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Search Results for: kids care

Finding Comfort in the Paw Prints: Understanding Pet Loss and Mental Health Support

March 18, 2026 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Finding Comfort in the Paw Prints: Understanding Pet Loss and Mental Health Support
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In this episode of Atlanta Business Radio, Lee interviews Daniel Popovic, author of “Where the Paw Prints Lead” and leader of PawPads. Dan shares how the loss of his Doberman, Marley, inspired his book and a growing community focused on pet grief support. The conversation explores the deep impact of pet loss on mental health, the importance of recognizing pet grief in workplaces, and the broader benefits of pet ownership. Dan discusses his efforts to raise awareness, build supportive communities, and encourage open conversations about the human-animal bond and healing after loss.

Daniel J. Popovic is a product leader and founder whose work centers on pets as foundational anchors to mental health. His recently released book reflects on the emotional role animals play in our lives and the often‑overlooked impact of pet loss.

What began as a personal exploration has grown into a larger venture focused on redefining how we acknowledge, support, and talk about mental health through the lens of the human–animal bond—particularly in families, workplaces, and communities.

Follow PawPads on Facebook.

What You’ll Learn In This Episode

  • Personal experience with pet loss and its emotional impact.
  • The process of writing a book as a form of healing after losing a pet.
  • The significance of daily routines and companionship provided by pets.
  • The formation of a community focused on pet grief support.
  • The mental health benefits of pet ownership and its impact on well-being.
  • The importance of recognizing pet grief in workplace wellness programs.
  • Efforts to raise awareness about pet loss and grief in various settings.
  • The role of pets in enhancing mental health and reducing stress.
  • Building a movement to support those grieving the loss of pets.
  • The connection between pet ownership and healthcare cost savings.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program. The accelerated degree program for working professionals looking to advance their career and enhance their leadership skills. And now here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor KSU Executive MBA Program. Without them, we couldn’t be sharing these important stories today on the show. We have the author of the book Where the Paw Prints lead and the leader of the organization, PawPads, Daniel Popovic. Welcome.

Daniel Popovic: Hey, Lee, thanks. I appreciate thanks for having me.

Lee Kantor: Well, I’m excited to learn what you’re up to. First, tell us about your company, Pop Heads. How are you serving folks?

Daniel Popovic: Oh, gosh, just getting started. And yeah, we’ll jump into maybe all over the place. I mean, it’s all about pets, right? It’s kind of really, uh, embracing that animal human bond that we have with the pets. Talking about, you know, the resiliency more around mental health. The, the inspiration is really around the book that I launched or published, just published the book, uh, right around Christmas time. So the first two months of this year has been super busy with the, the book launch. Um, and then just kind of how the community is forming. So it’s, it’s kind of changing weekly. It’s not something that I thought would kind of evolve in the way that it has. But you know, it has started with kind of healing and pet loss. And, you know, from me writing about it to heal myself to now helping and supporting others to the impact that they have on our mental health and our well-being. So it’s a growing ecosystem and community at the moment that there’s also an element to that, to it that has an interactive journal that people will be able to start to journal with, you know, just obviously the activities that they do with their pets. So probably a lot to take on there and bounced all bounced all over.

Lee Kantor: Yeah. Okay. So, but let’s start at the beginning. So the story begins with you had a pet that passed.

Daniel Popovic: That is correct. Yeah. So where the story begins, Marley was she was a female Doberman, Sherry and I, my wife Sherry, we got her. How long has it been now? It’s probably 11 years ago. She passed when she was nine. So she passed probably about two and a half years ago. And Sherry and I don’t have kids. So she really became our child and took her everywhere. Did everything, you know, with her. Um, Just very much a fur kid. And, you know, as typical with, you know, Dobermans, female Dobermans, you know, they’re protective as well. So just, just an amazing bond and family protector and loved people, you know, loved pets, just a unique personality. And when we lost her, it was kind of a, a soccer punch. One day she’s, she’s with us. She’s okay. The next day we lose her. And the loss wasn’t something that I just thought just how I handled it and how I reacted to it was a significant impact and did not expect the impact, the the way it impacted me, you know, personally, professionally. Uh, and then I just started writing about it. I started doing some research around pet loss and pet grief and just talking to other people, hearing other stories, and just learning about how, how profound of an impact it is. Um, and you know what it kind of means what it does to, to you and how it is different, right? I’ve, I’ve lost a father, I’ve lost jobs, I’ve lost a lot of money to companies. And this impact really, um, took a, it.

Lee Kantor: Hit, it hit differently. Um, and some of it, I would imagine, um, correct me if I’m wrong on this regard, but the way a dog especially is interwoven in your life, it affects the rhythm of your day. Like there are certain rituals that you do that maybe you take for granted when you stop doing them, and all of a sudden they become very visible. Uh, can you talk about how maybe that, um, contributed to some of the grief and it made the grief maybe hit differently.

Daniel Popovic: That yeah, no, that that’s a great point that I mean, and you’re spot on. It’s that void, right? You’ve got, gosh, as you mentioned, it interweaves our daily activities. There’s a handful of things that they really hold us accountable for, right? The, the feeding, the daily activities of walking. But, you know, obviously not every dog might go on a walk. You might have more of a couch potato dog, but there’s an activity, there’s a routine there. Um, you know, the feeding, um, you know, but then you’ve got that companionship, right? So you come home from a rough day of work. Um, you are expecting, you know, what’s about to greet you in that door opens. Um, and it’s the phenomenal relief of, you know what? My day just washed away because of that greeting. And when that greetings gone to your point, the day doesn’t wash away. It still kind of carries itself forward. Those other routines, it, it, it is an emptiness. It’s now, well, how do I, what do I do? How do I fill this emptiness? Because, you know, some of the research I started doing, like these routines, you know, they, they were creatures of habits. They’re creatures of habits. We create this routine where it takes 2 to 5 months and we just do it right.

Daniel Popovic: And then all of a sudden, when it’s gone, it’s gone. It takes time for that to. Settle. It takes time for us to figure out what to do. And that’s where I started talking with a lot of folks that, you know, a lot of people will rush right into another pet because of those those voids. Um, some folks will kind of go into hiding, right? Because they, they, they’re grieving. They don’t know how to talk about it. There’s not really an outlet because, you know, pet grief doesn’t really have a voice. And you might be somebody else might look at you and like, hey, that’s just a dog. It’s like, well, no, it’s not a dog. Um, so it’s those voids that you mentioned that. Yeah. Now that void is gone and I’m trying to figure out how to fill it, you know, not knowing the impact of it. With Sherry and I, it was a little bit different. Um, and this is another thing that’s kind of led me down this path as well. We Marshall, um, was her brother, so we still have him. He actually turns 11 next week. So we’re, you know, we’re in joy. You know, he’s a Doberman as well. And Dobermans don’t typically make it, you know, past ten years. So we’re excited about every extra day that we get with him.

Daniel Popovic: But not only are we grieving, but what we don’t recognize is the pet grief. They grieve as well. And we didn’t notice that with him in the first couple of days. I mean, I was trying the main thing I was trying to do and what I share with other folks is keep with the routine, even when that that pet is no longer around, that routine is no longer around. Keep with it that that’s a way to kind of heal yourself, to slow yourself out of it, because it is an abrupt halt to, you know, to your life, to your, to your well-being. Um, but what we recognized with Marshall, I think it was a couple days later, he started looking for her. So we started noticing, okay, now we got to do something about that. We’ve got to figure out how do we how do we keep him from sliding from a health perspective? Um, so naturally we went out and got another one, which helped and that certainly distracted him. But um, Lee, as you mentioned, it’s those voids, right? It’s that, it’s that unknown or the hidden void of those activities that we do every single day with them. Now it’s gone and it’s extremely disruptive to our lifestyle.

Lee Kantor: So how did the book come about? Was that just part of your healing process? You started writing and journaling and just capturing some of these feelings on paper?

Daniel Popovic: Yeah, yeah, that, that. Yeah. Spot on. That was my healing process. And between you and I, I, I didn’t imagine it going much further than that. But I, you know, the main thing was the healing process. But also, I think the bigger thing for me is it was a way to keep her closer. I, I didn’t want to lose sight of some of the amazing memories and some of the amazing ventures. I mean, obviously, yes, we’ve got all kinds of pictures. Um, you know, that helps. But the writing, the journaling seemed to kind of take it a to the next level. You know, it helped me heal. It helped keep me closer. Um, and from there, I then, and it was, it was funny because I had no structure behind the book. I would sit down one Saturday morning, four hours later, I’ve got 20,000 words. Um, so the writing was easy and all of a sudden within a month, I had, gosh, I had 70,000 words. And I’m like, hang on, there’s a book here. Uh, so I kind of did that. Then I went backwards and I started to structure it and I started talking to folks and I’m like, um, there were two words that people kept talking about when they read what I was putting together. Um, you know, I was trying to capture some beta readers, some feedback because, you know, as I started writing, it was healing me.

Daniel Popovic: But then I started thinking, hey, can my stories help somebody else? And there were two words that people kept saying. One was emotional, which of course it’s going to be right, because I do talk about the loss and the impact in there, but I spend more time talking about the fun stories, the funny routines that we had. And everybody kept coming back saying, this is relatable, this is relatable. And naturally, everybody that has pets, it’s like, you know, you’ve taken them on vacations, you have goofy stories that you’ve had with them. And that’s where it went from. Me just writing a book to heal myself became a little bit more of a movement that, how can I leverage this story to help others that have grieved or that, you know, are might be experiencing loss? Um, there’s, there’s a community around this, but, um, that’s kind of how it’s now evolving. And I launched a podcast as well, where I bring families in basically to talk about their pets. Um, everybody on the episodes that I’ve had so far has lost a pet. So we talk about that and it’s really meant to kind of inspire others to support others, but then help others that maybe that haven’t lost a pet yet. Just kind of prepare them, so to speak, even though you can’t be prepared, but you still want to kind of, you want to have that awareness because when, when that, you know, when that happens, it is a significant impact.

Daniel Popovic: But, um, so it has evolved from, yeah, just me writing bunches of pages to heal myself to now, um, you know, leveraging this, uh, to create a community to support, to help others. And, um, and there’s even bigger impacts like mental health, the, you know, just having pets in your family. This is an astonishing you may or may not know this, I. You know, there’s, uh, a hobby which is a human animal bond research institute. They had a, uh, some research recently where they showed pet ownership saves $22 billion in healthcare costs. And that’s astounding. Now, when I say that and when you when you hear it, or if you would read it, you’re thinking, okay, what do you mean by healthcare costs? Is it is that, you know, healthcare savings on my pet? And I was like, no, that’s healthcare savings on you and I, right? Because, you know, you’ve got things like obesity in there, right? We’re more active with them, but it’s also the mental health association. That’s the significant benefit in how they they support our mental well-being. So I feel like I’m only scratching the surface with how this story has started to unfold.

Lee Kantor: Well, maybe you can give some advice for the listeners out there when it comes to building community. So how did that come about? Where? Okay, I’m publishing a book. Obviously, this is an issue that a lot of people can relate to. How do you take that next step to kind of organizing, serving, and kind of curating a community of like minded people, you know, for a common cause?

Daniel Popovic: Yeah, no, no. Great, great question. So this may, this may answer it. It may not. But what you made me think of when you asked that and mentioned businesses, obviously with businesses listening in on this is you’ve got workplace wellness programs, right? Um, and kind of giving what I say pet grief, pet support, pet loss of voice. And, you know, there’s a lot of great workplace wellness programs out there, but they’re really geared towards you and I towards our health, but it doesn’t recognize or support when somebody loses a pet, you know what happens? How can I support that individual? Because they may need to take time off, right? They’re going to if they’re not taking time off and they’re coming in. Their productivity levels may, may, may be impacted. Um, you know, I had a similar thing happen with me when I lost Marly and this was kind of another part of my inspiration is my leadership at the time was, hey, Dan, we noticed you’re kind of off. You don’t seem the same. What’s going on? And I’m like, are you kidding me? I just kind of told I told you the other day what happened. Uh, do you not understand the impact of on me? Um, so creating more awareness around that. I had a, I had somebody on my podcast, actually, she was one of my very first interviews, the place that she worked at.

Daniel Popovic: She had mentioned her leadership came to her and said, hey, look, if you need time off to grieve, take it. We’re here. What can we do to support you? We understand what that loss means to you, you know, so creating more, you know, workplace wellness programs to kind of support, you know, the families and kind of put a spotlight on this and what it means. And, you know, to have them in our lives, not only to have them in our lives, but the potential impact. Um, when they’re gone. The other thing that I saw some companies do, but their paws at work, there’s this company in the UK, they actually come out to all of the companies, all of the companies. I shouldn’t say it like that. They come out to companies and they bring out for kids. They bring out puppies for a half a day, a few hours, and it’s, it’s for workplace stress relief, so to speak. So just imagine, you know, working in the office, busy as heck. But then all of a sudden, hey, at lunchtime, let’s go hang out and play with the fur kids. And that, that feeling and what that does to kind of wash over relief, um, wash, wash away some of the stress.

Daniel Popovic: Um, it’s things like that that I’m starting to see happen a little bit more in, in various pockets in various areas. So to me, that’s part of, you know, creating that community for kids is a great example. They’re a phenomenal organization here in Atlanta, and I do believe they do events like that. They’ve just started doing that where they will come out to corporations with pets and provide that kind of companionship. Um, but naturally, obviously, you know, they want you to, you know, some way foster rescue and all that stuff. And, and I think it starts to, I think there’s more education around just really, truly what it means having them as a part of our family, what, you know, we know again, about the physical benefits, but it’s really the mental benefits that we get from them that, um, you know, really kind of strengthen us and carry us forward, even with children, right? If you think about younger people or children that may have anxiety or social isolation, pets tend to kind of bring them out of it. Um, so that’s kind of how the community starts to form is around, you know, activities like that. You know, education, you know, kind of like what you and I are talking about.

Lee Kantor: So what do you need more of? How can we help you?

Daniel Popovic: Oh, gosh, just more and more of stuff like this, more of, of creating the awareness. And that’s a great question because what’s, what’s interesting is I reached out to a few rotary clubs today to kind of get out and engage, do some speaking engagements around this. Um, I did a book signing event with fur kids a couple weeks ago. They leveraged it as a fundraiser, which is phenomenal. That’s spot on, how it should be done. We had, um, a pretty sizable crowd come out, very interactive. And it was just a day of recognizing the bond and what it means and obviously talking about loss. Um, so I think it’s just that’s kind of the things that I need is, you know, uh, more opportunities to get, Get this in front of of leaders. Start talking about it. Um. How we can kind of start to put some of these programs together to. You know, just embrace what it means to have pets, um, as a part of. You know, our families, um, everybody should have a pet, you know? Not to sound corny or anything, but, um, you know, but I’m also not going to sit here and say you’re not going to have challenging days.

Daniel Popovic: Um, but you know, those challenging days, you take them in stride and it’s more they make you a better person. Um, I can tell you Marley has inspired me to do a lot. I’ve done some interesting business, entrepreneurial things, um, from a technology perspective with pet care and rewarding people. So they’re, they’re inspirational, they’re supportive. Um, I’ve had people talk about how they’ve healed them through breakups, um, but then reunited with, you know, their wife after they previously broke up. So, um, I think to, you know, again, going back to answer your question is, is there any opportunity to get out in front of some of these, you know, civic organizations and some of these wellness programs to come out and talk about this and, um, how to create more synergies between the, for kids of the world’s, you know, the Atlanta Humane Society’s of the world and these organizations to, um, to do some of these events and just kind of the education around the mental health benefits that, um, come from pet ownership.

Lee Kantor: So if somebody wants to get Ahold of the book or join your community, is there a website? Is there kind of a central location that can answer some questions for folks?

Daniel Popovic: Yeah. So it’s pop dot pet just pop up. Every pet has a pop ad, right? So pop dot pet, um, that will then take them to the website. They’ll see a link to the podcast where they can hear about some of these amazing stories. Um, and I’ve got one tomorrow that I’m doing with somebody that wrote this book called A Field Guide for Pet Care Givers. Um, there is a whole new there’s a whole movement around end of life care for pets. Um, which, um, is really interesting looking at that. You know, you see a lot of innovation around the end of life care for like you and I in aging adults, but you don’t think about that with pets. Um, but sorry, going back to your questions, pop, pop dot pet, you’ll see a link to the podcast and you’ll also see a link to the book, uh, and it’s on Amazon so you can search by my name, Daniel Popovic, um, and find a link to that book. And I’ve just started writing book number two. Um, so I’m kind of excited to get that out. And it’s just the feedback that I’ve been getting from everybody that’s inspiring me to, to write these books. And like I said, it’s different. It’s just more Storytelling. It’s it’s bringing people in. I mean, it’s, it’s nervous at the same time because you’re getting a really sneak peek into into my heart and how I operate because I kind of spill it out in the books.

Daniel Popovic: Um, you know, and then I have, but I have reflective questions in there as well to kind of draw people in that, um, you know, for example, um, if we’ve got time to share what might the, this first book where the paw prints lead, I lead with an episode with Marshall where he flipped his stomach. I was on an office call, right? Shari comes running up and she’s like, something’s wrong with Marshall. Something’s wrong with Marshall. And I’m like, you know, I, I kind of, you know, Pooh poohed it off, right? Because I was on a call. But luckily the call ended. And then I walked down and I’m like, okay, something’s visibly visibly wrong with him. So we’re calling around and they’re like, you need to get him to the E.R. right away. And you know, we’re in North Georgia. We’re way up here, you know, by, uh, the Dawsonville Outlets up 400 and closest air was 30 minutes away. And this was a Friday. You know, end of day. So you’ve got rush hour. Now, granted, I’m heading south. So you’re thinking that there’s not going to be rush hour way up here.

Daniel Popovic: Well what happens? There’s an accident of all things that I’m right behind. And, um, luckily it’s moving, but on both sides of the street, there’s a police officer and a tow truck attendant. They’re converging into the intersection to block it off. And Li, I was like, heck no, I’m not stopping. You’re gonna have to do something to make me stop. I kind of broke through it, and I just flew down to exit ten to get him to the E.R. and, you know, she saved his life. I mean, that’s one of those life saving things. But that’s that’s one of, you know, obviously there’s other stories, you know, stories in there just talking about fun stuff, but there’s reflective questions in there that as you read the story, it then makes you think about, hey, how did you handle a stressful situation? What was the outcome? Um. I mean, you know, I was panicking because I knew that was a thing of life or death, uh, with a flip stomach. And, um, but that’s kind of how the book is strung out that just, you know, putting the heart out there and the things that we experience, the, the good things, the, you know, the challenging things, but then the reflective questions to draw the audience in.

Lee Kantor: Well, congratulations on all the momentum. I’m sorry that this tragedy is what spurred this, but it’s important work that you’re doing and we appreciate you for doing it. And the website one more time is papads dot p a w p a d s dot p e t. Dan Popovic, thank you so much for sharing your story today.

Daniel Popovic: Thank you Lee, I appreciate it. I appreciate the opportunity.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

Tagged With: Daniel Popovic, PawPads

From Humble Beginnings to $40M: Empowering Women Entrepreneurs Through Peer Leadership

March 9, 2026 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
From Humble Beginnings to $40M: Empowering Women Entrepreneurs Through Peer Leadership
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In this episode of  Atlanta Business Radio, host Lee Kantor interviews Sherry Deutschmann, founder and CEO of BrainTrust. She shares her journey from cleaning bathrooms and being a single mom to building and selling a $40M company. Deutschmann created BrainTrust to help women entrepreneurs grow successful businesses through small peer groups (“Vaults”) where members openly share financials, challenges, and experiences. The organization supports women at different revenue stages (starting at $100K) and focuses on real business growth—not networking or social support. BrainTrust operates in several cities and is expanding to Atlanta, aiming to help more women reach $1M+ in revenue and achieve financial independence.

Sherry Deutschmann is a serial entrepreneur, author, and passionate advocate for entrepreneurship. In 2019, she founded BrainTrust, a company dedicated to helping women entrepreneurs grow their businesses.

Prior to founding BrainTrust, she was founder and CEO of LetterLogic, Inc., a company she grew to $40 Million and sold in 2016. LetterLogic was named an INC 5000 company (one of the fastest-growing privately held businesses in the US) for ten consecutive years.

She attributes the success of LetterLogic to its unique culture in which the needs of the employees came before those of the customer or shareholder. That culture led Sherry and LetterLogic to be featured in the New York Times, Forbes Magazine, Business Leaders, INC, and Fast Company.

She was honored by President Barack Obama as a White House Champion of Change in 2016. Sherry’s book, Lunch with Lucy – Maximize Profits by Investing in your People, was released in March 2020 and received national honors, winning both the 2021 Gold Foreword Indies Business Book Award and the 2021 Bronze Axiom Business Book Award.

Connect with Sherry on LinkedIn.

What You’ll Learn In This Episode

  • Sherry explains how her journey from poverty to building a $40M company shaped her mission to help other women entrepreneurs succeed.
  • Why many business communities exclude early-stage founders and how BrainTrust fills that gap.
  • The importance of honest financial transparency among founders to drive real business growth.
  • How peer-to-peer problem solving can be more powerful than traditional mentorship or advice.
  • Why diverse business backgrounds in a group can lead to better and more creative solutions.
  • The challenges women founders face when balancing business leadership with family responsibilities.
  • How structured peer groups (Vaults) help founders solve real operational problems like hiring, sales performance, or employee issues.
  • Why building a million-dollar business is rare but achievable with the right support system.
  • How strong entrepreneurial communities can unlock opportunities like partnerships, funding, and connections.
  • Why the expansion of BrainTrust into Atlanta aims to strengthen the local women-founder ecosystem.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studio in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by Kennesaw State University’s Executive MBA program. The accelerated degree program for working professionals looking to advance their career and enhance their leadership skills. And now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor, CSU’s executive MBA program. Without them, we wouldn’t be sharing these important stories. Today on the show, we have the founder and CEO at BrainTrust, Sherry Deutschmann. Welcome.

Sherry Deutschmann: Thankfully. It’s a pleasure to be with you today.

Lee Kantor: Well, I am excited to learn what you’re up to. Tell us a little bit about BrainTrust. How are you serving folks?

Sherry Deutschmann: Well, BrainTrust is a peer organization for women founders. It’s similar to EO and to the Women’s Presidents organization, except it meets the woman founder where she is and her business cycle. And it’s it’s, uh, dedicated to seeing that more women have a chance to build a financial independence, wealth, and then the influence that comes from having a successful business. So we’re already in Nashville and in Charlotte and are excited to be coming to Atlanta.

Lee Kantor: So what was the genesis of the idea? You know, what’s the origin story?

Sherry Deutschmann: Well, I am I was a single mom and, uh, had only a high school education. I grew up in the mountains of North Carolina, and I was cleaning toilets. I was really, literally cleaned gas station bathrooms and cleaned house for the wealthy families who had homes on on Beech Mountain. And that’s how I made a living until I moved to Nashville, Tennessee, thinking I was going to be a star, which is a lot harder than you might think. So after I moved to Nashville with no, no, really, no way to really make ends meet, I ended, I started a career in sales and grew that company for another, for another business owner, to about 15 million in revenue, and then got discouraged with the way they ran their business and decided to start my own, competing with them. And so I grew that company to 40 million in annual recurring revenue with no debt. And that path to entrepreneurship changed my life forever. It gave me influence. I was featured in the New York Times for how I ran my business, which was very unique. It led me to be invited to address Congress on why the minimum wage, actually the business case for why the minimum wage should be higher. And then that led me to be named a white House champion of change by President Obama. And so that successful business gave me a megaphone, and I’ve used it. And so now, you know, turning my experience and selling that company to private equity in 2016 to now making sure that more women have a chance to to do what I did. It’s the most meaningful work of my life.

Lee Kantor: Now here in Atlanta, we worked with a lot of women organizations, and I was shocked to know. And then maybe you can tell me if this is still accurate, that it not very many women led businesses turn into million dollar businesses, that that’s a rarity. Is that still true?

Sherry Deutschmann: It is true, sadly. I think only about 2% of women owned businesses has ever reached a million in revenue. But Lee, only only 7% of men reach that threshold. So it’s it’s a pretty, pretty big deal for anybody to get it to $1 million.

Lee Kantor: So now what is your vision of this organization like? Why did you choose to form it in the manner that you have? Because, you know, like you mentioned, there are some other people in the space. There’s other kind of networking, there’s other incubators, there’s other other things that do some of what you do, what makes kind of brain trust kind of a unique spot.

Sherry Deutschmann: It it was designed by a woman founder for women founders, seeing the unique situation that we find ourselves in. So we are not just running companies, we are running the kids to daycare and to soccer practice. We’re running households and our businesses. And so the the makeup has to be very different for us. Um, and from my experience in EO, um, I’m still a member of EO, the entrepreneurs organization, and found it to be really powerful in helping me build a $40 million business. But you can’t join those organizations. That organization until you get to a million in revenue. And that left about 14 million women out in the cold. And there was no organization out there that was really, um. Getting rid of the fluff when it comes to women’s organizations. So when I say, you know, we don’t have fluff, our members are required to every month in their small group meetings, they’re required to report to each other out loud their revenue last month. So it’s kind of a antihbs policy, uh, to let everybody know that we’re here to build powerful, successful businesses. And we have to, um, be honest about where our company really is at that point. And so for a member to apply, She has to attach her PNL because we want to know exactly where she is, so that we can best know how to help her get to $1 million, or to 10 million, or to 100 million.

Lee Kantor: Now, is it a focus on any specific industry? Because there’s a lot of tech groups out here in Atlanta, or is this industry agnostic?

Sherry Deutschmann: It is industry agnostic. And Lee, you pointed out something really important. There are a lot of organizations, especially on the on the tech side for founders and women specifically. But we believe that a woman who owns a nail salon, that her business is just as vital as someone building a big tech business. And so if we can help her get her business from maybe 200,000 a month to 700,000 a month, that’s game changing for her family. And so our members are some are our lawyers. We have a plastic surgeon, a couple of physicians, women who are building tech businesses, women who are builders, architects, um, on big health care companies. So it’s just any type of business, uh, that a woman is in that is a legally, legally established entity. That is, um, where the woman founder is herself, very driven and dedicated to the process.

Lee Kantor: Now, you mentioned, uh, they have to come with financials. Is there a minimum amount of financials to be shown in order to play, or is it, you know, as long as you’ve gone, if you’re serious enough to kind of put financials together, then, you know, we’re going to kind of let you in.

Sherry Deutschmann: Well, no, we’re we have four tiers of membership. Um, at the heart, it is what we call the vault. So we call our groups and the process vault because it’s a safe place that holds, uh, valuable, uh, information. But, um, for vault membership, you have to be more than $100,000 in revenue. And then once you surpass a million, you go into a key club vault with only with women. Over a million in revenue. And then we have a virtual offering for a woman anywhere in the world who wants to join. And she has to be at least half a million. But then there were so many women that came to us that are desperately trying to get to that 100,000 threshold, that want to be part of the community and to get some of the the workshops and the other events that we provide. So we have insider status for them. Um, and that has proven to be very valuable to them as well.

Lee Kantor: Now, can you walk us through what’s it look like when you attend one of your events? What can we expect?

Sherry Deutschmann: Well, the so there are the main focus of brain trust are these small groups that we call vaults. They’re just seven women to a group. And you meet once a month in total Potentiality, and each of you shares the three most critical things going on in your business right now. And then the other women ask questions to get to a true understanding of the problem itself, and not just the symptoms. Um, and then each of the other women shares her experience related to that particular problem. So, um, there’s no advice given. It’s strictly speaking, from experience. Uh, and that that meeting is a four hour meeting, um, where they bring their problems and their opportunities to the table. So it could be something like my salespeople aren’t performing. I don’t know what to do. And then the questions might be, well, what is the pay structure and what kind of training did they have and what are their quotas? And then the women sharing their experience around either being a salesperson and what worked for them, incentivizing them to sell, or from a woman who has multiple salespeople. Um, and being able to talk about the the structure that she has for them. Or it could be that one of the women has, um, an employee who’s been stealing and, uh, talks to the other members about how to address that legally and then compassionately. So it’s just any problem that the woman is facing in her business she brings to that table. And what is said there around that table stays there. They cannot share it with, um, a partner or spouse. It stays right there in the in the safety of that group.

Lee Kantor: And the, the the, um, the vaults are not for selling to each other. That’s not part of there’s this isn’t a Leeds club. This is something where I’m just looking, you know, to get other people’s insights into what I’m going through.

Sherry Deutschmann: Yeah. In fact, we, um, the women can do business with each other. But we, you know, put some strong parameters around that too. Um, so this is not for networking. In fact, we have an informational session once a quarter to invite women to come and hear what the program is and how it works. And it’s and we state then it’s very critical for them to know this is not a networking organization. It’s also not a support group. Um, it’s not a place to just come and complain about your problems. It’s a place for you to be very vulnerable and real about your problems and help each other overcome them.

Lee Kantor: Now you’re in several locations. You’re coming to Atlanta. Is there a benefit of having multiple locations, like do the people in Atlanta get access to the the women in the other markets, or is each kind of market its own entity?

Sherry Deutschmann: No. Uh, we have a a technology that connects all the women to one another. In fact, uh, Lee A month ago yesterday, one of our members in North Carolina reached out to me and said, hey, I need to borrow $80,000. I need it for just 21 days. I’ll pay 5% interest, but I’m just as a bridge to a bigger loan that she was getting from the state of North Carolina. And so I just encouraged her to post it on our member portal. By the next morning at noon, she had the money from another member who’s in New York who, um, read her post and said, oh, I can I can jump in and help. So that’s the third time that’s happened, which has been remarkable. But you are connected to all the women in all of the network. And so the more members we have, the greater the brain trust. You know, the the larger the group of the pool of lived experiences to help a woman with that particular problem that she’s facing.

Lee Kantor: Now, what if one of the members needs kind of more mentorship. Is there a way to get more mentorship, or does it just happen kind of organically in the flow of each of the vault meetings?

Sherry Deutschmann: No. Occasionally, um, in fact, quite often a woman will encounter a problem that the other women in her group don’t have specific experience around. And so in that case, they let us at corporate know that. And we handpick a group of members to meet with her virtually, uh, members that we know have experience in that particular area. Um, and then they have a one hour virtual meeting to help her with that problem. But we also have subject matter experts, um, in the form of champions, uh, sponsors, we call them champions that will come into the individual groups to help, uh, by sharing their particular expertise around a topic. And, uh, that is, you know, free to the to the women members and can be very valuable to them.

Lee Kantor: Now, how do you find the kind of person you put as boots on the ground in a given market? It’s hard to grow a network like you’re doing and create community in the manner you hope to.

Sherry Deutschmann: Yeah, I think it is. Uh, the members themselves who tell women in other cities about us and in this particular situation in, in Atlanta, um, the e.y. Ernst and Young, um, has a really powerful network of women who’ve who’ve been honored by E.y. In the past for their companies. And I was a recipient. And another woman in Atlanta who had won that same award came to me and said, Atlanta needs this so desperately. If you come to Atlanta, I will help you get this off the ground. And then she started making introductions, and those people introduced me to more. And, uh, I think we’re going to have quite a Uh, extraordinary start there.

Lee Kantor: Well, I’m excited to see how this progresses because Atlanta’s economy is so diverse. There’s so many, um, people doing business in a variety of ways. There’s so much opportunity, I think, for women to really come together and help each other get to new levels. Um, I’m excited for you.

Sherry Deutschmann: Yeah. You know, there was a situation a few years ago where we were very careful with the curation of these groups. And one of the members there who has a patent on a product in multiple countries and, uh, has a serious potential to be a billionaire, told me later that she was a little upset when I put someone in her group that built charcuterie boards, and she said she was thinking, what in the world can I learn from her? Only to find out by the second meeting that that other woman had been in, uh, in working in PE and in private equity for years and had extraordinary connections for her, but also experiencing the fundraising side that this woman didn’t have but desperately needed. So we’re careful about the curation, and yet we ask a woman to have an open mind because, um, this process works with the diversity around the table. And when I say diversity, I mean in every potential way. Um, diverse. Um, from it, from the type of business to the age of the founder to ethnicity, um, the grade, the greater the diversity, the more likely it is that a solution to a problem will arise that you would not have considered.

Lee Kantor: Now in the vault are there? Once they get to a certain size, do you create a second one? Like how how does it kind of expand because you mentioned competition. Like do you allow competitors in in a given vault?

Sherry Deutschmann: No, a competitor competitors cannot be in the same vault. And that that is true just for our in-person groups. There’s just seven to a group. So in Nashville we have 30 some groups, um, five already in Charlotte. Um, and but there might be other ways that a woman, um, has a conflict. And so we’re careful about the curation. And once we determine the seven women that we think should go in a group, we send the bios of all seven to each other, and then they can say, well, no, she isn’t in conflict with me, but her husband owns a competing business. And so no, she can’t be in my group or sometimes, and especially in Nashville, Nashville’s a little big town. And so there have been times when a woman said, well, her business doesn’t compete with me, but she’s dating my ex-husband, so she can’t be in my group. So we have to take things like that into consideration.

Lee Kantor: Well, you’re just trying to make them human and not just kind of cookie cutter.

Sherry Deutschmann: Right? Exactly. And but in our virtual groups, our virtual groups, um, are all affinity based. So if you are a fashion retailer, you would you would have the option of being only with other fashion retailers, knowing that you’re not in the same geographical space and that you would have the same jargon, likely, you know, the same problems. And so your ability to help each other grow and then get to scale quicker is greater because you’re all in the same industry. So for the virtual groups, they have that option.

Lee Kantor: So once you’re a member, then you have access to all the groups. And then you could decide which ones are appropriate for you.

Sherry Deutschmann: Yes. So once you get to 100,000, you can get out of the insider bucket and move into the vault bucket. And then once you hit a million, um, at our annual, we have a big annual celebration that’s coming up April 1st. We honor the woman who grew her revenue by the greatest dollar amount. By the greatest percentage. The woman who added the most jobs. The woman who had the most profit. And then we also, uh, award all the women that hit the million dollar mark. Um, she gets a beautiful little 14 carat gold pendant with a key on it, and then she moves over into a different group of women. Just over a million in in Nashville. We have 60 women in that category, and they’ve grown from, um, 1 million to 10 million and some now at 20 and 30 million. Um, and so it’s at the point now where we’re attracting women who are already at 20, 30 and 40 million who say, oh, I like the differences here with brain trust. And that’s the peer organization that I want to be a part of.

Lee Kantor: So, um, we talked about how you’re you have boots on the ground here in Atlanta, and I guess you’re in the process of forming some of those groups right now.

Sherry Deutschmann: We are. Well, we’ll have our first informational sessions, which we call the lowdown. We have the first ones in Atlanta, um, this month on the 26th and 27th at three different locations. So we invite women to come to hear what we are and what we’re not. Um, how the process works. Uh, there’s a Q&A session, and then from that point, we send applications, um, and then start the, the interview process and the vetting process entirely.

Lee Kantor: So if somebody wants to learn more and have a more substantive conversation with somebody on the team, is there a website they can go to, uh, you know, to put their name in the hat and to get information, maybe attend the event and things like that.

Sherry Deutschmann: Yeah, it’s our, our, our Braintrust org is the website, but they’re also welcome to email me directly at Sherry d e r r y at our Braintrust org, and I will respond personally.

Lee Kantor: And then, um, on the socials. It’s our brain trust on all the socials.

Sherry Deutschmann: Yes.

Lee Kantor: And same with LinkedIn.

Sherry Deutschmann: Yes.

Lee Kantor: All right. Well, Sherry, I am so excited for you. Um, I think it’s so important, uh, what you’re doing. It’s just really a gift to the city. And thank you for thinking of Atlanta. Uh, coming here for with, uh, something like this. This is a wonderful community, and I hope everyone out there checks it out at our braintrust. Sherry, thank you again for sharing your story. You’re doing such important work, and we appreciate you.

Sherry Deutschmann: Thank you. Lee, it’s been an honor to be with you.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

Tagged With: BrainTrust, Sherry Deutschmann

Author and Journalist Rick Martin

March 9, 2026 by angishields

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Cherokee Business Radio
Author and Journalist Rick Martin
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Rick-Martin-hsRick Martin is a trusted voice in journalism, public relations, and crisis communications, bringing decades of expertise and an unwavering passion for storytelling.

A three-time Peabody Award-winning journalist, Rick’s career spans pivotal roles at CNN & top-tier local newsrooms in Washington, D.C., Baltimore, Philadelphia and Atlanta.

From covering history-making events like the September 11 terror attacks and the Beltway sniper case along with Hurricane Katrina to navigating the uncharted waters of a global pandemic, Rick’s experience is as vast as it is impactful. Rick-Martin-Book

But Rick’s story doesn’t stop with headlines—he’s lived through one himself. During the COVID-19 pandemic, Rick not only guided a local government’s communications strategy but also fought his own battle with the virus, spending 17 days hospitalized, including five on a ventilator.

That life-altering experience deepened his resolve to inspire others to rise above life’s challenges.

Connect with Rick on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. This is fearless formula with Sharon Cline.

Sharon Cline: Well, it has been quite a few minutes since I’ve done an episode of Fearless Formula, but I’m so excited to be back in the studio for actually kind of a very special interview. This is a gentleman that is a three time Peabody Award winning journalist here in the Fearless Formula Studio. Thank you so much for coming. This is Rick Martin.

Rick Martin: Ah, you’re too kind. No, you’re too kind.

Sharon Cline: It’s true. I’m very impressed to be able to say that. I was, um, very lucky to be, um, in touch with you through a mutual friend of ours who just believes in your story so strongly that he’s like, you got to get back in the studio to meet this gentleman, and his story needs to be told. So I’m so grateful that you came to the studio this afternoon.

Rick Martin: Thank you Sharon, thank you again. Honestly, thank you for having me.

Sharon Cline: You’re welcome. Rick wrote a book called Unmasked Overcoming Death. It’s a story of family, faith and forgiveness. And everybody’s got their journey. Everybody’s got their story. But this one has to do with Covid and how much it changed things for your life. But before we get into the Covid story, why don’t you let me know? How long have you been here in Georgia? What kind of led up to this moment of being an author?

Rick Martin: Sure, sure. So I had been working in television news for almost 30 years. I worked 14 years in local news and 12 years at CNN. I worked in local news departments in the cities of Philadelphia, Baltimore, Washington, DC and relocated from DC to Atlanta to join CNN in 2003, where I worked on a political desk. I worked at CNN from 2003 to 2015, then became the assignment manager for the local CBS station. And then from there in 2017, joined Douglas County government, worked for the Douglas County, Georgia Board of Commissioners, became their director of communications and community relations department.

Sharon Cline: When you were growing up, did you always want to be a journalist?

Rick Martin: You know, I will tell you, I had some influence, heavy influence. I actually my father, my father was a radio broadcaster.

Sharon Cline: You have a radio broadcast voice.

Rick Martin: And my dad still is broadcasting. He’s broadcasting from home? Yeah, from Washington, D.C..

Sharon Cline: Oh, my goodness. That’s amazing.

Rick Martin: So he’s in his 80s and.

Sharon Cline: And still out there kicking.

Rick Martin: Still doing his show.

Sharon Cline: That’s wonderful.

Rick Martin: I’m proud of him. Yeah. I grew up and he gave me a little small segment of his show, you know, which was just as a young kid. Calendar of events, telling people what events are happening in the community.

Sharon Cline: And like a little kid, you were like your little voice on the radio.

Rick Martin: Exactly. Oh, yeah. So it was a lot of fun. And, you know, but I still remember the day I decided, no more radio TV, is it? It’s when. Hey, dad. How much do you get paid? Yeah. And dad is like, ah, I don’t. It’s, uh, listener sponsored radio. I’m like, oh, you don’t get paid. I was like, yeah, TV’s.

Sharon Cline: Tv’s it. And that’s what made you you go to school for journalism and all of that?

Rick Martin: Yep. Yep. Went to the University of Maryland, got a journalism degree from the College of Journalism at the University of Maryland, College Park. And I loved my experience there. And, you know, actually, I had difficulty getting into the College of Journalism because I wasn’t testing well. And, you know, you had to pass the test of standard written English. If I remember that correctly, um, you have to get a required score. And I just, you know, test anxiety, I just didn’t test very well and I didn’t get the score needed. And I took this exam multiple times, you know, trying to pass it. And it wasn’t until I, um, decided to, you know, I need to appeal or something look into whether, you know, I want to get in. I don’t, I don’t want to just go out and give up like that. So I did, I appealed and got recommendation letters. I was doing internships that I had completed working for the campus newspaper and on the basis of appeal, and the chair of one of the departments there at the College of Journalism had written a recommendation letter for me, doctor McAdams, Catherine McAdams, uh, God rest her soul. She recently passed. But, um. Yeah, that’s how I got in. And in getting in, that really was, um, a change in life. Um, because I loved it. I loved, you know, writing, I loved news, I loved getting the information first. You know, I got, I did an internship at CNN in the Washington, D.C. bureau there I met, you know, Bernie Shaw. Um, Frank Sesno. Um, you know, I loved it.

Sharon Cline: You’re part of something so much bigger, but but I, I want to go back just a second. You fought for yourself. You fought for your. And I also think how interesting it is that you’re clearly very intelligent, but not everybody. It’s not a measure of intelligence test taking. And I just love that you didn’t let that keep you down. You were like, I’ve got to work around this. You know, it’ll even get in your head. I’ve got to take this test. And if you take it more than once, it’s like a thing. And you shouldn’t let it take you down.

Rick Martin: Right? Right. And I think that, you know, now I could see that it was a work ethic. I think what separates me from anybody else is, um, work ethic, you know, not giving up, um, resiliency. And, you know, it’s that came out, I wrote about it in my book actually, um, because I was born with a birth defect that a lot of people don’t know, I’m actually really coming out more or less. Yeah. I was born with a birth defect. It was called a pectus excavatum and a pectus excavatum is when your sternum, your breastbone grows inward instead of outward. And when it grows inward, you know, organs are pushed aside or what have you. I had my first surgery at 18 months old. 18 months.

Sharon Cline: Old baby.

Rick Martin: And, uh, yeah, and, um, you know, so it was a fight, you know, from the get go from the beginning. And I had multiple surgeries, a total of five with the last one, I was in my 20s, you know, to try to correct the problem because they couldn’t fix it. And, um, so I was always a fighter medically and always felt that, you know, things were stacked against me. You know, why me? You know, you had to deal with that. I dealt with that. And, um, so I think, you know, as a, as a kid, you know, that was on my mind. So when I got into to college, you know, I had it in me to fight. Yeah. Oh, yeah.

Sharon Cline: It makes me wonder how many times people give up if they had just asked, you know, just tried to work around it or proven in whatever way they could that just because this test doesn’t show. I still do know this. And the fact that when you got there, you thrived.

Rick Martin: Yeah.

Sharon Cline: You know, that says everything.

Rick Martin: Oh, yeah. And I yeah, in college, you know, it was. I made it fun. You know the experience. I mean, it was a lot of work. You know, it was hard, but, um, I took a great, um, honor in, you know, arriving, you know, a lot of people, you know, didn’t get the chance that I did, you know, to at least have a chance to get a degree. And, um, I was really excited and hopeful, you know, that my career was going to go someplace.

Sharon Cline: I love that you got just a little taste of national news rather than local news. And then you’re just like, this is where I want to go. This is what I want to do.

Rick Martin: Yeah, yeah. Oh, yeah. And, and, you know, College Park was really strategically positioned in a great place right outside of Washington, D.C.. So things that happened locally for local news when they happened in the district usually became national news as well, right?

Sharon Cline: So yeah, that yeah, yeah, you’re right. I didn’t think about that. Oh yeah.

Rick Martin: It was it was a big deal. It was a big deal.

Sharon Cline: So then you came down to Atlanta. Oh, you started working at CNN. Um, and then now it’s official.

Rick Martin: So. So, you know, the irony is, um, I worked in Philadelphia and after Philadelphia, I came back, worked in Washington DC and in Washington DC, I was working for the local ABC station and working for the local ABC station. That was, I was the chief assignment editor and I could never forget working there, because that’s where we covered September 11th terror attacks in 2001 and also covered the. I don’t know if you’re familiar with the Beltway sniper case.

Sharon Cline: Oh, yes. So all around D.C..

Rick Martin: Yeah, we covered that as well. So there, I covered that two story. So between those two stories and life was challenging. Um, experienced a divorce. So through all of, all of that in one one year, it seemed, or within that period, I said, oh, I think it’s time to go. If I could, I need a break. Basically, I need a break. And, uh, I went to a convention, the National Association of Black Journalists Convention, uh, was in Dallas, Texas that summer. And Turner was there broadcasting and we were putting together, uh, their political desk, and they asked me if they were, you know, if I had anybody to recruit. So I said, yeah, I think I have somebody in mind.

Sharon Cline: You are looking at him.

Rick Martin: Yeah, basically I got somebody.

Sharon Cline: Well, you fought for yourself again.

Rick Martin: I did, I did, I said, I think I’m the best candidate you’d want.

Sharon Cline: And they said yes.

Rick Martin: They said.

Sharon Cline: Yes. Come on down.

Rick Martin: Oh yeah.

Sharon Cline: So move to Atlanta.

Rick Martin: Mhm.

Sharon Cline: Um, how different was it for you? How much of a change was it for you? Did you know anybody down here or was it like.

Rick Martin: Yeah, I had one friend who was in, uh, in broadcasting. Um, and, uh, I did know, you know, a couple people.

Sharon Cline: Yeah. So you start to build your little tribe or life.

Rick Martin: Yeah. Like your.

Sharon Cline: People. Yeah. Even though obviously it was a surprise and a change.

Rick Martin: Yeah.

Sharon Cline: But it’s nice when you know, you’ve got at least one person there that can kind of show you around, especially in the industry. Yeah. In the news industry.

Rick Martin: Absolutely, absolutely. And you know, it’s, you know, and actually it, I ended up meeting my, my wife.

Sharon Cline: Oh, and I love the love story.

Rick Martin: So yeah, yeah.

Sharon Cline: Sorry, I’m a very romantic person, but I also, I love seeing like, you know, happy people, but knowing that, um, if you had never moved down here, that wouldn’t have happened. There’s just something so amazing when you know, the right person comes along and the right circumstances almost, almost feels like meant to be.

Rick Martin: And yeah, especially when you don’t see it coming, you know, you don’t see things coming like that because, you know, once that came, you know, once I met her and then, you know, we had two children and, you know, I mean, fast forward, they’re both in college now thriving, you know. Um, I think we did pretty good.

Sharon Cline: Yeah. I’m very happy for you. What a switch to go from news as well to working for a county. Yes. That must have been like a mean, it’s probably it’s it’s got similar themes.

Rick Martin: I imagine it does because not only did I, you know, leave, you know, CNN to work for a county, but I was working in a capacity of communications, right? Communications for government. And the way I pitched it and I pitched how I could make an impact. And yeah, they loved it. Um, I could be a storyteller, help government agencies, departments tell their story, right? Tax paying dollars at work, you know, and that’s what I was good at. Um, I could break the complicated muckety muck of words into singsongy type and.

Sharon Cline: Yeah, get people to understand music. Beginning, middle, end. This is the point. Yeah, yeah, I can see that.

Rick Martin: And stick and get right to it, you know, not not this long word. Awkward sentence.

Sharon Cline: And budgets. I don’t know, just reasons why this is important.

Rick Martin: Exactly.

Sharon Cline: Yeah. You honed your skills that in journalism that way, it’s very smart.

Rick Martin: Yeah. Yeah. So and that just, you know, it was it it won people. I mean, really, you know, it garnered a lot of attention.

Sharon Cline: Oh, good for you.

Rick Martin: Success of that. Thank you, thank you.

Sharon Cline: You’re welcome.

Rick Martin: You know, but really, I mean, often I didn’t know what I was doing. I mean, government, you know, I mean, I was the watchdog for society as a journalist. Right? And then now I’m working for the government. Whoa. You know, so I was.

Sharon Cline: So scary and intimidating and. Yeah, and maybe not not the way that you ever thought you would present yourself to the world as, like, associated with the government.

Rick Martin: Yeah. I mean, yeah, you know, it was funny because when I was working at CNN, I served on a couple boards. Um, actually one board in particular, um, children’s voices, uh, incorporated, uh, Casa stands for court appointed special advocates. And, you know, I served on the board to help raise funds for Casa and, and they would, um, Casa individuals would, you know, represent children during, you know, juvenile court proceeding cases and stuff. And, you know, there’s some real hardcore stuff that kids, you know, deal with. And, you know, sometimes it’s, it’s, it’s difficult to for them to go through the process.

Sharon Cline: I mean, even to know about these things, you know, it takes a special person to have the right temperament and disposition to hear those things too.

Rick Martin: Absolutely.

Sharon Cline: You were an advocate for them.

Rick Martin: Yeah. Yeah. Huge advocate. And, and, you know, it still places a part of my heart, especially now that I have kids, you know?

Sharon Cline: Oh. Of course.

Rick Martin: So yeah.

Sharon Cline: So you get to March 2020 where, you know, ground zero moment people. It obviously had to start working from home. Um. Everything stopped.

Rick Martin: Yep.

Sharon Cline: And you got terribly sick.

Rick Martin: Yeah. So March 2020. Um, I remember that because I was the director of communications and community relations for Douglas County, and I was just pretty much coming back. You know, I was, I was weary of Covid because I had gotten sick in 2019, November 2019. I had gotten sick with the flu and pneumonia. They were looking at me. Oh, I was in ICU unit. Um, and I’m just like, man, did I have Covid? They said I had the flu in pneumonia, but was this really Covid early?

Sharon Cline: Early Covid before they knew.

Rick Martin: Right before they knew what it was. So, uh, keep in mind, um, I had all these surgeries. And what happens when you have surgeries throughout my life, it weakens your immune system. So that’s why I would get sick. I’d have to keep, you know, get eating vitamin C, getting a lot of vitamin C and what have you. Um, but yeah, March 2020, we’re like, you know, starting to shut down separate. I get to, um, you know, my team is, is at home, you know, and we’re still broadcasting and recording meetings and stuff and stuff running, you know, the government, you know, you’re able.

Sharon Cline: To figure it out to be able to isolate enough, but keep things running.

Rick Martin: Yeah, exactly.

Sharon Cline: Got you.

Rick Martin: Um, but at the same time, a lot of stress, a lot of stress. And so that being said, ah, man, it wasn’t until December. Um, my wife developed symptoms from work. She was an educator. So, um, she, we all went and got tested and my wife and one of our kids, they tested positive and I, my test had not tested positive yet, hadn’t come back yet. And it wasn’t until, uh, went to sleep. Woke up December 23rd, sore throat, took my temperature fever. And I told my wife, wife said, let’s go. And so we’re on our way to the hospital. And as we’re on the way to the hospital, I didn’t have a good feeling, especially after what I went through in 2019.

Sharon Cline: You had like a dread feeling.

Rick Martin: Yeah, yeah, yeah, I, I, I, yeah, I wasn’t, I, I literally, you know, my mindset was not positive and I almost felt defeated, like, because you have all this information. You have, you know, the corner in your office phone rings. She’s going to pick up a body. You’ve got fire and rescue dealing with transporting.

Sharon Cline: You saw it in a different way than even the public saw it, right? So you saw every day.

Rick Martin: Every day.

Sharon Cline: Oh, Lord.

Rick Martin: I mean, literally, my job was part I was a spokesman for the fire and EMS department. I was dealing with the news media. You know, I was a spokesman for the board of commissioners, the chairwoman and the board of Commissioners. So, you know, as the chief spokesperson, I knew all the information I was coming in. And so, yeah, now that I’m feeling weak, lethargic, um, chills and and the memories of what 2019 was like, I mentally was not prepared, but, um, I took it, you know, on the chin, I was strong and just, I called HR director and said, look, uh, we’re on the way to the hospital. Uh, I may have Covid. Here’s my wife. I’m introducing you to her. Um, take her number. She’s going to be the point of contact. And when my wife dropped me to the hospital, you know, I thought I was entering a Mash unit at the hospital. It was just like, wow.

Sharon Cline: I’m sure I know they tried to isolate people, you know, who had it. Um, but they’re just the numbers that were on TV every day. Just thousands and hundreds of thousands, tens of thousands, hundreds of thousands of people. And then seeing it firsthand, there must have been like a, a toll on your spirit to, you know, to, to actually feel and see the effects of what this is having on the people that are right in front of you, in your community.

Rick Martin: Eloquently said, yeah, you’re right. You’re absolutely right. Um, Um, it was, it was really, really. It was tough. Um, you you knew people were dying. There was no secret. Um, there was also conflicting information. And when I say conflicting information, people were, you know, saying one thing, believing another. So you had conflicting information. Um, it was chaos. Like we’ve never.

Sharon Cline: Never would.

Rick Martin: Have experienced.

Sharon Cline: Yeah. Never could, never could have known. It’s like a movie.

Rick Martin: Yeah. Yeah. As a matter of fact, I talked about that, you know, in my book on masks. I thought I talked about how it reminded me of outbreak with Dustin Hoffman. Right. And, and, uh, Morgan Freeman and I’m like, man, I was getting chills and I’m like, what is this? You know? And, um.

Sharon Cline: They admitted you obviously they admitted you to.

Rick Martin: Yeah. And, and that was chaotic because when they checked me, you know, took my vitals. Um, I still had a fever and they took my vitals and, um, my health was depleting and they were talking about, um, I remember at one point you were talking about, you know, intubating me and I was like, I don’t want to die. And I kept saying, no, no, no, like, no, no, no, I don’t want to die. That type of no. And they were saying, no, no, they were interpreting me as saying, no, no, no, I don’t want to be intubated. So there was confusion. So they called my wife, and then my wife gets on FaceTime and, you know, she’s trying to, you know, mitigate, deal with the situation. And it was like, so it was just really, really chaotic. And my wife finally called, she thought to call a dear friend of ours, Charles, my friend Charles, he’s in the emergency room physician. And she talked to Charles and she said, you know, look, you know, they’re talking about wanting to intubate, but Rick is saying, no, there’s confusion and chaos. Can you anything you can do? He said, well, tell Rick, go on the ventilator.

Rick Martin: Just tell Rick, go on the ventilator. And then my wife says to me, Charles has gone to ventilator. I said, okay, just like that. Okay. That was it. And yeah. And then, you know, the doctors went, oh my God. He said yes. Okay. Then they went into their mode and then put me on two things to that. Me saying, okay, what I took from later, as I analyzed that situation is when you’re at your worst, scariest moment. All you’re looking for is comfort. I didn’t trust anybody at that point. If I’m going to die, I’m dying fighting. And that’s where my mindset was like, I didn’t trust anybody, I didn’t, it was like, okay, God, come on, let’s, let’s take on the world. Let’s what’s going on? And, and my wife wasn’t with me. And that’s, you know, my riding partner. So she, you know, so it was just chaos and, I wouldn’t wish anything on anybody. So when she guy’s as smart as she is, when she got Charles on the phone and she said, Charles, that was just a comforting moment for me. You know, Charles is I mean, he was just. Okay, great.

Sharon Cline: Well, imagine if all of these people all over are going to the hospital everywhere. You are just one of many. Yeah. And they’re just trying to, you know, how do you know that they really are in touch with you. And you’re not just patient in this room that they’re trying to keep alive for this moment when they’re already strapped and already stressed. And you just want that reassurance that you’re not just one of many, that you really are being seen and understood. I mean, it’s a very vulnerable position to be in.

Rick Martin: And that’s, that’s you’re, you’re absolutely right. And that’s one of the things my wife read. She said, you know, whenever she talked to the staff, she was trying to encourage her staff, Look, he’s a husband. He’s a father of two. This man has a family waiting for him, you know. Personalize him. And that’s what it took, because the staff was, like, under so much stress, so much pressure, so much because they had their own families. And keep in mind, I mean, staff was, was, was quitting. I mean, there were nurses not showing up or so from what I heard and gathered. Right. And so it was, it was chaos, you know, and you, you watched and saw so much on the news, but you didn’t know which hospitals affected or impacted and what have you.

Sharon Cline: How sick, how sick did you get? How sick were you?

Rick Martin: I got so sick that I was in a hospital for 17 days. Of those 17 days, I spent five days on a ventilator. I was intubated. I was placed in a medically induced coma, only to wake up on January 1st, 2021 to a respiratory therapist pulling the tube out of me. And that’s when I jarred open, awake and I said, please call my wife. Please call my wife. And the respiratory therapist said to me, Mr. Martin, thank you for talking back to me. Many of these I’ve taken out. They don’t talk back, which indicated that she had a lot of deceased and you know it. I mean that that was what it was like. That was real. That was life. And, uh, we were dealing with it.

Sharon Cline: You slowly got better after that.

Rick Martin: After that, slowly got better. Um, you know, my, um. I was just weak. You know what happens when you’re on a ventilator? Um, you lose all muscle mass, and. I didn’t know that. I didn’t know what happens to you. Right. I’ve never been intubated before. So in losing all muscle mass, I couldn’t move my arms or anything. So I had to go through rehab, but didn’t see rehab for a day or two. Someone didn’t come. So I’m sitting still, lying still. And I did, you know, figure that out. Like, why am I not moving? Why can’t I move? Am I paralyzed? I’m trying to figure that out. Um, so I ended up seeing rehab going through that. And then after a period of time, um, I had to be sent to a rehabilitation center for continued rehabilitation.

Sharon Cline: Could you even believe this? Do you know what I mean? Like you hear about it and it affects some people. They would test positive because they wanted to go somewhere and they wouldn’t have one symptom. And then other people, you know, suffered.

Rick Martin: Yeah, yeah, I, you know, I, I, I couldn’t believe as a matter of fact, you know, when I woke up, I was telling my wife about my dreams. I was telling my wife about, hey, honey, I think I’m going to get the job. She’s like, what are you talking about? I said, yeah, I think I’m going to get the job. Yeah, president Biden was trying to, uh, he’s interviewing me for a us US government today job. He wants to start a new network for the government. And, you know, so I’m auditioning and. Oh, yeah, I mean, the dream was good.

Sharon Cline: You’re famous in your church.

Rick Martin: So I was I was like, man, wow. So she’s and my wife. My wife was like, no, no, you’re really sick. You’re sick.

Sharon Cline: Don’t you wonder why all of those kinds of lucid dreams would come to you like that? It’s crazy. Right?

Rick Martin: Yeah, yeah. And I mean, it’s all the medication they put you on.

Sharon Cline: Yeah. What’s real and what isn’t, though. It’s so crazy.

Rick Martin: Absolutely. You know, I mean, I was on fentanyl, uh, and yeah, I mean, they. Yeah, they gave me some serious stuff.

Sharon Cline: Did you feel like there was a period of your life where it was before Covid? After Covid, because I see this book and how much this has. I mean, it’s it’s stirred your soul so hard enough to, to actually write, which is a daunting task as it is to write a book. But knowing that this was a before and after period for you must have been just the impact of it must have been upending, basically upending the way you were before. So to a new normal.

Rick Martin: So to to tell you the truth, um, I the book wasn’t my idea. I, I was not looking to write a book. Um, you know, I felt, I felt like a victim when I, you know, from the situation, I felt victimized. I wanted to go bury myself in a hole. Um, I wanted to hide. Um, and that’s what traumatic situations tend to do to you. Um, I, I keep in mind when I got sick, I was the spokesman for the county government. So I was one of the most visible people that works for the county. I was a man busy enough that I needed two phones so I could be immediately held. At a moment’s notice I went from being seen to. Not by the snap of a finger, and it was at no fault of my own. Mentally I wasn’t in a good place, and that’s. I’ll tell you now. As a result, that’s why I’m an advocate for mental health, and I’ll elaborate more. But I was not in a good place, and. When I had to figure what happened to me. Yeah, man, I mean, while I was in rehabilitation, my wife and daughters would come visit and they weren’t allowed to come in and I kind of lost it, I lost it, I was trying to throw the chairs. I was threatening the staff. I was, I was angry, I was hostile, I was I need my wife. My wife is my life. I need her. And they wouldn’t let her in, I was angry.

Sharon Cline: You reached your limit. You reached your limit.

Rick Martin: I did, I did. You know, there was a time where my wife, the first time my wife and my daughters came to the outside the building on a glass. And my daughters were 13 and 15 at the time. And as they were there, um, you know, I came to them at my walker and touched the glass and we, we were trying to figure out because I couldn’t hear her, they couldn’t hear me. And I’m like, oh, cell phones. You figured the cell phone. So that’s how we were commuting. Audio. So we met and asked, you know, exchanged pleasantries and the girl’s dad, how are you doing? I said, hey, daddy’s good. Daddy’s good. You know, I’m kind of, you know, not telling the truth. You know, tell your daughters the truth at a time like that, right? So as we’re there, a vehicle drives behind me, behind them in the parking lot. Now they’re in the back of the the building at a rehabilitation center. So it’s not a public parking per se. And this van drove up behind and my wife looks at me, I look at her, she looks at the vehicle and she goes, I think we better go. And I was like, man, really? She said, yeah. And I said, okay, because she has two intuition. She’s pretty good at figuring things out. So she takes the girls. She leaves as she leaves, two men get out the vehicle. I said two men get out the vehicle. They put on PPE, protective personal equipment. They go to the back of the van and pull out a stretcher. They ended up coming into the side building of the hall and they rolled out a body. And as they rolled out the body, I’m looking at this and my instincts began rolling. I had my cell phone, so I began rolling, videotaped it, and I kept thinking, I don’t want that to be me. I don’t want that to be me.

Sharon Cline: It’s so real to see it like that.

Rick Martin: Never be me.

Sharon Cline: Yeah.

Rick Martin: You know, I said nobody’s going to roll me out like that. And then something hit me. I’m like, I’m fighting. I’m like, no, I’m not going to be rolled out like that. And, uh, yeah, and I remember I’m like, you know, it’s just something flipped in me a flipped me. I’m like, nobody’s going to forget I’m here. I’m alive. Um, Um, and I’m thinking now, how am I going to fight? You know, the public has to know what’s going on. You know, they’re not going to sneak in and take bodies out. No that’s not. So I called a friend of mine who’s a at the time, um, senior vice president of CNN, who’s a mentor of mine, uh, Rick Davis. And I explained to Rick, I said, Rick, you know, man, I know what’s going on, but hey, man, I’m, I’m, I’m hemmed up, man. I almost died from Covid. I’m in a rehab center. I’m getting help. And, and, you know, they just rolled the body up from the floor. And this is not a good situation. And I think the story needs to be out, but I don’t want to, um, you know, my, my wife and my kids, they’re, they, they, I need, you know, they need privacy. So I’m trying to think how to do. Help me, help me through this, please. So we went through some scenarios and discussions and talked and, you know, ended up, you know, Georgia Public Broadcasting was the choice. And, um, Wayne Drash wrote a wrote a heck of an article and then we reconnected, um, you know, because we worked at CNN together so nice and wrote the story and it was just a beautiful, accurate story, you know, of what’s going on and what have you. And, um.

Sharon Cline: How did that feel to tell your side?

Rick Martin: You know, it was the beginning of the medicine.

Sharon Cline: Oh, the truth. Yeah. Was like a medicine.

Rick Martin: Yeah, yeah, it was, it was the beginning of, for me, my medicine. It was cathartic. It was someone cared. And that’s what I mean by medicine, right? Sometimes, you know, it’s, it’s, it’s how you’re treated. Right. And, and so, yeah, I’d heard my story.

Sharon Cline: What did you feel like the public wasn’t really getting the truth about what were you able to share with them that only you would have been able to. To tell?

Rick Martin: That. This people were dying.

Sharon Cline: They’re coming to the backs of buildings to take bodies out. So.

Rick Martin: Exactly.

Sharon Cline: So people don’t see.

Rick Martin: Yeah. And, and this is a situation where, you know, you see what the public didn’t know was you don’t know everyone’s health history. People could look at me and I would appear healthy and look healthy. Right? But you don’t know I have five, six surgeries.

Sharon Cline: Or have asthma.

Rick Martin: You don’t know if I have asthma? Yeah. You know. Exactly. And that’s what the problem is. So we know that Covid was attacking people with preexisting conditions and people. So you don’t know people with preexisting conditions. So, you know, and everyone’s trying to protect their privacy. So it just, you know, I don’t know, it was it, it’s.

Sharon Cline: So glad you had that opportunity. First of all, the context to do it, which is just how amazing to be able to get people to rally for you when you were already feeling so physically compromised, you know?

Rick Martin: Exactly, exactly. I think.

Sharon Cline: Yeah, being able to tell people, tell people what you knew. I love that the truth was medicine to you.

Rick Martin: Yeah. And, and you know, what spoke volumes to was the relationships formed. Like, you know, these, these people didn’t have to Hear my story. These people, like I showed up in their lives in a way that they cared about me. And I think that speaks to the story of really, Rick Martin. And. If I showed up enough where they stood up for me. Man, that gives me chills. Um. I’ve lived life. I’ve lived my life, you know, I. So all this was, you know, the article and stuff and people responding on Facebook and stuff like that. You know, when I eventually got home. Um, a buddy of mine was checking in on me. He was a novelist, right? We worked together at NBC way back. Jeffrey Blunt is his name. Uh, Geoffrey. You know, checked on me and what have you. And we talked and I talked more about what it was like, you know, and he’s like, man, have you thought of wanting to write a book? I’m like, I don’t know, man, I don’t know. I don’t know about reliving that trauma. Right? You know, and going through that again, I don’t know. But what I learned. Was that in writing a book and I asked him, I’m like, well, what kind of book would it be? And he said, he said it would be a memoir.

Rick Martin: You’d tell your life story. And I said, my life really? And I didn’t even see myself like that, I really didn’t. I’m like, man, Colin Powell writes memoirs. You know, John Lewis writes memoirs, man. Tiger Woods writes memoirs, man. Rick Martin. Come on now. I didn’t see that. But I’ll tell you, a friend of mine. I don’t know, man. This was all a spiritual journey. A friend of mine named James Taylor. God just placed his name on my heart. James Taylor. James Taylor, James Taylor. James Taylor. James was a buddy who had produced a book before, and he said he only did one book. James is a graphic design artist. And you know, I didn’t have any money, but I’m like, James, you know, do you think you could help me? So I just need to know how much it costs. James. Any, any. And he said, well, yeah, I think I could do this. And I’m like, James built that graphic you see in holding and it it did. And he said, well, you know, tell me your vision. And I said, you know, man, basically it’s just from despair to triumph. And I gave him the pictures and he put it together. And when I saw it, it literally brought tears to my eyes.

Sharon Cline: Yeah, I can only imagine.

Rick Martin: It brought tears to my eyes because I know he saw something that I didn’t and couldn’t. Whatever blinders I just. I didn’t see it.

Sharon Cline: That’s why I love that because so many people, God makes them all different, you know, but to.

Rick Martin: Be.

Sharon Cline: You know, someone could could see something you can’t. But he they’re needed. You’re needed. He’s needed in order to, to help each other.

Rick Martin: And it’s, it’s so funny. Like he, he’s, he, because I know it’s for him. It’s just, you know, his work. Yeah, yeah.

Sharon Cline: For me more than that. Yeah, yeah.

Rick Martin: For me, man, you changed my life, bro. Bro, you made me live, man. I know he’s tired of me, right?

Sharon Cline: He’s seriously talking about me again.

Rick Martin: He helped me, lost my mind. He helped me lose my mind. Like I’m just like, you don’t understand. You don’t.

Sharon Cline: But you know what? The themes I think are so important that you touched on it really is, uh, facing death makes you think about life differently, right? How many of us have rebirths of our lives and stories and chapters of our lives that have the exact same theme of rebuilding or a change? So even if your story can’t be exactly replicated, the themes of them can be understood by anybody.

Rick Martin: It it can. And, you know, people have heard this before, like resilience. We had our word a lot. But resilience can come in different forms and that’s what makes it different. And what made my journey incredibly, incredibly powerful and uplifting. Are the people that got me to where I am today. The people who got me. Now I’m not just talking my wife and my daughters, right? I’m talking people who helped support me, encourage me. You know, um, Wayne Drash wrote the article of Georgia Public Broadcasting. I ended up tracking him down because I needed another editor to go through, and he chipped in.

Sharon Cline: Oh.

Rick Martin: You know, gave me the family discount, but he chipped in and, you know, to, to edit and you know, I’m like, wow.

Sharon Cline: You were loved on. You were, you were loved.

Rick Martin: Yeah. You know. Yeah. Yeah, that’s exactly it. I was loved on where I was loved on at a time where I felt the earth left me. And I was left to be buried.

Sharon Cline: At your lowest, lowest.

Rick Martin: Oh, yeah. Oh, yeah.

Sharon Cline: Most vulnerable. Right.

Rick Martin: It. It. Yeah. Yeah. You know, there’s a quote now for me. I was ten years old when I personally accepted Christ as my savior. And what I learned from this ordeal. That I was committed to my ego. You know, through the job titles I had, through the organizations I worked for. And I was so committed to the brand and the titles that after this ordeal, I’m now committed to my faith and family. So if I had to do it all over again, I would if I could be the person I am today. And I know that’s hard to believe. But I thank God he allowed me to be the person I am today because I interact with so many people. To encourage them to love on them and just get them out of the rut that they’re in.

Sharon Cline: The business of being a human, that can just derail anybody’s thought processes and can take over. And even just an attitude change can make everything good or bad.

Rick Martin: Absolutely. Your attitude is altitude. You know, I just and I just love helping and raising people’s, you know, attitude, especially when they’re down. Oh, totally. Totally.

Sharon Cline: When you look at how you interacted with people and your job and the county before, how do you, how do you approach it now? Like, I know that you said you love on people, but. Do you do you feel a different sense of peace, I guess?

Rick Martin: Yeah. Yeah. Um. What I could tell you now. So I’m no longer working for the county. Um. I need peace in my life. Whatever I do now. I could tell you that whatever I do for a living now, you know, I’m consulting. But if I’m to become employed, there’s got to be a peace. Like I won’t tolerate gaslighting, rudeness, disrespectfulness.

Sharon Cline: No, the, um. The way people can backstab to get ahead like that price is just too high.

Rick Martin: Exactly. Yeah, exactly. Yeah. I’m I’m all about a healthy environment. Yeah. Healthy is it?

Sharon Cline: Who would have ever thought that going through something like this would have landed you here, even in the studio today. It’s it’s kind of, um, amazing, you know? So like, I wonder at things like this. It’s just like, it’s a wondrous thing.

Rick Martin: It is, it is, it really is. Um, you know, I’ll tell you now, you know, I live truly a purpose driven life. Um, I used to be very intense at home with the family and stuff, and now everything’s cool.

Sharon Cline: You don’t like, you don’t sweat the small stuff, so to speak.

Rick Martin: Yeah, yeah. I’m like, we’ll get through this. We’ll get through this, we’ll get through this.

Sharon Cline: Okay?

Rick Martin: It’ll be okay. We’ll get through this. Yeah, definitely. Oh, yeah. Yeah.

Sharon Cline: What do you think? Um. What do you wish that you had known before this happened? That you wish you could tell people now, like the lesson that you learned so that someone doesn’t have to face this kind of moment of death for them to be able to glean, glean, and learn something from your experience and your wisdom. What would you want them to know?

Rick Martin: I’m glad you asked, honestly, and I don’t. And I mean this from the bottom of my heart. And I’m going to say this to men, you know. So I want men to hear me loud and clearly. Get mental health care. Um, we live hard lives, tough lives at the same time. We wear a mask.

Sharon Cline: Everything’s fine.

Rick Martin: Everything’s a mask. We walk around like we got it handled. We walk around like everything’s fine. Not a big deal. We got this. You know, we got it handled. It’s okay when you know, stuff hits the fan. Um. And there’s chaos, and we don’t have all the answers. We end up carrying the weight of the world on our shoulders, and it’s too much. And I’m here to tell you it’s too much. Um, I needed mental health care coming out from the trauma. Our brains are not able to handle this kind of trauma and normalcy, And I had to seek the treatment necessary. And it’s important, you know, there’s a difference between counseling and therapy and psychiatry. You know, um, psychiatry is when medicine is provided, you know. Um, and what have you. And then some people need that medicine because the trauma is so severe that the brain chemicals have been altered. And when brain chemicals are altered, you need to get the chemicals back in order for you to sustain a reasonable life.

Sharon Cline: Not a failure either, because there’s such a stigma with things like that.

Rick Martin: Exactly. And, and what I want to encourage people to do is look, be the advocate for yourself. Be that. Stop listening to people. Believe in yourself and people you trust. See your physician. Your your primary care physician. Your your health care. You know, and from that point, you know, you see a counselor, see a psychiatrist. Do your homework, read. It’s so important. And, um, really, all of this is what got me, like, here to the studio. I mean, I was on a television show, talk show this week, earlier this week. I did another radio interview. I’ve been doing interviews for a year since the launch of the book. I never imagined like an end. I’ll be honest. I’ll be so honest. There was a part of me that didn’t even want to talk about mental health because I was a journalist and I’m like, no, no, no, no. I don’t need. But you know what? After this experience, I’m telling you, I’ve got nothing to lose. I’m all in, you know, and I. I challenge somebody that would have an issue with discussing mental health, you know? And I remember I used to be one of those like, oh, no, no, I don’t want to. I don’t want to. No, no, no.

Sharon Cline: It’s funny when you resist something so hard, it’s almost like the only way to stop resisting and and actually is, is to embrace it. And then the, the good things come by embracing it. But I have the same thing. I have the big hard no and no, no, no, I got it. I’m gonna do it this way. And yeah. And no, I don’t want to talk about it like that. And but it’s almost like the harder the no is, the more I’m supposed to do it.

Rick Martin: Exactly. And, and it goes and spiritually speaking, let go, let God. And that’s really what I had to do And I am.

Sharon Cline: I bet you’ve heard story after story after story of people who needed someone to normalize that topic.

Rick Martin: Yeah.

Sharon Cline: For men, I think it’s hard for men in so many different ways. Hard for women, but hard for men in so many different ways, too.

Rick Martin: Because we’ve grew up and were trained differently. You know that that’s the bottom line, you know? So it’s from generation to generation to generation. But I’m here to tell, you know, you got to do it differently. Really, you know, um, definitely.

Sharon Cline: I love that you’re a spokesperson, an unintended spokesperson for a topic that, um, feels like it’s time has come.

Rick Martin: Yeah, it really has. Um, and you know Yeah, I, you know, I mean, this is the first podcast that I’m like so comfortable and open, you know, and I think probably because, you know, I, I don’t know, it’s, you know, you’re really good at what you do.

Sharon Cline: Oh.

Rick Martin: So I applaud you.

Sharon Cline: Well, thanks, but wait, we got that recorded, I’m sure, but. Wait. My ego.

Rick Martin: Well, well, you know.

Sharon Cline: I’m just kidding. Hey.

Rick Martin: Listen, you know, I’m a happily married man of two daughters. So women is boss, right?

Sharon Cline: Thank you. This is the best interview I’ve done. Woman is yours.

Rick Martin: Woman’s boss. Man.

Sharon Cline: Hey.

Rick Martin: It took me to be on my deathbed to get that straight. Okay? Woman is boss.

Sharon Cline: Well, I think what’s interesting about it, too, is, like, even though a lot of people look at ego as being, you know, it can be taken too far and can be, you know, your foibles can all come from you. But there is a healthy sense of ego and a healthy sense of self-esteem that that can be used for good. Yes. You know, and, and you seem to be the kind of person that would be very conscious of whether you’re in alignment with yourself or not.

Rick Martin: Yeah, yeah. Oh, yeah. Definitely. You know, I think, I think, you know, feeling sort of proud of, um, the accomplishments of overcoming such great adversity is something you care that ego with and you’re helping any and everyone who’s going through a difficult time get through it, you know? I mean, that’s what I wanted to tell you. So there’s a quote, uh, in my book, you know. Oh, yeah. So, you know, I talk about how far ago I accepted Christ as a kid, but I was suffering so badly in that hospital like I wanted the Lord to either heal me or kill me, like the suffering that I was feeling. Being alone, I couldn’t see. I wear glasses, as you can see. I didn’t have my glasses so I can’t see anything. So talk about being vulnerable. I can’t see and there are no windows. There’s no light. There’s no. And the quote I have. There’s nothing like knocking on death’s door. Only to have your Lord and Savior turn you away. And what I mean by that is I wanted to sit with people. And the way you make it sit is. I wanted to enter the gates of heaven to get away from the suffering. That’s how big my ego was. Let me in, let me in! No. God has more work for me to do. He brought me. He wanted me to go back. So I did. I didn’t want to come back.

Sharon Cline: You had to fight.

Rick Martin: But you know, he didn’t give me a choice, right? So. Okay.

Sharon Cline: You’re doing, do you? Because it sounds like to me that you’re doing what God wants you to do with it. I mean, this is like a vocation now.

Rick Martin: Yeah, that’s what I’m saying. Exactly. You, you. That’s it, that’s it. That’s the context of my life. I mean, I never imagined writing a book. I wrote my memoir. That’s crazy to me.

Sharon Cline: Oh.

Rick Martin: Oh, and let me tell you, when I wrote let me tell you how God is working in my life. I wrote and launched that memoir March 26th, 2025. Two months later, a New York City publishing company, Morgan Jane’s Publishing, signed me to a book deal in June.

Sharon Cline: Wow.

Rick Martin: So we have the latest edition of unmasked, and the titles changed a little bit. Unmasked. How one man overcame death with the power of family, faith and forgiveness. It’s coming out later this year.

Sharon Cline: Oh my goodness. Yeah. You never would have thought that would ever happen. Isn’t that amazing? I don’t know. You’re right. I’m amazed.

Rick Martin: I am, I am too, because I don’t. That’s that’s real. It’s real.

Sharon Cline: It’s funny, I, I talk about this a lot in over the years that I’ve done this podcast that I think we’re here to help each other. Yeah. Um, because I think it’s very hard to be a human on the planet and that when you find something that you believe in and really want and only you know this, really want what’s good for other people. I mean, you know, if it’s a sacred something to you, right? And God is part of it. It’ll go where he wants it to go.

Rick Martin: That’s true.

Sharon Cline: And it’s so neat to actually see it, you know, in real time with your life.

Rick Martin: That’s true. Thank you, thank you.

Sharon Cline: Oh, that was a that was an amen from from God.

Rick Martin: I think so.

Speaker 4: I don’t actually.

Sharon Cline: Know what.

Speaker 4: That was. Wow.

Sharon Cline: Something fell in the studio, which is kind of unusual. Um, well, no, I mean, it sounds it sounds to me like the transformation that you’ve gone through has almost like what I consider a f the phoenix, you know, where everything that wasn’t necessary for you in your life got burned away and you became even a purer version of you.

Rick Martin: Yeah. Yeah, I really think so. And oh, yeah, I’m taking good care of my health. You know, I’m trying to work on doing my walks. I used to walk a lot. Um. And you’re picking up walking. Um, I do, uh, biofeedback treatments, you know, homeopathic care. And, you know, I do a lot to, you know.

Speaker 4: Take care of myself.

Rick Martin: Yeah.

Speaker 4: Yeah.

Sharon Cline: I’m sure. One scary flu, you know, probably be terrifying, you know, given what you’ve been through.

Rick Martin: Oh, yeah.

Sharon Cline: So every day, every day that you’re healthy is like a good day.

Rick Martin: Absolutely. Absolutely.

Sharon Cline: I need to hear that because I can be all grumpy about things. But the truth is, if you don’t have your health, there’s a lot more to be upset about.

Rick Martin: Your health is your wealth really? Yeah.

Sharon Cline: Well, before we wrap up, which I hate to have it end because I’m enjoying this conversation so much. Um, is there something you would like to tell the listeners? Um, about like where they can find your book and, and, um, and find more information about you.

Rick Martin: Sure, sure. Um, my book’s website is Rick Martin media.com. Um, you can find me there. Uh, also, I have a book crowd funding platform on publishing or publicizing.

Speaker 4: I saw it, I thought that was amazing.

Rick Martin: Yeah, I would just Google, you know, Rick Martin en masse and publicize her. You know, I encourage you to preorder the, uh, next edition of unmasked later this year. Um, and I am traveling and speaking and sharing my story. Um, so you can make requests to, on Rick Martin Media.com and I’d be happy to consider coming out. You know what’s cool about this? You know, with me speaking is that, um, at the end after I speak, I turn the tables as a spokesman for county government. I allow people to answer to, um, ask questions. Um, and it’s kind of cool because nothing’s off the table so they can act like a reporter. Great engagement for all those who attend.

Sharon Cline: Well, thank you so much for sharing your story. Something that could have taken you down and turned you to a very bitter and victim kind of mentality person that would have done nothing good for your spirit or the world. You chose the higher ground and you. You believed in your love of your family and love of the people around you so much. And it bolstered you to fight and and now you get to fight for people who don’t have that opportunity and maybe don’t have the voice that you do to affect people, the quality of people’s lives by loving them too, in their own way.

Rick Martin: Well, this has been awesome. Now, thank you so much for having me. Um, it was truly a pleasure. Thank you and honor to be here and, uh. Oh, yeah.

Sharon Cline: Well, come, come back. I would love to hear more about like when your, your next book launches. I would love to hear about, um, sort of your journey and the things that you’re learning along the way because it’s not over. That’s true. There’s more coming.

Rick Martin: The story is continuing. Oh, yeah.

Sharon Cline: Well, thank you all too for listening to Fearless Formula on Business RadioX. And again, this is Sharon Cline reminding you that with knowledge and understanding, we can all have our own fearless formula. Have a great day. Usually I have music playing at that party. I don’t know why it’s not playing, but anyway, it’s over. That was so fun. That was. I wanted to ask you more questions, I wanted. I always forget to ask this, but like the show’s fearless formula, like what is your fearless formula? I like to ask that question.

Rick Martin: Yeah, no.

Sharon Cline: It’s still running. I could splice it in.

Rick Martin: Okay.

Sharon Cline: What is your fearless formula? Rick Martin.

Rick Martin: Help me. I don’t even understand what’s.

Sharon Cline: If there was something that you do that’s a good. That’s actually a good question. Is there something that you do that allows you to face. What is a normal fear for people like public speaking or like fear of death things, things that normally take people down? What is your formula that you put together that fights that?

Rick Martin: It’s called the laser strategy. The laser strategy actually is a specific guiding tool of principles that helps individuals get over stress before stress takes over them. Um, it’s an acronym stands for listen, assess, support, execute and respond. And I work with a team that helps people deal with their stress and difficult situations. My wife and I were able to develop it in 2009 when it was at CNN. No. Yeah. No way.

Sharon Cline: You actually really have a formula. Yeah. It’s not just like an idea. That’s actually like a real. I think you might be the first person I’ve ever asked that question to where you’re like, oh, no, I know.

Rick Martin: You just can’t be focused on managing your stress. You got to be laser focused. And the reason laser works for your brain because when you feel stress, you receive some bad news or anger. You got to listen first. You want to close your mouth shut, listen. So you know, you can begin to process, to engage in the calming effect of your body and the stress that’s compounding on it.

Sharon Cline: You’re taking that the information out of your limbic system fight or flight, and you’re using the higher functioning of your brain.

Rick Martin: Yes. Listen. And then a, you assess, take a diagnostic examination of exactly what’s causing the stress. Right? What is it? Is it, you know, really the words that were said to you, really the feeling, what’s causing that stress, maybe the lack of sleep. You didn’t have s support. Ask for help. Don’t suffer in silence. Ask for help. E execute. Winning coaches will tell you. You don’t just have a plan or a play. You got to execute it. The players have to execute the play. And then our respond and what you’re responding to you’re responding to. The whole guidance of the principals.

Sharon Cline: Not just that response.

Rick Martin: Right? Yes.

Sharon Cline: And really.

Rick Martin: Yeah. Review how things are going. You know, what’s working for you, what’s not working. What can you do to avoid similar situations? Yeah.

Sharon Cline: Well, I’m so glad. I’m so glad that I asked you. Thank you. I’m going to tag this on the end, but thank you so much, Rick, I love that. I hope people listen to that and can take that in, not just in um, I mean, for mental health reasons. Yeah. You know, I mean, just the not just everyday fears, but like there are times where like you said, a bad news, anything even feeling bad about myself, about something, I can still use that absolutely. Uh, tool. I like tools.

Rick Martin: Yeah, yeah. And that’s exactly what it is.

Sharon Cline: Yeah, I like tools.

Rick Martin: So I’m, I’m, I share that. And that’s part of my mantra for, you know, what happens everyone. Everyone doesn’t always like to say the word mental health, right? Mental because of the stigma. So what I do is I talk about stress. I’ll bring up stress.

Sharon Cline: Everybody knows stress.

Rick Martin: Everybody knows stress. Everyone can relate to stress. People will react differently to the word stress rather than mental health. So I just talk about stress, right? Talking about the same thing. But stress makes you feel better. Stressed then. Yeah.

Sharon Cline: Here’s what you do when you’re stressed.

Rick Martin: Exactly.

Sharon Cline: Not having a mental breakdown. Just stress.

Rick Martin: Exactly.

Sharon Cline: Thank you. Rick.

Rick Martin: Ah. My pleasure.

Sharon Cline: Okay, we’re done now.

Rick Martin: Okay.

Madeleine Calcote-Garcia: Connecting Community, Culture, and History at the Fort Bend Museum

March 9, 2026 by angishields

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Houston Business Radio
Madeleine Calcote-Garcia: Connecting Community, Culture, and History at the Fort Bend Museum
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Madeleine Calcote-GarciaGrowing up in Houston, Madeleine Calcote-Garcia had access to some of the finest museums in the world. Visiting those venerable institutions as a child had a lasting impact that influenced her professional choices.

Today, Madeleine stands out for her ability to build and maintain community relationships. She holds a Bachelor’s degree in Art History with a focus in Museum Studies from Millsaps College in Jackson, Mississippi, and a Master’s Degree in Museum Studies from Baylor University in Waco, Texas. Fort-Bend-Museum-logo

Previously, she has worked for the Salado Museum and College Park, the Martin Museum of Art at Baylor University, the Dr. Pepper Museum and Free Enterprise Institute in Waco, the Mississippi Arts Commission, and the Mississippi Museum of Art in Jackson.

She currently serves as the Executive Director of the Fort Bend History Association in Richmond,  Texas.

LinkedIn: https://www.linkedin.com/in/madeleine-calcote-garcia-b38a33346/
Website: http://www.fortbendmuseum.org

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio is my pleasure to introduce you to my guest, Madeleine Calcote-Garcia, executive director for the Fort Bend History Association and the Fort Bend Museum in Richmond, Texas. Growing up in Houston, Madeleine was shaped early by world class museums experiences that sparked a lifelong commitment to preserving and sharing history. She holds a bachelor’s degree in art history with a focus on museum studies from Millsaps College and a master’s degree in museum studies from Baylor University. Her career spans respected institutions across Texas and Mississippi, including the Mississippi Museum of Art, the doctor Pepper Museum and the Martin Museum of Art at Baylor. Today, she leads the Fort Bend History Association, strengthening community connections, preserving local stories, and ensuring that Fort Bend’s history remains accessible, relevant, and alive. Madeleine, welcome to the show.

Madeleine Calcote-Garcia: Wonderful. Well, thank you so much, Trisha, for having me. I am excited to share a little more about the Fort Bend History Association with your listeners.

Trisha Stetzel: I’m so excited to have you on the show. When we talked a few weeks back, I was like, yes, you have to come on and talk about the museum. So Madeleine, I know I talked a whole lot about your history and where you come from, but we’d love to get to know you just a little bit more. So what else can you tell us about Madeleine?

Madeleine Calcote-Garcia: Yeah. So I grew up, uh, in the Houston area. So I was lucky enough to grow up going to some of the Houston museums. And that really inspired my love of history and art. And once I realized that you could pursue a career in museums, I very, uh, you know, quickly realized that that was what I wanted to do. I didn’t know what it would look like. Uh, but I was lucky enough to be able to pursue that as my career. And, um, most of my career has been in history museums. Uh, it’s been a lot of fun so far. And I currently live in Sugarland with my husband and three rescue dogs. And for fun, we go to museums, um, and of course, hang out with the dogs. And we love going to any and all like cultural arts, theater, music stuff. Um, we definitely love the, uh, museum and art scene in the Houston area.

Trisha Stetzel: Oh my gosh. And it’s such an amazing place for those kinds of activities as well.

Madeleine Calcote-Garcia: Absolutely.

Trisha Stetzel: Thank you for being a rescue mom. That’s fun.

Madeleine Calcote-Garcia: Yes.

Trisha Stetzel: We could talk for babies.

Madeleine Calcote-Garcia: Yes, absolutely. That’s a whole other topic.

Speaker 4: The whole other topic.

Trisha Stetzel: I would tell us a little bit more why history was so interesting to you. So what is it about history that really pulled you in and made you want to do this work?

Madeleine Calcote-Garcia: Yeah, that’s a great question. Um, so a lot of people think that history is dates, um, which it is some dates, but really that’s not what interested me. Um, history is just a collection of stories. And I find that the stories centering around the people are what make history interesting. So, uh, I was lucky enough to be homeschooled, so I had a kind of nontraditional education and, uh, my mom was my teacher. And so she allowed me to, uh, pursue some sort of independent studies. So, uh, instead of having a research paper with a prescribed topic that I had to write about, I was able to pick which topic I wanted to write about. And so I had the freedom early on to, uh, get really interested in research and also research what I was interested in. And so that is what really got me into art history. Um, I, one of my favorite artists is Edgar Degas and, uh, I wrote lots of research papers about him and Impressionism. And so, uh, I was lucky that I was able to focus on my interests and that really set me up to, uh, pursue this museum career. Um, you know, I could go to the museums to look at the art, but then I also got really interested in what was going on in, uh, the, so like socially when the artists were creating, like, how did that impact their artwork? What did their lives look like? All these just different things that made them into the artist that they were. And so again, it just goes back to the people and the stories. That’s what is so interesting.

Trisha Stetzel: Oh my gosh, Madeleine, I wish that one of my history teachers would have told me that it’s about the stories. I was not a very good history student when I was growing up. I was not very interested. But as I’ve gotten older, certainly I’m way more interested. And I love that you framed it as stories and not so much about the dates. It’s amazing. Um, you’ve had the opportunity to work in museums across even multiple states and even be a part of other museums as a patron. So what makes local and even regional history so uniquely powerful?

Madeleine Calcote-Garcia: Oh, man, that’s such a good question and such a hard question. Um. So history is important because I think that everyone should know about where they personally come from, but also where they live. So, uh, you know, Houston has a, a huge immigrant population. It’s a really cool place to live because we have people from so many different places who all live in the same area. And so while, uh, you know, we have people from all over the world coming to live in this area, we want to be able to tell them about, about Fort Bend County, about the Houston area, about Texas. And I think that that is where local museums really play. An important part is about providing a community space for people to come in and learn about the area they’re living in. And there’s so many big stories that happened in Fort Bend County, specifically that I think a lot of people don’t know about, and they actually impacted us history as a whole. So there were some really important civil rights activists who started out in Fort Bend County. And they’re a big reason why. Uh, we had the civil rights movement and why African Americans gained the right to vote. Um, during the 1960s. So, um, there are lots of interesting things that you can learn and it makes you look at where you live a little bit differently and maybe makes you appreciate some of the, the things that you see around, around town.

Madeleine Calcote-Garcia: Um, and two, I think comparing local like museums to some bigger museums, the bigger museums are amazing and they do such important work, but it’s a lot of the local museums that save, uh, the smaller stories and the smaller history. So, uh, not all of us can be at the Houston Museum of Natural Science. Um, so we want to work to save the small stories and we want to provide a space for the school kids to come. So not everybody can travel into Houston. So we get a lot of local school kids that come for fourth and seventh grade to learn about Texas history. And, uh, it’s important for them to have that space to come and feel comfortable in a museum so that hopefully they’ll come back again later. Um, but a lot of times we get, uh, grown ups who came to our field trips and they’re coming back with their kids and they talk about how they churned butter when they were there in fourth grade, and now they’re churning butter with their fourth grader. So, um, having that continuity is really important. Um, and sorry, I kind of went off on a tangent. Um, I think it’s great.

Trisha Stetzel: You’re covering all of the things I wanted to ask you, so we’ll just roll with it. It’s just great. Uh, because I really wanted to dive into, you know, what is it about the Fort Bend Museum that makes it special? Why do people want to come back and bring their kids back. So continue what you were saying. It’s great.

Madeleine Calcote-Garcia: So one of the big things that we do is we have a really robust field trip program. Um, Texas, uh, has a lot of really rich history. And, uh, we, uh, the school kids focus on that in fourth and seventh grade. So most of our field trips are from those two, um, grade levels, but we get, uh, we get all different schools in so public, private homeschool groups, all that stuff. And it’s so important for kids to be able to learn in a more informal setting outside of the classroom. That’s something I’m really passionate about because of my nontraditional education of being homeschooled. Um, I think it’s so important for kids to see that and be able to get excited about learning and also realize that you can learn outside of the classroom and you can learn by doing hands on activities, even if they may not think of it that way when they’re doing it. Um, so for example, a couple of the things the kids get to do when they come visit us. They get to churn butter. Um, they get to grind up corn and they get to do old fashioned laundry. Um, that’s our, uh, one of our chores programs, but they, they get to do lots of other things too. So they get to play Victorian games.

Madeleine Calcote-Garcia: Um, so they’re running all over the yard having fun. And so they don’t even realize that they’re learning when they’re, um, playing all these Victorian games, but it makes them, uh, think a little differently about the toys we have now. Like all of the Victorian games are made out of wood. What are your toys made out of? Probably not. Would you know? And so, um, it’s really fun to get to see some of that click with the kids. And I hope that we are building some future museum goers. Um, because, uh, it is, it is something that we see that sometimes grown ups don’t feel comfortable in museums. They feel like they have to be quiet. They feel like they can’t necessarily appreciate, uh, the exhibits because they may not know about stuff. And that’s totally fine. We don’t think that people are going to come in knowing everything, but that feeling of comfort starts when they’re a kid. Um, it’s a space of learning. We’re not expecting you to be a professor and come in and be able to engage a super, super high level on a discussion of academic rigor. And so, uh, I just, I hope that’s what we’re providing for these kids is that entrance into museums and into learning.

Trisha Stetzel: I love that, okay, adults, we’re not judging. There’s no judgment here. Yeah.

Madeleine Calcote-Garcia: Not at all.

Trisha Stetzel: Visit how? Talk to me a little bit about how we’re able to get people to slow down and come to a museum. Everything is so fast and digital and we’ve got our phones, like, how do we get people to set their phones down and actually come and be a part of something so much bigger.

Madeleine Calcote-Garcia: Yeah. So that is a constant battle for us. Um, we hear a lot that people didn’t know we were there. And so one of our goals is to increase our visibility, um, through marketing. Um, whether that is digital or in print, um, I hope that this podcast reaches a new audience who maybe has not heard of us before and comes to visit the Fort Bend Museum. Um, in addition to the gallery space that we have, we have two historic homes which are absolutely beautiful. And so, uh, there’s a lot of different things that you can do on our campus. We also have a beautiful outdoor space. And so I hope that even if a person may not think of themselves as a museum person, that they will come and visit and give us a try and hopefully learn something new. Um, we also have a very cute gift shop if you just need to come and, you know, peruse and do a little retail therapy. Um, but yeah, I think museums are such important spaces. And, um, there has been some, some research in the last couple of years that actually show that museums are, uh, highly respected institution and a highly respected source of information. Um, when we’re in this age where we see so many things on social media and we don’t always know if it’s true, even if it’s coming from a news source. And so, um, it’s really important that museums continue to do their work and continue to do it, um, ethically so that we are sharing, uh, well researched information with the public. We want to be able to keep that trust that we’ve earned. And so, um, that’s something that I think about a lot as we put out any new content is, you know, did we, did we research this? Well, have we double checked it? Um, are we putting out what, we know to be a fact or what we know to be. You know, as truthful as possible.

Trisha Stetzel: Yeah, absolutely. Okay. I know people there are some listeners who are already interested and they don’t know where in the world the Fort Fort Bend Museum is. So can you give us a location and then where can listeners find more information?

Madeleine Calcote-Garcia: Yeah, absolutely. So we’re located at 410 South fifth Street in Richmond, Texas. It is right behind the Old County courthouse. And you can find all of that information at Fort Bend, Museum.org. We’ve got our address on their phone hours. You can also buy tickets online. Um, so you can find all of that information on our website and, um, and more. We have lots of other cool content on there too.

Trisha Stetzel: I love that. And by the way, if you’re listening and you’re interested, share this with someone that you think would be interested in just slowing down for a minute and going and going to see something really cool and enjoying community and family in a space that’s safe and fun. Okay, Madeline, I know in 2025 you’ve got a couple of big events coming up, so can you tell us? The one we’ve got a couple that are coming up in the spring. Uh, yeah, I said 25, 26. Um, I don’t know where I in the world I am today. So in 2026, you’ve got two big events that are coming up in the spring. Tell us about them.

Speaker 4: Yeah.

Madeleine Calcote-Garcia: All right. So, uh, on March 19th for Women’s History Month, we have a gallery gathering that is, uh, going to be about women’s history with voting. So we’re going to have a speaker from the Women’s League of Voters coming out to talk to us a little bit about that, uh, suffrage history. And we’re really excited about that in April. On April 11th, we have our annual Gala fundraiser. It is called A night in the garden and it is at the Fort Bend Museum. So we are a nonprofit, and that means we have to fundraise to be able to exist and to provide these services to the community. And this fundraiser is really important for us. It allows us to continue fulfilling our mission in the Fort Bend County area. And so if you would like to purchase a ticket or a table or maybe donate, uh, an item for our auction, uh, I would definitely appreciate it. And all my contact info is on our website. So you can go to forbidden museum.org. If you want to find more information about either one of those events.

Trisha Stetzel: Fantastic. Fort Bend, Museum.org that’s where you guys need to go if you want to help raise funds, whether it’s in person and showing up for the events or donating even time, I’m sure you would take that as well, donating time or money back to the museum. This is so much fun. Oh my. I feel like I, I need to come to the museum now. You know, not that far away.

Madeleine Calcote-Garcia: Please do.

Speaker 4: I’m not that far away.

Trisha Stetzel: Um, how do we how do we keep young people engaged in something that for them may feel like it’s old or it doesn’t pertain to them? So how do we continue to keep young people engaged?

Madeleine Calcote-Garcia: So that is a great question. And unfortunately, my answer is that it depends for each person. You have to find the hook, like what interests them. Um, it’s different for everybody. Um, for me, it was an artist who painted, uh, ballet dancers that just was. So that was what got me hooked and into it. Um, and it’s going to be different for everybody. Some people may be interested in the history of computers and how, you know, Apple got started and that is history, even if it didn’t happen that long ago. Um, you know, so there’s so much that is included in history. It’s not all old and dusty. Um, it can be stuff that happened, you know, 25 years ago, 50 years ago. Um, and it can be any subject, so it doesn’t have to be a book. It can be any technology. It can be literally anything we want it to be fashion, food, um, you know, interior design. Um, if you’ve ever been to a Frank Lloyd Wright house, you know how interesting architecture and interior design can be. Um, so it just, you have to find what you’re interested in and don’t worry if you’re not interested in something like military history. Not really my thing. Really glad that other people do it, but that’s not going to be something that has me hooked. Um, so, you know, it just, it just depends. And you don’t have to love every single piece of history.

Trisha Stetzel: I love, I love how you break things down. So simply because that really resonated with me. If you like fashion, there’s history. If you like interior design, there’s history. If you like technology, there’s history. Like there’s so many ways to get excited about history. Um, let’s talk about the association. So the Fort Bend History Association and what it offers to its. Can I call them members, people who become.

Speaker 4: Yes, absolutely.

Madeleine Calcote-Garcia: Yeah. So the Fort Bend History Association has been around for a while. We were established in 1967 to preserve the history of Fort Bend County. Um, we didn’t even when we started, we didn’t even have a building. And now we have a whole city block, um, with a museum gallery space and two historic homes. Um, there’s a few different aspects to the work we do. Um, we collect items. So we have a collection of historic items that relate to the history of Fort Bend County. So some of those are on display in the museum and in our historic homes. But then we also have quite a few of them in storage as well. So that is one way you can support us is if you have a piece of Fort Bend County history and you’re interested in sharing that with us, we would love to take a look at that and chat. Um, you can also become a member. So if you become a member, you get free admission to the museum. You also get invited to member only events and member only exhibit openings. Uh, you can also support us by attending our events by following us on social media. Um, sharing our posts, we, uh, share some fun collection spotlight posts. So if you are interested in learning more about the stuff that we have, uh, we highlight items every month on social media. And yeah, we also work with a lot of partnering a partner community. Oh, sorry. We also work with a lot of partner organizations up in the Fort Bend County area. So we’re always looking for projects, looking for ways that we can work with other groups in the community to either, uh, get history out there or to put on events. Uh, we also rent out our space as a site rental. So if you’ve ever wanted to get married in a museum or, um, in front of a historic home, we have a great place. You can do it.

Trisha Stetzel: That’s amazing. I’m thinking about all of my business owners and leaders that are out there. You guys, I am guessing that the Fort Bend Museum is looking for some sponsors for some of these things happening. So what a great opportunity for you to put your business forward in support of the Fort Bend Museum. You’ve we’ve talked a lot about, um, community and parents and kids and the parents came to the museum and churn butter, and they bring their kids and also the schools and the fourth grade and the seventh grade, having outings and coming to the museum. Talk to me more about the importance of the community that a facility like this, or specifically the Fort Bend Museum, really builds inside of its local area.

Speaker 4: Yeah.

Madeleine Calcote-Garcia: So, uh, community is so important. Um, we would not exist without the Fort Bend County community. Um, a group of community members came together to start our organization. And so as we continue to work in this area, everything that we do, we’re thinking about how is it going to benefit the Fort Bend County community? Um, as I mentioned earlier, we are a nonprofit. And so, um, you know, we need donations to continue our work, but we also need volunteers to continue our work and to help us accomplish some of these things. And so we rely on our community to support us, but we also want to support them as much as we can in return. So if you’re looking for a venue space and you are a nonprofit or community organization group, reach out to us and chat. We can, you know, figure out an arrangement so that you can have so that you can use our space at a lower cost. We want to share what we have with the community. And so we have done that before, where we’ve allowed nonprofits to use our space for a discounted rate because we’re like, you’re, you’re doing amazing work. This is a small way that we can support you. Um, we also work with some of our foundations and funders to get, um, to get donations to allow some of the schools to come on field trips for free. Um, you know, sometimes title one schools or schools that don’t have field trip funding, uh, They just can’t come because of the money. And that’s not a that’s that’s not what we want to hear. So we try to work to alleviate that as well, because we think it is so important for us kids to have a museum experience that we spend time brainstorming how to get them there, even if it just means, you know, talking to a foundation to figure that out. Um, so yeah, we’re always thinking about community and everything we do ties back to that.

Trisha Stetzel: Yeah, absolutely. All my nonprofit friends who are listening, you heard that they have a space for you. You should reach out and see what kind of, uh, arrangements you guys can make when, uh, when you need a space. We all need a space, uh, whether we’re profit or not, not for profit. Oftentimes we need a space to have or hold events. Okay. As we come to a close, You gave us a little look see into an interesting story that came from Fort Bend. But I would like to know. Madeleine, what is your favorite story that is told or depicted or presented or represented at the Fort Bend Museum?

Madeleine Calcote-Garcia: That is a tough one. Um, so I think I will describe my favorite object that we have on display in the museum. Um, and it tells a sad story, but it’s really important. Um, we have a recording, um, of some convict labor singing a work song, um, that they would have sung when they were working, um, you know, uh, at the one of the Texas prisons in this area and it’s just very touching. Um, it’s a sad part of Fort Bend County’s history that, you know, we had a convict laborers in this area. But I think it’s so important that we’re we’re talking about that. We’re trying to learn a little bit more about that part of our history so that we can make sure that it doesn’t happen again. You know, we don’t want to we don’t want to repeat history. Um, and so to me, that’s just one of the most touching pieces that we have in our gallery. So it is, it is a sad story, but, um, it’s one of the ones that I always go back to and I’m like, this is why we’re doing this work. It’s important. And, um, you know, it just, it always, it always just, uh, kind of pulls on the heartstrings a little bit.

Speaker 4: Mhm. Absolutely.

Trisha Stetzel: Thank you for sharing that. How many times have you churned butter, Madeleine?

Madeleine Calcote-Garcia: Um, you know, more times than I can count. Um, and it is hard work. Um, it it takes a while to get it to butter. Um, and we actually do that with grown ups too sometimes. So, uh, some of our local chambers do leadership classes, and they usually come to the museum and we have the grown ups churn butter too. So, um, it takes it takes a bit of work.

Trisha Stetzel: The grown ups probably complain more than the kids, right?

Madeleine Calcote-Garcia: Oh, my kids are ready to go. They’re like, let’s keep going.

Trisha Stetzel: Let’s see what happens here. The grown ups are like, this is hard work. Why do I have to keep going? Thank you so much for coming and talking about the museum. It’s, um, a very important one. History is a very important topic. I love how you reframed things so simply today around, you know, being able to, um, hear stories or even tell stories. And that’s what history is really about. And even some of the amazing things that the Fort Bend History Association is doing for the community. So thank you for all of the work that you’re doing. Tell us one more time how folks who are interested that are listening today can get involved. Donate, volunteer or even just buy tickets to come see the museum.

Madeleine Calcote-Garcia: Yes. So all of that information can be found on our website, uh, Fort Fort Bend, Museum.org. And you can also find all that information on our social media channels as well on Facebook and Instagram under the Fort Bend Museum. And that also, of course, has links to our website. So between, uh, all of that, you will find whatever information you need. And I hope, uh, that you come visit us, that you volunteer, that you donate, you attend an event. Um, and, you know, we would love to have you there. We hope to see you soon.

Trisha Stetzel: Thank you, Madeleine, and I’m thrilled to be a part of you getting it out there as part of the Fort Bend Museum and marketing and talking more about it. There are so many people, I guarantee you, that are listening today that didn’t know it existed. And now they do.

Madeleine Calcote-Garcia: Well, thank you, Trisha. I’m so glad that I could be on the show today.

Trisha Stetzel: Yeah, it was fun. Thank you for the conversation. Okay, guys, that’s all the time we have for today. If you found value in the conversation that Madeleine and I had today, please share it with a fellow entrepreneur, museum goer, or someone who hasn’t yet been to a museum and they’re curious. Of course, you can share it with veterans and even Houston leaders ready to grow. And be sure to follow, rate, and review the show. It helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Dan Ward: How Detroit Labs Solves Complex Problems with Human-Centered Tech

March 9, 2026 by angishields

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Houston Business Radio
Dan Ward: How Detroit Labs Solves Complex Problems with Human-Centered Tech
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Dan-WardDan Ward is Co-Founder and President of Detroit Labs, a digital innovation studio in downtown Detroit.

Through the years, Detroit Labs has partnered with clients like GM, Ford, Volkswagen, Jimmy John’s, Domino’s Pizza, Driveway.com, and many others to drive growth through design and technology.

Dan has mentored students at Central Michigan University in the New Venture Competition since 2018, was the recipient of the CMU College of Business Entrepreneur of the Year Award in 2019 and was a Crain’s 40 under 40 honoree in 2019.

Dan currently resides in Grosse Pointe Farms with his wife and 2 young children.

LinkedIn:https://www.linkedin.com/in/dward313/
Website: https://www.detroitlabs.com/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston Trisha Stetzel here bringing you another episode of Houston Business Radio. It is my pleasure to introduce you to my guest today, Dan Ward, co-founder and president of Detroit Labs, a digital innovation studio based in downtown, you guessed it, Detroit. Dan has spent his career building and leading teams that help organizations grow through software development, product design, and user centered technology. Under his leadership, Detroit Labs has partnered with brands like GM, Ford, Volkswagen, Domino’s, Jimmy John’s, and Driveway Comm to solve complex problems at the intersection of design, engineering and business strategy beyond client work. Dan is deeply invested in entrepreneurship, entrepreneurship and education, mentoring student founders at Central Michigan University and earning recognition as Cmu’s entrepreneur of the Year and Crain’s 40 under 40 honoree. Dan, welcome to the show.

Dan Ward: Thank you for having me. It’s wonderful. Intro. I appreciate it.

Trisha Stetzel: Yes. You know, I pride myself on doing that because it’s a gift. We don’t always say these things about ourselves. Right. So my gift to you, Dan, um, let’s start with who you are. Tell us more about Dan.

Dan Ward: Yeah. Uh, well, very good point. Uh, everyone struggles talking about themselves. So now I get to talk about myself. But, um, you know, as you mentioned, I’m a proud graduate of Central Michigan University, uh, learned a ton there. I actually have a history degree of all things. So I think I’m qualified to curate a museum. And that’s literally it. A non-teaching one. Uh, great choice on my part. There’s a there’s a lot of great things that come with it. Uh, to be clear, um, and then, uh, I, I’ve spent since then my entire life, uh, in technology. So I had an opportunity to go work at quicken Loans, which is now, uh, rocket. Uh, I had an opportunity there to work directly for Dan Gilbert, uh, who is, uh, our local, um, success story here in Detroit owns the Cleveland Cavaliers as well. And I learned a ton from him. I got to go on all kinds of trips with him, sit in the corner of every meeting you can think of, uh, work on technology for him, presentations. It was just, it was a very interesting about three and a half, almost four years. And from there, we started Detroit Labs and, and we’ve been going ever since 2011. We’re going to be, I think in May, we’ll be celebrating 15 years, uh, a lot of, uh, tremendous growth. And then, um, uh, some ups and downs and then, uh, we’re back on the other side of that, I believe right now. So it’s an exciting time. Um, and, uh, I think, I think starting a business anyways is a bit of a roller coaster. So, uh, it’s, it’s been fun. And then, uh, I can’t ignore the fact that I got an amazing family, two kids, a wife, and I coach pretty much every sport at this point. Um, so I get an opportunity to hang out with my, my oldest, all of his friends. And then now starting with my youngest, uh, in basketball. So it’s fun.

Trisha Stetzel: Oh, that’s fun basketball, indoor sport, baseball. We were teasing about that. So, you know, part of the year it’s a little cold outside and that’s okay. Um, cool. Let’s I’d love to to talk more about Detroit labs, but you mentioned something that really stuck with me, which is the life cycle of your business. And we all go through that. It’s very cyclical, right in the way our businesses come together. So give us just a little bit of the, um, startup pains and kind of where you’re at now with, um, Detroit Labs.

Dan Ward: Sure. Start up pains is an interesting way of putting it. I feel like it doesn’t fully change. Uh, slightly modified. Uh, but we, we started, I mentioned in 2011 with, uh, four co-founders, uh, about a year in one of the other co-founders wanted to go start something else. Uh, he did that, but, uh, the other three co-founders were still in the business. We still run the business together. Amazing partners. We have, uh, really great overlap. Uh, we have different skill sets that complement each other. Uh, we’ve been pretty fortunate enough to have that. And, and I always tell people you’re fortunate if you can find a good co-founder, find a, find a co-founder, doing it yourself is challenging. Um, and then we had a, we had a good string of a lot of great successful years, uh, probably anywhere between 15 to upper 20% growth year over year. It was really great. And then on the other side of Covid, so we made it through that. And then on the other side of that, several of the industries that we were working in, um, they dried up a little bit or they had to change priorities.

Dan Ward: And so several of the clients that we had great relationships with, uh, they just, they, they slowed down and, and specifically they slowed their, their spend in what we have to offer. And so we had a couple lean years that were challenging. So we went through this tremendous, you know, almost ten years of, of growth and then had to go through the unfortunate, uh, a couple rounds of layoffs, which is still painful scars. You, you feel terrible. But, uh, I do feel confident that we’re on the, the other other side of that. And, and, you know, what’s been interesting is making sure, you know, you talk about, um, startup pains, it’s important to learn from those pains. And so really kind of analyzing what took place over the last couple years and not just saying it was the market’s fault. And so we’ve had a lot of that time to process and adjust and change. And so the organization today looks quite a bit different than the organization looked back in probably 2021. So it’s been an interesting path.

Trisha Stetzel: Yeah, absolutely. And you know, somewhere on that sigmoid curve when we’re talking about the lifecycle of a business is something called reinvention. And it’s so important so that we don’t go into the decline phase and let things just fall apart, right? We do. We’ve got to pay attention to those kinds of things. Congratulations on the 15 years, particularly because you do have co-founders. It, it, it’s, um, sometimes can make it a little more complicated.

Dan Ward: Yeah. You know, I always tell people, um, with, with, especially with a startup. Misery loves company startups can be fun, but a lot of times it can be a pain. And, and to be able to go through that with somebody is, is comforting. Honestly, it sounds cheesy, but it’s just nice because when things get really bad, we can look at each other and be like, we’re both miserable right now, or all three of us are miserable right now, and that’s okay. How do we get how do we get out of that? How do we help each other? You know, pull each other out of that. So that part’s actually been really helpful and great.

Trisha Stetzel: Yeah. As long as you can remember to get back above the line. Right. Okay, let’s. Misery loves company. Let’s get it out of the way.

Dan Ward: Let’s move.

Trisha Stetzel: Forward.

Dan Ward: We’re also really great at having big drag out arguments and then going and grabbing lunch. So. And no one feels like they’re slighted or anything like that. So we’ve been we’ve been pretty lucky when it comes to that.

Trisha Stetzel: I love that. That’s fantastic. Um, before we get into more questions, tell me a little more. Give me some lay terms, layman’s terms on what is it that you’re providing to your customers through Detroit Labs?

Dan Ward: Great question. So we work with large brands. Uh, we, uh, we’re 100% onshore, uh, development design company. And so the best fit we have is with larger brands, and we work with them to unpack some of their either challenges or opportunities. And when I look at challenges, I both speaking internally amongst their different organizations and groups, how maybe they run their business, but then externally with their with their customers, with their clients, what type of friction are they having with them or what type of opportunity can they provide them with? At that point, we start to work through the strategy of that, making sure that whatever we propose has business value, that users are going to actually use the experience. Nothing frustrates me more than seeing companies invest millions of dollars into something that their users don’t actually want, or invest millions of dollars into. Maybe it’s an internal tool that doesn’t feel good and provide value. And you know, people are people. They use apps at home, like, you know, build them something that they want to use. Um, and so anyways, we, we work with them on the strategy side of it. And from there we design the solution for them. Uh, and then we can also build the solution. That’s what’s really great about Detroit labs. So we can own that entire product lifecycle from the earliest conversations to the design of it, to the testing of it, to the development of it and the deployment of it and ongoing support with, uh, staffing as well. So, uh, it’s, it’s fun to be able to go to a client, you know, share an idea, share something really, you hope, hope it’s profound, but then being able to back that up with the ability to actually design and build something with, I mean, the talented folks that we have, it’s really kind of, I’m not one of those. So I get to sit back and say, hey, client, we can build you this really great thing and then look across from me and say, right, we can, right? So that part’s really exciting.

Trisha Stetzel: I, I love that. So can we talk a little bit about technology? You talked about, you know, investing in these things and spending a lot of money and trying to sell something to their clients that they don’t actually need. And I think, you know, when we talk about technology and I’m, I’m not talking about AI will go there in a minute, but what really separates organizations that use technology? Well, right. We’re offering it to them. They’re using technology well from those that are just investing in it.

Dan Ward: Yeah, I think I’ve always kind of told this story to clients. And then also internally at Detroit Labs, I think, you know, you can approach technology through through two lenses or two directions. You can say, I have this piece of technology. How can I make this work? Oftentimes you find that in big group purchases with some of the big technology companies. Oh, as part of that purchase, I got this really great QA software. How do I make that work? Uh, or you can go talk to the end user. That might be internal, that might be external, and try to figure out what it is that they actually need. And then you build the solution. Now, I happen to be a proponent of the talking to the users and figuring out what they need. Now you’re not asking them, uh, you know, a laundry list of all the features they want. You’re saying, what problems are you trying to solve? How are you solving it? What technology do you use today? What technology do you use at home that you really like? You do like the Delta Airlines app, right? Do you like the gmail app? You know, and insert any other app, insert any other website because now you’re starting to kind of get an idea of what they value in their, in their experience outside of work. And then design a solution for that. So, so you start with the, the use case, your understanding how they’re going to use software. You understand that if you built this thing, their life would be better. It would take some version of pain of frustration away from their life. And then you build that solution rather than, I have a piece of technology. How do I find, uh, you know, a place for it. So the best organizations will prioritize the user first, whether that be customer or internal user.

Trisha Stetzel: So this applies to not just technology. I’m thinking about the business owners and leaders that are out there right now saying, I have this product or service and I gotta find somebody to buy it, right?

Dan Ward: It is the exact same thing when I’m working with the students at at CMU. They’ll come up with a really great idea. And I’m like, that’s wonderful. And that is very interesting. Who wants to buy it? And they’re like, well, it’s just a really great product fair. Who wants to buy it? And oftentimes what happens is you’re like, well, you know, my mom wants it or my friend wants it, okay? And that might be valid. You need to go out and start talking to people. And that is one of the things that I’m always pushing the entrepreneurial students to say, to go out and like, speak with people and ask if they, you know, what problems do they have? Not even hey, I have this. Will this solve a thing? Ask them what problem they have and then figure out if your thing will solve it. It’s just a kind of a slightly different way of thinking about it.

Trisha Stetzel: Absolutely. It’s like writing your jokes and never telling them to an audience, right? And, and then you go out on stage and you bomb because you had no idea that your jokes were not funny.

Dan Ward: Yeah, yeah. In your head, they’re the greatest things ever, right?

Trisha Stetzel: Yeah, exactly. Made me laugh. Uh, okay. So let’s since we’re here in this space, why don’t we. I know there’s some people who already want to connect with you. Dan, why don’t we give them some contact information? What’s the best way for folks to reach out to you?

Dan Ward: Absolutely. So I think if you want to connect with us through Detroit Labs, we’ll use that Detroit Labs proper. It’s hello at Detroit labs.com. Very simple way to get to us. It’s an inbox that multiple people monitor and we do pay attention to that. Uh, as far as me Finding me on LinkedIn is a is a good location. I will admit I am not the fastest, uh, social media responder in history. Um, it is, uh, I think it’s because I don’t use many social medias, uh, for a lot of reasons, but I do check it and I will, uh, respond. But yeah, hello at Detroit Labs is, is a great place. I’m also down at Detroit Labs. It’s actually pretty easy to figure out emails, uh, with us. So, um, and I do pay attention to that.

Trisha Stetzel: Fantastic. Thanks, Stan. Um, I did mention AI a minute ago and I know you have some thoughts around that. So just thinking about that, um, from your perspective, where is AI genuinely adding value and where is it really just noise?

Dan Ward: Yeah, that’s, uh, that’s a great question because I honestly, I struggle with it. One day I’m like, this is the greatest piece of technology in the history of the world. The other day, I’m like, this is hallucinating and giving me the wrong answers. Can I trust this? And I think I’m constantly existing in a space of, uh, that blend of curiosity and like wondering if I should actually trust and take the time to use this. So we use it in a couple different areas. One, if we’re trying to qualify a client or validate, maybe, you know, a pain in the, in the, you know, industry or vertical jumping into Gemini, ChatGPT, you know, pick whichever one you want to use and asking it to do some of the research on your behalf, I think is very helpful. I think that is really where AI works. I think you still have to double check almost everything, which is the bummer part. Um, but I do think that that can speed up that process of really prospecting and understanding verticals and challenges that companies might face on the, on the code side, we. We try to find areas where we can use it to handle some of the repetitive tasks. For us, it’s a little different because we, um, we produce code for a client. So the client actually owns that code. So there has to be a conversation at the very early stages of can we use AI with your code? Are you okay with that? Um, that leads to an interesting conversation. Sometimes, sometimes it’s easy and sometimes it’s not. Um, on the, on the design side, what’s really interesting is kind of rapid validation of, of, uh, personas.

Dan Ward: Um, you know, okay, I’m looking for a person that’s in the Midwest that, um, is freezing right now, but, uh, a person in the Midwest that likes to, um, buy sandwiches and they have a family. You can use AI to try to kind of build some of those personas. That’s really helpful use case. Um, but we have found, we’re often asked like, hey, are you building AI solutions for clients? And I always feel like we’re just close. We’re, it always feels like we’re in this like stage of rapid prototyping rather than full scale development and deployment. And I think largely it’s because AI can do so much but can be so unpredictable at the same time. I was told by an individual at happens to be at one of the bigger technology companies that, um, AI is the solution in search of a problem. And when they’re looking at deploying AI technologies and they’re going and talking to their big clients, the demo is great. Look what it can do. Oh my goodness, isn’t this amazing? It can talk to me. It can find me answers. Well, how do I use this in my business? And there are some really logical areas customer service, HR, things like that, where you have people just asking a lot of questions and having a self-service AI bot could be really great. But those are also the areas where bad information can be really bad. So it’s kind of this interesting area that we’re in right now. And I would always say, I will say it’s constantly proof of concept land.

Trisha Stetzel: Yeah. So I’m seeing this very interesting thread through our conversation, which is, uh, you just said a solution looking for a client. So we’ve been talking about that right? All the way through, uh, threaded through our conversation today. And as we think about all of these things, how you in 15 years have built such a successful business, how your, um, helping startups or entrepreneurs that are coming up and helping them think more about what it is that they’re doing or thinking into the future, really having a strategy for where you’re going. I’d love to talk a little bit more about strategic thinking. So first give us your definition of strategic thinking and let’s roll this into the conversation.

Dan Ward: I use a very old term when it comes to strategic thinking, is seeing the forest through the trees and just allowing yourself to kind of back up a little bit and see the bigger picture. And honestly, this is something I joke around about my history degree, but this is something that history taught me because it is the, I don’t know, there’s, there’s very few subjects where you can look at an entire multi generation decade, uh, situation, you know, a war, an event, right? And, and really analyze cause and effect in like a 30 minute time frame. Like what other, what other subject can you do that? And so I really think that, you know, studying history Really kind of promotes the strategic thinking of, okay, I’m going to do this thing in front of me. What are the three, four, five possible consequences for that? And, and, and that is it’s well, it’s something that I always talk to history students about because that, again, a thing I’m really passionate about when it comes to that, but I really think that strategic thinking is being able to step back, understand that whatever it is you’re about to do is going to have consequences. Are they good? Are they bad? How does that kind of cascade and create a web? Um, and so it’s not always easy and it’s not always possible to see that next step out. Uh, but it is a fun challenge.

Trisha Stetzel: Yeah. The forest through the trees. And I think oftentimes the forest gets in the way of seeing or excuse me, the trees get in the way of actually seeing the bigger picture. So thinking back on your experiences and even working with your students and entrepreneurs that are in startups. How do you get them to shift their mindset and their thinking from the things that I have to do today to get to the end of the month so that I can pay the bills to what is the big picture? What is 90 days, 180 days, three years down the road? What does that look like? So how do you help shift the way these younger, uh, not younger in age, but those who are maybe just starting a business or are still in, uh, you know, neck deep trying to get it going.

Dan Ward: Um, I’m probably always considered the more negative or mean one when it comes to assessing, uh, startups over at Central Michigan. But, um, one of the things I like to try to challenge the students to do is take a step back. You’re in too deep and then get out of your dorm, get out of your apartment and try to really understand if there’s a market for what you’re trying to do. Is there pain or frustration? You know, humans buy in pain and frustration. Pain is such a tough word, but it’s true. And and so really trying to understand and empathize with potential customers. So you know what it is that you’re trying to sell to them or if your product has, has value. I think, um, I think all too often folks like to dream big, but dream big that stays in their head. And to your point of creating jokes and never saying them out loud and you have no idea if it’s if it’s funny or not. A lot of entrepreneurs do that and, and, and really challenging folks to, to get out, expand, get out of your, like I said, get out of your dorm, get out of your classroom, get away from your computer screen. Go out and talk to somebody at a bar, at a restaurant, at an event, uh, do some networking. That’s, that’s always been my feedback. Uh, and I think in all fairness, it’s something that I didn’t learn until later. So I didn’t learn until probably 3 or 4 years into Detroit Labs. The value of going to a networking event, the value of talking to somebody face to face, right? I didn’t learn that until a little bit later. And so it’s one of the things I’m, I’m pretty passionate with telling the students, you know, go to events, meet people and get outside of your, what you see in front of you.

Trisha Stetzel: Yeah. We gotta go talk to humans. Dan.

Dan Ward: What you know, what’s interesting is we’ve gone through. So I started working with the university before Covid and then worked with them through that. And then now obviously on the other side of that, and I, and I hate to always talk about that time, but it really impacted college kids, uh, college students, I should say. And so you went from a, a hungry get in front of everybody to everyone’s behind their computer and you’re like, wait, you’re telling me I got to go to an event to now there’s just this past year or so, uh, we’ve seen more students that are excited to go to these happy hours we put on that are excited to go talk to a mentor, excited to go talk to a client. It’s, it’s, it’s refreshing and it’s great. And not that the other ones were bad by any means. They just had to live through a different time.

Trisha Stetzel: They did great that cycle. Everything is cyclical. And here we are back again. And as we’re getting to the back end of our conversation, I want to circle back around to something we started with, and I’ve heard you say it a few times through our conversation, which is mentorship. It was a very important to you as you were coming into your business and learning from a mentor, and you now are mentoring others. Can you talk about the importance of both ways?

Dan Ward: Sure. Um, you know, for me, my, my mentor was Dan Gilbert, right? I was incredibly fortunate to be able to, uh, for, you know, almost four years to work directly with him. And that started off as, you know, just tech support. Build a presentation. Right. Um, and then eventually I had an opportunity to, to travel with him, uh, which was, which was interesting, right? Like, you know, you go from, you know, a normal Delta flight to now I’m flying in a, in a small private plane to go to these events. Right. And then I found myself in the room during some MBA meetings. So growing up a big sports fan, that was really neat. Uh, but to Dan’s credit, what he saw was that I started asking more questions. I had a good friend that said, hey, I know this is challenging. Flying everywhere with all these things. It’s tough. It’s hard work, right? And you’re dedicating a lot of your life. He goes, but be a sponge. Really start. You have no idea. Like, look at who you’re traveling with. Look at the meetings you’re in. Be a sponge. And and so I started to ask Dan a lot of questions. And to Dan’s credit, I remember we were in Cleveland and we’d just gotten off the elevator going up to the fifth floor at the Q where the Cavs play.

Dan Ward: And he goes, you seemed really interested in that meeting. And I said, actually I was I was curious, how did it go. You know, because I was I was running a presentation and he goes, do you want to start coming into all my meetings or most of my meetings? And I was like, yeah, sure. That sounds really interesting. And, and he goes, and if you have questions after, I’m happy to answer them. And so Dan gave me the time of day, right? Like he, he saw that I was, I was interested, inquisitive. There’s nothing special or unique about what I was bringing to the table, but he just saw that I was interested and he said, you know what? Why don’t you come in and start sitting in these rooms? And Dan and I, we just happened to get along really great. And and still to this day, keep in touch, which is which is awesome. He was one of the early investors in Detroit labs, but I took that and the value that that gave me, which I will be honest, I don’t think you fully appreciate it until you get a little bit older and you start doing these things that you’re like, oh, I learned that from Dan Or right, good or bad.

Dan Ward: To be fair, but I. Oh, I learned that from Dan and, uh. Um, so then, you know, I’ve always, after experiencing that and after fully understanding that a couple of years into Detroit labs, I’ve wanted to be able to be that for others and in whatever capacity that they feel is necessary. Right. And I, I find that when I go to central, I’m seeing you when I go to CMU, sitting down and talking to students, giving them feedback, helping them along the way. It’s really excited. I’m really excited, I should say. When I see the same students over and over and I see their ideas continue to progress, or I’m even more excited when I see them pivot. Um, it is really, really nice when you see an entrepreneur say, hmm, that wasn’t it. I’m going to pivot and, and so that’s really great. And then honestly, I’m kind of an open book at this point. Whoever wants to talk about things, I have opinions. They may not always be right, but I’m happy to share them.

Trisha Stetzel: I love that and it is so important to pay it forward. That might sound corny, but I believe that that sums it up right?

Dan Ward: I agree.

Trisha Stetzel: And then we give and I think that’s so important in this space that we’re all working and living in right now. Dan, this has been fantastic. I really appreciate you joining me today. Would you one more time, just give us your contact information for those who want to reach out. Of course, I’ll have that in the show notes as well. For those of you who are sitting in front of your computer. So, Dan, how can folks connect with you?

Dan Ward: Let’s see if I remember what I said earlier, but hello at Detroit Labs is a great way to get Ahold of Detroit Labs. Uh, Dan at Detroit Labs is my email address. I do the very best to keep up on that. Bear with me. If you end up sending me a note and I don’t get back to you right away. I have a lot of people that like to send me things I’m maybe not as interested in. And then, um, uh, LinkedIn, I’m on LinkedIn. I do pay attention to it. Not as fast of a responder, but I promise I do pay attention to it. Um, but yeah, hello at Detroit Labs is probably the safest one because then you kind of cast a wider net, if you will. Yeah.

Trisha Stetzel: Fantastic. Dan, thank you again for your time today. This has been awesome.

Dan Ward: Thank you. I really appreciate it.

Trisha Stetzel: All right, you guys, that’s all the time we have for today. If you found value in this conversation that Dan and I had, please share it with a fellow entrepreneur, veteran or Houston business leader ready to grow. Be sure to follow, rate, and review the show. It helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Andre Ankri: Turning ADHD, AI, and Radical Candor into Leadership Superpowers

March 2, 2026 by angishields

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Andre-AnkriAndre Ankri is a visionary entrepreneur and technology strategist with more than a decade of experience spanning construction, security technology, and business development. As Founder and CEO of UTS Group, he leads the integration of advanced technologies and automation to create intelligent, secure, and scalable environments across Canada.

In addition to UTS Group, Andre heads Metador, a consultancy focused on helping organizations adopt AI and automation to modernize operations and simplify complexity. He also founded Beyzim, a B2B marketing firm dedicated to driving growth through clarity, precision, and meaningful strategic connections. Across all ventures, his work centers on bridging traditional industries with forward-thinking innovation.

With a background in architecture and military service, Andre combines design thinking with discipline and resilience. Open about living with ADHD, he embraces it as a strength that fuels creativity, rapid problem-solving, and systems-level thinking. His mission is to help businesses harness technology, empower diverse thinkers, and unlock sustainable growth in an ever-evolving world.

LinkedIn:https://www.linkedin.com/in/andre-ankri-7a4090311/
Website: http://www.utsgroup.ca

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. Today’s guest is Andre Ankri , a veteran entrepreneur and AI automation consultant who helps leaders work smarter without burning out. Originally from Israel and now based in Canada, Andre brings a military mindset to modern business through his work Leading Matador, where he helps companies use AI and automation to reduce friction, reclaim time, and build stronger teams. Andre is also a passionate advocate for extreme honesty, being radically candid about strengths, limits, and systems, and for neurodiversity, openly sharing how ADHD, dyslexia and Ocpd have become leadership superpowers rather than obstacles. His perspective blends human intuition, technology and mission driven leadership focused on clarity, trust and sustainable performance. Andre, welcome to the show.

Andre Ankri : Thank you very much. It’s a pleasure to be to be a guest. And thank you for the invite.

Trisha Stetzel: Yeah, I’m excited to have you on with me today. So, Andre, will you tell us just a little bit more about you?

Andre Ankri : Yeah. Uh, so my name is Andre. I grew up in Israel. I moved to Canada around almost 15 years ago. Uh, kind of as the background of growing up. Uh, I’m the oldest from four boys. Uh, I trained for over 15 years in karate. That is kind of embedded in me, I guess, for disciplined. Uh, I serviced, uh, IDF. Israeli army as a technical, uh, fighter, engineer, uh, dealing with kind of explosive. That was a very interesting job. Uh, as I mentioned, I immigrated to Canada almost a bit less than 15 years ago. Uh, I built my first company, uh, in Canada, uh, called UTS Group. That is a security integration and design company that we service, uh, pretty much Canada and the US, uh, in the commercial area, working also a lot with municipalities, uh, the police army kind of helping them. How to automate security. Uh, through my journey, I also own another glazing, uh, commercial glazing company. So we do a glass and aluminum work again in the commercial area. Uh, and kind of my, let’s call it, uh, the thing is more for the for the soul than a business is matador. A matador is a business consultation that we focus on AI automations, uh, helping businesses to bring them up to, usually until a few days ago, set to 2025, but to 2026, uh, technology and to kind of understand how to manage businesses smarter, uh, from a place of how to work smarter, not harder, uh, and how to communicate better and create a better communication through systems.

Andre Ankri : Uh, and a lot of them is, is kind of more based on my experience. Uh, I’m, I’m very proud to have ADHD, Ocpd and I’m a, again, a level five dyslexic. Uh, but I’m showing people how these these things are not in obstacles. I call them superpowers. And today, especially with AI, it’s kind of bridging the gap, and I really like to share it with people and educate around it and show them that. It’s like I said, it’s not an obstacle. Like there is things that coming with have ADHD. For a mind that is able to run faster and pay attention for more details, uh, that it’s it’s an amazing tool that I call it a gift from God. Uh, that when I grew up and understand and become more honest with myself, uh, I understand it’s actually how it helped me in a lot of areas, even when as a kid training karate and competing as well in, in the Army, uh, that all of that is the thing that kind of creating our personality and creating us to be unique. So it’s it’s not a it’s not a disease. It’s not a, an issue. It’s not a disability. Uh, it’s a gift.

Trisha Stetzel: Yeah, I love that. And one of the reasons why I wanted you to come and join me on the show, because there’s so much for us to unpack today. I’d love to start with because you’re demonstrating it as you were introducing yourself and talking about the things that you’ve done over your lifetime and the things that you’ve been dealing with and the superpowers that you have that you have. And that’s extreme honesty. So you talk about extreme honesty as a turning point for you. What does that actually look like in day to day leadership, and why is it so uncomfortable for most founders?

Andre Ankri : So there are a few things related to that one. First of all, it’s something there is different type of owners. So we have a people that built a company so they have a job. The people that own a company and they’re operating the company, so I don’t call them business owners. They’re business operators because the business is not able to work without them. And then there is the higher level that is coming with your level of leadership that you actually become a business, a business owner, because you own a business, you don’t work in the business. The business is not needing you. And also part of honesty, everybody starts a business so they have a job. When I start my first business, I have a young kid. I moved to Canada. I just got married. Uh, it was not about building something. That was. I didn’t find my why back then. My why was I need an income? I need to put food on the table, uh, and with with growth and kind of understanding, you understand to which level of a business owner you are and also understanding where you are. Good. For me personally, it came that the company grew quite a lot. And then I understand that in order to take it to the next step. I have to go to a very big, two very big obstacles. One, it’s my emotional connection to the company.

Andre Ankri : Uh, I was saying for many, many years when people were talking about my business, I said, this is my baby. And it was a very foolish thing for me to say. I have two babies. I have my son and I have my daughter. They are my only babies. Uh, and a lot of people are connecting to their business emotions, and it’s making them hard to make decisions because emotional connections are not being actual honest of what needs to be done. Uh, on my company for UTS, the second company growth, I had to come to a place of honesty to know if I want to take the company to the next step, and I really want to sustain the company. There is one person that was a very important part in the company, but now is a liability, and that person is me. I need to get out. I’m interfering. Uh, and it’s coming for a place to understand what type of a business person I am. I’m not an operator. I’m not a person that fit to operate a company because I like excitement. I play to my ADHD. I like stuff moving. So I’m a I’m a leader. That is good. When there is a crisis, a good or a bad one, a crisis of growth. Crisis of almost again company losing money. A I’m a good leader when we want to launch something new and to run different ideas and to get stuff.

Andre Ankri : But I’m not the right leader to run a business to sustain. And in the words of Jim Rohn, he’s saying there’s two different types of businesses. There’s an exciting business, and there’s a boring business. Exciting business is losing money, a boring business is making money. And it’s not boring because what you do is boring is about sustainability of the system, the way it’s growing. I’m not able to manage a boring business because I will create an excitement and then I’ll create something. And it’s also not fair for my team because I’m not giving them structure. I’m not giving them stability because I will see something and say, you know, guys, all right, we’re going to start opening another branch in Alaska because I saw something, I came with an idea and now I want to go with that because I need excitement as a person that have ADHD. And over the years, it’s kind of a met to kind of understand what is honesty. Honesty is understanding that if someone did a mistake and I’m very strict in my businesses, I believe in the two two mistake rule. The first mistake. Sorry. True true true mistake rule. So the first one is if someone did a mistake, it’s an amazing thing because you will learn from mistakes.

Andre Ankri : Everybody’s parents told us not to touch the fire. We all touched it. And then we learn it’s we’re going to get burned the second time. Someone will do a mistake. You I will. Your question is like, hey, you spoke about it. We. We discuss it. It happened again the third time. We’re not a good fit. And if by implementing kind of that type of rules of kind of fitting with people how to work. It’s also understand that doesn’t matter who did the mistake in the company. I push people to do mistakes. I’m very proud of my mistakes. They are my biggest achievements in life. Every every mistakes. Every person that, uh, did harm to me stole from me. And I had a lot of stories over the years from employees stealing, uh, almost crushing the companies. And every person I see today, I’ll be hugging them and say thank you because they pushed me to do better. Uh, this is kind of how we learned, but any person that did a mistake, if someone did something wrong to me, all the employee that stole my client list or my business plan, I didn’t keep my business plan safe enough. I didn’t keep my cards where I needed to. It’s. There is only one person’s fault. It’s my fault. If an employee did a mistake, I didn’t provide enough training. Or if he did.

Andre Ankri : Many times I didn’t stop it in a way to maybe that person had to be replaced. So as my team, I always telling them doesn’t matter what mistakes you did, let’s learn from it. The end of the day, it’s all my mistakes again. It’s all coming back to me. It’s my fault to deal with that. And it’s that to be honest. And the honesty in that part is a part of a maturity as a leader to understand that one. It’s okay to do mistakes. We don’t need to cut people’s head. And I was never like that all the time. I learned over the years, uh, when I look back, I think I was very aggressive and maybe even abusive, uh, manager person to work for. Uh, and I lost good people around the way, but I had to get mature and understand better from it. Uh, but there is understanding that stuff. Mistake will happen. You cannot make a system that is bulletproof is setting up. When we setting up process is how to measure it. What is what is the success? What is a failure? What is the value of the failure of that stuff? How we going to make sure that it’s going to happen? And even if I take everything in consideration that something will never happen again, as someone steal my business plan or a client list I can never expect for 100%.

Andre Ankri : Sustainability is always for me. At 70%, I create system that can give me a steady 70%, maybe a little bit more, but I’m always expecting that there will be a failure one we’re going to learn from it. Business change need is changing, so you need to be aware of stuff is happening and not to be surprised if something is making a mistake. Like even if I do security for our office and everything will, someone will stop someone from breaking in. It depends. If it’s worth it, they will. There is always a way. So if I come in the morning and I see that the window is broken, maybe there was a good reason. And this is why we pay insurance. So why? Why to kill the day and getting upset or giving shit to someone about it. It’s a it’s not worth it. I’m not saying that sometimes, you know, we give this shit, but it’s it’s to be aware and understand everything. And just to be honest and part of myself, be honest with myself. I’m not very open for people that aren’t honest. So the team around me has to be extremely honest and honest, saying like people that I like. If someone come to me and say, Andre, the idea you came in the meeting, it’s stupid. I would like for me it’s like the best thing.

Andre Ankri : It’s like, okay, tell me why, prove me wrong, please prove me wrong. People that will say the opposite, they say, Andre, your idea was so great. I’m like, okay, you’re not for me. I want the guy that said that I’m stupid and tell me and how I can actually learn from him. And this is kind of more understanding. And it’s honesty also related to curiosity. If you want to be curious, you have to be honest of what you don’t know. If I’m a meeting with my accountant and he’s using a word I don’t know, I need to stop and say, hey, what is that word? It doesn’t make me last. I’m just honest. I don’t know it. And I’m curious to know more. So that is pretty much in a recap kind of my approach that has changed me as honesty and just to be honest with myself. It’s also a very it’s feel very lighter to be honest. Some people find it to be. I have a sign that actually I got from my wife that that’s saying I don’t sugarcoat. My name is not Willy Wonka. Uh, and it’s just because I just say the truth in the face for people. And some people are not ready for it because they’re not honest with themselves, but we cannot control them. So it’s it’s a mindset in the end of the day.

Trisha Stetzel: But I love that, um, everything that you talked about here really surrounds personal responsibility and mindset, going from being an operator to an owner. It’s a mindset shift. You have to think about your business differently. You can’t call it your baby when it’s your business, and that’s a mindset shift. And taking the personal responsibility when things are happening around you, that it’s something that you can control and it’s something that you can do something about, and having the right people on your team, doing the right things in the right way. Uh, all of that is so important. Thank you for sharing all of that. And I love the idea of extreme honesty. And I like Willy Wonka too, but I do like Sugar Coated every once in a while. I’m just kidding. Yeah, I’m just kidding. Um, I would love to talk about how, um, your superpower, um, and the misunderstanding around neurodiversity, because a lot of people wouldn’t say that ADHD, dyslexia, and Ocpd are a superpower. So let’s talk more about the way that has shaped the way you think. Prioritize and build systems that you’ve been talking about.

Andre Ankri : So ADHD the the way that my wife again, so my son, my two kids have ADHD as well. And when my son, my oldest son was actually diagnosed, my wife told me about it and she was like, he got diagnosed with ADHD and she is a person that does not have it and she’s a social worker. It came from a place kind of more giving me a, a message about something happened and my response to it is like, great, I’m so happy for him. And she’s like, yeah, but I told him it will be hard, but I’m super happy for him. And the same thing happened after that with my younger daughter. And the reason that ADHD over the years, again, as a kid, I never was medicated. Uh, and now as an adult, I do see it very important for me to get medicated because again, the body change and we need more. I’m not as active as I was when I was younger, so I need something to calm me down and understanding that, yes, ADHD. There is a lot of great things I can. When we discuss, I can speak with someone, for example in a meeting and he will give me an idea. By the time he finished the idea, I already have a business plan running in my head because it’s like I have a few different computers running at the same time, and only on stuff that’s interesting. If it’s something that isn’t me, my head is just going to something else and I’m disconnecting. It’s it’s a it’s kind of a gift and a problem sometimes in the same time.

Andre Ankri : And you need to know how to balance it. But I kind of took it to a place. I’m a very curious person, as I mentioned earlier. And I give you example. So for example, my office, uh, all my team is sitting in a different office. My office is literally a separate unit in the building that is only myself. As you see behind me, I have a lot more windows. All my windows are always shut, so I cannot see anyone moving around because I’m on a main floor usually. Now the light is on, but usually the light is off so I don’t see anything. I have a front of me five screens. Every screen has a job. This is more my Ocpd, so there is one as the main one for browser, one for my AI, one for my chats. Everything has to be organized by having everything very extremely organized. And my again, my my office is like a China store. Everything is in its place, very organized. It’s coming a lot of boxes in my head. So let’s say the box about organizations. The second everything is super organized, I don’t have to think about it. Nothing is like, oh yeah, I have to put that. No, no, no. Every place, everything has a place for it to come. I have a charger for every device related in my on my table. Everything is in reach of a hand. I don’t have to get up because if I get up, most likely something will take my attention and I’ll do something else.

Andre Ankri : So I’m, I’m I’m sitting in a very specific way. My back is to the window. So even if there will be something happen, not there. I’m using headphones with noise cancellation. So even if someone will speak from the second floor or the next, it’s I’m focused on what I need to do. So it’s helping myself to eliminate a lot of other stuff. What it’s creating me more space of capability in my head to do a in my head, to do a other stuff, to utilize the space of the running power. And the biggest thing that I that I found. So, for example, when I come to a client to sit in his office, every person office has showing about his personality. So I’m coming to do kind of a sale. If I come to someone’s office and I see in his office a I’ll see in his office that his office is there is no anything private in the office. Everything in the office is very generic. There is no picture of kids. There’s no picture of going golfing or cars or anything. It’s pretty much telling me, all right, this person, always new for the job or is not that invested for sure is not the owner without even saying to me because he doesn’t, there is no ownership to the place is is going and or is the place doesn’t feel comfortable. And it started only from that. And from that I start taking it to kind of much, much wider of understanding people.

Andre Ankri : And I found that the ADHD allowed me to, as I speak with someone to kind of analyze all of that information. It’s kind of more become as a game because when people are coming and meeting. There is a lot of stuff of common things that happened. I, let’s say, as a technician, is coming to provide an estimate for in your house to to kind of a, let’s say, fix the dishwasher. And by going over there, you okay? I’m you expect someone to come with a commercial van. Maybe a pickup. He will work a cargo pants or jeans. Uh, he will have a binder or tablet to write information. And you have a toolbox. This is what your head is expecting someone to come and to do what you do. If that person comes in with a suit, how are you going to feel? Something does not match here. I took that approach and I embedded in our business. So I’m the person that actually coming in the suit for again to the commercial sites. And I found that I was able instead of me fitting to a template to a boxing people what they expect will happen from that meeting. Uh, people were actually I was able to open my own box and to utilizing data that can run the information much, much faster and to create a different experience through that. And that is kind of as an example on sales. And we did it in different areas of the businesses that I do of analyzing, of able to go more deep research, understand who is my clientele, what they want.

Andre Ankri : And today with Matador, a lot of companies, what they want from a consultation say, Andre, we have an idea for a product. We want to do a product that will do that and that. And then we’re doing a session on say, okay, who is your client? How are you going to reach out to him? Why are they going to go? And the ADHD is able for me to go very, very broad, very, very wide of understanding people better. Of course, it’s not only ADHD. I love reading, I like I said, I curious. I read a lot of books of understanding everything, but it’s able to work for me that I’ll have a much bigger library to work with everything and that I’m utilizing kind of all the tools and eliminating the stuff is bugging me to higher production. And this is kind of the, the, the benefit that’s coming from that, coming from that. Uh, and it’s this is what I’m saying. It’s a gift. I, I enjoy it. Uh, enjoy it a lot. And I when people kind of even when I remember as an adult I was supposed to kind of I got rediagnosed again and they asked me about medication. I, I was very afraid that something would take it for me, because I’m afraid that it will create my way of thinking to be narrower, that I’m not able to kind of see stuff in a more wide way.

Andre Ankri : And now, specifically with implementation of AI, what I call the the technology revolutions we are going through right now, that we’re very lucky to be part of it. You can take it to the next level Because now I have more tools to kind of helping me even to again, do a few things at the same time and review a few things in, in the same time and communicate with more people and and to share and automated more ideas. Like I have a tool of AI saying to me, pretty much, I can do whatever you want if you know how to use me properly. And for me, it’s a huge sandbox. It’s it’s amazing. And we’re creating crazy things that allow us to also to grow as a company. And everything is coming from understanding for the ADHD. And the other thing about ADHD, it came back to the honesty. A person with ADHD cannot be an operator. This is how I understand of who, what type of a leader I am, what type of a manager of who I’m able to work with. And that again is the best gift I got from God. And this is why I call it a superpower. Because any any gift we get, if a person know how to paint or you know how to play the piano or anything if you’re actually seeing it as a gift and he’s focusing around it, it will become a superpower eventually. So it’s kind of our choose if you want to activate our superpower or not.

Trisha Stetzel: Yeah, absolutely. Again, back to that personal responsibility and taking responsibility for yourself and the superpowers that you have and the way you think about them, the way you think about the things that you have right there in your hand, right, or in your body or in your mind. I love that you started to integrate, um, the discussion around AI as well as neurodiversity or neurodiversity. And I see how that you’re using them together. But I also think, uh, and you’ve talked a lot about this as well, that human judgment, intuition and trust are so important. So for those who are listening, how do we balance Andre between technology and that actual human interaction, that judgment, that intuition and trust that we have, how do we balance those two things?

Andre Ankri : I think, first of all, about a human interaction. So as a like a lot of people kind of share with them and I tell them I’m a very shy person and like, you’re not shy at all. I told him I’m not shy because I choose not to be shy. Shy, but as as a person. I was again a very introvert in a in a way. But the second that I understand why I was introvert, because I was thinking about stuff that, for example, my head again, ADHD is also related to a lot of negative thinking, and the ADHD actually made me to be think that I’m an introvert because if I don’t think positive, be positive, I did. You take me okay, you’re not good enough. Or if you, as a person who kind of was was fighting with my my weight is like, okay, you’re overweight so that people is over there that you hear them whispering, they’re talking about you. And by being honest with myself saying, this is who I am, I do the stuff that is making me feel good. So for me, for example, as a kid when I was, uh, kind of someone will ask me kind of what I want to be when I’ll be older. I’ll tell them a profession. But for me, what was actually I want to wear suits.

Andre Ankri : I don’t know what I want to do yet as a kid, but I really love to see how people wearing suits. I find it to be very, very nice. So my goal was, doesn’t matter what I’m going to do, I want to wear a suit. But I found a suit was much more than that. It was what I call my armor, because then it gave me my kind of confidence. Because now I start my morning and I started with, with a success of doing something that I want positive. I’m wearing something that I like that make me feel good. So my interaction with other people of understanding this is who I am. I’m doing what is good for me and I’m fulfilled with myself. I’m okay with understanding why am I don’t think that I’m less than other people? And this is why I don’t, uh, you know, I as a person, I get if you go on my email and everything, I don’t have a title. You’ll never see it saying CEO or even on my email, but the only thing I wear is kind of as brass on my shoulder is my ADHD and dyslexia and stuff like that. That is kind of the the opposite, uh, from it, because I’m very proud of who I am.

Andre Ankri : Like, it’s, uh, it’s not something I say, okay, it’s an issue. Okay. I cannot do it because that and that. No, it’s it’s it’s who I am. And the second I’m okay with who I am, it’s okay. I don’t really care about what other people is, is saying about me because I know, of course, I care about other people opinions or feelings, but I don’t allow them to affect about myself. The AI part is helping us. Where we’re struggling is where we can take areas that we have issues with, and to create them to be, to be better is, for example, it’s from a place of a organization. If in a place for remind me about you need to do something or to organize my stuff so I won’t forget about it. Ai is a tool I always combine when people saying, we read a lot of stuff about AI, about how dangerous and will take people jobs and stuff like that. And I’ll say AI won’t take people jobs. Someone that know how to use AI will take people’s jobs. Uh. But AI is a tool. It’s the same thing as if the. If a drill, a new drill will come up that has new features, bigger battery and everything. Every company will want to use it. Ai is a drill.

Andre Ankri : We just need to learn how to use it. And we need to be curious enough and willing to put the work to see how it can help me. And today I actually read an article this week. Over 95% of the people using AI don’t know how to use it. They think they know how to use it, but they don’t know how to use it. And because nobody is actually putting the effort to train it, to understand it, to be curious of how it’s supposed to be, there are more. Want to say, hey, yeah, of course I’m using AI to answer my emails. It’s not what AI was designed for. If you wanted to answer your emails, you don’t have to use it. You will answer your emails for you. But it’s not what was was designed that they didn’t understand the tools they have. They pretty much using the drill as a way to hold papers. And that is kind of more as as curiosity and understanding of saying, first of all, like I said, happy with my happy with myself, who I am and the way I present to other people and AI how it can help me for The force is a tool how I can use it. So it’ll be easier for me to communicate when I’m talking with people.

Andre Ankri : Uh, so let’s say if I’m in a meeting, if I will start writing notes during a meeting with you, it will be hard for me to focus as a person that have ADHD. So AI has a note taker and we’ll activate it during our meeting. And now I can be focused on you. So it’s bridging the gap. If I write you a text freely myself, you won’t understand it. There’ll be like 50,000 spelling mistakes. So I’ll speak to my phone. He will fix my grammar. And then he’ll send it to you. And you’ll bridge me the gap. Because before that, I was shy to send people texts because they say, hey, it’s a mature person. He’s writing with the spelling mistakes. So this is the areas we can use that tools to help us as a tool, not a solution, not a replacement. But first of all, it’s about us being fulfilled with ourselves. And I’m okay with who I am, regardless if I have ADHD or not and not allowed people around us to say affect us and just be happy with ourselves. And for me, it’s starting from a small thing I wear in the morning. What? The stuff is making me happy. So I start my morning with the success and this is how my approach going forward.

Trisha Stetzel: I love this, uh, coming all the way full circle to extreme honesty. Not just with others, but with ourselves and what we bring to the table and the superpowers that we have. Um, okay. As we wrap up, remind us a little bit about UTS Group. Tell us what you’re doing in that particular business, and then I’d love for you to give us your contact information, because I know people really want to connect with you on what we talked about today.

Andre Ankri : Yeah. So UTS Group is our security integration. It’s a it’s a business security a related to automation business. And kind of the mentoring consultation I do. It’s under Matador and people can reach out to me on my LinkedIn. I. I post content daily about different hacks and processes that I built and even for my morning routine, how I build it to help me as a person have ADHD. So Andre exactly as my name under LinkedIn or on my email for Andre André at youth group. And again, they can reach out to me directly. I would love to help.

Trisha Stetzel: Fantastic. This has been such a great conversation. Andre, I think you’re going to have to come back later this year so we can expand on some of the things that we touched on just a little bit today. Would you be willing to do that?

Andre Ankri : I would love to. It will be a pleasure.

Trisha Stetzel: I would love that. Uh, all right, you guys, as always, I will put all of Andre’s contact information in the show notes. If you’re looking for him on LinkedIn, it’s a n d r a n k r I. That’s how you’ll find him on LinkedIn. Again. The links will be in the show notes. If you want to just point and click if you’re at your computer again. Andre, thank you for your time today. It has been my pleasure to host you.

Andre Ankri : Thank you very much for inviting me. Looking forward to meeting with you again. Have a great day.

Trisha Stetzel: Thank you. All right, guys, that’s all the time we have for today. If you found value in this conversation that I had with Andre, please share it with a fellow entrepreneur, veteran or Houston business leader ready to grow. Be sure to follow, rate and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Racing Ahead: How Mountain Motorsports Became a Leader in the Powersports Industry

March 2, 2026 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Racing Ahead: How Mountain Motorsports Became a Leader in the Powersports Industry
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In this episode of High Velocity Radio, Lee interviews Ryan Hardwick, co-founder of Mountain Motorsports and professional race car driver. Ryan shares his journey from riding dirt bikes as a child to building one of the Southeast’s largest powersports retailers. He discusses the company’s growth through acquisitions, the importance of core values and team culture, and draws parallels between racing and business leadership. Ryan also highlights trends in off-road vehicles and invites listeners to upcoming racing events, offering insights into entrepreneurship, teamwork, and the powersports industry.

Founded in 1999 by lifelong friends Ryan Hardwick and Justin Price, Mountain Motorsports began as a single-line Honda dealership in East Tennessee. Since then, it has grown into one of the nation’s largest powersports retailers, operating 12 dealerships across the Southeast, including five locations in the greater Atlanta area.

Mountain Motorsports remains family-owned and operated, and represents numerous of the world’s leading powersports brands offering motorcycles, ATVs, UTVs, and personal watercraft all under one roof. Guided by the motto “Greatly Exceed Expectations,” the organization continually reinvests in its people and communities, fostering long-term customer relationships through exceptional service, expert training, and community engagement.

In addition to his work with Mountain Motorsports, he is a professional endurance racer, racing for Manthey Racing’s Porsche 912 team, recently became the first Atlantan to win the 24 Hours of Le Mans in the LMGT3 Division, which is the largest and most difficult class, and cemented his legacy by becoming the first American to win the FIA World Endurance Championship in the LMGT3 Division.

For his efforts in the final race of the season, he was awarded the Goodyear Wingfoot Award, given to the race’s MVP across all divisions.

Connect with Ryan on LinkedIn and Facebook.

What You’ll Learn In This Episode

  • Ryan Hardwick’s journey from childhood dirt bike riding to professional racing and entrepreneurship.
  • The founding and growth of Mountain Motorsports as a major powersports vehicle retailer.
  • The range of products offered by Mountain Motorsports, including motorcycles, personal watercraft, and off-road utility vehicles.
  • Insights into entrepreneurship, including the challenges and rewards of starting and running a business.
  • The importance of leadership, team dynamics, and company culture in both racing and business.
  • The development and significance of core values in guiding business decisions and team interactions.
  • The strategic approach to business expansion through acquisitions and partnerships.
  • Market trends in the powersports industry, particularly the growth of off-road utility vehicles.
  • The parallels between racing teams and business teams in terms of teamwork and precision.
  • Upcoming professional racing events and the excitement surrounding endurance racing.

Transcript-iconThis 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 going to be a good one. Today on the show we have Ryan Hardwick with Mountain Motorsports and Professional Racing. Welcome.

Ryan Hardwick: Hi. How’s it going?

Lee Kantor: I am doing well. I am excited to learn what you’re up to. Tell us a little bit about Mountain Motorsports and professional racing.

Ryan Hardwick: Yeah, two very exciting worlds. A lot of similarities and some differences. But Mountain Motorsports is we are one of the largest retailers of powersports vehicles in the world, powersports vehicles being motorcycles both on road and off road, personal watercraft like jet skis and also off road utility vehicles, you know, like Polaris Rangers and Can-Am ATVs. So all of the fun things, you know, people use to have adventures and explore the great outdoors. And we’re headquartered here in Atlanta, Georgia, and currently have 11 dealership locations around the Southeastern United States representing all of the top brands you know, in the industry, all the Japanese brands, as well as several brands you know, from Europe, like like Ducati and KTM and and also American brands like Polaris and Canadian brands like Can-Am. But so we’re a multi-line dealership, you know, with, uh, you know, lots of locations but all focused around fun and the outdoors.

Lee Kantor: So what was what was kind of the genesis of the idea? When did like, did it start with motorcycles? Like where did it what was kind of how it began? The origin story?

Ryan Hardwick: Yeah. It’s, uh, it started with motorcycles of me growing up with my dad. My, uh, my father raced dirt bikes, uh, just on the amateur, you know, level. He was never professional, but, uh, he enjoyed racing dirt bikes. So from like age four, I was, I was riding and dirt bikes with him. And then by age six I was racing and really just kind of grew up on two wheels in the woods with my dad. He got my best friend into it a young age, and so we really just kind of grew up on dirt bikes and loved them, and it was how we spent time together as a family, really. And so I, you know, I followed that passion, as you know, throughout school, I, I was racing and, you know, kind of rising through the ranks and, and eventually that’s how we got into the dealership. But it started with that, you know, that that love and passion of the sport. So, you know, you always hear do what you love and you’ll never work a day in your life. For me and my best friend that was learning to ride, you know, with my dad and I, the two of us become we’re lifelong business partners. We started Mountain Motorsports together. We we started the business when we were 19 years old, opened our first dealership at 20 years old. So when our doors open. And that was 25 years ago. So we’ve been in business together for more than half of our lives. And it’s a lot of it’s a heck of a lot of fun. You know, we’re still just a couple. Couple of young guys that enjoy riding dirt bikes.

Lee Kantor: So what was it like, though, transitioning to being a business owner? Because that’s a you know, that’s a sport of its own. Being an entrepreneur, can you talk about, you know, kind of some of the things you learned or lessons learned or advice you would give other people who are passionate about something and were able to turn their, you know, their hobby or their passion into, you know, a business.

Ryan Hardwick: Yeah. I mean, first and foremost, for anyone who’s on that path in that road, I think it’s I think personally it’s one of the best things you can choose to do in life is to go into business for yourself. Um, it’s not for everybody. Um, and it doesn’t mean, you know, you’re you’re you’re not cut out for great things. I mean, being a valuable team member is also, uh, not the easiest thing in the world to do either. Um, but in my opinion, uh, if you if you have the guts. Really? And the bravery to go your own way and start something yourself. Uh, the world of entrepreneurship can be very rewarding, not only just financially, but just, you know, personally and professionally. You know, I, I’ve just always enjoyed, um, being in a leadership role. Uh, I’ve enjoyed, you know, guiding other people. I’ve enjoyed sharing, you know, from my experiences what I’ve learned. And, and, you know, we do that within our businesses and, you know, within our dealerships. And so, um, I think it’s a great way to spend, you know, your, uh, your career, um, if you really enjoy, you know, creating something. Right? You know, um, it’s, uh, there’s there’s not, I would say only childbirth. You know, I, I’m blessed with two amazing sons and, uh, you know, the feeling of, you know, raising two, two boys in this world and seeing them grow and seeing them develop is very similar to the feeling I get, you know, creating a new business, uh, that didn’t exist before, you know, we were there and seeing it grow and thrive and seeing our team members grow and thrive. And, you know, themselves, you know, buy new houses for their families and new cars and, uh, you know, it’s it’s just very personally rewarding. So I’d highly recommend it. Um, not for everybody, but, uh, you know, if you have the guts, uh, I’d highly recommend you to take the joke.

Lee Kantor: Now, when you were growing up and you were racing that obviously you’re the one that’s on the bike while the race is going on, but it takes kind of a team to get you on the bike. Uh, can you talk about maybe some similarities in being an athlete on a, on a team like that as it is to kind of okay, now you walk into your dealership and now you have a team around you and you’re leading that. Can you talk about similarities from those two worlds?

Ryan Hardwick: Yeah, I think that the similarities you’re drawing there is, uh, quite a bit much more connected to the racing I’m doing now, later in life. Um, I’m racing professionally for Porsche, um, in the World Endurance Championship and the, the largest, uh, sports car endurance races around the world that this sport, uh, automotive racing it it requires, uh, a tremendous amount of people to make one race car go around the racetrack. Um, and so when you tune in and that’s any kind of auto racing. So if you’re watching, you know, the Daytona 500 and NASCAR or the Indianapolis 500 or Formula One or what, we do a race like the 24 Hours of Le Mans, you’re going to see lots of race cars out there going around a track together, and each one of those cars are backed by, at the minimum, somewhere around 30 ish people at the maximum can be upwards of a hundred people per car in what it takes to make that car go around. And these people are mechanics engineers. There’s logistics people. There’s people who are focused only on, you know, tires, uh, preparation wheels. So there’s there’s so many people it takes to make a race car go around, and there’s only one guy that gets to drive it, right. You know? So a lot of the times the drivers get, you know, a lot of the credit and and things like that. That’s who you see up on the podium at the end of the race. But there’s a tremendous amount of people behind the scenes that make it work.

Ryan Hardwick: Um, and there’s a lot of similarities to running a business, right? You know, in our dealerships, we have between 30 and 50 people at each dealership location. And we’re we’re at 11 now with, uh, 12 as under construction. And 13 is on the way shortly after that, uh, in the coming years and, and, you know, having, you know, you know, 30 to 40, 50 people at each one of those locations is, uh, yeah, it’s a lot of people all working together for, you know, what we try to make as one common goal. And that’s the same way a race team works, right? You know, if one person, let’s say, the guy who his job is to change the tires, if this guy makes one mistake in one tire change, and for us, it’s like a 24 hour race. It can totally ruin the race for where a driver, we’re we’re competing on track for tenths and sometimes one hundredths of a second. And if we drop the tire gun or we’re just, we’re just, frankly, 3 to 4 seconds too slow on the tire change that takes the driver to make up 3 to 4 seconds. That can take hours and hours in the race when you’re only, you know, you’re you’re only chipping away at it at a 10th at a time. So, uh, endurance racing is the ultimate team sport. I truly believe, you know, and, uh, and, you know, entrepreneurship and running a running a small to medium sized business is, uh, right up there, you know, as well.

Lee Kantor: Now, can you share maybe. I don’t know if there are similarities, but obviously choosing the right people to become part of the team that buy into the mission and the culture. Are there any suggestions on how to kind of vet people to make sure they are the right fit, and they are going to kind of buy into that culture because like you said, you know, in your world, milliseconds count. Uh, so there’s no nothing too small to kind of pay attention to.

Ryan Hardwick: Yeah. Um, you know, culture, uh, culture matters. I mean, it’s tremendous in any in any team, um, you know, sport or in any business. You know, I can tell you from our business standpoint at Mountain Motorsports, we really did a much better job, I would say, in the latter half of our existence, um, the first half of our existence, we had, um, we had a mission statement, you know, and we had a, you know, uh, you know, set of rules and, you know, employee handbooks and those things. But these types of things are what most businesses have, and they’re not really culture derived. Um, in the latter half of our business, you know, we learn from others that came before us that were doing it better than us. Um, but we developed, uh, after a lot of time and, and hard work, uh, we developed a set of core values that we really lives by. We. Really? It’s it’s what drives the business. It drives our hiring decisions. It drives our hiring decisions. Um, it drives how we interact with our customers, how we interact with our vendors. And, and, you know, defining a set of core values that are shared, that are listed there, there at Mount Motorsports, there on the wall, you know, for everyone to read and see. You know, our in our employee meetings, we talk about them, you know, daily, weekly, um, we make every decision, you know, based on this set of shared core values. And, um, you know, so I encourage you, if you’re a business, you don’t have a set of core values that you share with all your employees and your teammates. Um, you need to work on developing it because it sure does make every decision. And, you know, operating the business and running the business together, uh, a heck of a lot easier.

Lee Kantor: So what are some of the core values at Mount?

Ryan Hardwick: You know, these are unique to every business, right? You know, at Mountain Motorsports, a lot of it is defined from, you know, the founders, right? You know, from myself and my best friend, uh, Justin Price. You know, we looked at what is how do we live our lives, right? You know. And what is it that we, um, you know, that we believe in? That is just the correct and right way to live. You know, I’ll I’ll give you one of ours is we do what’s right. Uh, all of the time, even when no one is looking, you know. And, yeah, that’s easy to say, but if you really think about it and do it, I mean, to really apply that to everything in your life, uh, whether it be family, relationships, um, you know, how you treat your friends, uh, you know, and especially how you treat your customers and your teammates is you just you just do the right thing. When you’re faced with a challenge, you do the right thing. And even when no one’s looking, and even if you could possibly get away with it, nobody’s really gonna know. We still do the right thing, even if it costs us money, even if it costs us, you know, profit.

Ryan Hardwick: Uh, we do what’s right, you know? And we believe that if you do what’s right over and over, you know, good things tend to, you know, come back to you. Um, another one for us is competitiveness. We live to compete. That is our core value. I mean, obviously come from racing my whole life. I think competition is good. I love it. Uh, I love to win. I hate to lose. And we bring that as a part of our business. You know, we compete on everything. We measure ourselves. Uh, we measure ourselves against our competitors. We measure ourselves against ourselves. All of our different dealerships are always competing against each other. And we like to know who’s the best, who’s on top, who wins, who loses. We keep score, we keep track, and we reward winning. And, um, we we we we condone failure. We don’t like it, but we, you know, someone does have to lose in competition, right? Um, but, uh, yeah, we love to compete and we play to win. And, uh, that’s another important core value for us.

Lee Kantor: Now, when it comes to the business and growing the business, um, what, um, where did the opportunity start bubbling up like you expanded obviously, from motorcycles to all kinds of motor sports. Was that kind of a gradual thing? Or, you know, when a new thing was invented, you’re like, okay, well, that we should be selling some of those as well. Like, how did you kind of capitalize on this trend?

Ryan Hardwick: No, it’s much more a bit more complicated than that. We’re very similar to, uh, we’re extremely similar to automotive dealerships. So, as you know, if you, uh, are able to grant it from, say, Ford to open a Ford dealership, those are licensed and franchised dealerships, right? Not anyone can open a Ford dealership. You have to apply. You have to be approved by Ford. There has to be an open territory for you to open a Ford dealership. And basically that comes at the control of the manufacturer. So for us, uh, we represent now we represent 12 different manufacturers. They’re all the top manufacturers in our industry. But we sure didn’t start that way. You know, we we began life as a single line Honda dealership. We were approved for a Honda dealership, uh, very close to my hometown where I grew up, uh, in East Tennessee. Um, and, uh, and that’s how we started, uh, we applied for and got approval. And it was a very competitive process. This was in the late 1990s. Um, the Honda did have a open point, is what they called it. So, uh, an area, a geographical area near our hometown where they were lacking sales in their current dealer network, and they assigned an open availability and were accepting applications for anyone, uh, you know, who could own and operate a motorcycle dealership in that area. And so that’s how we started life. We applied. There were thousands of people, I’d say thousands. There were hundreds of people that applied, uh, you know, at that time to, you know, have a Honda dealership, most of which were people who already had Honda dealerships, and they were trying to open their second or third one.

Ryan Hardwick: And, um, and our application was approved after there’s several layers. You have to go out and do a live in-person interview and, um, uh, myself, my business partner, we were young guys, you know, full of passion. Um, I was currently a student at the University of Tennessee. I was I was going to business school at the time, so I hadn’t even graduated college. Uh, but, you know, I was passionate studying. We, you know, we came from racing. We told our story of how we grew up with our father and, you know, loving, you know, these machines and dirt bikes and how we wanted to share, you know, that passion. And I think we just stuck out from our age, right. And our in our passion. And, uh, we went out and we, uh, obtained a really good partner, uh, to help us start the business. Who, uh, the guy was, uh, he owned the Yamaha and Kawasaki dealership in our hometown, and we were customers of his. We we that’s where our family, you know, bought motorcycles and jet skis and and we convinced him that. Hey, man, you know, you should be our partner. Uh, because, honestly, it was a prerequisite from Honda. You you they weren’t going to grant a dealership to a couple of, you know, 20 year old kids who had it never, you know, owned or operated any business in their entire life. Uh, so, uh, we had to have a partner who had to have a minimum of 25% equity in the business, uh, that had previous dealership ownership or general management experience. And that’s where our partner Charlie came in.

Ryan Hardwick: Uh, so there were three of us there to start, you know, that business. And, uh, and they approved us. You know, they approved us. And, you know, that was in 1999, and we were off to the races with construction and opened our first store in 2000. And how we grew, uh, in just like an automobile, automobile landscape, you can’t just choose to put a, you know, a Ford or a Chevrolet or a Honda or Yamaha dealership anywhere you would like. Most of the dealer network is built out across the United States of America. And so now to expand, to go from one dealership to two to 3 to 4, you have to do it through acquisition. So we had to become able and willing to be able to reach out and, and uh, you know, acquire, our competitors or dealers that were currently in the marketplace that were maybe looking to retire or just looking to sell their business. So, um, we’re we were essentially over 25 years. We became quite a regional consolidator of motorcycle dealerships. Um, to create our 11 dealerships we have now, we’ve had to make 26 acquisitions. So we would go in to a market that may have 2 or 3 motorcycle dealerships, each having 1 or 2 franchise brands. And we would go make deals to acquire, uh, all three in that market, and then we would combine them into one location. Uh, so each of our dealerships are really large facilities that have, you know, ten, 11 or 12 different, uh, brands within them. So, uh, we would combine smaller dealerships into larger ones, um, all around the southeast.

Lee Kantor: Now, how did the boats and the, um, you know, the other kind of water sport? Stuff.

Ryan Hardwick: Intertwined. That’s.

Lee Kantor: Is that the same? Is it the same rule like that? You like just anybody can’t sell a boat. They have to, you know, kind of be a licensed boat salesperson.

Ryan Hardwick: If you want to sell a new one, I guess you could. There’s a lot of less rules if you want to open a pre-owned, you know, boat or Marina dealership. But if you want to be a franchised retailer or the new, uh, manufacturer brands, um, yeah. You have to be approved by the, the original manufacturer.

Lee Kantor: So then does that do you have to like, is your locations near water all the time or some of the time.

Ryan Hardwick: No, we’re not with all of our markets are yes, close to water, but our locations don’t have to be on the water per se. So we’re more we like to be located more convenient for our customers. So most of our locations are like right on major interstate highways or, you know, major, you know, thoroughfare, you know, roadways. So like here in Atlanta, we’re on the Cobb Parkway in Marietta. We have locations on Interstate 20. Um, we have, you know, locations in Roswell and up in Buford. So we’re around the lakes, like in Atlanta, for example. We have dealerships close by to Lake Allatoona, Lake Lanier, and also Lake Oconee. Uh, so all of the watercraft that we sell, it’s convenient, uh, you know, for, like, the people traveling and stuff to those lakes to stop in, uh, for any service or maintenance needs they may have. Um, uh, yeah, but we’re not necessarily right on the water. That’s a little less convenient to get to for everybody.

Lee Kantor: And then you sell new and used.

Ryan Hardwick: Yes, sir.

Lee Kantor: On on all your brands.

Ryan Hardwick: Yep.

Lee Kantor: And so what do you need more of? How can we help you? You have locations right now in Georgia, Alabama and Tennessee. Uh, is that the plan to just keep expanding from that base?

Ryan Hardwick: Yeah, we just we we really like the southeastern United States. We’ve had opportunities to expand elsewhere in the country. We just for our industry, you know, it’s, uh, it’s more enjoyable to do these things and relatively warmer climates. You know, we we like areas with lakes. We like areas with public riding areas, you know, for all our off road vehicles. Um, and we love areas with, you know, awesome, you know, twisty, you know, pavement roads. Right. For all the on road motorcycles. So, you know, East Tennessee, North Georgia, you know, you know, uh, western Alabama, these are these are great markets for, you know, our products. So, uh, yeah, our, you know, uh, growth and expansion plans are centered, uh, not necessarily just in those three states that we currently are now, but around the southeastern United States.

Lee Kantor: Right. So I would imagine people in adjacent states are driving in to get to see the large selection and all the cities you offer them.

Ryan Hardwick: Yeah, we do. We pull in a lot of customers, especially from the Carolinas. Um, our Tennessee stores sell quite a bit into Kentucky, you know, to the north and Virginia, um, but, uh, uh, yeah, the state of Florida is very well covered. And, you know, dealer network, we don’t have a lot of people come up from Florida, but, uh, yeah, Tennessee, Georgia, the Carolinas, Alabama. Uh, yeah. We’re we’re we’re we’re the largest around for sure.

Lee Kantor: Now is the trend. Are you seeing more kind of motorcycle, uh, sales or versus kind of water? Uh, crafts.

Ryan Hardwick: It’s off road. Off road is really growing. Um, you know, both in the not really the ATVs, but the larger utility vehicles. I don’t know if you’re familiar with, like, the Polaris, uh, Ranger and Razor, um, you know, the Can-Am Maverick that these, you know, off road vehicles that are essentially kind of like small jeeps, but much more, uh, you know, uh, sophisticated, uh, suspension and, uh, and even powertrains and transmissions. So really off road capable vehicles that you can enjoy with multiple people. I mean, some of them seat like six people in them. So you can take your whole family and, you know, go camping and go off roading and, uh, you know, go up in the mountains. And so it’s a tremendously fun sport. And we’re seeing a lot of growth in that area.

Lee Kantor: So if somebody wants to learn more, have more substantive conversation with somebody on the team, what’s the website? What’s the best way to connect? And also maybe the best way to follow you in your racing.

Ryan Hardwick: Yeah. Uh Mountain Motorsports. Com. I mean, if you just do a simple Google search for Mountain Motorsports or, you know, largest retailer of motorcycles in the southeast, you’re we’re easy to find. And, uh, like I say, yeah, uh, several locations in Tennessee, Georgia and Alabama. Um, yeah. And then on the racing front, uh, currently this year I’m racing in North America’s leading championship, uh, which is called the IMSA WeatherTech Championship. Uh, we just finished our first race of the year. It’s the Rolex 24 in Daytona. Um, and next up for us is the 12 Hours of Sebring. Uh, another really grueling, uh, long endurance race in Florida. And we actually finished our championship in October, uh, here in Atlanta, uh, the Petit Le Mans at Road Atlanta. So it’s a ten hour endurance race. Awesome. Awesome event up in Braselton. Uh, if you’ve never had the chance to go. I mean, it’s an amazing time to come out with your family. Uh, you can get really close to the cars. Uh, just a general admission ticket. You can get down into the paddock, uh, and see all the teams and the the the pit road and the, you know, uh, all the, you know, tire changes and pit changes. You can see them all really up close and personal. Uh, a lot closer you can get than, like, a NASCAR or Indy car race. So, um, I’d love to invite anybody in the Atlanta area to come out to the petite Mama in October. It’s an amazing event, and I’ll be racing in it. Uh, in the number 912, uh, factory Manthey Porsche.

Lee Kantor: Good stuff. Well, thank you so much for sharing your story.

Ryan Hardwick: Yeah. Appreciate you having me on.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.

Tagged With: Mountain Motorsports, Ryan Hardwick

Leadership Lessons from a Life of Challenge and Change

February 27, 2026 by angishields

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High Velocity Radio
Leadership Lessons from a Life of Challenge and Change
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In this episode of High Velocity Radio, host Joshua Kornitsky interviews Kim Harrington, CEO of H10 Enterprises, about his remarkable journey from a challenging childhood and military service to leadership in business. Kim shares insights from his time in the Marine Corps and law enforcement, emphasizing resilience, discipline, and people-focused leadership. He discusses his transition into corporate training and consulting, highlighting the importance of empathy, communication, and supporting team members.

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Kim-HarringtonKim Harrington doesn’t just inform he transforms. Audiences leave with shifted perspectives, renewed purpose, and actionable strategies. His presentations create those rare “before and after” moments that change how people lead, work, and live.

Impact Through Service – Kim’s commitment to giving back is woven throughout his life’s work. He serves as Chair of the MADD Georgia/Alabama Advisory Council and Victims Impact Panel Speaker (40+ years), and Vice Chair of Movement School’s Governing Board.

He mentors youth in juvenile detention centers, teaches life skills to formerly incarcerated individuals, and supports Beat the Odds scholarship programs ensuring that young people facing adversity receive the same kind of transformational guidance that changed his own life.

Connect with Kim on LinkedIn and follow H10 Enterprises on Facebook.

Episode Highlights

  • Kim’s challenging early life and its impact on his leadership philosophy.
  • The transformative experience of joining the United States Marine Corps and the values learned.
  • The importance of teamwork, discipline, and attention to detail in military training.
  • Transitioning from military service to a career in law enforcement and the lessons learned.
  • The challenges faced during career transitions, including moving to a new state and job insecurity.
  • Founding H10 Enterprises and focusing on training and development for organizations.
  • The significance of leadership traits instilled in the Marine Corps and their application in civilian life.
  • The importance of understanding employee motivations and tailoring leadership approaches accordingly.
  • The role of effective communication and operational systems in successful organizations.
  • The perception of sales as a noble profession and the importance of fulfilling customer needs.

About Your Host

BRX-HS-JKJoshua Kornitsky is a fourth-generation entrepreneur with deep roots in technology and a track record of solving real business problems. Now, as a Professional EOS Implementer, he helps leadership teams align, create clarity, and build accountability.

He grew up in the world of small business, cut his teeth in technology and leadership, and built a path around solving complex problems with simple, effective tools. Joshua brings a practical approach to leadership, growth, and getting things done.

As a host on Cherokee Business Radio, Joshua brings his curiosity and coaching mindset to the mic, drawing out the stories, struggles, and strategies of local business leaders. It’s not just about interviews—it’s about helping the business community learn from each other, grow stronger together, and keep moving forward.

Connect with Joshua on LinkedIn.

Transcript-iconThis 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.

Joshua Kornitsky: Welcome back to High Velocity Radio. My name is Joshua Kornitsky. I am a professional EOS implementer and your host here today, and I’ve got an incredible guest here with me in the studio. My guest is Kim Harrington. Kim’s a leadership professional and CEO and founder of H10 Enterprises. His perspective on leadership is shaped by the environments where accountability matters and the decisions carry real consequences. Kim brings a practical, people centered approach to developing leaders at every level, and his work emphasizes clarity, clarity, pardon me service, and personal ownership. Welcome, Kim. It’s truly a joy to have you here, and I can’t wait to learn more about how you help people.

Kim Harrington: Yeah, man. Listen, thanks for having me, I appreciate it. The weather that we’re dealing with right now is a little suspect. However, we’re in the South. We’re in Atlanta, so just wait.

Joshua Kornitsky: Just wait.

Kim Harrington: Time. Wait. Three days will change anyway.

Joshua Kornitsky: Would you slide the mic just a little bit closer to you just to make sure we we get your voice? Thank you. So, um, let’s begin at the beginning. Tell tell us a little bit about yourself and what brought you to the place where you’re able to make this type of an impact.

Kim Harrington: Wow, I love that question. So up until 2005, I would not have shared this information with anyone.

Joshua Kornitsky: Okay.

Kim Harrington: And so, um, I was I was actually born to a heroin addicted mother.

Joshua Kornitsky: Okay.

Kim Harrington: And a career criminal father.

Joshua Kornitsky: Okay.

Kim Harrington: So by the time I was born, my father had already spent half his life in prison.

Joshua Kornitsky: Wow.

Kim Harrington: And because of that, I was raised in five foster homes and three group homes in New York City. And so I believe that all of us as leaders, we bring a unique perspective based on our belief window that we’re looking through. A guy named Hyrum Smith would talk about the belief window, and it’s basically how you’ve gone through your life.

Joshua Kornitsky: Okay.

Kim Harrington: And so those formative years dealing with abandonment, neglect, people being mean to you, not supporting you has been a true driver in my life. And obviously, there were people periodically that made a significant difference, teachers and mentors that did pour into me that I do appreciate and remember those vivid moments in time.

Joshua Kornitsky: And it must. But it had to have been a hard way to grow up.

Kim Harrington: Oh, 100%, 100%. But you know, when you’re when you’re in the blender and it’s on and you’re moving around, right? You don’t notice it as much until you get out of the blender.

Joshua Kornitsky: Fair enough.

Kim Harrington: Yeah.

Joshua Kornitsky: You don’t know how hard it is because you have nothing to compare it to. It’s your life.

Kim Harrington: There you go. It’s your life. Uh, and so I went in the Marine Corps when I was 17. Uh, so, uh, this was 1978.

Joshua Kornitsky: Okay.

Kim Harrington: And so that’s only three years removed from the end of the Vietnam War.

Joshua Kornitsky: Yep.

Kim Harrington: And so there weren’t long lines at the recruiting stations?

Joshua Kornitsky: No, I imagine not.

Kim Harrington: There you go. In fact, it was the reverse of that, where people, you know, our military was treated much different back then, much different in shameful ways. Uh, because, uh, any anybody that’s in the military or served in the military after January of 1973, post conscription, did it on a voluntary basis. So it wasn’t mandatory that people served and there was no draft.

Joshua Kornitsky: Right.

Kim Harrington: And so you think about the sacrifice of those men and women that served in the military post conscription.

Joshua Kornitsky: All the way to now.

Kim Harrington: All the way till now, and their families, because the families are involved in this as well. So the I would just say the the best decision Joshua ever made in my entire life was enlisting in the United States Marine Corps. The Marine Corps took me from a life of no direction to a life of absolute direction. It taught me how to be a man, how to stand tall, be proud, honor, integrity, loyalty, all those things. And to more than that, it took me from a place of being by myself. Feeling like I was on an island to being part of something bigger than myself. Being part of a team with the ultimate goal of accomplishing the mission regardless of race, creed, color didn’t matter about anything other than the mission.

Joshua Kornitsky: So I want to ask you about that. And first, of course, thank you for your service. But the part of that that’s a mystery to those of us who have never been in the military. Right. They use your words. They made you into a man. They taught you the discipline. They taught you how to make sure that the mission gets completed. And and I presume that in a post-military career, the mission still is, whatever the current focus is. So how does that happen? Because it can’t. You know, most of us, I’m sorry to say, have our particularly our view of the military, but specifically the Marines. You know, there’s a handful of movies that tell us how Marines are made. Um, and while I’m sure there may be some elements of truth. Uh, because after all, Arlie Emery was a marine drill sergeant, and he got that job as he was the advisor to the actor. And the actor was so bad he got the job. 100% Full Metal Jacket. Yeah, good for him. He made a career out of it. You know, most of us probably have a pretty convoluted understanding of what that looks like. So can you help somebody from the outside of that universe understand what, at a high level that transition looks like? How do you even find that path?

Kim Harrington: Yeah. So it’s that’s a fantastic question, by the way, and I’ll share with you why I think that’s a fantastic question. So I never had the intention of going in the military. It just it kind of happened. Uh, I was walking out of a McDonald’s on Jamaica Avenue in Queens.

Joshua Kornitsky: Okay.

Kim Harrington: Uh, the the f train was passing by above. And if you’ve ever been under an elevated train before, it is significant. It rattles your body. You can’t hear anything. And at that same time, I was passing by a glass door and there was a gold seal on it, said Armed Forces of the United States of America.

Joshua Kornitsky: Okay.

Kim Harrington: And something simply just drew me to that door, and I opened it, and I went in there. I eventually made it through the Army recruiter, the Navy recruiter, the Air Force recruiter, and ended up in the doorway of the Marine Corps recruiter. And his words to me were, come on in, young man. It’s okay. And then he put that video in. It says, are you up for the challenge? Are you up to being a marine? And it really showed and displayed something that was completely foreign to me.

Joshua Kornitsky: I can only imagine completely foreign.

Kim Harrington: The only, I would say the only consistent team type of event or organization was Little League baseball.

Joshua Kornitsky: Okay.

Kim Harrington: Little league play little league baseball.

Joshua Kornitsky: Little gap between Little League and the Marine Corps. I’m guessing.

Kim Harrington: 100%. 100%. But, um, I did I did take that step. I said, I am up for it. And then there’s a there’s a lot of stories that go along with this. But I was 17, I wasn’t 18.

Joshua Kornitsky: So you couldn’t actually join?

Kim Harrington: I couldn’t actually join. He said back then, I don’t know if they still do it or not, but he said, you have to have a parent sign for you. And I said, no problem. And I’m thinking my foster parent, right. And he said, no, you need a biological parent. And I said, well, that’s not going to happen.

Joshua Kornitsky: Right.

Kim Harrington: And he said, what’s her name? And I said, Beverly Wheeler. He said, give me some time. And so this is 1978. We didn’t have any technology whatsoever. I mean, if you wanted to study something, you had to go to a library, right? And so no cell phones. Within one week, the phone rang at the house. He said, I found I found her, she said she’ll sign for you. So now, of course, now she’s signed for me. Now I’m on the bus going to boot camp, and I have no clue about anything that you just asked me about. What’s the difference between that transition from civilian life to military life?

Joshua Kornitsky: Well, and even all joking aside, all the common references I just cited don’t yet exist.

Kim Harrington: There you go.

Joshua Kornitsky: You know, the Marines stormed the beach at Iwo Jima. There you go. Beyond that, you know, unless you had a military family, you probably didn’t know anything.

Kim Harrington: Nothing. And so the in the Marine Corps is so different and so unique. There is a reason for everything. There are 13 stars on every button. 13 original colonies.

Joshua Kornitsky: Okay.

Kim Harrington: There are seven belt loops on every single pair of Marine Corps trousers. The seven seas. And so there’s a reason for the way your pants hit your shoe has to be at a certain angle. On every single Marine Corps uniform, there is attention to detail that is off the charts. The ribbons that you wear have to be an eighth of an inch above the top of your pocket. Okay, this is made up stuff. That stuff is made up because they want you to pay attention to detail. Because when they give you a coordinate, if it’s 75 degrees, they want it to be 75 degrees, not 74 and not 76. Right. Because you have to be accurate. And so in the in boot camp, I was a complete follower as you think about this, as a 17 year old, I’m not 25 and there were some older people there, but I’m 17 and I don’t even know who I am at this point. And so I’m a complete follower. You follow instructions, you follow directions, and you make the best of your situation. And there were a lot of people that obviously wanted to give up while they were in there. But the drill instructors, although they were, um, like Full Metal Jacket, right? They were there to help support you and build you up after they break you down and to create those, those fighting machines basically is what we are is a marine, right? And so I would say the the main thing about the military is specifically the Marine Corps, is that it gives you so much courage, so much you have so much pride in yourself and your your fellow Marines that you will go through the fire for them without hesitation.

Joshua Kornitsky: So it’s it’s not just confidence, it’s bonding. It’s it’s and and does that translate to today? If you meet someone who was a marine you still have that connection.

Kim Harrington: So Joshua, listen, there’s this once again unique thing about the Marine Corps. If you find out someone is a marine, it’s like you’ve known each other your entire life. And my wife served in the army, so it does not happen with any other branch of the military, but with the Marine Corps. You find someone, find out someone’s a marine. The first thing you’re going to say is Semper fi, devil dog. So Semper Fi means always faithful, and Devil Dog is just kind of a nickname for Marines. Okay, there’s Devil Dog, there’s Leatherneck, there’s Jarhead.

Joshua Kornitsky: But typically I’ve heard them all. There you go.

Kim Harrington: And but when she when you I. This could be a marine from, uh, I could talk to a marine from the Korean War.

Joshua Kornitsky: Right.

Kim Harrington: And I served this. There was no conflicts in the world when I served. There was Grenada, and there was the, uh, the hostage crisis in Iran. That’s it. So. But I can talk to someone from the Korean War. I could talk to someone from Iraq or Iran. And immediately there’s a brotherhood or a sisterhood between Marines. Okay. That is. That is unlike any other branch in the world.

Joshua Kornitsky: So let’s go back. You’re 17, maybe 18 now, right? Uh, first of all, how long were you in active duty?

Kim Harrington: Six years.

Joshua Kornitsky: Okay. So you were there. You were there till you were the literal definition of a man, 100%. Um, you get through boot camp, what happens? You’re. When? When you graduate.

Kim Harrington: So. So in all the military branches, you take an Asvab test. It’s an aptitude test before you get in there. Based on your scores, you are going to probably get placement in a certain military occupational specialty based on your scores. My scores were low, so I was a I was an infantryman. Every single marine is an infantryman. I don’t care if you’re a four star general or a buck private. You all go into it. You’re a rifleman. So my MOS, upon graduating from boot camp was a machine gunner.

Joshua Kornitsky: Okay.

Kim Harrington: So the life expectancy for a machine gunner?

Joshua Kornitsky: Probably not great. No.

Kim Harrington: So when you hit the beach and you’re a machine gunner, your life expectancy is seven seconds or less. The only person that they target before that is the radioman, where they have a life expectancy of two seconds. So you you you graduate from boot camp, then you go to your, your infantry training school. My specialty was a machine gun. So I learned how to shoot an M60 machine gun. I don’t believe they have those anymore. But you learn how to do every single thing possible with the nomenclature of a machine gun, how to break it down, how to put it together blindfolded, how to do it with one hand, your off hand, and how to do it with the other hand. Uh, how to understand how to shoot the weapon. And when you’re a machine gunner, you’re in a weapons platoon. When you’re a weapons platoon, you have teams. So when you’re the machine gunner, you have other people. You have an ammo bearer.

Joshua Kornitsky: That are supporting the role.

Kim Harrington: You’re supporting my.

Joshua Kornitsky: Role. Gotcha.

Kim Harrington: And so if the machine gun weighs 29 pounds, 29 pounds is nothing. If you’re going a mile but 29 pounds, going 25 miles is super heavy. Now imagine being an ammo bearer, and you have to carry those cans of ammunition, which weighs a whole lot more than 29 pounds. So there’s it’s just a team effort. There’s there’s other things with the machine gun that takes a team effort. If once you shoot a certain amount of rounds out of an M60 machine gun, The barrel is literally on fire, so it has to cool down. But you have your team member with an asbestos glove. They’ll take it off so they don’t get burned, and they’ll put another barrel on.

Joshua Kornitsky: While.

Kim Harrington: You’re rotating. You’re going, you’re not stopping because you know, my barrel is off. I got to take a break. You know, everything is related to combat. And so the one thing that I, I would say that’s super different in the military than the civilian world is called the civilian world, is that camaraderie and teamwork. There is it is unmatched in especially the Marine Corps. It is unmatched, unrivaled. And I don’t believe I’m not. You never say never. Never say always. I don’t believe it can be replicated in a civilian world.

Joshua Kornitsky: It, uh, rather than argue because no one can know for sure. To your to your point, um, I understand exactly what you mean by that because for for Literally comparison’s sake. The expression tends to be, you know, having gone through combat together. Right. That’s that’s the common nomenclature for explaining a bonding situation. Trial by fire. Well, that fire is probably not a fire pit. Right. So. So it’s become our standard. So. So you emerged from this life and what happened to you?

Kim Harrington: So, uh, so once you reach a certain reach a certain point in the Marine Corps, um, there’s once again, like, just much, much like any company out here, when people change companies or change roles, right? There are things that happen in the military that will either keep you in there or kind of say, hey, maybe it’s time to look somewhere else.

Joshua Kornitsky: Right.

Kim Harrington: And so my, my changing point was that, uh, I wanted to be a drill instructor.

Joshua Kornitsky: So you’re looking for the easy way out? Yeah.

Kim Harrington: But I, I right. I was the model marine.

Joshua Kornitsky: Well, it’s a desire to. To help. Really? I mean, all, all stereotype of that role aside, that role, as you yourself said, is a supporting role to make better Marines. Yes, yes. That’s a pretty, pretty good aspiration.

Kim Harrington: Oh my God. And your drill instructors are you’ll remember for the rest of your life, first of all. But they are the most squared away knowledgeable people on the planet to you when you’re going through that, they are your mother or your father. They’re looking out for your health, your well-being. They are guiding you through the process all the way from the very beginning until the very end. And you know, they have your best interests at heart. And it is super hard. They have an Fu file where they they mess with you for no reason whatsoever just to see how you respond. Do you elevate or do you crumble? Right. One of the one of the building soldiers.

Joshua Kornitsky: You kind of need to know that.

Kim Harrington: Absolutely. One of the the things that, uh, that bothered me the most was something as, as innocuous as them saying two sheets and a blanket get online. And all that meant was you’re going to strip down your rack, you’re going to hold two sheets and a blanket with your pillowcase in your mouth. Everybody’s online and they say, you’ve got two minutes to make your racks move. That’s not a lot of time. And you’re talking about making your rack with a six inch fold and all the other things. Box corners is always going to be someone slow, always. And they’re going to say, oh, I see we’re not finished. And they would do this for hours. Not I’m not talking about 20 minutes, but for a couple of hours you would have to get to. And you know, by the time you’re done, you’re looking at that slow person like, hey, man. And they want you to do that. They’re encouraging you to be a unit and you’re going to be only as good as the weakest link, and you have to lift them up. And that’s what it’s all about.

Joshua Kornitsky: So how did you. Well, so you. So when you made the decision, uh, did you become a drill sergeant?

Kim Harrington: I did not.

Joshua Kornitsky: You did not.

Kim Harrington: So, uh, they said that I had to spend more time in my primary mos. So my first couple of years, I was on barracks duty in Yokosuka, Japan. Okay. So if you talk to any marine, they’re going to say barracks duty is pretty cake. It’s. You’re an MP basically somewhere. And I was an MP on a Navy base. There were 60 Marines on a basically as the command of the seventh fleet. Okay. The Navy, 60 Marines on a base full of sailors. And so, uh, it is it is easy duty, but it is hard duty because you’re a military policeman and you’re dealing with the adverse conditions of everybody. Right. Uh, and so I did that for two years. Then I was a machine gunner for a year, and then I put in for the drill field, and they said I had only spent a one year as a machine gunner, Enter. So I need to spend more time there. So basically what happened was I just got a new MOS and I worked at a military prison for three years.

Joshua Kornitsky: Okay.

Kim Harrington: Now I can share with you this that the whole thing about not judging a book by its cover is 100% true. Because you really see people that have been fully adjudicated after they did their crime, and now they’re serving their sentence, their consequences. And if I were just to look at somebody, I couldn’t say what they did or what they didn’t do. Sure. And there were people in there with some horrific, horrific crimes that they committed. And I would have never guessed in a million years that they would have done that because of their demeanor, their disposition, the way they communicated. And you find out what they did and you’re like, oh my goodness.

Joshua Kornitsky: Right.

Kim Harrington: And so that that helped me a great deal.

Joshua Kornitsky: That’s a huge lesson.

Kim Harrington: Oh, my. Listen, Joshua, that helped me a great deal because once I got out the Marine Corps, I was a California Highway Patrol officer.

Joshua Kornitsky: That was that’s you’re jumping to the next phase of the story. But that’s where we’re headed. Yes. So now, you know, and it’s it’s funny, you mentioned, uh, I, I’m involved with a leadership committee in Bartow County, and I know, uh, Chief Jody Matthews, the chief of the Euharlee Police Department, and as part of the the, um, committee that I was on, we got to see the police simulation that they use. Yes. Uh, one of many. And one of the scenes that that the officers go through is just this helpless woman who just needs your help because somebody took her whatever. And it’s a very interesting thing as an outsider to observe, because as soon as you turn, she kills you.

Kim Harrington: Of course.

Joshua Kornitsky: Um, but to all normal, uh, eyes, this was a person in need and a person asking you for help. Right. So now I understand exactly why that would tie in, where you learn not to judge that book by its cover. So? So now you’re in California and you’re a highway patrolman?

Kim Harrington: Yes.

Joshua Kornitsky: Where do we go from here?

Kim Harrington: Well, so you, um, when you’re in a military, first of all, it’s almost a natural transition to go in some type of law enforcement. Law enforcement? Sure. It just is.

Joshua Kornitsky: Especially because you’re disciplined.

Kim Harrington: And plus, if you have, like, I was an MP for two years and I worked in a prison for three years. So it’s almost natural. And so I applied at three different departments, uh, Orange County Sheriff’s Department, LAPD and the California Highway Patrol. And I got accepted at all three.

Joshua Kornitsky: Oh, wow.

Kim Harrington: Uh, but then I had a conversation with someone, and they said, hey, man, do you want to be chasing someone down in an alley when you’re such and such age? I’m like, oh, I don’t know about that. So I felt that the California Highway Patrol would be best suited for me and my skill set.

Joshua Kornitsky: Well, and based on the timing, chips should have been very popular.

Kim Harrington: It was very popular. I was a chocolate chip. And so but the the training also those three departments have robust, fantastic training. Most departments if you, if you really, um, did a survey, um, uh, Woodstock PD or anybody else like that, they don’t have a robust academy that they may attend. A lot of times. They may go through community college and take some courses, and then they’ll have some type of, uh, academy training, but it’s not extensive. So the California Highway Patrol training is a live in, 21 week program.

Joshua Kornitsky: Wow. So you got to go to a different boot camp.

Kim Harrington: Got to go to a different boot camp, and the attrition rate 50%.

Joshua Kornitsky: Wow.

Kim Harrington: Which is super high there. There are very a lot of challenges there that a lot of people don’t know about. But the first thing is that, uh, the attrition rate was 50%. We started with 140 cadets and we graduated 70. You? You have an opportunity. There’s tests all the time. You’re basically cramming in. I would say two years worth of an education into those six months. Five and a half months. So there’s a lot of exams. After you get the education and so you have an opportunity to take a test. If you fail it and you do not pass it on the retake, you’re gone. The minimum score to pass it is 70.

Joshua Kornitsky: If you take it high standard.

Kim Harrington: High.

Joshua Kornitsky: Standard but high. The outcome is the best of the best.

Kim Harrington: Absolutely, absolutely. And the other part of that is you can fail two exams. Retake them, pass them. You’re still good. If you fail a third one, you’re gone.

Joshua Kornitsky: Okay.

Kim Harrington: And so there’s a very high standard. There’s a there’s daily PT physical.

Joshua Kornitsky: That must have did it appeal to you. Because it sounds like coming from where you were coming from, you were used to maintaining a standard.

Kim Harrington: Yes. However, there’s always wake up calls in life. Sure. And that very first exam I took, I got a 71. And I did see other people fail the exam. And I saw other people fail the exam and not pass the retake. And they were gone. And I’m thinking to myself, I can’t be gone. This is everything I have right now. I’ve put everything in here so I cannot fail at this. And so it was a wake up call, which was a great wake up call.

Joshua Kornitsky: Better early than late.

Kim Harrington: Better early than late.

Joshua Kornitsky: So obviously, you must have made it through the Academy.

Kim Harrington: I did.

Joshua Kornitsky: And how long did you stay with the California Highway Patrol?

Kim Harrington: 16 years.

Joshua Kornitsky: Oh, wow.

Kim Harrington: So. And I retired from an injury, so I was. I would have still stayed there. And so. So 16 years of the academies in West Sacramento, in California. Then you have your first duty station, and you have a choice. There’s a list and you put in for it. And then based on everything that’s involved there. You’ll then basically go where they send you, right? And so my first duty station was Santa Cruz, California. I don’t know if you’re familiar with Santa Cruz.

Joshua Kornitsky: I’m not.

Kim Harrington: That’s why I’m so Santa Cruz is a beautiful area of California. It is 90 miles south of San Francisco on the coast.

Joshua Kornitsky: Oh, okay.

Kim Harrington: It is about 35 miles north of Monterey, California. And it’s probably 35 miles over the hill from San Jose, California. So this is a very this is an affluent area. It’s a beautiful area. But I was young, so 23 years old as a California Highway Patrol officer, which was was a benefit. But it was also kind of a drawback because I didn’t know what I didn’t know. Still, you’re young, you don’t know that you’re 23 and you’re doing a job. You’re enforcing the laws of the state of California. You are you’re part of an allied community, which means that we are supporting the sheriff’s department, the police departments, other governmental agencies. They’re supporting us. This is a Santa Cruz County is the second smallest county in California.

Joshua Kornitsky: So you must have been bored.

Kim Harrington: Uh, no, I wasn’t bored. But the the this not the activity of a city like San Francisco or Los Angeles or San Diego, but there’s always activity. Everywhere you go. People say, well, there can’t be a possibly be a bad. There’s a bad area everywhere that you go, even here in Woodstock.

Joshua Kornitsky: There are bad people that make the area. Absolutely.

Kim Harrington: And there’s alcohol everywhere.

Joshua Kornitsky: That’ll.

Kim Harrington: Do it. You think about, you think about people being under the influence and making decisions that they would not normally make if they were sober, right?

Joshua Kornitsky: Well, Lord knows no one ever makes a bad decision. Certainly not when alcohol is in the picture.

Kim Harrington: That’s right.

Joshua Kornitsky: Um, so 16 years. And were you injured in the line of duty, or is that something you will talk about?

Kim Harrington: Okay, I’m an open book. So, Um, I had been injured several times on the job, but the last incident that did me in was a collision.

Joshua Kornitsky: Okay.

Kim Harrington: And most people in the highway patrol, you’re exposed to extreme speeds with cars. Just. I mean, if you really think about it from a fundamental point of view, let’s say that someone is going 80 miles an hour and they just zoom by me. How fast do I have to go to catch up to them to initiate an enforcement stop?

Joshua Kornitsky: Right. There’s an acceleration curve where you’ve got to be going about 110 to get there.

Kim Harrington: That’s exactly right. The the roads that we travel on are not racetracks, which means they’re not designed like a racetrack. I mean, if there’s not going to be a pebble on a racetrack, they’re going to make sure everything’s removed from the racetrack because it’s so safe. There are roads in our country that the I call it the Superelevation is going the wrong way. If I’m trying to make a turn to the left and it’s leaning that way, That’s not good, right? But there are roads designed like that for whatever reason, or that’s the end result.

Joshua Kornitsky: Drainage or whatever.

Kim Harrington: Exactly. Right. And so it’s you have to be super familiar with your environment if you are in that role. And so there’s a California, they call it the land of the pursuits. Uh, and 16 years, I would say on average, I would be in ten pursuits a year, a year.

Joshua Kornitsky: That’s crazy.

Kim Harrington: It’s absolutely crazy. There’s some people that will go their whole career without being in one pursuit in different departments.

Joshua Kornitsky: And you had 150 of them, at least.

Kim Harrington: And there are times where you are the passenger in the car during a pursuit, or you’re the driver, and once again, you are relying on the other person to do everything possible to achieve the goals. I’m relying on the person driving the car that they’ve gone through, the same training that I’ve gone through, and they’re going to be diligent, following all the rules that we follow to make sure we stay safe, I stay safe. Right.

Joshua Kornitsky: That’s crazy. So obviously there was an accident of some sort.

Kim Harrington: There was an accident, and it was. It is just weird how people, um, the news, how they present information. So this was a we were back in another officer up. He was on a traffic stop. The vehicle came back as stolen. There were two people in the vehicle. They were making furtive movements. They were moving around. He called for some backup. So we’re flying there to back him up. The other officer said, hey, make sure you turn nighttime, so make sure you turn your lights off so you don’t silhouette me to the people in front.

Joshua Kornitsky: Right.

Kim Harrington: And so we turn the lights off. But once you turn your lights off, your depth perception is off. We ended up. Long story short, my partner ended up running into the back of the other patrol car. Uh, and it was a devastating collision. My knees broke up the dashboard. Everything was just. There was a helicopter overhead. It was smoke up in the air. Wow. And the only memory I had up to that point was the other officer running by, and I saw highway patrol in the back of the other car and then collision. And then you’re like, come back to your senses. Uh, so the press said that a drunk driver had run into the back of a highway patrol car on the freeway, and I was like, that’s interesting. I was there, and I don’t remember that, but. Right. But so that that was the the last one it did me and I was I think I was 40 years old at the time. And my wife said, hey, how much longer are you going to do this? Because it’s not just about me like this getting in a car. It’s me putting on 20 pounds of equipment, me wearing a duty belt that has handcuffs in the back, and now I’m not sitting in a seat the same way I would if I didn’t have anything on. Right. So there’s a lot of factors involved with your safety and how are you going? I mean, am I going to run after somebody at this point where, you know, I had knee surgery and then my back was messed up? How safe can I be?

Joshua Kornitsky: Right. And never mind protecting and serving the people of the community. It’s just your ability at that point to function as a normal human being.

Kim Harrington: Absolutely. Absolutely.

Joshua Kornitsky: So what did you decide to do? You’re now you’ve you’ve been a marine. You’ve been a highway patrolman. You decided it was time to put your feet up. No.

Kim Harrington: Um, so the cool thing about California, and specifically the state is if you get injured on the job, they have something called 4800 time. And so 4800 time basically is you have a year to obtain vocational training for the next, whatever the next is.

Joshua Kornitsky: That’s amazing.

Kim Harrington: It is amazing. Not only that, during that year you’re getting full pay tax free.

Joshua Kornitsky: That’s got to be life changing.

Kim Harrington: Life changing. And so the first thing I did was I took a couple months off. And then I had a friend that worked at a gym, and he was he was just working at the gym. He was doing his thing. Very nice guy. He was even a bodybuilder at one point in time. Then all of a sudden, one day things switched for him and he went from working at the gym to driving an $80,000 car and wearing $800 suits.

Joshua Kornitsky: Okay.

Kim Harrington: And I said, dude, what happened? He said, I got my real estate license. And so he was a real estate agent, and he started to become successful. And he had been doing it back then. I just didn’t know it. And I’m the first thought was, if that guy can do it, I can do it. Right. So I got my real estate license. I used that time to get into real estate. And there are certain, um, organizations, certain industries, that there are companies that are really good at onboarding, really good at training. And so back then it was Coldwell Banker this Keller Williams. Now there’s companies that really invest in their people with training, which everybody should do. By the way.

Joshua Kornitsky: I agree.

Kim Harrington: As.

Joshua Kornitsky: A The leadership team trainer. I agree.

Kim Harrington: Yes. Uh, so I did that for a year in California, and then, um, our family dynamics, we needed to move out of California because one of my my kids needed a change of environment.

Joshua Kornitsky: Okay.

Kim Harrington: Uh, so we we got on a computer. There was nothing keeping us in California. So we looked at, uh, areas with great schools and parent friendly. So there were two locations, believe it or not, after all that intense searching, two places came up. One was a location just north of Orlando.

Joshua Kornitsky: Okay.

Kim Harrington: The other one was right here in Georgia in East Cobb. And so we said, well, Florida’s probably a little bit like California, so we’re going to pick Georgia. I didn’t know one person here. And I went from 100% commission job to 100% commission job.

Joshua Kornitsky: And roughly what year was this?

Kim Harrington: This was two months before September 11th.

Joshua Kornitsky: Oh, okay.

Kim Harrington: And so if you and I didn’t think much of it. Then we had sold our house. We had some proceeds. Not a lot. We had two vehicles, kids, a couple of dogs, and we caravan across the country to go to Georgia. And obviously, my wife and I already found a place here. But that’s a risk.

Joshua Kornitsky: Yes.

Kim Harrington: I didn’t I didn’t view it that way then. But years later, when I my best friend in the world, he talked to me about it, he said, man, I really admired you for that. And I’m like, what are you talking about? And then he really explained it to me that.

Joshua Kornitsky: It was just your next step in your.

Kim Harrington: It was just my next step.

Joshua Kornitsky: So you’re here now? You’re real estate agent? Yes. And I assume you have some measure of success.

Kim Harrington: Yes. However.

Joshua Kornitsky: Man, there always seems to be a however.

Kim Harrington: There’s always a however. So this is you think about 2001. Uh, and so this was the time of the.com era.

Joshua Kornitsky: I remember it well.

Kim Harrington: There you go. And then so now we have this thing called the.com bubble. And that bubble was bursting the entire time I was there during real estate and the it finally burst. If you were a real estate agent, life was not good for you. If you were a lender. Life was fantastic for some reason and it seems to be that way sometimes. But um, so the bubble finally burst. Uh, don’t spend your money before you have it.

Joshua Kornitsky: Yep.

Kim Harrington: Uh, however, my my wife made plans. We started putting things on credit cards, and I had two deals. Not close, so I was. I was in a bind because of that, um, extra debt that I wasn’t counting on. Uh, and at the same time, I was being recruited to work at a financial services firm, a company called home Bank here in the southeast, which was a phenomenal company. Uh, it is probably one of the top three companies I’ve ever worked for in my entire life.

Joshua Kornitsky: That’s great.

Kim Harrington: Fantastic culture, great people. We were on fortune magazine’s best 100 companies to work for all four years. I was there in 2007 when we closed our doors. We were ranked 14th on fortune magazine’s best 100 Companies to Work For.

Joshua Kornitsky: Wow.

Kim Harrington: The only reason why we weren’t higher was because we didn’t have on site daycare and the CEO of the company, which is an amazing man, Pat flood, he said. If we can definitely have on site childcare here, but we can’t have it in Tennessee, we can’t have it in Florida, and we can’t have it in North Carolina. So if they can’t have it, then we’re just not going to have it as a company.

Joshua Kornitsky: Right. Okay. So again, you’ve now reinvented yourself for the fourth time. Yes. Uh, and that doesn’t count the little ones in between. That’s right. Right. So now, uh, you said they closed doors. What did you do next?

Kim Harrington: Well, it was a wake up call, too. And the reason why it was a wake up call was, uh, I was I was drinking the Kool-Aid. I literally thought I was going to retire there. I did, absolutely. I was.

Joshua Kornitsky: Until the rug got pulled out and it was great.

Kim Harrington: I was 46 years old at that time and I said, well, this is it. I mean, everything’s fantastic. I can be myself, I can flourish, I can advance, I can do great things here and help people at the same time. Because if you’re a lender, it’s all about helping people. It’s all about helping people. And the other thing about that is that you’re not offering anything tangible. They can’t touch it. They can’t feel it. It’s not like you’re selling a house, right? And so there’s a trust factor, and they really have to believe in you that you’re going to deliver on everything that you’re promising. And so the wake up call was this, um, I had just taken over a territory in Tampa, Florida, relocated my family down there, and I had been down there maybe six months, and everything was going fantastic, I thought. And then on August 7th of 2007, they said, hey, we’re closing our doors on August 10th.

Joshua Kornitsky: Wow.

Kim Harrington: So, three days notice. No one asked me, and I’m being dramatic. But no one asked me what I thought about it, right? And obviously it’s business, right? I get it, I understand. But I felt like I got slighted. I felt like they were, um. I felt like I was that kid again in New York City, that I was being marginalized.

Joshua Kornitsky: Well, and obviously they were seeing the writing on the wall because come 2008, the bottom dropped out.

Kim Harrington: Absolutely.

Joshua Kornitsky: So what are you doing at that point?

Kim Harrington: Yes. And this is where.

Joshua Kornitsky: So you’re still in Tampa?

Kim Harrington: Still in Tampa. And this is where life really changed for me. And I would say in a positive way, too. And I’ve had a lot of things happen along the years that that have been great. I’ve had some obviously challenges like everybody else.

Joshua Kornitsky: Sure.

Kim Harrington: But this one thing said, hey, well, I got a family, I got to do what I got to do, and I wasn’t going to get a job with another mortgage company because everybody was suffering.

Joshua Kornitsky: Right?

Kim Harrington: And so I ended up doing basically freelance contract work for training and development companies.

Joshua Kornitsky: Okay.

Kim Harrington: And so this is where H10 enterprises was founded in 2008. But I would work for training and development companies. And I would um, I would call on large companies, midsize companies, small companies, get them excited about having me come in and do an assessment on their sales or service teams to see if we can increase costs. Uh, I mean, excuse me, increase profit or decrease costs.

Joshua Kornitsky: Right.

Kim Harrington: And get people on the same sheet of music to make sure that everybody’s productive and successful in the company. And the sweet spot were call centers. I would say 90% of these were call centers. And so if I was able to to get on site, I had secured the business 75% of the time.

Joshua Kornitsky: Wow.

Kim Harrington: 75% of the time.

Joshua Kornitsky: It’s a hell of a closing.

Kim Harrington: It is a hell of a closing rate. But the fact of the matter is, and I’m not trying to be crass or anything, but most people do not know how to sell as a professional.

Joshua Kornitsky: I would absolutely agree with that statement. Yes, it’s true. And people have uh, and I see this quite often. People are embarrassed to ask for money for their goods or services. Yes. And I grew up in the car business. I don’t have that affliction. There you go. Uh, but I completely agree with you. Now, I have to ask at this point, because now you’re interacting with various organizations and different teams. Does your military experience come into play here? Is there?

Kim Harrington: Absolutely.

Joshua Kornitsky: Is there anything in your background that helps you make an impact in this space?

Kim Harrington: Yes. So in the Marine Corps, first of all, the Marine Corps is a breeding ground for leaders.

Joshua Kornitsky: I believe that.

Kim Harrington: There are 14 leadership traits inherent to every single United States Marine, whether you are a buck private or a four star general. 1414 everyone knows him. And so there’s a judgment justice, decisiveness, integrity, dependability, tact, initiative, enthusiasm, bearing the way you carry yourself, unselfishness, courage, knowledge, loyalty and endurance.

Joshua Kornitsky: There’s got to be an acronym in there.

Kim Harrington: Jj did tie buckle.

Joshua Kornitsky: Is that how you remember it?

Kim Harrington: That’s how you remember it.

Joshua Kornitsky: Okay. And so I mean, those are all incredibly admirable traits.

Kim Harrington: And they’re portable. Obviously they’re useful in the military, but they’re also useful not only in your professional civilian life, but in your personal life. 100% in your personal life. And so the reason why the the leadership traits are there in the Marine Corps is because it’s next man up. If you really think about, um, combat situations, part of combat is that someone is probably not going to go home with you. Right. And if it’s a let’s say it’s a lieutenant, uh, the next person up, if the lieutenant’s gone, is probably going to be a sergeant.

Joshua Kornitsky: And they have to know what the standard is to step into.

Kim Harrington: Absolutely. There’s no on the job training to be a leader in a marine.

Joshua Kornitsky: A combat.

Kim Harrington: A combat situation is next man up. You’re going to get on the radio. You’re going to do whatever it is because you’re next man up. And so the the portable skills of the 14 leadership traits are, uh, just it’s who I am as a human being, first of all. And so the way I communicate on the phone, the way I secure business, the way I travel, the way I pack my bag, the way I show up at a job site, I’m going to be super squared away. I’m going to be very, very, uh, mindful of the way I communicate with the receptionist, the person keeping the place clean. Uh, all these people are super important to me in an authentic way, not in a hey, I better say hi to this person. No, I mean it honestly that this person is an integral part of that company. If I walked in that company and there was trash everywhere, what would be my impression of the company? Trash. Trash. If I walk in there and I can’t understand what the receptionist is saying.

Joshua Kornitsky: At the very least, frustration.

Kim Harrington: It’s going to frustration. And so there’s there’s a there’s a reason for, um, everyone’s role. And if everyone in a company appreciates everyone’s participation as being part of the company, they flourish. It’s when it’s when people have a superiority complex that there are challenges. And it could be leadership. It could be the, um, the top salespeople. It could literally be anybody. It could be the person if they have a cafeteria serving the food and they think it’s their kitchen and their food and you’re going to do it and but they’re impacting other people. Uh, so I would want everybody to be mindful of that. But so when I show up to a job site, I’m there to learn. So of course you conduct effective discovery leading up to it. But even when you’re there, I want to be a fly on the wall. I’m going to ask questions. I’m going to meet with leadership and say, I’m here. Where do you want me to go?

Joshua Kornitsky: Right.

Kim Harrington: I’m going to introduce myself to the person. I’m saying I’m invisible. I’m not going to ask you any questions. I’m just going to sit here if that’s okay. And that’s really the the gist of it is that I’m obtaining information. I’m getting data so I can put it in a proposal and I might say, hey, listen, you guys are doing everything great. And and that’s it. More likely than not, I’m going to say, hey, there’s areas where there’s an opportunity for improvement.

Joshua Kornitsky: And that’s it. And I think that’s an important distinction. Right. It’s not that they’re doing something wrong, it’s that there’s always an area where there’s opportunity for improvement. Always. Yes. No matter how well run an organization is, there’s always a spot. In fact, you know, we we tell our clients that that our goal is Lose 100% achievement in in all of the strengths and all the categories. But we accept that 80% is reality because 100%, even if you achieve it, is not sustainable over the long haul for anybody or anything. And I think that’s a really important distinction. So in the work you’re doing now, obviously you’re still helping companies 100%. What. Well where does I’ll get the acronym wrong? I’m just going to.

Kim Harrington: Jj did tie buckle.

Joshua Kornitsky: Where where where does this fit today.

Kim Harrington: Well I would say that there are two that that jump out at me. And the one that really jumps out at me is dependability. Because, you know, you think about being credible. You have to be being credible means that I understand you. I understand you as a CEO. I understand you as an EVP of sales. I understand you, uh, your operational, uh, view of everyone in the company. And I understand your competition. I understand these things may have factors outside factors on your business, whether it’s current events or something else. Sure. So I understand. So I have to be credible with the information that I have that I’m going to share with them. Sales is sales by the way. And whether I’m selling a pen or I’m selling a mortgage, sales is sales. However, um, there are different, um, strategies, there are different processes in place, and the goal is to make them as effective as possible. Uh, part of being dependable is being on time. Uh, you know, we have this right here. I want to be at least ten minutes early. Right? I don’t want to show up at the time because that’s not on time.

Joshua Kornitsky: Right? Early is on time.

Kim Harrington: Early is on time.

Joshua Kornitsky: Vince Lombardi.

Kim Harrington: Vince Lombardi and just, uh, you know, having manners, uh, understanding that, um, my goal right now, my company, my goal is to help everyone reach their full potential.

Joshua Kornitsky: What are the types of organizations that you primarily work with?

Kim Harrington: So it doesn’t matter. I’ve worked with Hewlett Packard. I’ve worked with companies like Carlton Bates, which is out of little Rock, Arkansas, which they sell little widgets that I don’t know how they make money off of. I’ve worked with a company called Corbis. Corbis is a comparable to Getty Images. Okay, so they sell obviously sell images and things like that. So it really doesn’t matter the type of company, it matters the function of what I’m going to be there for. So I do I do keynote speeches, I do motivational speeches, but I also do the back end stuff where there’s a I have a two day workshop on communication skills, you know, so it’s really about, um, being becoming an effective communicator, right? Learning how to have a process of even structuring what you’re going to say If, for example, even me coming in here today, I have a general idea of what we’re going to talk about. So of course I’m going to prepare before I come in here. I’m not just going to come in here, and then you start it and wing it, and you start talking to me, asking me questions about NASA. And I’m like, I got nothing on that, right? So there’s always preparation if I sales is a beautiful, um, industry to be in a beautiful role to have, you can take care of your family if you’re doing it the right way. And what I mean by the right way is, uh, being in other centered person rather than a self-centered person. It’s not about what I’m going to get out of it. It’s is I’m going to ask you discovery questions. I’m going to identify an area where you have a need, and then I’m going to offer something if I have it that aligns with that need to help you. If if I don’t have something, my goal isn’t to say, well, we can’t work together. My goal is to say, well, listen, let me make a couple of phone calls. I have some somebody else that may be able to help you. Would you like an introduction?

Joshua Kornitsky: And and ultimately, you’re still leading with helping first. Right. And and do you, um, work with individuals one on one or are you primarily team based with the organizations?

Kim Harrington: Well, so I do work with people one on one. And typically it’s for a limited time only. I usually work with companies and it doesn’t matter if they’re small, mid-size or large. But I like the companies because I can put a roadmap out for. And I don’t want to, you know, you do it individually. You’re going to charge people a lot more money than.

Joshua Kornitsky: Well, but you’ve got such a unique background and unique experiences that I imagine the type of guidance that you probably provide one on one. And it’s funny because I had this conversation earlier today. Um, confidence is a funny thing. Yes. And the. The best speaker in front of a crowd of a thousand is likely sweating through their clothes underneath their jacket. Right. Right. Whereas some other people can step onto that stage and talk to 10,000 people and and not shed a drop of sweat.

Kim Harrington: That’s right.

Joshua Kornitsky: But they neither one of them can share that outside of the group of advisers that they have. And I see that as a place where you probably, without asking names, can provide that type of confidential guidance because nobody wants to be known as the CEO or the VP without confidence.

Kim Harrington: That’s right.

Joshua Kornitsky: And it’s unfortunately going back to the book and its cover. That’s an example where we judge entirely harshly. If we think that a great leader lacks a core skill, we will immediately the company’s value will drop, people will lose confidence in it, and it’s nothing more than somebody stumbling through a bad speech.

Kim Harrington: Right. No, no. Yeah. So I have worked with people one on one. It’s I guess let me put it to you this way. My bulk of my business comes from organizations, and I do a one off, one on ones. But what I found, found doing that is that my target audience isn’t as robust as it is because you’re you’re still marketing. You’re doing all the things to generate business. So it’s I guess it’s a little bit easier to get business from larger organizations than it is one on one.

Joshua Kornitsky: 100%. But but what I have found is often in that group there’s someone that your story resonates with. And we we took a long trip. Thank you for sharing so much of your life to get here. But ultimately, this is what I wanted to talk about with you, was to better understand who you help and how you help. But I think the journey we took to get here. Tells everybody why you help. Yeah. And and why talking to you and getting guidance and, um, assistance from H10 enterprises is a worthwhile investment of time and resources because you have an incredible story backing you up. That’s all you. Yeah. Um, what is your favorite type of organization or organizational role to work within? Is it sales? Is it? You seem to have an affinity for it.

Kim Harrington: I do. So, um, so first of all, my my favorite audience are leaders. Okay. Um, and it doesn’t matter what industry. It doesn’t. They don’t even have to be in sales. Sure. But what I found with leaders is, and I’m sure you’ll agree, is that typically when they have a one on one or a power meeting with someone, it’s not structured. It’s especially if it’s sales. They say, hey, you know, your numbers are low. I’ve noticed this for the last couple of meetings we had. You’re going to need to bring your numbers up. So let’s work on that. And we’re going to meet again in next week or two weeks. And then that person will leave the room scratching their head saying, hey man, you’re my manager, help me. So, um, what I love doing with with leaders to say, hey, listen, let’s just peel the onion back. We need to get to know our people. We need to know whether there are independent thinkers. We need to know if their detractors. We need to know if they’re they’re strivers or achievers. And I’m going to allocate my time accordingly. The challenge with most leaders is they spend the bulk of their time with detractors. They spend the bulk of their time with people that are a rub.

Joshua Kornitsky: Right.

Kim Harrington: And, you know, you know, we try to fix people. And if we have that fixing mode in our head like, hey, you know, I’m going to fix this guy, I’m going to make sure, well, I’m.

Joshua Kornitsky: 80% of your time is fixing the the moderate performer. That’s right. While the top performers are floundering because they get no support.

Kim Harrington: Not only that, they’re not feeling the love. And so there’s an opportunity for them to leave and go somewhere else. And so if you if you think about someone that has a high will level, but their skill is low. To me that’s where you spend the bulk of your time. Because I can teach you what you don’t know. I can’t teach you to care.

Joshua Kornitsky: No, and that’s actually a point that I find myself making more and more. Um, we cannot, in a business context, make someone give a crap. Either they’re wired for it or they’re not. To your point, capacity can be taught to some degree, but if you don’t get it and you don’t want it, there’s not really a magic pill that’s going to fix that.

Kim Harrington: No.

Joshua Kornitsky: And it’s time for everybody’s benefit for for you to find another place to be.

Kim Harrington: That’s that fork in the road conversation. Yeah. You know, and so I love working with leaders to get them to understand that their, their entire existence is to remove barriers to the success of their people, to lift them. Basically, look at yourself as an inverted organizational chart. You’re on the bottom, and you’re holding the weight of the organization on your shoulders. And your job is to help everybody get to where they need to get. And if they can do that, they’re going to really think about it as opposed to, well, I need to increase revenue, I need to decrease costs, I need to do this and doggone it, you better do it or that’s the challenge, right? And you think about EOS and putting those operating systems in place, helping organization function and a like a Swiss watch. Yeah.

Joshua Kornitsky: Well it goes back to, to a joke that’s so old. The first time I saw it was on a fax machine that the beatings will continue until morale improves. There you go. Right. If all you have to do is yell at him to get him to be productive, you might be thinking about it the wrong way. That’s right. If that’s your only solution, um. And it seems to me, Kim, that you have found a way to harness all of the raw material that went into forging you.

Kim Harrington: Yes.

Joshua Kornitsky: And, and and have really beat that into a pretty sharp sword.

Kim Harrington: Oh, yeah.

Joshua Kornitsky: And it sounds like you love what you do.

Kim Harrington: I love what I do, and it’s really it really boils down to a process. It part of the process is. And it’s not brain surgery. Right. This is everything that we do is always going to be about people. Ai is fantastic. I use AI, it’s fantastic.

Joshua Kornitsky: Collaborative tool.

Kim Harrington: There you go. Uh, however, it’s always going to be about the people. And so I need to know how to communicate with people. Part of me knowing how to communicate with people is identifying their personality type. Are you super task oriented or your relational? I’m going to adapt and adjust my communication style to best suit you. If I’m trying to help you, I’m not going to treat everybody the same and be neutral. That’s just not how the world works. And it doesn’t mean that I’m going to become the other person, but.

Joshua Kornitsky: No, but you learn from them.

Kim Harrington: Of.

Joshua Kornitsky: Course, right?

Kim Harrington: If you. If I’m talking to someone that’s super task oriented, I’m not going to talk about little Jimmy at the soccer tournament, right? I’m not going to talk about the weather. It’s I’m really going to talk about the data, the details, because they care about results over relationships. Yeah. If I’m talking to Jim Carrey and all I’m talking about is data.

Joshua Kornitsky: He doesn’t care.

Kim Harrington: No. He’s like, man, don’t I get a kiss first? Yeah. And so I want to make sure I know who I’m talking to. And as long as I know that, then I can adapt my communication style to to benefit them. I can ask amazing discovery questions. Open ended, clarifying, checking questions to make sure I’m getting all the information I need in order to present my information. The very best light, because a company can have a special and they can do all this other stuff and say, if you sign up with us now, we’re going to. Well, I don’t need that. Why are you trying to sell me something I don’t need? And and think about it this way from a customer’s point of view. If I just say the word salesperson to people, just that word alone, right? Typically they’re going to lean towards a negative.

Joshua Kornitsky: Yep.

Kim Harrington: And they’re leaning towards a negative because of personal experiences. They’re leaning to. Have you ever seen a salesperson in a television show or a movie depicted in a positive light?

Joshua Kornitsky: Not without some considerable thought. Can I give you anything other than a no.

Kim Harrington: That’s right. And so then you have the the news media, you know, live at five. We have this pill, doctor, live at five. We’ve got this mechanic shop and they’re always talking about what someone’s doing wrong as opposed to what they’re doing right. And the gift of sales is that your your your your job, your role is to identify a need and fill the need with what you have. If you don’t have it, then you find somebody that that can fill it and that’s it.

Joshua Kornitsky: Right. So I want to ask one more question that occurred to me from what you just shared. Yes. And I don’t I want to ask it in an open way so that I’m not leading you to an answer.

Kim Harrington: Okay.

Joshua Kornitsky: Is it okay for a leader not to know what to do?

Kim Harrington: Yes.

Joshua Kornitsky: Why?

Kim Harrington: Because you have other resources. I’m not going to as a leader. I’m not going to know everything. But let me put it to you this way. Just everyone, whoever’s listening to this, think about when you started a new role at a company and you went to your first meeting and they were using acronyms, uh, they were saying.

Joshua Kornitsky: The bane of modern existence.

Kim Harrington: That’s right. And they were using acronyms. They were talking about all this other stuff and everything literally sounded French to you other than, hey, Kim, how you doing? Right. And so that is the beginning. However, over time, you’re going to get all that knowledge. And people are hired into leadership roles in companies that they have no clue about how the company runs or operates, but they’re hired because they’re a great sales leader. They’re hired because they’re a decent human being that can make a difference in an organization. The rest of the stuff, the X’s and O’s, they can learn. And so the other part of that is you have to rely on other people. If if I’m on an operations side, I’m going to make sure I have the tools for the other people to be successful. I don’t need to know how to sell anything. I just need to know how you sell it.

Joshua Kornitsky: Provide the keys to the success. Easier than trying to be all things to all people.

Kim Harrington: That’s right. I mean, think about how many leaders or people that own companies that, um, that they don’t have any social skills, but their company is super successful?

Joshua Kornitsky: Sure.

Kim Harrington: Well, because they have people in place that can do those things that they have a deficiency at.

Joshua Kornitsky: I think it was Bill gates who said that he always hires lazy people because they find the fastest way to get things done. And and mind you, his version of lazy people and other version of lazy people. Probably a pretty big gap. Big gap. Uh, but the concepts the same is you hire the right person, they’ll find the right way to get it done. That’s right. Kim, what’s the best way for people to get Ahold of you?

Kim Harrington: So, uh, best way to get in touch with me. Go to my website, Kim Harrington.

Joshua Kornitsky: Com, and we will share those links, please.

Kim Harrington: Kim Harrington. Com or you can, um, email me at info at H10 enterprises. Com.

Joshua Kornitsky: Fantastic.

Kim Harrington: My telephone number. My telephone number is (813) 830-3545. I know a lot of spam calls from that come from that area code, but it is my number, so I will make sure someone answers that phone.

Joshua Kornitsky: Fantastic. I can’t thank you enough. The time flew by and it was a great conversation and you’re fantastic teller of your story, but just stories in general. Uh, and I think that’s what resonates most with people.

Kim Harrington: Yeah, well thank you.

Joshua Kornitsky: Thank you so much for your time.

Kim Harrington: I appreciate you, Joshua.

Joshua Kornitsky: Oh, it’s my pleasure. So my guest today again has been Kim Harrington. He’s a leadership professional and he’s the CEO and founder of H10 enterprises. And I think as everybody heard, his perspective on leadership really is about accountability and that real consequences come from the decisions that are made. Um, we will share all of his links. I appreciate your time. I appreciate your insight. Um, my name is Joshua Kornitsky. I am a professional EOS implementer, and this has been a really amazing, uh, version and and episode of High Velocity Radio. Thank you so much, Kim. We’ll see you guys next time.

The Human Element: Why Your CRM Needs More Than Just Software

February 23, 2026 by Jacob Lapera

High Velocity Radio
High Velocity Radio
The Human Element: Why Your CRM Needs More Than Just Software
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In this episode of High Velocity Radio, host Lee Kantor interviews Jason Kramer, founder of Cultivize. They discuss the challenges businesses face with sales follow-up and CRM adoption. Jason explains how Cultivize helps companies choose, implement, and optimize CRM systems to improve lead conversion and prevent lost opportunities. He shares real-world examples, highlights the importance of ongoing support and accountability, and warns against underestimating CRM complexity and hidden costs. The episode offers practical advice for businesses seeking to build scalable, effective sales processes and maximize the value of their CRM investments.

Jason Kramer founded Cultivize, a CRM consulting firm specializing in lead nurturing strategies and technology. With 15 years of experience running a creative agency, he identified revenue gaps in marketing and sales funnels for distributors, service providers, marketing agencies, and manufacturers.

He launched Cultivize to provide customized CRM solutions and empower businesses to improve productivity, amplify lead conversions and provide detailed insights on customer journeys from the top of the funnel to the sale.

When not strategizing in CRM, he enjoys family time with his wife, two kids, and two dogs in their lively New York home and, when it’s warm, cruising on the Hudson River.

With over two decades of marketing experience, Jason’s career began in the early 2000s as a designer. He had the privilege of crafting campaigns for renowned brands such as Virgin Atlantic Airways and Johnnie Walker, igniting his passion for marketing and setting the stage for his future endeavors.

Fueled by an entrepreneurial spirit, he established a boutique agency where he and his team leveraged their expertise to launch numerous small businesses.

In 2018, he embarked on his second entrepreneurial venture, Cultivize, with a clear mission: to empower B2B and D2C organizations through tailored strategies. These strategies not only convert leads into loyal customers but also promote seamless collaboration between their sales and marketing departments.

Today, his team not only enables their clients to identify warm and hot leads instantaneously, but they also help sales teams guide prospects through their buying journey, ensuring they are educated and primed for conversion. Additionally, they help company leaders identify underperforming marketing campaigns to ensure their resources are invested wisely.

Connect with Jason on LinkedIn and YouTube.

What You’ll Learn In This Episode

  • Challenges in follow-up sales processes for businesses
  • Importance of Customer Relationship Management (CRM) systems
  • Common issues with CRM usage, including lack of tools and inconsistent application
  • Tailoring CRM systems to specific business needs
  • The significance of ongoing support and accountability in CRM implementation
  • Hidden costs associated with CRM software and the importance of understanding total cost of ownership
  • Differentiating between CRM systems and marketing automation tools
  • The role of expert guidance in successfully implementing CRM systems
  • Identifying gaps in current sales processes and improving lead conversion
  • Ideal customer profile for CRM system assistance and lead nurturing services

Transcript-iconThis 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 going to be a good one. Today on the show we have the founder of Cultivize, Jason Kramer. Welcome.

Jason Kramer: Thanks, Lee.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us a little bit about cultivars. How are you serving folks.

Jason Kramer: Shirley. So we are helping a fundamental problem that I would say almost every business has. And you might ask, well, what is that? Um, and what I’m talking about, Lee, is follow up, um, salespeople don’t mind doing the follow up. We all know that, um, the problem is the process, right? Having a process to follow, to remember to do the follow up. And so what I help companies do is to make sure that things don’t fall through the cracks when it comes to their efforts to grow their business, to grow relationships. And we do that in a multiple. Different form of ways. But mostly we’re helping them build better systems to increase the lead to conversion they have for their business.

Lee Kantor: So where do these systems begin? Like where is usually kind of the hole in their swing?

Jason Kramer: So the hole is a great analogy. I love that one. It’s the first time I heard that. It usually begins because they don’t have a tool that they’re using, right? They’re working off of spreadsheets. Maybe they have a CRM, but they don’t really know how to use it or they’re not using it consistently. More importantly, management or leadership isn’t really giving them a clear direction on how to do what they need to do. So in other words, they’re hiring a salesperson because they’re a salesperson. They expect them to have all the tools in the toolbox. And I’ll throw another analogy at you. It’s like, hire a contractor who shows up with one hammer and one nail and one piece of wood. It’s not going to get very far if he doesn’t have the tools. Right? So that’s where we see the biggest flaws. The people are not given the tools to succeed.

Lee Kantor: So now so what happens? They say, okay, I’m having these issues. I call the folks at cultivars. What how does kind of relationship begin?

Jason Kramer: So think of me, Lee, as walking into a third grade classroom. I’m going to start talking to everybody to understand what are they doing now? Right. What are they doing at a very. The phone rings. Ring, ring. Somebody calling you to to potentially hire you for whatever you sell. What is the first thing you do? What are the questions you ask them? What’s the second thing you do? The third thing you do that starts to finding their process. As you can imagine, Lee, most people have that process up in their head. They don’t have it written down and they don’t follow that same process day in, day out. So we help them identify what their process is today, where those gaps are. Typically, we’re bringing in a piece of CRM software if they don’t have one. Or we might be looking at the current tool they have and figuring out why it’s not working, and make improvements and fixes with that tool.

Lee Kantor: So a CRM is that kind of a must have thing or a nice to have thing?

Jason Kramer: It depends upon what you’re doing. I would say in today’s day and age, I would say it’s a must have. Um, working off of scattered Google Sheets, writing things down on sticky notes or legal pads. It’s nearly impossible to scale a business with that mentality in that process. So if you’re in a business that I would say is over $1 million a year in revenue, you need to have some type of system where all your data is going in, and they can leverage that data to find those gaps, find what’s working, find what’s not working so that you can actually grow that business.

Lee Kantor: Now let’s play this out. So say I mean, I’ve been in business a long time and uh, we have used quite a few CRMs over the years, and I don’t think it’s the CRMs that are doing anything wrong, because I think inherently they’re doing, you know, what they’re supposed to do. But I think that the human that is working with it tends to be the, uh, kind of the, the thing that’s getting in the way because some of the CRMs are just too complicated. Like if you don’t, I guess if you don’t set them up properly initially or you don’t match the right CRM with your specific circumstance, you can run into a lot of problems. And there’s so many out there, some of them that are disguised as free or they start out being free, uh, can kind of get you into a path that might not really be the best end result.

Jason Kramer: I couldn’t agree more, Lee. And you said it very well. There’s nothing really more I can add to that to say that there are literally thousands and thousands of different CRMs out there. And you’re right, some of them are not even a CRM. They’re a project management tool that sells themselves as a CRM. And so it’s not the tool that’s going to make you a better salesperson or make the company grow or make your marketing better. It’s about understanding what it is you do right with your business, what makes you different, and and how are we going to use this tool right, to to enhance that. And so our role is what we we have something called the CRM fit assessment. And what that does is it helps identify where those gaps are, what the needs of the business are. Every business has a different need. You might have a business where you have 30 people driving around all day, going from house to house on appointments. You need something that’s mobile friendly, that’s going to help them track those routes, to organize them, to make them efficient. Another company may be just sitting at a desk all day writing quotes. So every business has different needs, different purposes. Um, our job is to find out what is the right solution to fit those needs. Um, but it comes down to something you mentioned, Lee.

Jason Kramer: Really important. You could have the best CRM out there, best one that money could buy and it could still be failing miserably. And you brought up the point. It’s about the people. If the people aren’t using the tool correctly, it’s never going to work. The biggest differentiator we have is that we’re not just coming in and making these recommendations and building a beautiful system. We’re an accountability partner. And that’s really our sweet spot, is that we’ll stay on board indefinitely. We’ve had clients we’ve had for years. Every single month we still meet with the entire sales team. We still meet with the leadership team on an ongoing basis. We look to see how the CRM is being leveraged. Is it being used in a way that is meaningful? Are there things we can improve? Um, that’s the other piece of this is that a CRM is a living, breathing thing, right? We both know that. And for the listeners that don’t know or may have seen this frustration, you can’t set it up and build it. It’s not like a website where you can just build it and walk away, and five years later it’s going to function the same way. You have to be in there consistently making adjustments to serve the better good of the company.

Lee Kantor: And, um, how do you help kind of manage, uh, create a balance, maybe is a better word than manage between or instead of balance, maybe a harmony between all of the things that a CRM can do and all of the things I needed to do. Uh, because a lot of these CRM just seem loaded with all kinds of features that sound good and would be fantastic, but I don’t know, sometimes that creates too much complexity that gets too hard to even, you know, input information or manage the information. So it doesn’t really serve me in the long run. Like how do you help me? Number one, choose the right CRM. And number two, um, make it work seamlessly in the way that my people work.

Jason Kramer: Sure. So to answer the first question, we have to identify the immediate needs. What are those needs? You might be a need to track your pipeline, right? The deals that are going through the stages of your sales process. It might be a need to do email marketing. It might be a need to build better communications between prospects or existing customers for your customer service team. So we have to identify what those needs are. And you’re absolutely right. Most CRMs are going to have more tools than you actually need, or even have a value for it to bring to the company. It doesn’t mean you’ll never need those tools. It just may be a phase two, phase three, or even a year or two down the road situation where that might come into play. Um, we do a lot of work with HubSpot. Hubspot is a great platform, but it’s a perfect example where there’s all these different tools they offer. Every set of tools is a different price point. And so sometimes you get sold all these things that you don’t really need. Um, and so that’s how we do it. We, we, we understand what are the immediate goals and the future needs. And we make sure that the tool we’re providing and recommending is going to service both you in the short term while you’re meeting those initial goals. But it’s also going to help you in year two, year three, year five to meet those new needs as your company grows. And I’m sorry, if you don’t mind repeating the second part of the question, I’d be happy to answer that as well.

Lee Kantor: Sure. I just think that, um, a take HubSpot, for example. I mean, they start out with some free thing that you can kind of they the implication is this is easy to implement in, uh, in, you know, to start with. Right. And then as soon as you take a step in, all of a sudden there’s a lot of choices I have to make. And there’s a lot of, you know, it’s a choose your own adventure kind of thing starting to happen here. And and as you’re doing it, you’re realizing the more I do this, the more I’m getting wed to HubSpot. Um, and I gotta. Now I have to be kind of careful, because do I really want to go down these variety of paths before I even know if this is going to work?

Jason Kramer: Absolutely. And so and that’s a great example where, you know, there’s a study that Harvard Business Review did that said, almost 70% of businesses that try to implement a CRM on their own will completely fail. It’s not because they’re not smart people. They’re doing something they’ve never done. If I were to go to my car in my driveway, Lee, and try to rebuild that engine, and I’ve never rebuilt that engine before, I might be able to figure it out. Chances are I’m going to break something, cause more damage, and it’s going to be more expensive to fix the mess I made. A CRM is no different. Um, and by all means, you know, and HubSpot does one of the best jobs, and I’m not knocking them because there’s a great product. They make these systems seem simple. We’ve been doing this for over 15 years. It still takes us 30 to 50 hours to fully set up, at minimum, a HubSpot account the right way. And we know what we’re doing right. So imagine we didn’t know what we were doing. Now you’re talking about probably six months to a year of fiddling around on and off, and it’s still not perfect. And so that’s the trap is that it’s the allure, that it looks simple. But the reality is, is that you have to understand the inner complexity of how it all works and how all the pieces go together. Otherwise it’s never going to deliver what you’re hoping it’ll deliver.

Lee Kantor: So now it sounds like, um, your hypothesis and your value proposition is that, look, CRMs, they might be selling it to the end user as a simple, easy to implement solution, but in fact, it’s not. This is something you need an expert to really help you, um, launch if you want to really get the most out of it and that you can’t kind of not have an expert holding your hand to sherpa you through the beginnings of this, or else the odds are this is not going to work for you in the manner that you’re you’re thinking it is.

Jason Kramer: Yeah. And the other piece too, is so there’s other two huge factors that people don’t think about. So one is the total cost of ownership. You brought up a great point, Lee, where a lot of these software companies will offer you a free trial or they’ll they’ll come in and be like, oh, it’s $50 a month for a basic tool. But then when you realize that you don’t have access to like 80% of what the tool can do, and now you go from 50 a month to 850 a month, or to a couple thousand a month, you don’t anticipate what the total cost of that tool is going to be as your team grows over time as well. And so what I often caution people is if you could afford even $50 a month today, the real question is, can you afford $2,000 a month in year two when you need to afford $2,000 a month or a year from now. And if you can’t afford that, and if you have no budget for that, you shouldn’t even be using the $50 or the free version. Reason being moving from one CRM to another, and I’m sure I don’t know. Lee, I’m sure you’ve moved from one house to another at least once in your life. And how I have. It’s like moving, right? It’s a pain in the butt. It is not a pleasant experience. It’s not difficult in the sense of when you work with somebody that knows how to do it, but it could be a real time suck. And it could be expensive too, perhaps. So it’s not to say that it can happen, but it’s the one thing you want to try to avoid.

Jason Kramer: So my point is, is that you don’t want to use a tool and be like, oh, this tool will be good for for me for six months, for a year. But then I know I’ll grow it. I’ll move into something else. You’re better off waiting to have the budget to get into that better tool, so that you can grow and scale into it. The other thing people don’t think about is support. A lot of these platforms have really terrible support. So now imagine I’m out there trying to change the engine to my car. I don’t have access to anybody with experience. You know, I’m sending an email to somebody that’s getting back to me three days a week later with a potential answer that may not even be the answer I’m looking for. And so it becomes a very frustrating experience. And so one thing that you always want to ask people when you’re looking at a CRM or quite frankly, any piece of business software, what kind of support do you have? And what are your your response times and how can I communicate? Can I actually get on the phone and talk to somebody in support? Can I get on a video call and share my screen? Is it going to be me submitting a ticket and waiting a week to hear back? A lot of people don’t ask that question, and often get quite unpleasantly surprised on how terrible the support is. And generally, the rule of thumb is the less expensive the software, the worse the support is.

Lee Kantor: Yeah, this is an example. I think that, um, from a consumer standpoint, you think you’re buying something that is a set it and forget it, and it’s way more complex than that. And in order to really get any true value from it, you need help. And it’s not being sold that way. They’re selling it as this is simple and easy and anybody can do this. And so you always think that it’s not working for me because I’m doing something wrong. We used to have a client, um, a while ago. We used to do the radio for a group called Oracle Application Users Group. And this, this were consultants that if a big company installed Oracle, they had to hire consultants to implement Oracle. Like it wasn’t like Oracle was going to do this. There’s a whole ecosystem of consultants that help you after you spent millions of dollars to buy Oracle to make it work specifically for your situation, you have to hire them. It’s not going to work. You can’t just buy Oracle, plug it in and then walk away. It doesn’t work like that. So CRMs to me seem like kind of a watered down version of that. Like this is something that’s not super expensive up front, but you do need help to make it work for you. It’s not going to work off the shelf.

Jason Kramer: No. And I always say, and it’s kind of a little saying I have, but software will not solve your problems. It’s only the people that are behind it that are going to help solve the problems. And that’s a marketing does a good job of making you convincing you that the software will solve the problem. Um, but it almost never does on its own.

Lee Kantor: Yeah. And I think that I think people always blame themselves. It’s like when you, you know, get that new diet or that new, um, weight loss thing, you think that, oh, I bought it. So now I’m done. But you still have to do the work or hire some expert to help you make it work. Or else it’s never going to work.

Jason Kramer: Yeah, you have to put in the work, too. I mean, it’s like going to the gym, right? And you could be working with the best trainer that’s training all these celebrities and getting amazing results for them. But if you’re not doing the work at the gym or you’re doing the work, but then you come home and you’re eating fast food every day, you’re not helping yourself, right? Get to to your goal. And so there’s definitely a human element to make this work for sure.

Lee Kantor: So now is there a story you can share, maybe a company that came to you with a challenge, and how you and you were able to help them get to a new level? Is there you obviously don’t name the name, but maybe shared the problem they had before you and then after you how it turned out?

Jason Kramer: Yeah, I would love to. So about a year and a half ago, um, we had a family run business in the, uh, commercial and residential roofing business, um, in, um, and I’ll name this state, that’s okay. In New Hampshire and New York, for those that are listening, maybe abroad. Um. I’m sorry. New Hampshire, us And, um, their problem was, is that they were just working off of spreadsheets. Li this was a company doing about, um, $7 million, roughly a year. Um, with only two salespeople at the time. And what would happen is what you would, might expect. They would get a phone call for a lead. Someone’s interested in getting a quote. Salesperson has to go to the home, do an inspection, look at the project, give a proposal, and then after a few weeks, if they didn’t hear back, they would just assume that that homeowner decided to hire somebody else or decided not to move forward. And they didn’t have the bandwidth to follow up past about the five week mark. And so you could only imagine doing about a thousand quotes a year, how much millions of dollars of revenue they were losing because they just couldn’t follow up. And so the solution we built was a automated, um, email system where after that stage, after the the salesperson reached out a bunch of times, couldn’t make any headway while the person ghosted them and just sort of disappeared.

Jason Kramer: The system would kick in and it would send an email roughly every six weeks and would say, hey, Lee, we came to your house at 123 Main Street, you know, at the colonial Home. There you have, um, a couple months ago. We’re just wondering if you hired anybody for the roof. You know, we’d love to do the project if you have hired somebody, if you don’t mind taking a one question survey and letting us know, you know why you chose somebody else, we’d appreciate that. And if you’re still interested, let me know. And so different versions of those emails went out. Lee for almost a year and a half. Okay. And they all came from the salesperson’s email address from their name. It was a plain what I call plain text email. So meaning there was no fancy graphics or anything like that. It looked like, you know, John actually sent this message to you. And wouldn’t you know that in nine months, 15 months you had people responding to this email? Yes, we do still want to go forward. We didn’t hire anybody. We’re just waiting to for the tax refund to come. Or we’re waiting for the money for the insurance or what have you. And they closed last year in 2025, $4.1 million in revenue that would have otherwise been lost from a whole sequence of different automated emails we’ve set up for them.

Lee Kantor: Now, in your experience, what percentage of businesses do that where they just take one shot and then say, oh, that didn’t work out, and then just walk away and never pursue the person again and follow up in any meaningful manner.

Jason Kramer: I don’t have the actual number, Lee, but but I’m telling you, from my experience, it’s more than 50%. I mean, the majority don’t because they’re they’re just either uncomfortable. They’re like, I don’t want to be a pest. Lee, you know, I met Lee six months ago. Like, he’s going to think I’m annoying. I don’t want to call him again. Or they just they don’t have the confidence or whatever the excuse they want to make for themselves. They don’t have the time or they don’t have a CRM. Right? They don’t have even have a spreadsheet, so they don’t even remember that they met you six months ago. Right. They’re doing so many proposals every day. They don’t even remember who you are. So without a system this things like this fall through the cracks left and right at companies across all different industries.

Lee Kantor: So how are you differentiating a CRM from like a marketing automation system?

Jason Kramer: Oh, Lee, I love that question. All right, so let me first let me back up a little bit. So for those people that are listening, the audience here, I would define a CRM because everybody’s going to have a different definition. Um, a CRM is going to have the ability to store all of your contacts, whether they be vendors, customers, prospects, even, um, other people you association might be working with and be able to define them and segment them in a specific way. It’s also going to be a place where you can store all of your company records. So you might be a business where you’re selling into other companies. You might want information not only about the contact the person, but about the company themselves. It’s also going to have a sales suite of tools. You know, I think of it as like a dashboard to track all the deals you’re working on, all the opportunities. And the fourth component is going to be email marketing. A good CRM is going to have the marketing automation built into it, right? And that’s going to be marketing automation to help the sales team, but it’s also going to help the marketing team, and whether that be an internal or external team.

Jason Kramer: And what I’m talking about is monthly newsletters. Um, what we call drip campaigns, where you might get an email every couple of weeks, every couple of months. Um, for those people in e-commerce, it might be a thank you for your order. Or hey, we noticed you bought this from us a few months ago. You might also like this other product. So marketing automation is a huge. I can’t even stress enough a huge, huge component to a successful CRM platform. So now not all of them have it, by the way. You know, like the smaller, more expensive ones don’t have that tool. So, you know, definitely you want to be at the not not the, you know, Salesforce level or the Oracle level where you’re spending, you know, hundreds of thousands of dollars a year, but certainly something that’s going to be a step up from like a Pipedrive or something like that, where it’s not going to be as sophisticated to do those sort of things.

Lee Kantor: So how do you kind of describe your ideal customer? Is it that end user who is struggling with what they have right now, or do you work through third party partners? Like what? Who is your ideal customer?

Jason Kramer: Oh, sure. So, um, the ideal perfect customer for us. And this is, you know, a little bit of a broad spectrum, but it’s a company that’s generally been in business. So we look at companies that are generally $3 million and up, um, generally 3 million to 100 million is our typical range. They’re generally going to also have, um, anywhere from five to 20 or 30 salespeople working for them. Uh, and they’re also going to be spending money on marketing. Um, one thing to point out to your audience, Lee, we’re not a marketing agency. We do not provide any leads. We don’t do lead gen. We help with lead nurturing. So once the lead knocks on your door, we invite them in and help you build that relationship to convert them into a customer. Um, so we’re looking for companies that have a steady pipeline, a company that has no leads or gets, you know, five referrals a month isn’t really a good fit for us because there’s not much we could do with that such small volume of lead flow. So it’s not like we need hundreds or thousands of leads a month or a week, but we need a company that is getting consistent leads in the door. Um, and we work with a multitude of industries. I mentioned construction. We also do a lot of work in B2B, um, professional services manufacturing, um, and a slew of other industries where, uh, that consistent again, you know, problem exists where they’re doing a lot of proposals, a lot of quotes, and they just don’t have a system to follow up.

Lee Kantor: So what is kind of the main trigger, the main kind of pain they’re feeling right before they contact you. Where are they feeling? Like, who notices it first? Is this the CFO, the CEO, the sales manager? Like, who says, hey, we got a problem. We better call Jason in this team.

Jason Kramer: It’s usually the the head of marketing or the head of sales that recognizes the problem and the reason they recognize that problem. It’s pretty simple. They don’t have any any data. They don’t have any reports. So if the owner of the company, or even if the owner themselves is saying, what do we have that’s out there in proposals right now? Um, where are they at in the process? How long did it take us to close deals last year? What was the average amount of time? Um, what was the average order value or the or the deal size? Right. Or how much does Tony have in his in his pipeline right now versus Mary? If they’re asking questions and there’s no answers, that’s the aha moment. Like oh crap. Like like what’s going on here. Like how do we not know this information. And it’s surprising Even these companies we talked to that are north of $1 million. A lot of them don’t have this data. They just don’t have it because they haven’t built these systems to be able to gather the information that’s needed. Um, so I’d say that’s the change. The other change, Lee, is when you have, you know, the what I’ll call the heroes, where you’re coming new into a role. You’re now the new head of marketing, the head of sales in an organization. You’ve been there for a few months, you start seeing what’s going on, and you’re recognizing they don’t have the proper systems and tools to allow you to do your job correctly and to succeed. And so that’s where they tend to bring in, um, other vendors, partners like cultivars to help right the ship and fix the problems that their predecessor had created.

Lee Kantor: So if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, or maybe take that assessment to see where they’re at and what they need. What is the website? What’s the best way to connect?

Jason Kramer: Sure. So the best place to get to me is going to after the lead com. I’ll say it one more time after the lead com. You can connect with me there. Um on LinkedIn all the social platforms we do have the assessment there and some other, um, quick downloads that are all complimentary to your audience to help them in any part of this journey they have. So the one thing to lastly point out is we’re not just out here selling CRMs. We work with a lot of companies that already have a tool. It’s a good tool. They just don’t know how to use it. And we’ll come in and help them get better leverage out of that platform.

Lee Kantor: Well, Jason, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Jason Kramer: Thank you. Lee, appreciate the opportunity to be here.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.

Tagged With: Cultivize, Jason Kramer

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