just questions? Did that just kind of organically happen based on your own curiosity?
Patricia Schwartz: Yeah, it organically happened. I, I literally was bored and I thought, I don’t think, you know, what, you know, let me, let me do something different. And, um, I had never been coached well in sports, but I had never been coached in, you know, in executive coaching or business coaching. And yeah, I didn’t even know that there was anything called coaching in terms of a field. Because at this point I was in Seattle, where at that time things happened later in Seattle, um, than they did in maybe on the coasts of on the lower coasts of the United States. Um, things got there a little later. So I didn’t know about coaching until I moved to Southern California. And then I found out there was a field called coaching and that I could become certified. So yeah, very interesting.
Lee Kantor: Now, um, we mentioned earlier that you have a new book out, um, that is your nonprofit’s 360 win. Can you talk about, um, what was the genesis of that idea to write a book? Um, obviously specifically geared towards nonprofits.
Patricia Schwartz: Yeah. Uh, in my work as a major gifts coach and executive coach. Um, I have worked with many, many organizations And in. How can they engage their donors more. And in fact, their board members more, you know, and even their staff and everybody, all stakeholders, how can they engage stakeholders? And I was doing a lot of work with a lot of nonprofits. And, you know, I was noticing that it’s, it’s not it’s not that much fun for them to do this. It’s a scary. Everybody thinks that engaging donors means asking for money. And it doesn’t necessarily mean that. And they were very afraid. I noticed this for many, many years. And I thought, you know, I actually really enjoy it. I enjoy the whole process. So I set up a step by step process. I was working with many organizations and then I thought, you know, I could, I could relieve the suffering of a lot of people and have them experience a lot more joy and thriving. If I wrote this stuff out and put it out in the world, and that’s why I did it basically to create more enjoyment and the. And dispel a lot of myths about fundraising that it isn’t. It’s 99.9%. It’s about developing a relationship. And there’s a little tiny bit that’s, you know, 1 or 2 sentences. Would you be willing to make a gift of X for our organization to, you know, do this thing that we’re going to do to, you know, help teenagers or, you know, save the ocean or, you know, whatever it is.
Patricia Schwartz: So people didn’t, didn’t realize that. And my book really clearly lays out every step with a lot of stories. So people could see, I’m not making this up. This really happens. People really do offer you gifts. They offer donations. If you have a really great relationship and you share the vision, you share where you’re at now, you share some of your wish list. It’s it’s not unusual for people to say, well, how can I help? That’s a completely different kind of relationship than going to somebody cold and saying, Will you give us, you know, $500 or $1,000, $5,000 for this project that no, it’s not about that. So I just wanted to help people do their good work better and with more resilience and create thriving organizations versus what tends to happen is a lot of burnout. So I’m trying to help reverse that trend and help people see that they too, can feel really good doing this work, like literally experience well-being, doing this work. And that, that connects to my, my nationally certified health and wellness coach work and the strength based approach I take, which has been proven to support increased well-being and increased resilience. So everything I do when, when people participate in it, they are directly in that moment, increasing their well-being, increasing their resilience. So that’s why I wrote the book.
Lee Kantor: And it sounds like everything you’re doing is there’s a thread that goes through all of it and there’s, um, it’s very holistic.
Patricia Schwartz: Yeah. When you say holistic, tell me what you mean.
Lee Kantor: I mean that everything is connected as a whole. They’re like, they may seem like disparate things, but they’re really part of a whole.
Patricia Schwartz: Oh, absolutely. And I have a model that shows how everything is part of a whole. It’s an upward spiral model that starts with the spiral far away at the base, and the spiral gets smaller and smaller. And in the center of the spiral is a column. And so the spiral gets closer and closer to the column until it connects with the column. So it’s it shows the whole connection of at the base, people coming into an organization and learning about it. And then as they quote unquote travel around in a 360 of the organization and they slowly get closer and closer to the central core of the organization. They get more engaged. They have more interactions. So, you know, and then eventually perhaps they make a very large gift of their estate. Um, you know, before they pass away like a, it’s called a planned gift. And then they’d be actually become part of the central core of the organization, which represents, you know, the keep the board, the budget, the programs, the central core represents everything in that central pillar of the model. And everything outside represents all the stakeholders traveling around it, learning about it, getting more connected. So and all of those, everything in there in the book is steps about how to move people to the next level, to the next level of the spiral, higher and higher on the spiral through all kinds of positive questions. Um, and, you know, I could ask our, I could just right now in, in a minute, ask our viewers this question, our listeners, this question.
Lee Kantor: Go ahead.
Patricia Schwartz: Okay. This is the core question of my approach that builds on other people’s work. I did not invent this part of it. Okay. So if you just take a moment, take a breath. And allow your mind to go to an experience you have had that you would consider a very positive experience, even a best experience, even a peak experience in your work or in your life. It could be at any time in your life. It could be last week or 20 years ago. Just it does not matter, but allow yourself to consider an experience that you think would be you felt was a best experience. It could have been doing anything. It doesn’t matter. And just let yourself just think about that for a moment. It was a time where you felt really alive, really connected, really involved. And if you let yourself think about that, think about the details, who was there, what was going on? How did you feel? The most important thing is how did you feel? So you could go ahead and take notes for yourself, because this experience can be a jumping off point, a launching point for everything you do in your life and your career. And I am not exaggerating for you to know your best experience as a listener to this podcast can help you continuously move towards that best experience.
Patricia Schwartz: Of course, that makes sense, right? You, you know what works for you. You know what felt good? You know who was there, you know, the whole experience well in that story that you just have in your mind, there are a lot of interesting things in that story. There are your strengths who you are at your best, your natural abilities. That’s what’s really important about this story is your natural abilities. So if you let yourself employ your natural abilities more and more and remember, the great feeling may be confidence, you know, maybe a sense of accomplishment or pride or delight, connection, you know, enthusiasm, any of those experiences that can help you be a that can help be a barometer for what you’re looking for, you know, in customers, in clients, in a workplace, in a boss, you know, in a spouse. I mean, literally in anything you want to have as much as you can of that kind of experience in your life. And it will, it will immediately shift your experience of your life. So, you know, that is That is why I wrote the book so that that peak experience can be used, as I said, as a launching point. I do this with, you know, people in nonprofits, but I also do this with, you know, everybody I work with corporate entertainment, retail, government, military, I mean, healthcare across the board.
Patricia Schwartz: I work across the board, higher ed, um, everybody who experiences this is able then once they feel it and they remember, they can ask other people about their best experiences, their colleagues, etc.. And once you know who people are at their best, you can, you can match people better to their work, um, what jobs they’re doing, what tasks. And you might find out that some people are very poorly matched. And if you put them over here, they’re going to be much more successful. So I’ve worked with teams a lot and they they can adjust a little bit what they’re doing. And then they thrive because they’re doing the things that they’re they’re very good at instead of the things that are on some job description that anybody else could do. Who’s good at that? So that peak experience question connects people to each other, helps them understand each other. And it’s also a base for creating a vision because the elements of your strengths and what you really want to feel like confidence, for example, most people want to feel confidence. Most people who come to coaching are going to take a risk of some sort. And they want to, you know, feel more confident. And this just recalling your own peak experience gives you confidence right then in the moment.
Lee Kantor: So now when you talk about peak experience and you ask people to think about their peak experience, I would imagine that that exercise is going to really get to the heart of maybe somebody suffering from burnout, because it reminds them maybe of their why they got into this in the first place, and that they might have, you know, they might be getting bogged down with some of the parts of the job that aren’t a reminder of the why and they, and then that is causing some of the burnout. Is that part of your one of your tools to help them kind of get through burnout?
Patricia Schwartz: Absolutely. That is very astute. That is exactly. I literally write that in proposals. Um, remember your why I this, it helps so much. It helps people get, let’s say higher level. Instead of being in the forest, they can look at the trees like, oh yeah, that’s right. And then they realize, oh, if I just did one small thing every day, like if I just got off my, you know, out of my little cubicle or out of my desk area and just walked around and said hello to people that I like and I work with. Just give myself, you know, five minute break. It makes all the difference in the world for them to realize their why and then work towards that and give that energy. Yeah, absolutely. That is it’s so I had a client come in who was I mean, ready to quit. Absolutely ready. It was so there was so much transition going on in her organization. She could barely tolerate it. She wasn’t using her strengths. She felt just honestly beaten down. And I did. I asked this question to her and a few other of the questions I asked, and I honestly, she said she was so moved that at the end of our.
Patricia Schwartz: Usually I’d take a couple hours to do this process right when I work with somebody. So at the end of our couple hours, she said, I have not felt this good in at least four months. I feel so good right now. I can’t even believe it. I remember why I’m doing the work I do. I remember who I am, I was getting very lost there. I just felt like the transition was too tumultuous. But now I can see what I can do when I go back. And she had come to my office from another city because she wanted to be far away and do this, you know, take a day and do this. So she literally flew here from somewhere else. And so, yeah, it’s very powerful. And then she was thriving after that. I mean, we had more coaching sessions and, you know, I caused her to thrive, literally thrive in her position. So this happens very regularly with clients. That’s just one example.
Lee Kantor: Now, can you share maybe some advice for the leader that might be having difficulty engaging with all of their stakeholders? Because a lot of folks, especially if they’re not in nonprofit, uh, land, they may not understand that a leader of a nonprofit has a lot of stakeholders. Uh, you know, they have their donors, they have their board members, they have their staff, they have their volunteers. There’s a whole bunch of people out there that they’re working with and for, um, if they’re having a hard time engaging with all of them effectively, do you have any advice or, um, any, maybe this is covered in your book on ways to kind of maximize those relationships.
Patricia Schwartz: Absolutely. It seems like you know a lot about nonprofits. Um, yes, absolutely. And so I have different structures that I help an organization create so that not just the leader, but the board, once everybody is, it’s kind of like you have to jump in the water first so that you know what the water’s like, and then you can invite other people and say, hey, the water’s fine. Come on in. So every person, what I do is I have, you know, the leader has the experience of their peak experience question. It’s called and they answer it. And then they have a lot of realizations. And then they say, okay, I want like my whole board to go through this. So then I do a process with the board and I do a process with the staff. So they have all all the basic closest in people, the internal stakeholders. They’ve all experienced the power of that question and how it helped them get to know each other, etc. and then I help the board create a with some staff and ambassadors group so that the board’s job is to literally go out, because that is the board’s job to go out and bring people in. The board then goes out and has some questions they can ask and some things they can share about their own best experience and why they’re involved.
Patricia Schwartz: So they have like, almost like a, like a repertoire of questions and things to share. So they feel very comfortable going out. And then the board, including and the executive director are going out and talking to people that that are already connected, but might be loose, you know, loosely connected. They want to connect them more. Um, so that is a very powerful process. I help facilitate that. And when I when I say organizational development, that is involves coaching. But then once they’re out there and they come back, we do a lot of collating of information. What are people saying? You know, what’s their feedback to the organization? What are their strengths? How might we utilize some of these people in a new way for them? Like, should we create another council? Should we have some of these people go on the board like it? It just completely energizes the organization. Um, to hear from their stakeholders, to learn about their stakeholders without any, you know, if they’re talking to donors, there’s nothing about money. It’s really just getting to know their stakeholders. I have interviews, specific scripted interviews with like 5 or 6 questions that when they get to that point, they can interview, they can get permission and interview their donors. And I or the leader of the organization interview board members. And so it, you know, it’s very, it’s very easy to, to use very user friendly because I have all this stuff created and they try it and wow, it takes them into another one.
Patricia Schwartz: I, um, I led, I was part of, um, an ongoing eight month leadership program in my city and I would do a couple hours on this whole thing. And I would give the students, which were professionals in the community, like bankers and nonprofit leaders and, um, government, all kinds of people. I would give them this basic information before I wrote the book. And I mean, I had somebody who was very high level come up to me and say, the entire eight month program was worth this two hours. I got so much out of this. I’m going to go out and just do it now. And, you know, these are these are executive directors and, you know, CEOs, etc.. So, um, yeah, they just have the tool. I give the tools and they give. How do you do it? And they go out and then they are engaging their stakeholders in a process and all, and they’re just not alone. It’s not like just the leader, it’s the board and the staff. And, you know, the whole tone of the organization changes. I’ve seen this so many times. It’s, it’s a very, it’s very gratifying to experience that.
Lee Kantor: And it sounds like that you spend a lot of time helping, uh, your clients. Reremember the kind of the why of why they got involved in the first place and move from more of a transactional types of conversations or relationship to, to just more relationship kinds of relationships. And, and then the money will come if you invest in the human part of this.
Patricia Schwartz: Absolutely. That is absolutely it. And, you know, I have a whole chapter in my book on solicitation. Um, but one of the things that’s really important is in my solicitation chapter, because this actually happened to me is the idea which somebody said to me, somebody said that their dad always said that some a very, very, very, very wealthy person said this to me, that their father said it to them. If you want advice, ask for money. If you want money, ask for advice. So I recommend like this process I just described where board members go out and staff go out and the executive director, they all go out and they’re asking questions. Well, part of those questions have to do with, you know, asking for advice. What do you think about here is our vision. What do you think of this? What how do you think you might use your strengths, you know, in something that would be interesting to you in our organization, like all of these things, all of these questions are Engaging the person. And it’s. They experience it as if it’s them giving advice that the donor’s experience that they’re they’re contributing, they’re giving advice. And so that’s a very powerful thing to do. And that particularly often leads to somebody saying, well, you know, I’m, I’m so engaged, I’m so engaged in this. I want to see it successful. What do you need? Literally, what do you need? I mean, I’ve had so many, so many experiences like that. When I worked in, I was an executive in a nonprofit and before that, lots of different positions where I interacted with donors. So I’ve just had really positive experiences, unusual ones. Um, that had led me to, to what I do now, which is coaching other people so that they could have those kinds of experiences. But yes, so I, I hope that answered.
Lee Kantor: Yeah. I think at the heart of what you’re I mean, what I’m hearing is that being able to articulate the story and the why, those are all connected things. And part of your coaching sounds like you’re helping them help articulate a story. Is there a story maybe you can share that, um, maybe makes that come to life in terms of helping an organization that was having maybe got into a transactional rut and, and needed to kind of reremember the why behind what they’ve done. And then they were able to, you know, get to new level, obviously don’t name the name of the organization, but maybe share the challenge they came to you with and how you were able to help them kind of break through.
Patricia Schwartz: Yeah. Um, so I often, there are a lot of organizations that were doing galas, big fundraising events that were taking too much time and too much work and not raising a lot of money. And in fact, they were barely paying for themselves because it cost a lot of money and time to do a gala. So one way that a donor, one way that a leader in an organization, you know, many leaders in many organizations were frustrated, like they, they were putting all this energy in and then they were making a speech, um, at a gala. And so I have one particular in mind, you know, there was, she was saying something at a gala. It didn’t, it didn’t result in anything. So what I did is I worked with her and I worked with her team and the board chair. I worked with them all. I coached them in. You know, I want you to tell me a story. Tell me a story of what got you here, what’s important to you about this organization? You know, given that, tell me about a peak experience you’ve had at this organization and this executive particular executive director told such a powerful, compelling story about the transformation of the people that come to her organization. I mean, you could just feel it, you know? It was it was palpable. It was a beautiful story. And I coached her so that the the moment, that moment of transformation where she recognized that there was a transformation going on, where she could feel that. And that emotion is contagious.
Patricia Schwartz: Well, she felt it. So I coached her that when she was walking up the steps to make her presentation to the audience of, you know, 350 people that she would remember that that whole experience and feel it as she started speaking. And so that story, it was a story, I’m telling you a story within a story. But her story was so powerful. They raised so much money in the 15 minutes Of, you know, because she shared that somebody else shared something else. And they all were very real, very authentic about what’s really happening every day there. That’s transformational, completely different kind of way of going about a gala, um, much shorter to a much shorter time. And, you know, not three hours long, just like an hour ish long, um, an event, you know, more of an event. So they all did that. And the energy that was created in that room. And then people took out their checkbooks. There was a specific moment to take out their checkbooks. They signed, they, you know, wrote a check or they did Venmo, whatever they did. And they raised a lot of money, a lot more than they had ever raised before, um, because of that experience. And then they also did that. They set a goal, um, to do that with their donors who were not really contributing that much. Um, they wanted to get them closer, so they did the same thing. They experienced their stories. They met with each donor. They asked the donors their best experience question. Many of the donors had some kind of personal connection to the organization.
Patricia Schwartz: So that was very helpful to they had some kind of personal connection, like a friend or somebody who had a participant in the organization. So there was a lot of fodder for really good stories from those people. And they set a goal and they raised 25% more than that. It was a six figure goal. They raised 25% more than their goal by doing stories, you know, asking people’s stories, sharing a very distilled version of their own story about why they’re there. So it’s, it’s, um, it is very, it was very powerful for them. I worked with them for several years, so I could really see them, um, change their whole approach and apply their best selves to how they engaged their stakeholders. Because a lot of nonprofit leaders and boards and staff, they know how to apply their best selves directly in their work, to their participants, to their, to the students, to the families, to whoever they’re serving. But they don’t realize that they could apply their best selves, all their strengths, all their best qualities to their stakeholders outside their external stakeholders, like their donors and their board members and their vendors and public officials. They could apply all of these strengths externally. So that organization did a lot of work that was transformational by applying their strengths in how they interacted and how they spoke and, um, how authentic and vulnerable they were out in the world. And boy, did it make a tremendous difference. It really led to a thriving organization.
Lee Kantor: Now, in your work with nonprofits. Do you have a niche within nonprofits, or is it kind of industry agnostic when it comes to the nonprofits you serve?
Patricia Schwartz: Well, I call it, you know, first of all, it’s major gifts coaching that’s already a niche because lots of people do whatever executive coaching or I do major gifts coaching and within major gifts coaching, my niche further down, more specific is stakeholder engagement. That is really stakeholder engagement to create a thriving organization. That is really what I’m doing within the realm of major gifts coaching. And, you know, there aren’t very many major gifts coaches in the world. There’s, you know, I know of three in the whole country of the United States. So it’s not a big not a big niche. Um, there’s lots of consultants. There aren’t very many coaches. So yeah, so it’s major gifts coaching and stakeholder engagement and of course stakeholders. So I also sometimes work with teams that are startup teams because they’re also doing fundraising. And it’s the same thing. They need, they need investment. Um, and you know, startups in general need investment. And any company that needs investment can, can do this. And if they need financial investment, great. But you know what, if they need internal investment of their teams, it’s the same thing. So most of us in whatever projects we’re working on, we have to have the investment of the people around us, our stakeholders. So this gets investment. Um, so in the end, everything I do is stakeholder engagement, you know, towards investment basically.
Lee Kantor: So if somebody wants to get a hold of the book or learn more about you and your practice, what is the website? What’s the best way to connect?
Patricia Schwartz: Um, so yeah. Patricia Schwartz. Excuse me. patriciaschwartz.com. I don’t know if you have a way to put it anywhere, but, um, it’s PATRICIA and then all one word continuing, schwartz.com. If you do have a way of putting.
Lee Kantor: It, well put, make sure that’s on the in the post.
Patricia Schwartz: On there and all of my work. And there’s a lot of free tools on my website. There’s a lot of, um, a lot of, lot of information on my website that people can access for free.
Lee Kantor: Well, Patricia, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.
Patricia Schwartz: Thank you very much. I appreciate it. It’s great to be here.
Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.
