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Search Results for: regions business radio

Michelle Kang with the Korean American Chamber of Commerce and Gabrielle Mills & David Lopez with Sourced.

April 22, 2021 by Mike

Gwinnett Business Radio
Gwinnett Business Radio
Michelle Kang with the Korean American Chamber of Commerce and Gabrielle Mills & David Lopez with Sourced.
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Michelle Kang, Gabrielle Mills and David Lopez

Michelle Kang/Korean American Chamber of Commerce of Atlanta

The Korean American Chamber of Commerce of Atlanta, GA was established in 1971 by the Korean American business owners of the Atlanta area to build a strong business community. It is an umbrella organization which has worked with various professional associations such as Korean Business Women Association, Grocery Association, Liquor Association, Beauty Supply Association and Restaurant Association. It has also been very active promoting the 2020 census and disseminating information of the Cares Act in 2020. The chamber would like to help its members to expand their business territory to the greater Atlanta area business community.

Gabrielle Mills & David Lopez/Sourced.

As many of you know, running a business is hard, and managing the back office is even harder. Sourced. has a team of experts that run the back office for you. Their model allows you to outsource your entire back office, including content marketing, accounting, administrative support, and talent acquisition, so you never have to worry about the effectiveness of your internal operations again. They have your back (office).

Gwinnett Business Radio is presented by

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Decision Vision Episode 113: Should I Disclose My Mental Illness? – An Interview with Jacqui Chew, iFusion and TEDxAtlanta

April 22, 2021 by John Ray

Jacqui Chew
Decision Vision
Decision Vision Episode 113: Should I Disclose My Mental Illness? - An Interview with Jacqui Chew, iFusion and TEDxAtlanta
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Jacqui Chew

Decision Vision Episode 113:  Should I Disclose My Mental Illness? – An Interview with Jacqui Chew, iFusion and TEDxAtlanta

Diagnosed with bipolar disorder in 2005, Jacqui Chew seeks to normalize the conversation around mental illness. In a candid and open conversation with host Mike Blake, Jacqui discussed the journey to her diagnosis and how she’s learned to manage it. She also offered advice to HR directors and the rest of us who are approached by an employee or friend who discloses their mental illness. “Decision Vision” is presented by Brady Ware & Company.

Jacqui Chew, iFusion and TEDxAtlanta

Jacqui Chew is an award-winning marketing and business executive with more than two decades of experience delivering creative, data-driven strategies for venture-backed, high-growth companies. A proven positioning expert, brand builder, and innovation thought-leader with P/L experience, her programs contribute to MQL growth.

A creative problem solver and convener, Jacqui believes in the potential for ideas to change the world. As licensee of TEDxAtlanta, one of the largest TED affiliates in the region, she galvanizes a team of volunteers to produce the annual TEDxAtlanta show. Under her leadership, tickets for nine of the 11 sold out weeks before. This must-attend event has become the platform for tomorrow’s leaders playing host to renowned bioethicist Paul Root Wolpe, hunger eradication entrepreneur Jasmine Crowe, and Ryan Gravel, the “father” of the Atlanta Beltline.

Jacqui served as senior vice president of marketing at Avertium, an award-winning cybersecurity firm founded from a three-company roll-up. She led brand marketing, demand generation, social media, PR, sales enablement, analytics, marketing operations, and communications. During her tenure, Jacqui spearheaded the company’s successful repositioning, messaging and rebranding and, its CRM/marketing automation platform integration. She also worked cross-functionally to support the acquisition of a fourth company during this period.

Previously, as CMO-in-residence at the Advanced Technology Development Center at Georgia Tech (ATDC), a globally ranked business incubator, she worked with the 170+ companies to develop their go-to-market and product strategy. During her tenure, she also developed and taught the incubator’s first strategic marketing curriculum.

Prior to ATDC, Jacqui founded iFusion, a fractional CMO consultancy for high-growth venture-backed companies. Primary client projects: positioning, messaging, customer journey mapping, marketing plan development and marketing and sales alignment. The company led the launch of more than two dozen companies/products and contributed to $100+m in funds raised.

Jacqui served in executive marketing roles at PeopleSoft (acq by Oracle), Stonesoft (acq by McAfee now Intel), Silverpop(acq by IBM) and worked, on the agency side, with IBM Global Services, The Weather Channel, KontrolFreek, MessageGears, Preparis, Venture Atlanta, EarthLink and eBay.

Website | LinkedIn | Jacqui’s TEDx Video

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast.

Past episodes of “Decision Vision” can be found at decisionvisionpodcast.com. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:40] My name is Mike Blake and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself, and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:15] Today’s topic is, Should I be open about my mental illness? One in five U.S. adults report that they suffer with some sort of mental illness, and an estimated two-and-a-half percent of U.S. adults experience bipolar disorder at some point in their lifetimes, 7.1. percent of U.S. adults are characterized as having major depression. And these are numbers that go back to 2019. And in case you haven’t heard, most of us had kind of a rough year in 2020. We had a combination of a once in a century global pandemic. We had unprecedented, massive social upheaval. And in some places in the country, we had murder hornets.

Mike Blake: [00:01:59] And, you know, for a lot of us, it’s been a rough ride, a lot rougher than usual. And most of us, I’m sure, have heard, many have read, and seen many stories of the mental toll that the pandemic has taken on many of us, ranging from job loss to being cooped up at home, to having to take on home roles that we were not prepared for. For example, I am the world’s lousiest Spanish teacher for home schooling our son, which is not necessarily our plan. We can only hope we can order a Taco Bell because I think that’s the only thing I’m qualifying him to do. But his ten, he might grow out of it.

Mike Blake: [00:02:39] And, you know, you think about mental illness, and I’m hoping that kind of one good thing that comes out of the pandemic is, I hope it makes us more aware of mental illness and it kind of give it its due. You know, years ago, I served on the board of a nonprofit called Care and Counseling Center of Georgia, whose mission was to provide mental health care services to low income folks. And they did a really good job of it in spite of my being on the board.

Mike Blake: [00:03:13] But one of the things you learn about mental health and mental – you will actually learn about two things. Number one is, your mental health is still sort of taken a backseat to so-called physical health. And, you know, you grow up and you talk about people who are either tough or they’re not tough. And some people of faith will claim that that makes them impervious to any kind of mental illness and so forth. Even to the point where, you know, it wasn’t that long ago, I think a lot of people thought that mental illness was a choice.

Mike Blake: [00:03:51] And secondly, I think people are understanding now that not only does it need to be destigmatize, but the thing on mental health is that if you don’t have mental health, a lot of bad downstream things happen. They can happen at the micro level where it impacts your job, it impacts your personal relationships, it impacts your ability to be a fully engaged, fully actualized member of society, fully actualized person. And in very extreme cases, particularly the United States where gun ownership is plentiful, mental illness that is either undiagnosed, untreated, unmonitored, simply not paying enough attention to, can have, frankly, catastrophic results.

Mike Blake: [00:04:38] And I can’t help but wonder how different might our world be if we gave, frankly, mental illnesses its due. And I think now as we are entering this this trans-pandemic phase where, you know, many of us are becoming vaccinated and we’re starting to kind of wrestle with returning to work, we’re wrestling with returning to restaurants, going back to baseball games, and so forth. And, you know, the mental health issues aren’t going away. In fact, you could argue that there are more mental health issues that are going to be created by sending people back to the office.

Mike Blake: [00:05:18] And I think and I hope that one thing is abundantly clear that, you know, mental health simply cannot be ignored anymore. It’s not the moral thing to do. And I would argue it’s not the business correct thing to do. Because if you have even a small business of 25 people, statistically speaking, five of those people are really struggling with a diagnosable disorder. And one of them probably has something akin to bipolar disorder. And they’ve just done a very good job of hiding it or we’ve done a very good job of not seeing it.

Mike Blake: [00:05:57] And so, therefore, I wanted to cover this topic. It’s not an easy topic. I’m certainly not a physician, but I think it’s so important. I think we have to equip ourselves. Statistically speaking, again, there are thousands of listeners listening to this that are struggling with this question. And then, for people like me, who at least I don’t believe that I have a diagnosable mental illness, others may disagree, but I don’t believe that I do.

Mike Blake: [00:06:22] But I do want to make sure that every resource is available in my network and my company – of which I’m a shareholder – that if there are folks – again, statistically speaking, there are a number of people – that are struggling with mental illness of some kind that we, as a company, do the right thing. That we are compassionate, that we are accommodating, and that we stand up for them, and we don’t abandon them. We don’t try to force them into the shadows. And so, I hope that that thesis makes sense to use as we kind of go through, I think, what is a very challenging and necessary topic.

Mike Blake: [00:07:01] And joining us today to help us talk about this is Jacqui Chew. Jacqui works at the intersection of storytelling, innovation, and business. And I’ve known her for a long time. In fact, I took over her office once. She deploys the power of narrative design and reframing an organization’s brand story for resonance and to inspire action. Described as the Lara Croft of problem solving, Jacqui is a seasoned business operator with a passion for building inclusive teams and working cross-functionally to bring disparate groups together towards a common goal.

Mike Blake: [00:07:33] As the curator and licensee of TEDxAtlanta, Jacqui is always on the lookout for change makers and innovations that are solving for the challenges of today and those just around the corner. Under her leadership, first of TEDxPeachtree from 2009 to 2018 and presently of TEDxAtlanta, Atlanta has grown in recognition within the global TEDx community as an innovation hub for technology, health care, and social impact initiatives. And I’m a big fan of TEDx. I watch three to four TEDx videos a week. And I’ve watched Jacqui’s video as well, we’ll refer to that in our conversation. Jacqui is resourceful, tenacious, and well-networked in the Atlanta business, social impact, and technology communities. Jacqui Chew, welcome to the program.

Jacqui Chew: [00:08:16] Thank you for having me, Mike.

Mike Blake: [00:08:21] So, Jacqui, I brought you on because you’ve chosen to hold yourself out there as a person that has bipolar disorder and has figured out how to navigate life with that particular disorder. So, you know, I’ve read about bipolar disorder. Thank God I don’t have it. I don’t have a family member that has it. I have a couple of friends that have. But explain to the audience in your kind of best terms, how would you describe bipolar disorder to somebody?

Jacqui Chew: [00:08:54] So, first of all, I would call it a mood disorder, because the symptoms manifests itself in extremes in mood changes. And this isn’t to be confused with a person who is “moody.” But mood changes from the standpoint of severe depression to the point where you would lose interest in what you normally enjoy. Or you have a really severe depressive episode would be if you are unable to sleep and you find yourself crying uncontrollably at absolutely nothing, severe fatigue. So, these are severe manifestations of depression. So, there’s that aspect of it.

Jacqui Chew: [00:09:50] At the worst in terms of depression, the worst manifestation of a symptom on the depression side is suicide, thoughts of self-harm and, in some cases, self-harm. So, that’s that part of it. The other side of the equation or the other end of the pendulum is mania and manic episode. So, mania is generally characterized as severe anger to the point of violence. So, for instance, this individual that I know from our support group sessions, when he is in mania, he specifically does not drive. He actually specifically has stopped driving because there are certain types of traffic situations that trigger the symptoms and cause him to act out in violence.

Jacqui Chew: [00:10:59] Other expected symptoms of mania is excessive shopping. You know, maxing out your credit cards. And then, yet another is hypersexuality, which can be really, really hard. Now, I’m not a doctor. These are sort of observations and sharings over the years since – gosh – I’ve been going to support group sessions and since 2005. So, over the years, these are some of the experiences that my fellow attendees have shared with the group. And so, these are some of the symptoms. It’s generally two opposite extremes experienced by an individual, and each of those extremes could be experienced by the person for a couple hours, a couple of weeks.

Jacqui Chew: [00:11:59] I’ll give you an example. There was a point in time when I wasn’t diagnosed, which I remember staying up for three days and going through a complete cleaning of my house. Now, I did end up with a very clean condo, but I didn’t realize at the time that I was experiencing mania and that I wasn’t able to sleep. I was hyperactive. There was just a lot of energy. And I was probably a lot blown up. I was testier and quicker to anger than normal. And this went on for a couple weeks, as I recall. Now, looking back after my diagnosis in 2005, I recognized through my therapy sessions that these moments in time or periods in my life that I had dismissed as just me being the eccentric me that I am were actually symptoms. I was experiencing episodes. That was a very long explanation.

Mike Blake: [00:13:13] Well, I think it deserves it. And for the audience listening at home, too, I think bipolar disorder until recently was more commonly known as manic depressive disorder. Correct?

Jacqui Chew: [00:13:26] Yes. Correct.

Mike Blake: [00:13:27] That’s sort of the new or maybe that’s the clinical. I’m not sure why the name change. But if it sounds like manic depressive disorder, the answer is, yeah, because it is. So, you know, I watched your video and you described a time which I guess is 15, 16 years ago when you kind of came to a crisis point effectively where you sought specific medical attention, and I want to come to that.

Mike Blake: [00:13:56] But before I get to that particular moment, I’m curious, before you got to that moment, was there a gradual kind of trail of breadcrumbs, if you will, of increasingly frequent or severe symptoms that led you to that point where, “Man, this is not right. This is not what most human beings have to go through.” Or as is the case with something like schizophrenia, did one day all of a sudden or in a very short period of time, you simply became bipolar. Does it work one of the two ways? Did you have one of those two experiences?

Jacqui Chew: [00:14:34] I can’t speak for, you know, my peers. But I can tell you, for me, I had no idea that anything was wrong with me. That period of time of three days where I stayed up and cleaned my loft, I think that was back in 2004. And I wasn’t diagnosed until towards the end of January of 2005. And the reason why I know this is because – and I talk about this in my TED talk – it was an evening, I was watching Jeopardy, and then I was prompt while I was watching Jeopardy, which is not something that you would normally do. Though, I didn’t think very much of it, actually, which is kind of strange in and of itself now in hindsight.

Jacqui Chew: [00:15:30] And the next day going into work, I found myself, essentially, just staring at a document for a very long time. It didn’t seem like a very long time, but it turned out to be a very long time and then realizing that I wasn’t processing any of the words that I was looking at. And that was when it was like a stroke of panic. It was a surge of panic where I knew something was wrong, I didn’t know what was wrong. So, I called my regular doctor and it was an emergency. I called him and I explained what had happened. I didn’t explain the night before and the crime, but I just explained to him that I really couldn’t understand anything that I was reading.

Jacqui Chew: [00:16:27] He was clearly concerned and he gave me the names of three doctors and phone numbers. Now, that in and of itself was a little strange because I could write numbers and read numbers, but I couldn’t really write the names of the doctors and read it back to myself. I don’t really know how to explain that. So, I had to remember, so I, essentially, just remembered the first name and wrote down the first number, because that’s all that I could process at the time. And so, I was very fortunate.

Jacqui Chew: [00:17:06] Now, I called that particular doctor, that psychiatrist. Now, he couldn’t see me for a-month-and-a-half. I mean, that kind of tells you, 2005, our health care system was just not geared toward helping people with mental health challenges. So, unless, of course, had I said to my doctor that I thought about killing myself, I had thoughts of self-harm, that would have been a whole different ball of wax.

Mike Blake: [00:17:38] Right. You have to move to the front of the line at that point.

Jacqui Chew: [00:17:40] Pretty much. And there’s another story about that. I’ll explain that in a second. So, there wasn’t a slot in time for six weeks. I made the appointment. I wrote down the date. And then, I was very fortunate because a few days later the office called me. The doctor’s office called me and said, “Hey, we have a cancellation. Would you like to come in? Are you available to come in?” And I did. So, that was super fortunate for me because, at that point in time, I was starting to hallucinate. And I knew I was hallucinating because there’s no way that I was hanging off of the rafters on my loft with a noose around my neck. I knew that wasn’t happening. So, I knew I was hallucinating. So, that began my journey until today. That was how it all began.

Mike Blake: [00:18:48] So, when you were first diagnosed, did you feel that you had to hide your condition? Did you feel like you sort of had to tell the whole world? Did it not make an impact if you felt like it’s just like being told I have arthritis? How did you kind of emotionally react to that?

Jacqui Chew: [00:19:12] Well, so you have to remember, this is 2005, before people could talk about these things, before it was normal. I mean, ADHD in your kid was something to be ashamed of, still, at the time. Or people would talk about their kids in [inaudible] like, “Oh, my child has autism.” Just none of this was okay to talk about. And so, I’m thinking about becoming an evangelist or raising awareness. I wasn’t. I had no idea, first of all, what this is all about.

Jacqui Chew: [00:19:56] First of all, I wasn’t diagnosed with bipolar disorder. My original diagnosis was schizophrenia. Which, you know, there are similarities in symptoms. I mean, the fact that I was seeing myself hanging from the rafters and I was hearing voices, that is classic schizophrenia symptoms. So, I was diagnosed that way and I was prescribed medication for that. And along with going into therapy with my psychiatrist, he also recommended that I go to a support group on a regular basis. So, I didn’t know that it was a lifelong condition. That there is no cure. I had no clue. And it was one of those, like, eye for an eye. So, if I take my meds, I do all the things that my doctor wanted me to do, I’m going to be okay. All of this will stop. And I can just move on. So, this is 2005, and I did.

Jacqui Chew: [00:21:15] And then, for the longest time, I just assumed that I was fine. [Inaudible]. Now, we did find out six weeks later or two months later that the schizophrenic diagnosis was incorrect. It was bipolar disorder because my hallucinations receded once I was putting into place some of the sleep hygiene, the official term. Like, taking the television out of your bedroom. By the way, you cannot or should not, no one should be watching television and go to sleep. It’s really bad for you. I can’t tell you the science behind it, it was explained to me, I forget. But it’s really bad.

Jacqui Chew: [00:22:03] And so, just practicing good sleep hygiene, getting eight hours of sleep, ensuring that it’s deep REM restful sleep. Those were the measures that I took. When I went back to my sixth week visit, it was hallucinations that got away. Some of the other symptoms still persisted. And he was able to give me a correct diagnosis of bipolar disorder and then we went from there. So, I was in no way thinking about telling people. It was more about getting well. How do I get well? How do I ensure that I can cognitively process reading works?

Jacqui Chew: [00:22:55] I’m a knowledge worker. It’s what I do for a living. I’m a writer. I tell stories. I read messaging. I help entrepreneurs with their positioning. And if I’m unable to be on my game from a cognitive function point of view, then I don’t have a way to be self-sufficient. It’s Maslow’s Hierarchy of Needs. You first have to take care of your bare essentials. And because I was living on my own, my family is still 10,000 miles away. I essentially was my own person, my own provider, and I had to take care of myself. So, that was the sole focus.

Jacqui Chew: [00:23:46] I have to tell you that this erroneous notion that bipolar can be cured. And after a period of time, I can just go back to doing all the things that I used to do. You know, that’s not even good for me, was a really bad thing and catastrophic because I had a relapse and a really severe episode of 15 months starting February-ish of 2008. And I didn’t come out of it until July, August of 2009.

Mike Blake: [00:24:20] And, you know, that’s something I think is very underappreciated, maybe unappreciated, about mental illness. I’m not a doctor either, but I’m not aware of any mental illness that is considered curable. I’ve never heard a psychiatrist say, “I cured somebody of X or Y.” Right now with the current state of the art science, it’s all about treatment and management. Right? Again, unless there’s a radical shift in technology, it ain’t going away. And if you’re afflicted in some way like that, then it’s just going to be your companion.

Jacqui Chew: [00:25:01] Right. Well, you know, it’s amazing. We know we have gone so far or come so far in terms of technological advancements. Advancements in all kinds of areas. But scientists are still somewhat mystified by the brain and how it works. They do know that it’s a chemical imbalance. It is truly a chemical imbalance. They’re not entirely sure what causes it altogether. They know that some types of bipolar disorder, and there are four types. Some types are triggered by damage to the hippocampus part of the brain. Some of it has to do with the neurotransmitters not firing the right way. So, there’s not a lot of clarity.

Jacqui Chew: [00:26:10] And then, of course, there’s environmental factors as well. There are theories that it’s genetic – actually, it’s not a theory. They’ve done experiments with twins and they’ve seen that mood disorders, there’s a genetic underpinning to mood disorders. And environmental factors like stress or death in family or substance abuse, those factors could trigger symptoms.

Mike Blake: [00:26:50] So, yes. I want to kind of seize on that a little bit, grab a hold of that for a little bit, because you mentioned in your video that you had to implement a certain rule. Because there’s one certain work trigger that you highlighted. So, I was wondering if you could talk about that and has it worked?

Jacqui Chew: [00:27:10] You are referring, like, to the no asshole rule.

Mike Blake: [00:27:15] I am indeed. Thanks for coming on the podcast anyway. I hope you’re alright.

Jacqui Chew: [00:27:23] You know, I think so. So, in mood disorders, like for me, there are stressors and there are triggers. So, stressors are conditions that kind of exacerbate that gives me a heightened sense of stress – hence, stressors – which then triggers a certain emotion. Triggers are, literally like for me – I can’t speak for the rest of my peers here – there are certain behavior, certain personality types, and, sometimes, in some cases certain phrases that trigger me to anger, to behave in a certain way that I have no control over. And they also trigger such an overwhelming sense of doubt and fear and shame, even, that I have no control over. It’s completely irrational and I have no control over it.

Jacqui Chew: [00:28:38] And so, the no asshole rule has everything to do with a certain kind of personality that, unfortunately, is quite persistent in the technology, I dare say, in this –

Mike Blake: [00:28:54] There’s no shortage of assholes. Yeah. Yeah.

Jacqui Chew: [00:28:59] Yes.

Mike Blake: [00:28:59] And we make more.

Jacqui Chew: [00:29:01] So, when I say asshole, what I mean is there are certain traits. Like, people who always demand more and they move the goalpost. I think we’ve all experienced coworkers or managers like that, who they demand without ever providing positive reinforcement. And when a certain goal had been attained, instead of taking a moment to acknowledge or appreciate, they move the goalpost just a little bit further. And for me, that sort of personality is a trigger for me. And so, I’ve tried very, very hard to steer away from working with people like that. And in many cases, I’ve had to develop coping mechanisms. So, you hear that a lot if you come to my group support sessions. We talk about coping mechanisms.

Mike Blake: [00:30:25] I’m sure you do.

Jacqui Chew: [00:30:26] And just techniques to moderate the impact of certain kinds of behavior that trigger us. Because in many cases, in the workplace, you can’t always remove yourself from personalities like that. You just have to find ways of reducing and minimizing the exposure to personalities like that.

Mike Blake: [00:30:53] So, I’d like to talk about that because I think that’s a very important subject and starts to intersect with the business part of it, if you will. And what I’d like to ask about that, first of all is this, is that, given that you know these things about yourself, do you entirely take it upon yourself to minimize your exposure to these triggers? Or do you kind of try to work with the people that you’re involved with and say, “Hey, look. You know, I sort of have this thing going on and these four things are really not good. And I’d like to try to avoid those in this environment as much.” can you have conversations like that? Am I just sort of off the reservation?

Jacqui Chew: [00:31:45] If I care enough about the person and respect the person enough, quite honestly, Mike, I’ll take the trouble to do that. Because honestly – let me give you an analogy and perhaps this would become clear. If someone is being abusive or discriminatory toward me, it is not my responsibility to tell them that they are and to teach them some other way. I don’t think it’s my responsibility. And I don’t want to carry that burden. That’s me personally. I know other people would.

Jacqui Chew: [00:32:25] However, if I care and I respect the person enough, and want to continue to have a relationship with that person, an ongoing sustainable relationship with that person, then I would because I want a sustainable ongoing relationship. Then, the amount of investment that I would have to make that the outcome warrants the investment. Because it’s a big investment. It is very difficult. So, first of all, that person has to have some semblance of empathy.

Mike Blake: [00:33:04] Yeah. That it’s a nonstarter, right?

Jacqui Chew: [00:33:08] Correct. One of the primary reasons why assholes are assholes, Mike, is because they lack empathy and self-awareness. And I, in my years, have come to the conclusion that some people just can’t help themselves. And who am I to help them stop being an asshole? So, I’m just going to work with them as best as the situation calls for it to get the job done, to accomplish the goal, and move on. That’s how I feel. That’s my coping mechanism. It would take too much energy for me to manage my disorder and try to change these people.

Jacqui Chew: [00:34:00] The situation is quite different if a person is exhibiting these behavior traits, these less desirable behavior traits, but has some semblance of empathy. They just don’t know it. They don’t know what they’re doing. But if they did, if I thought that if they did know what they were doing, and it’s the impact of their behavior on others that they would consider a different way. If I detected that and I wanted a sustainable relationship with these people, I would make the investment.

Jacqui Chew: [00:34:39] And yes, I would absolutely say, “Look -” and I would train it to the standpoint of I have a mood disorder. And that, too, is a very self-centric thing and that’s just not my style. I would make the standpoint of, “Look, when you say these kinds of things in this sort of a situation, you may not mean it this way.” But let me tell you how it’s being perceived. And if this is not the way you want it to be perceived, then let’s find a better way of articulating your thoughts. And that’s how I do it.

Mike Blake: [00:35:20] So, beyond this particular approach, which is a very sort of – let’s call it – individualized or even a non-scalable approach, because that’s been focused to one person at a time. And I think that’s part of where the ROI equation comes in that you’re describing. Are there other things that you need to do to kind of protect yourself? For example, I would imagine because you said that a good sleep schedule is essential to managing your condition. To me, that says it would be very difficult for you to be in a culture that thrives on the all-nighter. It sounds like that’s something that could be not only suboptimal, but potentially even dangerous for you.

Jacqui Chew: [00:36:05] Yes. And, actually, when I violate my no asshole rule and I allow myself to be consumed by let’s work an all-nighter type of culture is when I get into trouble. I literally get myself very sick. And so, yes, there’s a measure of protection that I have to put around my boundaries. So, this is where boundaries come in. And people without the bipolar disorder have boundaries.

Jacqui Chew: [00:36:41] Now, what is really interesting, I think, in my situation that I think is worth noting for your listeners who may find themselves in a similar situation is, I am naturally a high performance, hard charging individual. That is my nature.

Mike Blake: [00:37:04] Yeah. I’ve seen it.

Jacqui Chew: [00:37:04] Unfortunately, my nature is hurtful to my condition. So, I have to fight my default and learn a new default. And so, what I’ve done is learning a new default – perhaps, old dogs can’t learn new tricks, as the saying goes. Learning a new default has proven to be too difficult. So, what I’ve done is I’ve created extensions to the default. So, it’s like home improvement. I’ve added extensions and caveats to the default where, yes, when it is absolutely necessary, I will work the 80 hour week. But I will not work the 80 hour week, I would work for a week, maybe two, at most. And then, I have to go back to a 40, 50 hour week, which is a normal week for me. Or I take a mental health game – you hear people say that all the time – where you take a Friday and you just switch it up.

Jacqui Chew: [00:38:18] Now, I have learned as a coping mechanism to turn off my phone and go off grid one day out of every weekend. You have Saturday, you have Sunday, so I either pick a Saturday or Sunday – usually it’s a Sunday – where I completely go off grid and I do not check phone, emails, nothing. So, it’s kind of like an electronic detox or digital detox.

Mike Blake: [00:38:51] Well, you know, I mean, a lot of the things you’re describing sound like they’re probably pretty useful for people that aren’t fighting bipolar disorder, frankly. I can tell you something, I’ve started to become very mindful of my own sleep schedule, because when you can operate in short sleep, it’s a blessing and a curse. It’s a blessing because it allows you to to do more. But for me, Parkinson’s Law just takes over. And all it does, it allows me to outwork my mistakes. And that’s not really an optimal place to be anyway. So, you know, the way you described these sort of parameters in a way that I think are consistent with kind of best practices for mental maintenance anyway.

Jacqui Chew: [00:39:39] Indeed. So, many of the measures that I’ve taken, anyone and everyone, really, should take regardless of what sort of a workspace they’re on, it really doesn’t matter. And so, I’ll be very specific. If you have a television in your bedroom, remove it. This is probably the hardest one for most people, because a lot of people I know have televisions in their bedrooms. It’s terrible. Eight hours of sleep? Now, some people need eight. I need six hours of sleep. Six good hours of sleep is sufficient for me. It’s the quality sleep more than the quantity of sleep.

Jacqui Chew: [00:40:31] So, for me to process problems, I need to be doing something else. So, this is the other thing about corporate America is, it’s not always forgiving about extracurricular activities. There are some cultures that they don’t condone a person, an employee, having nonprofit work or volunteer work or anything like that, when they want you and all of you and all of your time.

Jacqui Chew: [00:41:06] So, I stay away from cultures like that because that is not how I operate ultimately. My optimal goal is the ability to problem solve at work, but I’m on problem solving whilst I’m doing other things, other activities that are not work related, like organizing TEDxAtlanta. That actually is invigorating. It’s a very renewing process of organizing that endeavor. And it helps me process the other kind of work problems that I have, the revenue generating problems that I have that I’m helping to overcome and add value to. That is my mode.

Jacqui Chew: [00:41:47] So, I think people have to find what works for them. I’m describing what actually works for me in this instance. The whole sleep hygiene thing, absolutely, that works for everybody. That applies to everybody. The hours, that’s individualized. Everyone has a sweet spot. And then, finally – gosh – a lot of what happens that may not be obvious is that people with bipolar disorder, when there is an episode and there’s a true multi-week, multi-month episode of depression, what it does is, it also completely obliterates your self-confidence. And one of the ways to rebuild self-confidence is to do volunteer work.

Jacqui Chew: [00:42:43] So, when I experienced the very long episode from February 2008 to 2009, July, August, was the way I slowly came back to the world, so to speak, was beyond the talk therapy, beyond the medication, beyond the group support sessions every two weeks, every month. I also began to volunteer at, actually, St. Vincent de Paul in this case, where something as simple as stocking shelves at the food bank. So, rebuilding a sense of confidence is really, really important in the recovery process as well. And engaging in activities that reinforce your sense of self when you’re not in an episode, when things are being managed, when your condition is being managed is also very important.

Mike Blake: [00:43:58] So, one question I want to make sure to get to is – and I’m curious about this for myself, because as a manager, as a leader, I may encounter this – if somebody that were in my charge were to approach me and sort of close the door and just say, “Hey, look. I’ve got this issue. I’ve got this issue of bipolar disorder. And I just want to let you know about it, because some things you may not expect to happen, might happen. Or I may have specific needs, I need help manage it.” What’s the best way for me to react to that? Should I react to it? Do I hit them off to H.R.? I mean, how can I engage constructively in that conversation?

Jacqui Chew: [00:44:50] Well, that’s a tough one, Mike, because you’re now wandering into labor laws and H.R., all of that. That’s the difference. So, I’ll tell you how I react in the past to team members who come to me whose work performance had visibly, obviously fallen off. And I’ve had this composition, I initiated a conversation. And then, they told me that there has been a series of deaths in the family and they were just not feeling well. It’s months apart. So, first of all, regardless of what your H.R. policy is about this, I think it’s important to just listen. Sometimes the best action is no action. And sometimes the person may just want to be heard.

Jacqui Chew: [00:45:50] People have to consider that. I mean, there may not be an action necessarily. The person, they just want to be heard. Because it’s very lonely when you’re experiencing symptoms. You feel like you’re the only one in the world feeling it when it’s not true. But your brain is telling you that you’re the only one. So, just being an ear and not committing to anything, not saying anything, and just understanding and showing kindness and empathy, that sometimes can be enough.

Mike Blake: [00:46:34] I really like that. And, you know, it reminds me actually of a quote from Art of War that suggests that one of the hardest things to do but the best thing to do is simply nothing. I’m paraphrasing. It’s really, one of the hardest things to do in battle is wait. But, you know, it translates very well there that sometimes the best thing to do is just nothing. And for somebody like me who prefers to be proactive and, frankly, would like to help, if somebody comes to me with something like that, my first instinct is how can I help? Even though I am patently unqualified to help somebody. I don’t have that condition. I’ll have medical training. You know, I read what I read on the Internet, half of which is probably wrong. But I think that’s a really good piece of advice. I really do. And it’s surprisingly hard.

Jacqui Chew: [00:47:32] Yes, it is. So, being heard is often times the best answer for the person across the table who is sharing something that is very difficult for them to share. Making sure that they feel heard is possibly the best gift that you can give them as manager. Now, I think, though, the situation would be different if you are sensing that they could possibly hurt themselves. It could be in that state. You never know. So, first of all, you never know. But if you even have a glimmer of that, then it’s time to have a conversation with your H.R. to better understand all the different angles.

Mike Blake: [00:48:32] We’re talking with Jacqui Chew, and the topic is, Should I be open about my mental illness? And that conversation is adjacent to something that I started a conversation in our company, about, three years ago – not long after I joined, actually. And this is in the wake of the Ohio State scandal where one coach was abusing his wife, and other coaches knew, and apparently didn’t do anything. Certainly, not enough to kind of intervene in that. And the question I ask and still ask – because there’s really no great answer – is, as an employer, as a leader, if I hear something like that in my firm, what are my obligations, both ethical and legal? What are my constraints, both ethical and legal? And I think what you just described is actually quite adjacent to that.

Mike Blake: [00:49:32] So, we need to wrap up here. We could do this for a lot longer, but we have limited time. I want to be respectful of the rest of your day. But I am curious about about one thing, you know, in the 15, 16 years that you’ve struggled with this and have become an advocate for awareness, do you think that as a society we’ve gotten better at acknowledging the importance, severity, and impact of mental illness?

Jacqui Chew: [00:50:03] Unequivocally, yes. And it’s been accelerated by the onset of COVID. Ironically, COVID has affected such a large swath of the population in terms of the social distancing and isolation having such a profound impact on a person’s psyche and for many people. That it has given those of us who were diagnosed before, who have diagnosed condition, it’s given us a broader audience. There’s more empathy. There’s less likelihood of the other person, saying, “Oh, it’s all in your head.”

Mike Blake: [00:50:51] Right. It’s a stupid thing to say.

Jacqui Chew: [00:50:57] Well, people say it.

Mike Blake: [00:50:59] There’s no shortage of stupid things for people to say. But go on.

Jacqui Chew: [00:50:59] There you go. Or this notion that, if you take a pill, if you take a series of pills, and you go to your doctor, you’ll be fine. Because the pandemic has affected so many people in so many different ways that there’s a really good chance if you talk to your neighbors, they know someone in their family or they know someone in their second ring of peers or friends and associates who’ve been affected by the pandemic from a mental health point of view.

Jacqui Chew: [00:51:37] So, my point is, mental health issues are more prevalent as a result of the pandemic. And, therefore, the conversation around it is just more mainstream. COVID has mainstreamed mental health, and the challenges, and the symptoms, and the problems. And there’s a distinct level volume of conversation that’s happening on social media, on Clubhouse, and on Twitter.

Jacqui Chew: [00:52:14] I mean, even at Ted, I spent my lunch time listening and watching a whole panel of iconic TED speakers as part of this thing that Ted puts together. And Monica Lewinsky was there. She’s a huge advocate for mental health and normalizing the conversation around mental health. She shares my vision and my wish that – gosh – I wish that it could be a dinner table conversation, just like diabetes. Like, talking about how’s your dad’s diabetes coming along? How’s he managing it? Is he exercising? I wish we could talk about how’s your brother’s mood disorder coming along? Is he getting his weekly needs? I mean, I would love to see that happen. And I think we are closer. We’re not there, but we’re closer because of the pandemic.

Mike Blake: [00:53:10] I think that’s a great place to put a pin in this and wrap it up. And maybe we’ll do a part two at some point. I only got through about half the questions, but that’s fine. How can people contact you for more information about this, maybe just to share their journey or get your advice?

Jacqui Chew: [00:53:28] Sure. So, I’m active on Facebook. It’s just Jacqui Chew. I’m also active on LinkedIn, also Jacqui Chew. And I have a website, jacquichew.com.

Mike Blake: [00:53:39] Yeah. As you can tell, Jacqui is not an introvert. She is not hard to find. And that’s going to wrap it up for today’s program. I like to thank Jacqui so much for joining us and sharing her expertise with us. And on a side note, frankly, just for having the courage to be this advocate, I am confident that it has helped a lot of people over the way. And I’m equally confident is going to help at least a few listeners to this program.

Mike Blake: [00:54:05] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you like to engage with me on social media, with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Tagged With: atdc, Bipolar disorder, Brady Ware, Brady Ware & Company, iFusion, iFusion Marketing, jacqui chew, Mental Illness, Mental illness stigma, Michael Blake, Mike Blake, schizophrenia, TEDxAtlanta

Eric Schurke and Joanna Swash with Moneypenny

April 19, 2021 by Mike

Gwinnett Business Radio
Gwinnett Business Radio
Eric Schurke and Joanna Swash with Moneypenny
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Eric Schurke and Joanna Swash

Eric Schurke & Joanna Swash/Moneypenny

Moneypenny is a leading provider of phone answering services, outsourced switchboard, live chat and customer contact solutions working with businesses of all shapes and sizes, from sole traders right up to multinational corporations. Moneypenny is the only U.S. answering service that offers a virtual dedicated receptionist. Briefed by you on your business needs, they will hand pick your perfect receptionist to look after your precious calls acting as part of your extended team exactly as they would if they were based in an office.

Moneypenny has over 1,000 staff based in Atlanta, GA, Charleston, SC and the U.K. The company handles over 20 million calls and live chats for 21,000 businesses. Moneypenny is proud to have been part of the “100 Best Companies to Work For” six times. Moneypenny now includes award-winning VoiceNation and NinjaNumber.

Gwinnett Business Radio is presented by

Tagged With: business ceo's, business leaders, business podcast, business radio, Business RadioX, digital switchboard, Eric Schurke, gwinnett business, gwinnett business podcast, Gwinnett Business Radio, Gwinnett Business RadioX, gwinnett businesses, gwinnett online radio, gwinnett radiox, Joanna Swash, live chat, Moneypenny, ninja number, online radio, phone answering services, podcast, Radiox, small businesses, virtual communications, VoiceNation

Steve Cooper with Cooper & Co. and Jackie Martin & Jennifer Gross with BMore Learning

April 15, 2021 by Mike

Gwinnett Business Radio
Gwinnett Business Radio
Steve Cooper with Cooper & Co. and Jackie Martin & Jennifer Gross with BMore Learning
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Jackie Martin, Steve Cooper & Jennifer Gross

Steve Cooper/Cooper & Co.

Founded by Ted Cooper in 1967, Cooper & Company General Contracting is a full-service commercial construction firm. Their foundations are built upon serving clients in Georgia and throughout the South. Because of this commitment, Cooper has successfully completed over 600 projects in all division of construction totaling over a billion dollars.


Jackie Martin & Jennifer Gross/BMore Learning

BMore Learning is a life and workforce readiness program for students on their journey to independence.

Gwinnett Business Radio is presented by

 

Tagged With: amanda pearch, BMore Learning, business podcast, business radio, Business RadioX, construction company, cooper & co., cooper & company, cooper construction, cooper general contracting, Entrepreneurs, Entrepreneurship, general contractor, gwinnett business, gwinnett business podcast, Gwinnett Business Radio, Gwinnett Business RadioX, gwinnett businesses, gwinnett online radio, gwinnett radiox, Jackie Martin, Jennifer Gross, online radio, podcast, Radiox, small businesses, sonesta, sonesta gwinnett place, sonesta hotel, steve cooper, steven julian, subaru, subaru of gwinnett, subaru radio studio

Decision Vision Episode 112: Should I Market with Search Engine Optimization (SEO)? – An Interview with Ian Lurie, Ian Lurie, LLC

April 15, 2021 by John Ray

Ian Lurie
Decision Vision
Decision Vision Episode 112: Should I Market with Search Engine Optimization (SEO)? - An Interview with Ian Lurie, Ian Lurie, LLC
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Ian Lurie

Decision Vision Episode 112:  Should I Market with Search Engine Optimization (SEO)? – An Interview with Ian Lurie, Ian Lurie, LLC

Ian Lurie nerds out, as he terms it, on SEO, considering it both an art and a science. On this edition of “Decision Vision,” Ian and host Mike Blake discussed how SEO impacts a business’s visibility and success, mistakes businesses make with SEO, why good SEO is akin to building an asset, and much more. “Decision Vision” is presented by Brady Ware & Company.

Ian Lurie, CEO of Ian Lurie, LLC

Ian Lurie, LLC provides digital strategy, content, and SEO consulting to small businesses and Fortune 500 companies alike.

Ian Lurie is a digital marketing consultant, SEO, content guy, and overall digital marketing nerd. He has 40,000+ hours of experience in internet marketing. Ian uses both sides of his brain as a content creator, search engine optimization nerd, and data addict. He is a speaker and author as well.

Ian founded Portent, a digital marketing agency, in 1995, and sold it to Clearlink in 2017. He’s now on his own, consulting for brands he loves and speaking at conferences that provide Diet Coke. He’s also trying to become a professional Dungeons & Dragons player, but it hasn’t panned out.

He has a TikTok profile, but his kids are embarrassed by it, so we’ll leave that out.

Company website | LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast.

Past episodes of “Decision Vision” can be found at decisionvisionpodcast.com. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:40] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself, and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:16] So, today’s topic is, Should I market with Search Engine Optimization or SEO? And before we dive into that, you may hear some pauses throughout this podcast. I came down with a touch of bronchitis yesterday. But I’m a lunch pail guy. I don’t have a lot of talent, but I play hard to make sure I stay on the team. So, I think that we’ll get through it. So, if you notice some gaps, that’s just me trying not to blow your eardrums out as I’m hacking something up. But on with the show.

Mike Blake: [00:01:47] So, I want to talk about SEO because I think SEO has sort of fallen to the background a little bit in terms of the common vernacular, and, certainly, it hasn’t gone away by any stretch of the imagination. But I think there’s a lot more chatter right now around marketing, through LinkedIn, and marketing through Facebook, and marketing through YouTube. And, of course, you know, the podcast we do does have marketing value to it. I’m not going to sit here and say that it doesn’t.

Mike Blake: [00:02:19] But, you know, before the advent of social media, really everything was about SEO. It’s all about where are you going to fall in terms and be presented in a search. And what we’re going to talk about today is that, you know, there are lots of sneaky search engines around there that, if anything, have made SEO more pervasive rather than less. But it may have changed.

Mike Blake: [00:02:44] And to be perfectly candid, I have not looked at SEO in a meaningful way, I think, in ten years. It just hasn’t been on my business radar screen personally. But I’m sure it’s on the business radar screens for you guys, at least some of you. And I may learn in this podcast that it needs to be on my radar screen. So, you know, it’s a topic that I think is sort of one of these unsung heroes and one of these topics that’s sort of in the background. And I want to give it the light of day that it deserves.

Mike Blake: [00:03:17] And joining us today is Ian Lurie, joining us from California, who is a digital marketer and with a 25 year intolerance of trendy concepts and nonsense – so a man that is near and dear to my heart. Someone told him to say no to bullshit – I can say that because this is the internet – so he’s trying really hard not to. Ian uses both sides of his brain as a content creator, search engine optimization nerd, and data addict. Ian founded Portent, a digital marketing agency in 1995, and sold it to Clearlink in 2017.

Mike Blake: [00:03:53] He’s now on his own consulting for brands he loves and speaking at conferences that provide Diet Coke. He’s also trying to become a professional Dungeons and Dragons player, but it hasn’t panned out. He has a TikTok profile, but his kids are embarrassed by it – so we’ll leave that out. Ian Lurie, welcome to the program.

Ian Lurie: [00:04:09] Thanks, Mike. If you start coughing, I never shut up so I can always fill in the gaps.

Mike Blake: [00:04:15] Well, good. You’re going to be my human cough bud, so that’s good.

Ian Lurie: [00:04:19] And the other thing is never call someone from Washington, never say that they’re from California. I’m actually based in Seattle, Washington, right now.

Mike Blake: [00:04:27] I beg your pardon.

Ian Lurie: [00:04:28] It’s okay. I just wanted to make clear that, you know –

Mike Blake: [00:04:31] No. I’m glad that you reminded me. I knew that. And you know what? I’m just going to blame it on the Sudafed and Mucinex that I’m on.

Ian Lurie: [00:04:41] Yes. Absolutely.

Mike Blake: [00:04:41] That sort of blanked out on me.

Ian Lurie: [00:04:42] The big difference is we don’t have a basketball team, so just kind of keep that in mind.

Mike Blake: [00:04:49] That is a shame, isn’t it? I’m old school enough that I remember back then they were called the Seattle SuperSonics because of only being in town. But I think you’re supposed to get a team in the next couple of years. If I’m not mistaken, you guys are going to get the next expansion team.

Ian Lurie: [00:05:05] Yeah. Yeah. We’re supposed to win a World Series, too.

Mike Blake: [00:05:07] So, before I get into this, I don’t understand why it hasn’t panned out to become a professional Dungeons and Dragons player. Just do what critical role does, become professional voice actor yourself, get five or six other professional voice actors, get your own studio, and produce a video cast of your game every week, and off you go.

Ian Lurie: [00:05:30] I shouldn’t say it hasn’t panned out. I should say it doesn’t make any money. I could be a professional Dungeons and Dragons player. I’m just not going to make any money doing it. That’s the difference.

Mike Blake: [00:05:44] Fair enough. So, Ian, thanks for coming on the program. You’re a good sport. I like to remind everybody what is exactly search engine optimization?

Ian Lurie: [00:05:56] So, SEO is about improving visibility anywhere anybody searches for anything online. And I suspect we’re going to talk more about this, but Google is the big one. The main thing is, an SEO works to ensure better visibility on any search engine.

Mike Blake: [00:06:19] And you’re right, we’re going to talk about this a little bit later so I don’t want to get ahead of myself. So, instead, what I want to do is I want to draw the line between SEO and something called search engine marketing. Is SEM still a thing? And if it is, what is the difference between the two? How are they related? How are they different?

Ian Lurie: [00:06:38] So, SEM is definitely still a thing. There used to be a big argument about whether SEO is part of SEM or not. But, now, as the accepted definition is that SEM is paid search advertising. You, actually, are paying by the click. It’s an auction of some kind where you say to Google, or Bing, or Amazon, or whoever, you’re going to pay X number of dollars every time someone clicks on your ad. And in exchange for that, you will be positioned in a certain place in those paid ads. There’s a lot of bits to it. There is an algorithm that helps.

Ian Lurie: [00:07:10] But with search engine optimization, you are not paying Google, nor can you pay Google to improve your rankings. There’s no way to influence those rankings by sending money to Google. You can send it to me. I’ll do my best. But Google will not accept money in exchange, nor will Bing, nor will Amazon, or anybody else.

Mike Blake: [00:07:34] And you say that in kind of an interesting way. So, they will not accept money, I mean, is it a matter of principle because they’re trying to keep their search engine optimization engines and the reputation clean and they just want to create that clear delineation? Or they just haven’t figured out how to monetize it that way yet?

Ian Lurie: [00:07:51] Well, paid search ads, search engine marketing, that is how they monetized it. Because the paid ads show up above and below the organic results, the unpaid results. That is why Google can now buy and sell the entire planet any time they want, is because businesses everywhere pay them by the click to occupy real estate that surrounds – what we call – the organic results. The results where you can’t pay. The results that you influence through SEO.

Ian Lurie: [00:08:21] Google won’t accept money for those, in part, because they want to maintain their credibility. And Bing is the same. They want to maintain their credibility as a search engine, in part, because the antitrust lawsuits would ramp up that much faster. And in part, because, I think they want to deliver good results. And results that are based on paying by the click can be good. And as I said, Google and Bing have algorithms that try to make sure that you place ads that will satisfy the user, but it’s not quite the same as a completely organic algorithmic search result. And, by the way, tell me if I’m nerding out too far, too fast here. Just say interesting or something and I’ll stop and I’ll rewind.

Mike Blake: [00:09:05] Well, I’ll tell you what, I’ll blink three times if that happens.

Ian Lurie: [00:09:09] Okay. All right.

Mike Blake: [00:09:09] But I think this is great because I do think that even if you’re not a tech, if you’re going to make an informed decision about this stuff, you need to have at least a remedial knowledge of how this works. Because, otherwise, you don’t really know what you’re spending money on. You don’t know if you’re spending it on the right team, on the right technology, on the right processes. And that’s no good.

Ian Lurie: [00:09:33] Another way to look at it is, if you do the right things for SEO, there’s a certain amount of a flywheel. This guy, Andy Crestodina, a colleague of mine who’s way smarter than me, talks about how SEO is a sailboat and SEM is a rowboat. So, to some extent, you still have to maintain the sails and everything. But to some extent, the wind keeps you going. You don’t have to keep pouring money into ads.

Ian Lurie: [00:10:00] SEM, you can accelerate whenever you want, you can turn whenever you want, but it requires constant energy to keep it going. So, each has an advantage. But that’s probably the biggest difference. You will always pay for SEO, but you will not pay for every single person who comes to your site. You will not pay more because you’re getting more traffic from organic search.

Mike Blake: [00:10:21] That’s really interesting. So, in the terms of a finance nerd like me might understand, SEO is more about building an asset, whereas, SEM is paying for a service.

Ian Lurie: [00:10:31] Yes. Yeah. That’s a very good way to put it. SEO, I always used to call it an annuity, which I probably just mangled it. But you’re putting money in, you’re investing in it, and you will steadily get a return. Whereas, SEM is much more you’re paying for something that you’re going to get right then and you must continue to pay for it if you want to continue to get it.

Mike Blake: [00:10:54] And of course – I shouldn’t say, of course – but it seems to me that the notion of ad retargeting on social media, that’s really just a cousin or on the family tree of SEM, correct?

Ian Lurie: [00:11:06] It’s another form of paid media. I mean, if we go back before the internet, there was earned media, which is the ability to get a cool story written about you in the newspaper or wherever. And then, there’s paid media, where you buy a T.V. ad or something like that. Paid social advertising is paid media. Getting someone to say something wonderful about you in social media is earned media. And it’s the same with search, organic search SEO is about earned media, paid search. SEM is about paid media.

Mike Blake: [00:11:35] So, the next question, which is an important question, but I think it’s hard even for somebody like you to answer, because I suspect the answer is so expansive. But what are the elements of SEO? What are the things that – I know I used to go into SEO. I don’t even know if those things are relevant anymore. But as of today, 2021, what are the elements that go into it to make it work?

Ian Lurie: [00:11:58] So, I can give you three elements that never change, and I can give you a few details about each one. So, search engines require visibility, relevance, and authority. Visibility is about ensuring that a search engine can find you and crawl your website. So, it’s just making sure that Google, Bing, whoever, can actually get through your content. If you’re on YouTube, it’s making sure that your content is rendered sufficiently well that YouTube can figure out what’s there. So, that’s visibility, it’s just making sure that computers can see “your content”.

Ian Lurie: [00:12:34] Relevance is making sure that search engines, whatever they are, can understand what you’re talking about and match you up with whatever the query is. So, visibility is making sure you’re available. Relevance makes sure that it makes sense. Authority is all about – and everyone talks about links – links are part of it, but depending on the search engine, it may also be sales per click. It may be shares and likes and plays, whatever. But authority is the measure of how important you are compared to other folks in your space.

Ian Lurie: [00:13:09] Visibility is all about technology. It’s making sure that your site – that’s where I would have to nerd out pretty deeply – but it’s about how your site is built and delivered. Relevance is about content, how you say it, how you structure your site. Authority is about how many people see and care about what you do and say. So, those are the three basics. The tactics involved, we could spend a week, so I’ll stop.

Mike Blake: [00:13:35] Okay. Maybe if we have time we’ll come back to that. But that segues nicely into the next question, which is, when we think of SEO, I think now most of us think of Google. Now, I’m of a certain age and I think you are, too, that we remember such names as Web Crawler, Lycos, AltaVista, Ask Jeeves. Google didn’t use to be a thing, right? But I think there’s a temptation to think that we only now have one, or maybe two search engines if you think Yahoo! is still relevant, I’m not sure it is. But, certainly, Google is out there. But my impression is that search engines have simply migrated into different platforms haven’t they?

Ian Lurie: [00:14:21] Yeah. I mean, Google still dominates the planet. But YouTube is the second biggest search engine on the planet. Amazon is probably number three. Bing is number four. And understand, Bing has five to ten percent of the market, but that’s five to ten percent of everything. Right? That’s a big five to ten percent.

Mike Blake: [00:14:40] I’m surprised it’s that high.

Ian Lurie: [00:14:42] This is just for me looking at client data. Some of my clients get only one percent or two percent of their traffic from Bing. Some get as much as 15 to 20 percent. But most of them are in the five percent range. Google, obviously, is still the biggest generator of traffic, and YouTube is owned by Google. If you sell a product, though, on Amazon, obviously, Amazon is the search engine that you care about. So, there’s more to it than Google. But, yeah, Google dominates the landscape.

Mike Blake: [00:15:12] Is there a search engine that you’re aware of on the Apple side of ecosystems?

Ian Lurie: [00:15:18] Apple is building a search engine. So, we’ll see. Hopefully, it goes better than Apple Maps when it launched.

Mike Blake: [00:15:25] It couldn’t go worse.

Ian Lurie: [00:15:26] Yeah, it couldn’t go worse. I am skeptical. And, again, we can do another podcast about this, but I’m skeptical about Apple’s ability to seize a large part of the market. I think that they can grab Apple users to some extent. But as much as I love to talk about it, we are a very small slice of the population.

Mike Blake: [00:15:46] Yeah, me too. I’m a Mac user and Apple mostly through our ecosystem too. But as you mentioned, I kind of wonder if they’re kind of too late to the party like they were with Homepod. Homepod could have been a player in the home automation market, but I think you’re too late. And I think they’re probably five years too late in the search engine area, unless they just come up with something that just blows you away somehow.

Ian Lurie: [00:16:16] I mean, again, this is going to sound terrible, but it can’t be Safari versus Chrome, right? They’ve got to do something better than that. So, we’ll see. I mean, Apple, in my opinion, is great at certain things. And we’ll see if they can match up with a company whose sole purpose in the universe is to build a great search engine. That’s going to be the biggest obstacle they’re going to face.

Mike Blake: [00:16:41] So, as I mentioned at the top of the program, I looked into SEO quite a bit a decade ago. I have not paid that much attention to it. You’ve been in it for pretty much your whole career in some form or fashion. How has SEO changed since the last time I looked at it, say, around 2010, to today in early 2021?

Ian Lurie: [00:17:05] So, there’s really two big changes, one nerdy and one not. The non-nerdy one is how much more complicated the search results have become. Google and Bing have a lot more search features in them now. So, if you do a search result, you’ll see like a box at the top. Sometimes it has the shortest answer to your question. Google or Bing may be pushing in some kind of scraped result or tool. So, like, if you try to do a speed test right now of your internet connection on Google, instead of just showing you speedtest.net, there’ll actually be a box that shows up that let’s you use Google to do the speed test. If you ask, “How do I cook pancakes?” You’ll actually get a recipe at the top of the page.

Mike Blake: [00:17:44] That’s true. Yeah, I hadn’t noticed that. That’s very subtle. But you’re right.

Ian Lurie: [00:17:49] And it’s a subtle way, again – hopefully, not many people from Google listen to this. I’m a fan of a lot of people at Google – that Google is attempting to become a publisher instead of a search engine and keep you on Google at all times. It’s basically the real estate dedicated to what used to be called the 10 blue links. The traditional search results has become smaller and smaller. All of those search features, like that answer box, those are still part of a search engine and you can optimize for those locations, but search has changed.

Ian Lurie: [00:18:24] Now, the nerdier side is, of course, Google and Bing have both gotten – but Google in particular – much better at understanding language. Google’s ability to understand a query, what you really mean when you search for something in the context of other searches you’ve made and other searches other people make, has grown by leaps and bounds. Their ability to figure out the true meaning of words on a page has also grown by leaps and bounds.

Mike Blake: [00:18:50] I agree. And, in fact, this show is very much a beneficiary of that. Because the reason that we retitle our shows as questions is because Google now allows and really encourage you just to simply type out a question. And that’s been a big hit. And I don’t want to steal a thunder away from our producer, it’s really John Ray who thought of it. But I think we kind of stumbled upon it. We didn’t really know that. But once we figured it out, we discovered that we were drawing a much larger audience from Google, from search engines just by that tweet.

Ian Lurie: [00:19:29] Mm-hmm. Well, you know, you remember Ask Jeeves, right?

Mike Blake: [00:19:33] I do.

Ian Lurie: [00:19:33] And their whole thing was you could just ask it a question. Well, guess what?

Mike Blake: [00:19:38] And in fact, I believe it was Google who bought Ask Jeeves, if I’m not mistaken.

Ian Lurie: [00:19:41] I think so. Yeah. I’m not sure.

Mike Blake: [00:19:43] At that time they’re ask.com, I think, or something like that.

Ian Lurie: [00:19:46] Yeah. That’s right. But the complexity of results, I think, is the most obvious change for the average person. Just how much more stuff there is that shows up on the page.

Mike Blake: [00:19:57] Yeah. And I guess getting into that, too, because it used to be that the search engines would pretty much just bring you to other web pages. Now, they’re bringing you podcasts. They’re bringing you video clips. They’re bringing you social media fragments. So, the universe of things to be searched and the format of the results is vastly expanded too. I think, suddenly, because of this conversation, I’m gaining in admiration for just how deep this technology has gotten in such a short period of time.

Ian Lurie: [00:20:31] Yeah. I have a genuine nerdy admiration for it. And as a marketer, I have a grudging admiration for it. And as a free speech advocate, I have a grudging respect for it.

Mike Blake: [00:20:47] So, my impression – and correct me if I’m wrong – and one of the reasons I kind of stepped away from SEO is that, it seems like an all or nothing game. That, you’re either at the top of a search engine results or you’re just nobody, nowhere to be found. Is that true? Was that ever true and I just didn’t get it? And if it’s not true, how can that kind of be nuanced? And I say that in this context, that, my impression of SEO is that, in many cases, it’s not just a pay to play, it’s a pay to win game. And if you don’t have a certain budget, why bother? Because if you’re a retail store and you’re in there with Walmart, you’re just not going to be able to match them dollar for dollar. So, that’s a long preamble to the question of, if you can’t match your competitors dollar for dollar for SEO, is it still worth doing?

Ian Lurie: [00:21:42] So, that’s a two part question. The first one, is it a zero sum game? And the answer is, if you look at one term, it’s a zero sum game. But smart SEO doesn’t focus on one term. It focuses at an enormous number of terms, some of which you don’t even optimize necessarily for most of the individual search phrases. That’s that visibility part. And that relevance part is, make sure that your site is visible so that Google and Bing can crawl it and find all the stuff. And then, work on relevance first to make sure that Google, Bing, YouTube, whoever, can figure out what you’re talking about in this stuff. And you will start to rank for things.

Ian Lurie: [00:22:25] Everyone can’t optimize for everything. Even Walmart can’t optimize for everything. So, if you do it right and you’re persistent, you will probably match up with them at some point because you will start to rank for terms that they simply miss.

Mike Blake: [00:22:40] Go ahead.

Ian Lurie: [00:22:40] The other real quick thing is, companies like Walmart are very good at certain kinds of SEO. But what they’re terrible at is changing and fixing things. And I have some wonderful clients that are very large, and I shouldn’t say they’re terrible at it. They are not structurally built to make rapid change. There are many things where they have to be much more deliberate.

Ian Lurie: [00:23:06] So, if you are a smaller organization, a small business, one advantage you have is that you can make changes and adjust much more quickly. If you want to become more relevant for a particular concept, you could theoretically put together stuff and publish it much more quickly. You could do a set of videos much more quickly because you don’t have to go through legal, and a marketing team, and a branding team. If you have a visibility issue on your site and you need to change something in WordPress or change something in the way your videos are done, you don’t have to go through a whole IT team. At most, you’ve got to go on Upwork and hire a developer to fix it for you. It’s a much quicker process.

Mike Blake: [00:23:47] Okay. So, that’s really interesting, and I think it gives hope to our listeners. I don’t think any of them are working for Walmart at a high level. And it leans actually nicely into the next question, which is, how much of this is art and how much of this is science? If I’ll just direct this to you, Ian Lurie, do you distinguish yourself as somebody who sort of understands SEO from a different angle, a different perspective, maybe from other SEO experts. And, therefore, there’s a potential for creative differentiation that you can find those search terms that others might be missing, or those other tags, or other SEO elements that others are missing, and, therefore, creates sort of an outsized performance for the client.

Ian Lurie: [00:24:41] So, I flatter myself by thinking that I have a foot in both the left and right brain sides of this. So, I do work on the technical stuff quite a bit on visibility, and that’s much more science. And I work on the relevance and authority side, which is much more art. There is science involved with relevance and understanding how machines process language. But, ultimately, Google and Bing do not give us a manual regarding their algorithms.

Ian Lurie: [00:25:15] So, no matter how much science you apply, at some point, you are making highly educated guesses and doing a lot of research and thinking about what your audience is going to best respond to as one way to generate a positive outcome in SEO. So, it’s a little bit of both. I’m not going to try and suggest that I’m even among the best at SEO. There are a lot of amazing SEOs out there. But that is what a lot of folks bring to SEO. It’s why I love it. Because I come from a creative background and both my parents are scientists or a liberal arts background and both my parents are scientists. Being able to put those two things together is a professional paradise for me.

Mike Blake: [00:26:03] Yeah. So, my impression and you’re starting to dispel it, but I want to drill a little bit deeper because I think this is really interesting and relevant. We had a guest on a few weeks ago, his name is Adam Houlahan, and he’s one of the top experts on LinkedIn. And he actually has a bank of people under his employ whose sole job is to understand the nature of LinkedIn algorithms so that he can then help his clients monetize their own LinkedIn presences better. Do people do something like that with search engines as well to try to understand it or glean their algorithms better or somehow reverse engineer it? And if so, is that even a useful thing?

Ian Lurie: [00:26:56] I don’t want to start a nerd fight, but when I ran my agency, I had teams of people who also did their best to understand the Google algorithm. But you can no more confirm and scientifically prove how the LinkedIn algorithm works than you can the Google algorithm. I just got to put that out there.

Mike Blake: [00:27:15] I think in fairness, you can say that he could prove it. I think just simply said that they were able to run tests that led data to ease you in a certain direction.

Ian Lurie: [00:27:25] Yeah. And you can do the same thing with Google to some extent. And it pays to chase the algorithm a little bit. But there are those three basic rules of visibility, relevance, and authority. And you don’t need to understand the algorithm to understand those. Now, knowing the algorithm can help you avoid some kind of tricks that people recommend, the tactics that don’t really work but make people think they work. And knowing the algorithm can also help you figure out that there are certain things that are more important on a page than others. You know, a good title tag, writing really well as opposed to repeating the same keyword 52 times on the page. That’s where understanding the algorithm can really, really help.

Mike Blake: [00:28:19] Now, there was a time when entrepreneurs and small businesses could effectively put into place some kind of useful SEO. And maybe I’m talking about 20 years ago or 15 years ago. Has SEO simply grown up so much that maybe that’s no longer feasible? Or are there scenarios where somebody could plausibly apply some DIY, maybe with a little bit of effort and learning, to raise the SEO effectiveness of their own web presence?

Ian Lurie: [00:28:56] I think you absolutely can. I worked with a lot of really, really small clients. A lot of it is relative, like, maybe you’re not going to compete with Walmart, but maybe you can triple your organic search traffic. SEO is DIY. No matter how big your organization is, eventually you have to look to visibility, relevance, and authority. And someone’s going to have to make those changes.

Ian Lurie: [00:29:23] So, again, you’ve got some advantages as an individual or a really small business as much as you don’t have an IT team. That also means you don’t have to worry about IT resource constraints. You know, somewhere along the way, you can find someone to help you work on that site. Creating content, you have less time, maybe you don’t have a team to do it. On the other hand, it’s going to come directly from the person who knows most about it. So, you’re probably going to create the best content on a particular topic. So, you absolutely can DIY it. And, in fact, it’s easier to compete in the SEO world than in the SEM world.

Mike Blake: [00:29:56] And I think that’s right. Before I joined Brady Ware, I guess, about three-and-a-half years ago now, I had my own company, Arpeggio Advisors. Now, I was pretty active in terms of creating content for that website. And I’m in a niche business valuation and so forth, so, fortunately, I didn’t have that many competitors online. But even with the modest amount of content that I create, I might have had like 30 pieces up there or something. I think even at least two years after I stopped using the website entirely, it’s still ranked in the top five for business valuation firms in Atlanta.

Ian Lurie: [00:30:36] Again, it’s an annuity, right? You don’t have to buy inventory. You’re not paying constantly for advertising. Stuff you write now will probably pay off later. Videos you record now will pay off later. So, yeah. No, that totally makes sense to me.

Mike Blake: [00:30:53] I’m going off script a little bit here, and I’m also sort of cornering you in a little bit of free advice while I’m doing a podcast interview, but I think others will benefit too. Is there a kind of a minimum amount of content you have to shoot for before you start getting some leverage behind your SEO?

Ian Lurie: [00:31:14] No. Usually, the biggest obstacle I find for clients is visibility, not relevance. And any content is better. Steady growth is very important. And stuff that’s truly useful for your audience. So, if you sell running shoes, writing 52 articles about the history of the running shoe is probably not as important as two really good articles on selecting and sizing the best running shoe. So, I would always look to that.

Ian Lurie: [00:31:50] Assuming you could produce great content, more is always better. But none of us have infinite resources. So, I was just going to say, you also have to remember that everything you have on your site is content, product description, service descriptions, descriptions of what you do, case studies. Everything is content, so optimize what you got first.

Mike Blake: [00:32:12] So, this brings up – and you touched on it earlier, but I think it’s such an important point, I want to underscore it – that SEO is a commitment, right? One of the things I’m curious about whenever I have these conversations is, who shouldn’t do it SEO? And it sounds like somebody who shouldn’t do SEO is somebody who isn’t willing to kind of make the commitment into the flywheel to initiate the flywheel, sort of apply at least some minimum momentum to keep it going. If you really just want a one-off step, then just go over to the SEM side.

Ian Lurie: [00:32:47] I mean, probably you already can tell I have opinions. Don’t invest in SEO if you don’t want to grow your business. And that sounds like really cheesy marketing speak, and I’m not coming at it from that direction. Again, investing in SEO starts with visibility. If you’re not willing to make the investment in a website that a search engine can easily crawl and index, then I would say you’re probably at a point where you’re not really investing in your online business. And I’m not saying that that is a choice. And I’m not saying that’s wrong. It’s all about context. But if you’re investing in a quality website and you’re spending time on quality content, including product descriptions, then you’re already investing in SEO. So, you should definitely do it.

Mike Blake: [00:33:41] So, we’ve probably covered this indirectly, but I want to make it explicit. What is the most common mistakes you see being made with SEO?

Ian Lurie: [00:33:55] Websites that are invisible in some way, especially folks who hire developers who say that they know SEO and then build a site that is completely invisible to search engines. Quantity over quality is the most common SEO issue. I see hiring someone for $5 a blog post to write 200 blog posts, Google has actually specifically put together algorithms that hammer sites like that now.

Mike Blake: [00:34:23] Oh, really?

Ian Lurie: [00:34:24] Oh, yeah. Oh, yeah. So, quantity over quality is a mistake. Attempting to manipulate lengths and gain links in manipulative ways is another common mistake. But the biggest one is that initial investment, it’s how you build your site. And this is, unfortunately, the hardest part for a business owner to understand and grasp because it requires technical expertise. And it’s not fair that a business owner should have to understand that. But there is a little bit of caution when you’re building the site. And I’m not talking about a beautiful design, which is great. I’m talking about just basic functional, useful website infrastructure.

Mike Blake: [00:35:10] I mean, does that go into the architecture of the site too? Is that SEO managing, for example, site bounces which can include just people being frustrated with a poorly functioning site and they throw their hands up and go someplace else.

Ian Lurie: [00:35:23] Yeah. I mean, bounce rate is a hard one because sometimes a high bounce rate means people are getting exactly what they want. The Portent blog, my old agency, had an 88 percent bounce rate. But that was because people found the article, got what they wanted, and left. But bounce rate is an important one of site performance. Ignoring the SEO side, just paying attention to one of the indications of quality of your site. If it takes five seconds or ten seconds for a page to load, that’s a problem. Does your site work on mobile? Does it offer really good experience on mobile? Is all the same content visible on mobile? Those are all important things as well.

Mike Blake: [00:36:05] I’m glad you mentioned those two things because I wanted to get into that just a little bit. So, you do think that mobile is important? Sort of what I’ll call mobile desktop parity is important.

Ian Lurie: [00:36:17] It is no longer a parity. Google has said that they are shifting to a mobile only index. Meaning that if content is not visible on mobile, they will not index it. We’re not accessible on mobile, they will not index it.

Mike Blake: [00:36:30] Wow. Okay.

Ian Lurie: [00:36:31] Yeah. They talked about mobile first for a long time, but there was a minor nerd riot on Twitter because it became clear that Google is actually moving to mobile only.

Mike Blake: [00:36:44] That is interesting. So, I mean that’s a big learning point for our audience, is that, you know, ignore mobile at your peril because it can effectively invalidate all your other SEO.

Ian Lurie: [00:36:59] I mean, anyone building you a reasonably good website should be building a site that offers a really good mobile experience. If it does not, then – I’m sorry this is another opinion of mine – but you should not be paying them to build your website.

Mike Blake: [00:37:15] I mean, do the the Squarespace’s and the Wix’s of the world, are those templates reasonably mobile friendly?

Ian Lurie: [00:37:23] Some of them are very mobile friendly. You need to test the templates. But, you know, it is all about the template. And, yes, some of them are great.

Mike Blake: [00:37:34] Okay. So, how long does it take to kind of see results from improved SEO performance? Is it a right of way? Do you have to kind of wait a few weeks, a few months?

Ian Lurie: [00:37:50] In the SEO industry, the going joke is the phrase, it depends. Because almost any question you ask can be answered that way. And it does depend. If your site has a technical problem, a visibility problem, it is possible that when you fix it, you will see results very quickly because Googlebot and Bingbot will suddenly be able to crawl your content. On YouTube, if there’s something that was just preventing your content from appearing, obviously, you fix it and you see results right away. If you have a different issue, if there’s a relevance challenge, something like that, it could take quite a bit longer. And there’s this subtle, messy in-between space where you’re probably looking at, you know, anywhere from weeks to months to move up. So, if you think about the sailboat analogy, it takes some time to get going.

Mike Blake: [00:38:41] Yeah. Okay. Now, in terms of web functionality, I think there are websites out there that you can basically put in your domain and they’ll issue a report that talks to you about your web functionality, accessibility, broken links, et cetera. Are those useful kind of self-help diagnostics or do you really kind of need to bring somebody in who’s an expert to test your website for you to figure that out?

Ian Lurie: [00:39:06] It depends on the tool. Most of the free diagnostics are not terrific. There are companies out there like Moz and folks like that that offer decent diagnostics. But all that stuff has to be taken in context. Those tools will give you objective measurement of things that you’re doing. And they don’t necessarily understand your industry. They don’t understand your own resource challenges. They don’t understand the history behind the building of your site.

Ian Lurie: [00:39:32] And just so you know, you can send me questions and I will not charge just to answer basic questions. I would recommend talking to someone who knows something about this stuff. And always keep in mind visibility, relevance, authority. Keep it that simple in your mind. If you’re looking at your site and you see an issue that is affecting visibility, if you think it’s very difficult to figure out what a page is about, those are problems and you need to think about them. If it’s very hard to find a piece of content on your site, that’s a problem you need to think about it. So, there’s a lot you can do. Use those tools, but be very careful when you look at their feedback.

Ian Lurie: [00:40:12] Also, the stronger the sales pitch after you run the tool, the more suspicious you should be. And if the tool requires that you register before you get the report, don’t use it. Sorry. I have a lot of friends who will get mad at me, but just don’t. Just because I’ve built those myself, and I’m telling you right now, I’m only giving you one tenth of the story.

Mike Blake: [00:40:32] Well, I mean, clearly, they’re simply lead generation funnels or something else. We’re talking with the Ian Lurie of Ian Lurie LLC. And the topic is, Should I market with Search Engine Optimization or SEO? We’ve touched on this a little bit, but I want to make this clear. And that is, my impression is that at the end of the day, if it’s my website, I still don’t really own that real estate. Google does for all intents and purposes. And, therefore, I shouldn’t necessarily expect to have 100 percent control over my SEO outcomes. It doesn’t entirely depend on what I do, is it or does it? Is there, in fact, a perfect algorithm, perfect conversation, perfect combination, perfect best practices? Or if I do everything right, that I’m just almost guaranteed success?

Ian Lurie: [00:41:30] Patience definitely makes a big difference. You know, consistent application of good tactics makes a difference. But in the end, algorithms change, Google changes. I’m always telling clients – because I don’t just do SEO – to diversify channels as much as they can, diversify search engines as much as you can, and understand applying the right tactics and strategies will help you. And it will get you consistent and consistently improving results.

Ian Lurie: [00:42:05] But in the end, it is Google’s world and we live in it. And to some extent it’s true with Bing as well. There are things you can do to perform better within those algorithms. But we will never have complete control over it.

Mike Blake: [00:42:21] Again, the boat analogy, I think, seems to apply because I can control what I do on the boat, but I can’t control the current and I can’t control the wind.

Ian Lurie: [00:42:30] Yeah. You can take best advantage and you can position yourself to take best advantage of the wind, and the currents, and the weather. And even in a rowboat, you’re still somewhat subject to them, but you can do your best to be ready and to capitalize.

Mike Blake: [00:42:48] So, let’s say that somebody in our audience – I hope somebody in our audience – is now thinking they want to up their SEO game and they feel like they need help from somebody like you to help them do that. How do you find somebody that’s really good? I guess the question is, are there any credentials, any special training, or degrees that people normally get to demonstrate their command of the SEO world? Is there anything like that? And if so, which are the ones that clients ought to be looking for?

Ian Lurie: [00:43:26] I’m a history major. I was a history major, so there’s definitely no degrees. I actually think a lot of it is about ability to explain what you’re going to do and why it matters. There is no credentialing. There is no good credential out there. There is no good certificate out there, partly because it evolves so quickly, partly because we don’t know the algorithm, and partly because I just haven’t seen a good credentialing system. And it’s been tried in our industry many, many times.

Ian Lurie: [00:43:55] But find someone who can explain what they’re going to do and why it matters. Truly explain it, like it makes sense to you. Not saying, “You need more links because”. But explain why. You know, “I would like you to make this change to WordPress because” and make it make sense. If they can’t do that, I would be concerned. And then, look at whether you’re comfortable with that person. Because you’re hiring a consultant or a consulting agency like you hire any other consultant or consulting agency. You need to be able to work with them and you need to want to work with them.

Ian Lurie: [00:44:33] Unfortunately, that’s the best I can do. The two danger signs are, if someone tells you that they know someone who used to work at Google or they have some kind of inside track, there is no such thing. And the other one – you may want to edit this one out – if they are making a big deal out of the fact that they have a credential from somewhere, that makes me a little bit nervous. And maybe they’re legit, but it makes me a little nervous because it’s impossible to be credentialed for something when there are a couple of hundred algorithm updates every single year.

Mike Blake: [00:45:15] Well, first, whenever somebody says you may want to edit this out, that guarantees we’re not going to edit it out.

Ian Lurie: [00:45:21] Well, that’s why I didn’t say it before.

Mike Blake: [00:45:23] It’s too juicy. It’s too juicy. But, I mean, look, it’s not unfair. In my industry, we do have professional credentials. And while I do think they have some meaning, I tell people that if there are people have a bunch of letters after their name that I would not trust to do a valuation of a lemonade stand. And there are people who are completely uncredentialed that are very competent business appraisers that can do a great job for you. And credentials are fine, but at the end of the day, all the credential really says is that, “I passed a series of exams and I paid to take those courses. I’m current on the annual fee. And I haven’t done something so egregious as a professional that they’re taking it away from me.”

Ian Lurie: [00:46:11] They threw me out.

Mike Blake: [00:46:12] That’s it.

Ian Lurie: [00:46:14] Yeah. A big difference with SEO and a lot of marketing is, there has never been an accepted curriculum that will make you good at SEO or really good at marketing. And that makes it even more difficult. And by the way, I have a law degree, too. I never practiced. But there is a certain set of things you must learn to be minimally qualified to be an attorney. And those things, to some extent, can be quantified because you took the bar and you passed it.

Ian Lurie: [00:46:42] With SEO, it is far more difficult. Even as a technical SEO, it’s difficult. You can look at what I know about websites and computers and how websites work. And assuming you can actually understand any of what I talk about – and I’m not saying that you don’t understand it because you’re dumb. I’m saying you don’t understand it because you actually have a life. Even assuming you could understand it all, that doesn’t mean that I’m establishing my qualifications as a consultant. So, it is very similar in a lot of ways. And in some ways, it’s even more difficult because there is no primary credentialing body for SEO and there may not be for decades.

Mike Blake: [00:47:22] I want to go back and underscore the I know a guy at Google kind of thing. You know, I would imagine the reason that cannot possibly be true is because Google will fire and then sue anybody that is disseminating information about their algorithm, because that’s a trade secret. And that person will be blackballed from their job, from that industry, and they’ll be paying Google for the rest of their lives.

Ian Lurie: [00:47:48] Yeah. I mean, there’s that. There’s also, I’m pretty sure Google plants some kind of explosive in people’s brains when they leave. People at Google don’t become SEOs. People who truly understand the ins and outs of the algorithm don’t become SEOs. Try to prove me wrong. I dare you. You will not.

Ian Lurie: [00:48:14] I can hire someone who worked at Google, but they’re not search engineers, because they’re the ones who signed the non-competes and the nondisclosures and the non-everything else. So, it’s very unlikely I’m going to find someone from Google who’s going to truly give me an advantage as an SEO.

Mike Blake: [00:48:33] Well, even if you did, how long before their knowledge becomes obsolete? Six months maybe?

Ian Lurie: [00:48:39] There’s that too. Yeah, there’s that too. You know, things evolve awfully quickly, and it might be a couple of years, but at some point their knowledge will become obsolete.

Mike Blake: [00:48:50] You want to become a professional Dungeons and Dragons player, well, what [00:48:55] edition? [00:48:56] If you’re a first edition player, your knowledge is not going to be that useful in fifth edition.

Ian Lurie: [00:49:03] Well, and then, of course, now that there’s the internet, there’s new rules and things for Dungeons and Dragons coming out on a daily basis. So, even somebody who works at Wizards of the Coast, the company that makes it, they cannot give you all the secrets of Dungeons and Dragons.

Mike Blake: [00:49:16] No. That’s right. Ian, this has been a terrific conversation. And I learned stuff and I’m very confident the audience has learned some very valuable things. If people want to contact you for more information, either to ask a question we didn’t cover or go into more depth than something that we did, how can people best contact you?

Ian Lurie: [00:49:36] So, you can reach me, just email me directly. It’s ian, I-A-N, @ianlurie.com. Or just send me a tweet just @ianlurie. Either one of those works. My last name by the way is L-U-R-I-E, I can barely spell it.

Mike Blake: [00:49:52] Very good. Well that’s going to wrap it up for today’s program. I’d like to thank Ian Lurie so much for joining us and sharing his expertise with us.

Mike Blake: [00:50:01] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you like to engage with me on social media with my Chart of the Day and other content, I am myself on LinkedIn, and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Tagged With: Brady Ware, Brady Ware & Company, digital marketing, digital strategy, Ian Lurie, Michael Blake, Mike Blake, search engine marketing, search engine optimization, SEM, SEO, SEO consulting, seo optimization

Bobby Hollingsworth with Express Employment Professionals and Homero Gonzalez & Maragarita Eberline with ULTIM Marketing

April 8, 2021 by Mike

Gwinnett Business Radio
Gwinnett Business Radio
Bobby Hollingsworth with Express Employment Professionals and Homero Gonzalez & Maragarita Eberline with ULTIM Marketing
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Bobby Hollingsworth, Margarita Eberline and Homero Gonzalez

Bobby Hollingsworth/Express Employment Professionals

Express Employment Professionals is one of the top staffing agencies in the U.S. and Canada. Every day, they help people find jobs and build a career, and provide workforce solutions to local businesses. Express Employment Lawrenceville provides a full range of employment solutions that includes full-time and part-time employment in a wide range of positions including Administrative and Light Industrial.

Homero Gonzalez & Maragarita Eberline/ULTIM Marketing

ULTIM Marketing knows how challenging it is for businesses to formulate a comprehensive marketing strategy that is not only effective, but also deployable for their target markets. That’s why their full-service marketing agency focuses on developing and implementing marketing plans that are results-driven and take the burden of implementation away from their clients’ companies, so they can focus on the most important part of their business – their clients.

Gwinnett Business Radio is presented by

Tagged With: Bobby Hollingsworth, business podcast, business radio, Business RadioX, Entrepreneurs, Entrepreneurship, Express Employment Professionals, Express Employment Pros, gwinnett business, gwinnett business podcast, Gwinnett Business Radio, Gwinnett Business RadioX, gwinnett businesses, gwinnett online radio, gwinnett radiox, gwinnett staffing agency, Homero Gonzalez, Maragarita Eberline, online radio, podcast, Radiox, small businesses, staffing agency, steven julian, subaru, subaru of gwinnett, subaru radio studio, ULTIM Marketing

Decision Vision Episode 111: Should I Retire? – An Interview with Brian Falony, Director of Marketing, Brady Ware & Company

April 8, 2021 by John Ray

Brian Falony
Decision Vision
Decision Vision Episode 111: Should I Retire? - An Interview with Brian Falony, Director of Marketing, Brady Ware & Company
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Brian Falony

Decision Vision Episode 111: Should I Retire? – An Interview with Brian Falony, Director of Marketing, Brady Ware & Company

On the eve of his retirement from Brady Ware & Company, Brian Falony joined host Mike Blake to discuss the considerations he weighed as he made the decision to retire from the workforce. “Decision Vision” is presented by Brady Ware & Company.

Brian Falony, Director of Marketing, Brady Ware & Company

Brian Falony
Brian Falony, Director of Marketing, Brady Ware & Company

Brian joined Brady Ware in 2017 and has more than 25 years of experience helping accounting firms grow their practices. He led the marketing functions for two of the top 50 CPA firms in the U.S. and has consulted with firms across North America on improving their marketing programs. Brian will lead the firm’s overall marketing efforts with a focus on growth.

Brian is a member of the Association for Accounting Marketing where he has served on several committees as well as the Board of Directors. He is also a member of the Association’s Hall of Fame.

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Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast.

Past episodes of “Decision Vision” can be found at decisionvisionpodcast.com. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:41] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn, and also @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:17] Today’s topic is, Should I retire? And our guest – that I’m going to bring on in just a minute – is a dear friend, and professional colleague, and mentor of mine, who has reached the stage of his life where he is going to retire from our firm. I don’t know if it’s been formerly announced, so I’m not going to mention it right now, but soon. It’s a known quantity by the time this thing gets published, I’m sure it’s going to be more known.

Mike Blake: [00:01:51] But, you know, it occurs to me that retirement is one of the most consequential decisions that all of us, we hope, will make in our lives. It’s consequential from a business perspective. It’s, of course, consequential from a personal perspective. And a decision to retire is so weighty and is so complex and is intertwined with the hard material discussions and considerations as well as the emotional and profound personal considerations.

Mike Blake: [00:02:30] And, you know, we’ve been thinking about retirement as a society for a while. I remember ten years ago or 15 years ago that we thought for sure there was going to be this wave of businesses that was going to be up for sale, and this wave of executives that were going to have to retire. And interestingly, they, largely, didn’t. I mean, some did, of course. But, you know, first of all, with the profound financial implications of the financial correction of 2008 and 2009, simply for many people moved the goalposts for retirement back from a financial perspective and did so in a significant way.

Mike Blake: [00:03:17] But, also, sort of a funny thing happened is that, the human lifespan and the human useful lifespan has increased significantly since World War II. And I’m not going to get into a big discussion as to why that is. There are lots of theories. But you just can’t deny the fact that more people are living into their 90s. You know, renowned children’s author, Beverly Cleary, just passed away at 104. I didn’t even know she was still alive. But when I was in my single digits and in the 70s, I was reading her books right along with everybody else. And that’s just an example. But not only are people living longer, they’re living longer in a state of greater health and in a state of greater vibrancy. And in particular, if we ever really get a handle on Alzheimer’s, watch out, because, you know, I don’t know that 65 is going to be the bogey for retirement. I don’t know that it’s necessarily economically sustainable. And again, that’s a different podcast, so maybe the Chart of the Day.

Mike Blake: [00:04:19] But coming back to where we are, you know, regardless of the social implications and the economic implications, at the end of the day, our podcast is about making critical decisions. And usually ones that are hard to reverse. And when you really get down to it, it’s hard to think of many personal decisions that are much more impactful, that have much greater and far reaching implications than should I retire. So, that’s why I want to cover this today. And I hope many of you will find this of interest and helpful.

Mike Blake: [00:04:57] And joining us today is my longtime friend and mentor, Brian Falony, who is Director of Marketing for my firm, Brady Ware & Company. We actually met when we are working with another accounting firm. I went back and checked, it’s actually about 12 years ago. And I suspect that we grew a friendship quickly because I was an accountant that actually was interested in marketing. But, ha, the joke’s on you. I’m not really an accountant. I just have to work for an accounting firm so the record is unblemished.

Mike Blake: [00:05:28] But, you know, he and I have maintained a long relationship, a great relationship now across two firms. He actually recruited me into Brady Ware. And I hope that’s not one of the reasons he’s being put into retirement. It might be, we’ll get into that. And as I said, he’s retiring soon. So, I thought, what a cool idea to get into the head of somebody who is actually in retirement, not thinking about retirement, not did it a year ago, but is actually sort of in process, kind of like watching an eclipse as it’s happening.

Mike Blake: [00:06:05] Brian has more than 30 years of experience helping accounting firms grow their practices. He led the marketing functions for two of the top 50 CPA firms in the U.S., and has consulted with firms across North America on improving their marketing programs. Brian leads the firm’s overall marketing efforts with a focus on growth – at least he will until he retires. Brian is a member of the Association for Accounting Marketing, where he has served on several committees as well as the board of directors. He is also a member of the Association’s Hall of Fame – which I did not know. And, again, this is one of these things, just like last week, you get into somebody’s bio, you find some cool things about them you didn’t know in spite of how long you knew them.

Mike Blake: [00:06:45] And I think it’s worth saying that, also, Brian has been one of the thought leaders that helped put this podcast together. It was he, in a lot of ways, helped make this possible and rallied the support of the firm behind it. And it’s a fair statement to say, this podcast would not be here, I think, without Brian’s help. And to him, I’m very grateful for that. And I hope our listeners will acknowledge that. Brian, thank you so much for coming on the program.

Brian Falony: [00:07:13] Well, thanks, Mike. That was a great introduction. I’m not sure that I’ll live up to all of it, but I’m ready to talk about it.

Mike Blake: [00:07:22] Well, you are retiring. You are retiring, right? I mean, you are qualified to talk about that because you are, in fact, retiring. You don’t reverse that decision, right?

Brian Falony: [00:07:30] That is true. That is true.

Mike Blake: [00:07:32] So, you know, talk about your career as you kind of look back and you’re talking to somebody about what you have done over the course of your business life, how would you summarize it?

Brian Falony: [00:07:44] Well, actually, I had two careers. Right out of college, I started working for the office furniture industry. My dad was actually working in that industry. And he kind of got me an entree into it. And I worked for firms like Herman Miller and Haworth for about 17 years. And then, in, I think, 1989, Herman Miller, being a public corporation, had a big cutback. And, suddenly, there I was without a job and had a family and a house and all of that. So, I started searching around, landed a job, and had to move from West Michigan down to South Bend, Indiana, sold the house, moved the family. Six months into the new job, I decided I would have been better off staying unemployed. So then, I started searching again.

Brian Falony: [00:08:29] And there was a firm called Crowe Chizek down in South Bend, Indiana. And I had an opportunity, go in and talk to them about their marketing director position. They took a chance on me and I had no idea about working in accounting, but I took a chance on them. I found out that I absolutely loved working with accountants, working in a less hierarchical structure, and working in an area where I could make a meaningful impact on the growth of a firm. I worked for them for a few years.

Brian Falony: [00:09:04] I took another job which moved me to Atlanta, consulting. I worked for an association of accounting firms and consulted with them for a number of years. And then, had a great opportunity to go back into a firm. And so, I’ve been in firms. I’ve been consulting with firms. I’ve been with a company that’s no longer in existence, Peachtree Software. They were bought up. But for the last 30 years, I’ve been working with accounting firms and have just absolutely loved what I do, helping these firms grow and helping individual accountants find new clients and develop relationships with those clients.

Mike Blake: [00:09:45] So, you’ve done all that. You’ve enjoyed and produced, you know, the success that you have. What goes into the decision to decide you’re going to retire?

Brian Falony: [00:09:59] I think there are a couple of things, and I’m going to speak for me here. But I started over the last couple of years, I started to realize that there were parts of the job that I really, really liked. But then, there were other parts of it that it just wasn’t my main interest. And my interests were changing a bit. And so, when you start to get that feeling that – gosh – it’s just not exactly what you wanted to do. And that started me thinking about it.

Brian Falony: [00:10:35] And then, the other thing that went into that decision is, I’m a relatively older person. I did not grow up with the internet. I did not grow up with a lot of the technology that we have today. And I started to think, you know, the way marketing is going within CPA firms, it may require a different skillset than what I bring to the table. And maybe it’s time for the firm to start looking for somebody that has that skillset that can take them to the next level, can take them over the next few years, and really embrace the technology that is taking over our world.

Mike Blake: [00:11:21] You know, that’s interesting, and I think there’s a very visible analogy to that, and that is in sports coaching. I know you follow sports, at least, a little bit. And I’m sure you’re cognizant of the fact that many sports, particularly baseball but has spread to others, have gone deep into data analytics in terms of how they build teams on field, decision making, and so forth. And what we saw, about, starting ten years ago in baseball and maybe five to seven years ago in the other sports, were the old school coaches retiring. Not because they had lost the ability to coach a football game and select players and train players per se, but they started to recognize that in order to be successful or to get that next job, they were going to have to embrace analytics.

Mike Blake: [00:12:19] It means going back to school for computers, which means having to go back to school for some form of data science. Which, just is not the kind of thing that say, you know, Don Shula was going to do, right? It’s not what Joe Torre was ever going to do, right? And so, rather than retool – it didn’t mean they all of a sudden become bad coaches, but it simply was a scenario in which their industry evolved in a direction where you have to make a decision. (A) You don’t want to do it. And (B) is it worth doing, given the fact that I may not necessarily have that many working lives left. Does it even make sense to do that from an ROI perspective?

Brian Falony: [00:13:03] Yeah. And I think it’s not only the internal looking that you just described. But I think if an executive is really dedicated to the firm that they work for, I think they also have to, in their mind, ask that question, is the skillset that I have what is needed to take my firm to where it needs to go?

Mike Blake: [00:13:32] Yeah. But I guess, also, the other consideration, too, I mean, you could have simply left Brady Ware and moved to another accounting firm. So, it’s not just about the need for that firm, I imagine, but it’s also sort of the needs of the market generally. And that doesn’t mean that what you bring to the table is obsolete – I’ll just call it sort of old school, if you will, or OG marketing – it’s still very valuable. And it’s going to come back with a vengeance. So, say, I’ll get vaccinated and start meeting each other again. But it’s going to be one tool as opposed to the tool.

Brian Falony: [00:14:10] Yes. I agree totally.

Mike Blake: [00:14:14] And a tool that’s more relied upon, I think, by certain demographics, one versus the other. Again, as you mentioned, just based on how people grow up and what their comfort level is with different kinds of marketing platforms.

Brian Falony: [00:14:26] Absolutely.

Mike Blake: [00:14:28] So, I’m going to quasi-out you a little bit. I know that you’re not 65. I know that you’re older than 65. I’ll let you disclose your age if you choose to. But I know you didn’t retire exactly at 65, which is our firm’s ostensible mandatory retirement age. And that’s sort of a frequent finish line for many people’s careers, I’m not sure how long term sustainable that is given the economics. But, for now, it is what it is. Why didn’t you just retire at 65, kind of like everybody else? What kept you wanting to continue?

Brian Falony: [00:15:07] Well, at the time, I was working for a company called Thomson Reuters. And I had started out working for a company called BizActions, which was then bought by Thomson Reuters. And I had the opportunity to help CPA firms use a tool, an electronic newsletter tool, to help develop their business. And when Thomson Reuters bought it, my job changed significantly and became a little bit less fun. But I wasn’t ready to hang it up yet.

Brian Falony: [00:15:39] And so, one day, I was talking with one of my customers, Brady Ware & Company. I was talking to my contact with Brady Ware. And I’d seen on LinkedIn that they were looking for a marketing director, and I said, “Gee. I see you’re looking for a marketing director.” She says, “Yeah. Do you know anybody?” And I said, “Well, as a matter of fact, I do.” And because we had developed such a good relationship, I started working for Brady Ware.

Brian Falony: [00:16:08] But, really, at the time I was 65 years old, I wasn’t ready to hang it up at that point in time. I knew that I really loved going into an accounting firm and bringing my skills into their marketing program. And getting them to the part where they’re directed, and they’re growing, and everybody is being successful in growing the firm. So, I thought this was a great opportunity. I did, however, say to the managing partner who is doing the hiring, I said, “I want you to realize I am 65 years old. I plan on retiring at age 70. So, just understand that this is a five year maximum gig. And I’ll be happy to work with you in that transition when the time comes.”

Brian Falony: [00:16:54] Well, that was a number of years ago. And, now, that I am 70 years old, it is time to actually put that in place. And so, he and I started talking, probably, about a year ago on the transition. I let him know that 70 was coming up and that we had discussed this. And so, we’ve been working on the transition for about a year.

Mike Blake: [00:17:18] So, as you approach this decision, other than the financial peace – and financial, I think, concerns everybody to some extent. Maybe not. I don’t want to put words in your mouth – but what concerns you most about the decision to retire, if anything? Was there anything that worried you, concerned you, bothered you, made you hesitate in any way?

Brian Falony: [00:17:39] Well, it’s something that I’m still having to deal with in my head. And that is for, roughly, 47 years, ever since I graduated college, I have been in marketing. I have progressed through marketing up to the director level. I have been the breadwinner for my family. I can’t tell you the last time I took more than about two weeks off from work. And so, I think there is a little bit of a loss of identity. Like, “Who am I going to be in this new career?” And I’m still working on that. I think I’ve got a solution for it. And I’m hoping that it all works out well. But that is still a concern. And I think for a lot of people that have had a good long career and really loved what they’re doing, that loss of, “Well, this defines who I am. How do I get that new definition?” can be a pretty significant issue that needs to be considered.

Mike Blake: [00:18:49] Yeah. And, you know, I spoke with a friend, that you and I both know, last week. And she retired, actually, about a year or almost a year ago. And I’m going to have another conversation with her next week. But she wasn’t overly thrilled with her retirement either. And the thing that she told me that she’s really struggling with is building that identity. You know, there’s only so many books you can read, if you’re the most voracious reader in the world. And so, like I said, I got on the phone with her and helped her brainstorm and kind of think about what might be next. And, you know, I think it is jarring.

Mike Blake: [00:19:32] My dad, he retired, I guess, about eight, nine years ago. And he’s a very good retiree. He had no desire to go back to work. He’s a little bit a nonprofit. He’s a big time bridge player, that sort of thing. But, you know, I can appreciate for a lot of people that’s not easy, especially if you’ve been sort of in an intense environment where your whole day, your week, your month, your year is structured around work. You just have that become a vacuum. It’s almost an embarrassment of riches in terms of time. It’s a different kind of time management problem.

Brian Falony: [00:20:08] Yes, it is. And we’ll see how that goes.

Mike Blake: [00:20:12] So, how would you characterize your retirement planning process? When did you start to get serious about it? Was it phased? Was it consistent? Was it, “Oh, crap. I’m behind. I got to hurry up.” And it’s probably sort of different for different aspects of retirement. But how would you characterize it in your particular case?

Brian Falony: [00:20:38] Well, it was pretty well planned. And if you ever talk to my wife, she’ll tell you that I’m very annal about process and planning and all of that. So, you know, as I alluded to earlier, I had told the managing partner of Brady Ware when he hired me that there was a limit on this. So, I had already started thinking about what does this look like. And then, I kind of put off any kind of planning until about a year ago. And when I turned 69, I said, “You know, I really have to be in a position to make this a successful and a smooth transition, so I better start planning now.”

Mike Blake: [00:21:22] And so, I talked to the managing partner, like I said, a year ago. And then, we got serious about putting a plan together, probably, starting six months ago. And we have a structured plan that laid out dates for hiring a consultant to determine what kind of a transition we wanted to make in sourcing, hiring, putting up the ads for candidates, evaluating the candidates. So, there was a pretty good plan there.

Brian Falony: [00:22:01] On the personal side, I’ve also been planning and talking to a couple of my contacts within the industry about possible consulting work and things like this. So, there’s that other side of the plan, the personal side of the plan. But I’ve been working on that for probably about the last year just to make sure that it is a good, smooth transition.

Mike Blake: [00:22:28] So, you’ve been involved, you said, in helping to choose your successor. How much involvement have you had? And do you think that involvement is likely going to be best practices for many firms? Or maybe best practice is more or less involvement?

Brian Falony: [00:22:48] That’s a really interesting question. As you said, I have been involved. I have interviewed some of the candidates. I definitely interviewed the successful candidate. But I think part of that is going to depend on the personality of the of individual retiring. I went into this with an idea that within the accounting marketing profession, most times marketing directors don’t retire. They leave and get another job, they get fired, whatever. And it’s a very difficult transition. One of the things I wanted to do in this is, try to make a smooth transition to see what goes into making that happen. So, I had the mindset that I really wanted to help with that.

Brian Falony: [00:23:46] Other people that may have a different attitude, may have the attitude that I’m the best one that’s ever been in this position, it would be a little harder for them to step back and say, “All right. Who is going to be a great person to replace me? Do some of the things that I can’t do and take the firm to the next level.”

Brian Falony: [00:24:07] So, I think going back to your original question, how involved should the person be in bringing their successor, I think if they’ve got the attitude that, this is a process that I can significantly help move my firm to the next level by doing this, then they ought to be very involved. If it’s, on the other hand, a person who thinks that they can’t be replaced, they probably ought to not be terribly involved because they’re going to look for the negative sides of anybody that’s going to come in and replace them.

Mike Blake: [00:24:39] Right. There are, in fact, the process. So, I imagine the other piece of this, too, is the circumstances under which the retirement is occurring. In your case, you know, you’re managing an orderly retirement. You’re obviously departing from the firm or separating from the firm on very good terms. Not every retirement occurs in that direction that way, right?

Brian Falony: [00:25:01] That’s true. That is true.

Mike Blake: [00:25:03] You know, you don’t necessarily want to have the person that you’re effectively booting out, trying to be involved in the successor. It’s hard to see how that would be a constructive conversation and relationship.

Brian Falony: [00:25:15] Yeah. Yeah. The plan is to have my successor in place and for me to work with him for probably about four weeks. And I’ve given this some thought and I’m thinking that, like, the first week, I’m still going to be the marketing director and he’s going to be learning from me. The second week, it might be kind of half and half. And by the third week, he’s going to be the marketing director and I’m just going to be there as a resource to him for a couple of weeks.

Mike Blake: [00:25:42] Okay. Now, you really gave the firm five years notice, when you really get down to it, right? But then, you sort of reminded our managing partner – I don’t know if I should say his name, but I guess not. I don’t know if it matters or not. People can look it up – you gave him notice saying, “Hey, look. You know, we’re sort of at the fourth quarter here. You know, we need to start acting.” So, in effect, that was a year long runway. Do you think a year is best practice in your ideal world might you have started a transition process earlier? Is it perhaps too much that maybe a year just seems so far away in retrospect? What’s your view on that?

Brian Falony: [00:26:34] I think a year is probably good. I wouldn’t make it less than six months. But then, I wouldn’t make it longer than a year either. And one of the things that I’ve noticed particularly, probably, in the last couple of months, is that, in interactions with some of the folks in the firm, I get the feeling that they’re looking at me as a lame duck. And so, I think if you start this process too soon, like more than a year out, the person could find themselves in that lame duck position a lot earlier than they need to be. So, I would say probably somewhere in the six months to one year range, at least from my experiences, is a pretty good amount of time.

Mike Blake: [00:27:25] Right. Right. And, of course, we’re talking about an executive position too. A position that’s more of a staff position. You may not necessarily need that long a transition. But the bulk of our listeners are in that executive position, so I think that answer is most relevant to them.

Mike Blake: [00:27:47] The question I’d like to ask is, a lot of people – and I’m starting to get to this age now where people are very fixated on it – have sort of a magic financial number. Where their basis is, you know, if I hit this, I’m going to retire. In government, if I hit 20 years of service, I’m out. Or, you know, for the rest of us mere mortals, if I have this much in the bank, that said, I’m out. You know, how important was that to you in terms of the timing and decision to retire?

Brian Falony: [00:28:15] It was a factor, but I don’t think it was the major factor. One of the things that I considered is – and this may change, but for right now -you’ve maxed out your Social Security at age 70. So, I knew 70 was kind of where I wanted to be. What was more important to me was having zero debt going into it, so that was a goal. But, you know, I don’t think there was a specific financial number in mind.

Brian Falony: [00:28:58] I wanted to make sure that I had enough in between my retirement savings and my Social Security that we’re not going to have to significantly downsize our lifestyle. That’s probably the biggest consideration, just having enough to enjoy the time that I have left, and provide for my wife, and just do some of the things that we have not been able to do because I’ve been tied up with work for all these years. But there wasn’t a magic number out there. There was a lot of factors that went into it. I don’t know if that helps, but that was kind of what was going in my mind.

Mike Blake: [00:29:47] Well, I think it’s interesting. This is one of those answers that I think is going to differ person to person. I know some people that they look fanatically at their brokerage accounts or savings accounts, whatever it is, their total assets, and they say, “If I hit this number, then I can basically give the world a finger. And then, my whole world changes after that time.” And, you know, of course, we all hear about government employees that the saying is, they know to the day when they’re eligible to receive full retirement.

Mike Blake: [00:30:22] And I was just curious, in your perspective – it sounds like it’s not – it doesn’t sound like you’re fixated on a number that basically was your “freedom number”. Obviously, you want to retire at a time when you can provide for yourself. That doesn’t make any sense not to do if you can help it. But at the same token, it doesn’t sound like you hit a finish line. I’ve made the number. And, therefore, I’m just going to sort of hit a switch and go into retirement mode. It’s much more holistic than that.

Brian Falony: [00:30:52] Yeah. I think that’s a fair description, Mike.

Mike Blake: [00:30:57] So, I see retirement as falling into one or two buckets. And I think I know the answer to this question, but I don’t want to assume. And one of those buckets is, retirement just simply closes a book. It’s a big ending that transitions into something just entirely different. And, again, my father was this way, my grandfather was this way for sure, my mother was this way. They just retired and just never looked back in any way, at least as far as I could tell.

Mike Blake: [00:31:39] And then, there’s another school of thought that says, “Well, this is just a different chapter where I’m still going to be around. I’m still going to be doing stuff. I’m not going to necessarily have ‘being retired’ as my identity. It’s simply a financial status,” if you will. I’m curious as to which bucket you would like to see yourself in and what’s attractive about that to you?

Brian Falony: [00:32:03] I think I would up for bucket number two as opposed to bucket number one. As I said earlier, when I fell into this career of professional services, marketing, and particularly marketing for accounting firms, I found something I really loved. And you mentioned earlier that I’m a member of the Association for Accounting Marketing and I’ve served on the board of directors and a number of committees there. And that association has been critical to my career. And I love the people in the organization. I love the organization.

Brian Falony: [00:32:42] So, I plan to stay involved with that organization even after I retire. And through that organization, I’ve met a number of people, some of whom have gone out into the consulting world. And I’ve talked to a couple of them about possibly working with them on some part time consulting engagements, things like that. Because, like I said, I love this profession and I do have, I believe, some things that I can give back to some other firms. So, I plan to keep my hand in at least a bit, not full time, but at least a bit, and just give back a little bit to this profession that has been so good to me.

Mike Blake: [00:33:24] You know, one of the things that I’ve seen some organizations do, and this is something I believe they have borrowed from academia, is, they established an emeritus role. And I think that’s actually really smart because one of the things I think that firms make a mistake on, you know, we have these well-intentioned retirement ages. And the goal mainly of the retirement age is to make room for the next generation, basically. But hitting the ejector seat on people that have potentially a-half-a-century of experience – I don’t care how much technology has changed – there’s going to be value to that half century of experience, for sure. You know, to have a role for that emeritus, whether it’s in a firm, whether it’s in an organization – hopefully AAM has something like that available for you. If not, they should – what do you think about roles like that? I mean, is that a real thing or is it just window dressing or am I making something that really isn’t a big deal? How do you kind of react to that?

Brian Falony: [00:34:28] Actually, I hadn’t thought about that until you brought it up. But I think it’s a really good idea. It’s certainly not going to be for everybody. But I think there is a lot of experience that goes out the door, and firms and individuals could benefit from that. I think there’s a tremendous opportunity for mentorship relationships within firms that could be enhanced by that person not being in a direct reporting relationship.

Brian Falony: [00:35:05] That’s one of the things that I found interesting about CPA firms, is, most of them that are at the partnership type have a defined retirement date where people have to sell back their ownership, and it’s usually 65. And there’s a lot of experience that walks out the door when that 65 hits and they have to sell their shares back. It’s experience that the firms themselves, I think, could benefit from in some fashion if they had what you call an emeritus type position. So, in hearing you talk about that, I think that’s probably not a bad idea.

Mike Blake: [00:35:48] Yeah. And maybe it’s something I’ll bring up with the other partners in the firm. So, we’re talking with Brady – I’m sorry. We’re talking with Brian Falony of Brady Ware & Company. And the topic is, Should I retire? Did the pandemic impact your decision to retire at all? And if so, how?

Brian Falony: [00:36:07] Not really. I’m one of these people that I’ve never been particularly concerned about the pandemic per se. So, I haven’t altered my work style much because of it. Now, the big change for me when the pandemic hit was, I was flying up to Dayton, Ohio usually about once a month. And I don’t think I’ve been up there since January of 2020. So, I’m not getting those Delta miles anymore. But the pandemic really didn’t have a lot to do with it. In fact, if the pandemic had had any effect, the only effect I could see is I might have postponed it another year since I won’t be able to do some of the traveling I wanted to do in retirement. But the pandemic really has not affected my decision one way or the other.

Mike Blake: [00:37:02] And that’s interesting because in considering what you said at the outset of our conversation, you talked about the approach to marketing being much more technologically focused as one of the motivations to retire. And I would have anticipated you saying that, clearly, marketing as much as anything has been forced to undergo a massive digital transformation. Because we can’t go to the conferences, and trade shows, and networking meetings, and coffees, and after dinner drinks and happy hours, all that good stuff. And I was curious if the sudden reliance on that – and I may be putting words in your mouth, so feel free to tell me to go jump in the lake – knowing the kind of person you are, how much personal contact means to you, and how much relationships means to you, you know, I wonder if kind of just the pandemic and the digital transformation for somebody like you would just take a lot of the fun out of it.

Brian Falony: [00:38:13] Maybe. But I think one of the things that the pandemic did, going back to what you just said about the change and the greater use of technology, is, it really spurred me to dig in and learn better how to use this technology that I’m not a native to and have not grown up with. It reminds me of something I got from my old aunt who just passed away, she was 98 years old. I last saw her, probably, about five years ago. And she said, one of the things that kept her going at that point in time was when she got up every day, her goal was to read something and learn something new every day. And as long as she did that, then she felt she was living well.

Brian Falony: [00:39:08] And so, when I reflected back on that, I said, “Here’s an opportunity for me to really dig in and learn something new, and see if I can enhance my skillset with it.” And so, rather than being a turn off and losing that contact – yeah, I do miss the personal contact. I do miss the face to face. I miss sitting down in your office with you and talking over your huge screen – but on the other hand, it has also spurred me to really dig in and learn new things. And so, I think there’s pluses and there’s minuses.

Mike Blake: [00:39:44] What are you looking forward to most in retirement?

Brian Falony: [00:39:50] One of the things is, as I noted before, giving back somewhat to my profession and trying to help and mentor some younger folks in the accounting marketing profession, because it can be a tough profession. But I’m also looking forward to exploring some other interests. I have a strong interest in science, and particularly astronomy and things like that. And I plan to spend some time reading and learning about that. And I might even dust off my log book and go out and go back to flying a little bit. You know, get current back so that maybe I can take my grandkids up for a flight one of these days.

Mike Blake: [00:40:34] Well, I’m sure they love that. For somebody who went to pilot training myself for a while, the navigation is a lot easier now, so you might want play with that. Brian, this has been great. I really appreciate you taking some time to talk to us. And I think our conversation is going to help a lot of people who are thinking about retirement sometime in the short to medium term. If people want to follow up on a question I didn’t ask or maybe want to go deeper on something that we talked about, can they reach out to you? And if so, what’s the best way to do so?

Brian Falony: [00:41:07] Yes, they can. And Mike, thank you. This has been a fascinating discussion. But if people need to get a hold of me, probably, since I will not be at Brady Ware for more than another few weeks, best thing would be to email me. And my personal email is F as in Frank-A-L-O-N-Y-B@earthlink.net.

Mike Blake: [00:41:33] Well, thank you, Brian. And that’s going to wrap it up for today’s program. I’d like to thank Brian Falony so much for joining us and sharing his expertise with us.

Mike Blake: [00:41:41] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn, and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Tagged With: accounting firm, Brady Ware, Brady Ware & Company, Brian Falony, career, marketing career, Michael Blake, Mike Blake, retirement, retirement planning

Decision Vision Episode 110: Should I Pivot my Company? – An Interview with Helene Lollis, Pathbuilders

April 1, 2021 by John Ray

Pathbuilders
Decision Vision
Decision Vision Episode 110: Should I Pivot my Company? - An Interview with Helene Lollis, Pathbuilders
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Pathbuilders

Decision Vision Episode 11o:  Should I Pivot my Company? – An Interview with Helene Lollis, Pathbuilders

As CEO of Pathbuilders, Helene Lollis started the year 2020 planning her company’s 25th anniversary celebrations. Those plans quickly faded, however, as a pandemic created an enormous challenge for a business based on in-person learning. Helene spoke with host Mike Blake on how she guided a pivot for Pathbuilders and how the company thrived because of it. “Decision Vision” is presented by Brady Ware & Company.

Pathbuilders

Pathbuilders is a professional mentoring and leadership development company. They offer cross-company mentoring programs for women at each phase of their careers, and custom programming for organizations focused on developing high-potential women and men, creating mentoring cultures, launching women’s initiatives, and retaining key talent.Pathbuilders

At Pathbuilders, they design and deliver high-impact mentoring programs for organizations using custom tools and proven methodologies that create formalized learning environments. It is the purposeful structure and practical nature of their content that make the learnings applicable and actionable, and we pride ourselves in creating lasting mentoring relationships for our clients that directly impact retention, promotion, and satisfaction.

Company website | LinkedIn

Helene Lollis, CEO, Pathbuilders

Helene Lollis, CEO, Pathbuilders

Helene Lollis is the chief executive officer of PATHBUILDERS, an organization focused on moving women forward and increasing gender diversity in leadership. For 25 years, Pathbuilders has focused on advancing top-tier talent through high-impact mentoring, professional development, and consulting with senior executives to create cultures where women thrive. Helene guides strategic direction and program development consults with key clients and represents Pathbuilders in the community. Trained as an engineer, Helene spent 12 years with Amoco and BP Corporations in plastics process design, product development, marketing, strategic planning, and company mergers and acquisitions.

Helene is frequently invited to speak on the topics of mentoring, women in the workplace, and career planning. She has been published in HR Magazine, Diversity Executive, and Talent Management and has been featured in The Wall Street Journal. Extremely active in the community, Helene is a past chair and on the executive board of Junior Achievement of Georgia and is a Trustee of the Woodruff Arts Center, where she is a chair of its Women’s Giving Circle. She serves on the Boards of the NC State University Engineering Foundation, the Rotary Club of Atlanta, and SHRM-Atlanta and has previous board service with the Metro Atlanta Chamber and Leadership Atlanta. She is also a member of the International Women’s Forum.

Helene was proud to be recognized as one of Atlanta’s Most Admired CEOs by the Atlanta Business Chronicle in 2020. She received the Gold Leadership Award from the Junior Achievement USA Board of Directors for her service to JA. She was inducted into the YWCA Academy of Women Achievers, and she was recognized as the Guiding Star by Emory’s Executive Women of Goizueta. Helene served as a subject matter expert at The Wall Street Journal Executive Task Force on Women in the Economy. She received her bachelor’s and master’s degrees in chemical engineering from NC State and Purdue Universities.

LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast.

Past episodes of “Decision Vision” can be found at decisionvisionpodcast.com. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/</a

TRANSCRIPT

Intro: [00:00:03] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional, full service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:23] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:44] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a view of the podcast as well.

Mike Blake: [00:01:12] So, today’s topic is a topic that we’ve visited before. We had Brandon Cooper on talking about pivoting a company. And today’s topic is, Should I pivot my company? And as I mentioned when we crossed the 100th episode threshold that, I decided that I wasn’t going to be afraid to revisit topics, because, you know, a lot of people approach the same problem or decision with a different fact set with a different fact set, with a different set of priorities and with, frankly, a different set of circumstances.

Mike Blake: [00:01:50] And, therefore, I’ve decided and the listenership seems to agree given the rise of numbers we’ve had, that it’s okay to kind of revisit a problem again and again. We’re not going to make this the pivot our company podcast or it’s all pivots all the time. But, nevertheless, I do want to come back and revisit these conversations.

Mike Blake: [00:02:12] And, of course, we have this thing called coronavirus, which as of March 25th, when we are recording this podcast, it looks like we are at least in a position where we’re seeing a light at the end of the tunnel. We’re not there. We’re not post-pandemic. I call it trans-pandemic. But we’re certainly getting there. And as many of us know, COVID has presented us with decisions we would not have ever imagined we would have needed to make. And probably if we did make them, we had to make them in a way that would have been different in the pre-pandemic environment.

Mike Blake: [00:02:50] And Brandon’s conversation was more about – or was about a circumstance where a pivot was required in a pre-pandemic scenario. But our guest today is going to come in and talk to us about the decision to pivot a company during the pandemic as a result of the pandemic. And I think a lot of companies can recognize this.

Mike Blake: [00:03:16] And even though we are emerging from the pandemic at this point, it’s still going to be instructive because we don’t know when that next external shock is going to happen. We don’t know when the next pandemic is going to happen. I mean, frankly, you know, if we’re honest about it, we don’t necessarily know that we have COVID licked. I mean, I think right now we have the upper hand, but there are mutations out there. You know, we just don’t know. So, I do believe that this is going to be somewhat of an evergreen topic for good or ill.

Mike Blake: [00:03:46] And helping us with this is my long time friend, Helene Lollis, who is the Chief Executive Officer of Path Builders. An organization focused on moving women forward and increasing gender diversity in leadership. Extremely active in the community, Helene is a past chair and on the executive board of Junior Achievement of Georgia – she’s been doing that forever, I know – and as a trustee of the Woodruff Arts Center, where she is the chair of its Women’s Giving Circle. She serves on a bunch of other boards, too, it’d take out the program to list all of them. Just take my word for it, she does a lot of stuff.

Mike Blake: [00:04:21] Helene was also recognized as one of Atlanta’s Most Admired CEOs by the Atlanta Business Chronicle in 2020. She received the Gold Leadership Award from the Junior Achievement USA Board of Directors for her service to Junior Achievement. And she was inducted into the YWCA Academy of Women Achievers and was recognized as the Guiding Star by Emory’s Executive Women of Goizueta, which is their school of business. She was trained as an engineer – which I did not know. And I’m embarrassed that I did not know this. I never asked.

Helene Lollis: [00:04:49] Why don’t you know that?

Mike Blake: [00:04:49] But she was trained as an engineer and received her Bachelor’s and Master’s Degree in Chemical Engineering from North Carolina State and Purdue University. And spent 12 years at the Amoco and BP Corporations in plastics, process design, product development, marketing, strategic planning, and company mergers and acquisitions.

Mike Blake: [00:05:08] For 25 years, Path Builders has focused on advancing top tier talent through high impact mentoring, professional development and consulting with senior executives to create cultures where women thrive. Boy, do we need that today. And Helene guides strategic decision and program development, consults with key clients, and represents path builders in the community. Helene Lollis, welcome to the program.

Helene Lollis: [00:05:30] Welcome. I wish I sent you a shorter bio.

Mike Blake: [00:05:34] No, I’m glad that we got that out there. The cool thing is, I mean, I’ve had a lot of friend whom I’ve known for some time, and it’s uncanny how many things I learn about them when I actually have to go and do the homework and learn about the bio. Fortunately, I haven’t found that somebody was like a convicted felon or anything, that might be kind of awkward, or a traitor to the state. But, you know, I did not know that you have that long background in engineering and material science before you moved into this. And at some point, I hope our conversation will come around to how does that background give you, maybe, a different perspective on the things that you do, because I suspect that it does.

Helene Lollis: [00:06:19] It does. Yeah.

Mike Blake: [00:06:20] As opposed to what I would expect a more kind of human resource background, for example.

Helene Lollis: [00:06:25] Yeah. I would tell you, my team knows every single day that I’m an engineer. You know, it’s a way of thinking. It’s a way of framing. There’s no question. And even in the processes of the things that we do at Path Builders, there’s engineering all around.

Mike Blake: [00:06:40] So, before we get into this, I’d like you to describe Path Builders. I mean, you really have been, as your bio reads, a fixture in the community. What does Path Builders do and what is the origin story of Path Builders?

Helene Lollis: [00:06:56] Yeah. So, our focus is helping companies to move women forward and to elevate their best talent every single day. And we’re probably best known for large scale mentoring programs where we match women with mentors and peers, and take them through experiential learning to really equip them to be better able to move into leadership roles inside their organizations.

Helene Lollis: [00:07:21] But if the company was actually an Anderson incubator business back in the 90s, I was a mentee, actually, in one of the programs. So, I was working for Amoco at the time. They placed me in the program as a mentee. The gentleman with whom I was matched as my mentor is still my mentor. I talk with him on Saturday. So, it clearly was rather pivotal in my own career. So, we’re probably best known for those cross-company mentoring programs.

Helene Lollis: [00:07:53] But I bought the company in 2002 after leaving BP. And, initially, kept the dynamic that the previous owners had in place, this model of mentoring women. I felt right away a couple of things. One, they were starting too late. They were kind of starting with director level women who could be officers. And if you’re serious about building a pipeline of female talent, you got to start earlier than that. And, two, we’re exclusively working with women. And to create environments where women thrive, you’ve got to be working with both women and men. So, the nutshell is, we work with organizations to move women forward. We work to really develop talent and leadership benches with both women and men inside organizations.

Helene Lollis: [00:08:40] And then, I would say, the last few years, what we have added to complement all of that is consulting at the C-suite on how do you create an environment where women can thrive and women can move forward. How do you change the dialogue in the C- suite to be around how gender is strategic to really building a great company.

Mike Blake: [00:09:01] So, you are doing that. I know you had a lot of very high profile clients. But the thing that struck me is, you’ve been working with the U.S. Military for a long time now, at least you had been. I presume that’s still the case. And then, one year ago happens, right? It was just around St. Patrick’s Day or a little bit before then, when, frankly, our world changed. So, you know, coronavirus happens. The next thing you know by, I guess, April, a lot of us are told to “shelter in place”. And what happened to Path Builders at that point?

Helene Lollis: [00:09:36] Yeah. So, I said the company is 25 years old, actually, last March was the 25th anniversary. And we had this fantastic plan that it was going to be a year of parties. And my leadership team had actually built this fantastic idea. Instead of having one big event, we were going to have a whole year of pop-up parties. And one of our clients, WesTrac, had already signed on to be the first pop-up party. And we were going to be inside all of our clients, helping them to celebrate their commitment to women. And then, a week later, we decided we’re probably not going to have at least that first pop-up party.

Helene Lollis: [00:10:17] So, long story short, I had no idea that what started out as a year thinking it was going to be celebrating an anniversary, two enormous changes. So, one, completely reinventing how we deliver. But I will also say, overnight, we shifted from being a sales driven company to being a marketing driven company. You already highlighted how much I do in the community. My whole team is out and about and it was very much being with people talking about what we do. That was one of the primary drivers of really where our clients came from. And clearly those opportunities were gone. So, I mean, not only were we shifting how we do what we do, but we were even shifting how we built the pipeline for what we do.

Mike Blake: [00:11:00] So, as coronavirus hit – and I’m curious where you kind of fall with this – my own perspective was, you know, I knew it was serious, but my own reaction was kind of incremental. Things are changing, but do I have to necessarily blow everything up to survive? I’m not there yet. So, here are five or six things I think are going to be kind of small changes and maybe we can kind of ride it out. Was that your experience, too? And if so, what were the small changes that you tried and maybe worked or didn’t work?

Helene Lollis: [00:11:35] Yeah. So, I’m fully transparent that there were four [inaudible], and I lived in each of those stages for a period of time. I mean, number one was the very simple denial, “Helene, this can’t possibly be happening. This isn’t the way we do things.” And I remember initially having that moment of paralysis of, “Oh, my gosh. We can’t do what we do in this environment.” And the reality of it was, you couldn’t survive that way, right? So, we moved to the, “Okay. If we have to, for a few weeks, do whatever.”

Mike Blake: [00:12:14] Thus bargaining.

Helene Lollis: [00:12:17] Yeah. Exactly. I can hang right with Elisabeth Kubler Ross right through this whole dynamic. Absolutely. But then, we thought, “Okay. We’ll do a couple of webinars from the basement of my house and it’ll be okay.” And it was talking about things that worked and things that did not work. We pride ourselves on flawless execution, and that means there are a lot of people monitoring different aspects of things. And so, we were doing what we deemed to be interactive workshops, but literally two of us in a basement. The rest of the team we were communicating with through Teams. And so, here, I’m trying to deliver a workshop while communicating with my team on Teams, while silently communicating with my – bless his heart – husband trying to manage the technology.

Helene Lollis: [00:13:06] And I will tell you, the morning of a huge program launch, I will never forget when the people across the street from us had one of those chipper trucks drive up in front of their house. And my husband and I are literally, like, putting together our cash. Like, could we come up with 100 bucks to make these people go away? We can’t so much of a run.

Mike Blake: [00:13:24] Wow, what a story.

Helene Lollis: [00:13:26] So, I mean, recognizing those moments – unbelievably they finished before so we didn’t have to pay them. But then, we had a client who just said, “You know what? We’ve been waiting and we don’t want to wait anymore. We’re ready to go.” And it was a client where we were working with developing all of their newly promoted managers and directors. And we had designed it as opportunities where they would be convening in one of their offices, so either in Chicago or Atlanta or New York. And it was as much about developing managers and directors to be great leaders as it was about them building a leadership team.

Helene Lollis: [00:14:05] So, the way we had designed the program was about being in-person together and relationship building. And so, we just kept postponing. We kept saying, “Well, we’ll wait until we can do that.” And they came back and said, “You know what? We’re ready to go. Figure it out, make it happen.” And so, we said, “Okay. Will you give us the space to completely redesign the program?” Because we can’t just pick it up and and pretend it’s the same online. And so, absolutely fantastic working with them. But we went back to the drawing board and we said, “Okay. So, instead of a monthly gathering, this now needs to be two week touch points.” And there’ll be certain sorts of breakout groups we do when they’re in session with us. But then, certain learning teams that they’re going to be connected to and we’ll build discussion guides and threads through all of that.

Helene Lollis: [00:15:02] So, phase three for us was, we can make – I guess that’s really phase two, we can make something that’s meaningful. Phase three, for me, was the, “Oh, my gosh. This might have some legs.” We’re actually creating connectivity, and relationship, and trust building that is not only positively impacting these people as leaders, but now they’re actually able to extend their network more broadly than they might have been able to otherwise. And then, finally, stage four for me was, this is probably something we should have done a long time ago.

Helene Lollis: [00:15:43] In the fall, we launched a program, a cross-company program completely designed to be in the online world. And first time coming out of the blocks are amazing. Clients trusted us so much. We had women from 11 states the first time we set it up to go forward. And, now, it’s such an interesting time to be having this conversation because now we’re really trying to figure out who are we going to be after, when we’re no longer trans-pandemic, as you said, but when we are perhaps actually post.

Mike Blake: [00:16:17] So, I’m going to go off-script here, because what you said and the way that you said it brings something that is, I hope, an important observation. And that is that, in all those sort of stages of grief, the one that I don’t think that you had, or at least if you did, it lasted for probably about 18 seconds, was the depression part. I think it sounds to me and knowing you as well as I think that I do, I think that this is right is that, you quickly recognized that just sort of things had to change. And you can be frustrated with it all you want, but at some point you got to solve the problem.

Helene Lollis: [00:16:57] Yeah. And, I mean, I think some of that is just a bent to the eternally optimistic entrepreneur, right? But I’d be a liar. I mean, (A) Elisabeth Kubler Ross would tell you, you don’t get to skip stages. So, clearly, I had to be there, and maybe it was a short visit point. But there were certainly moments right before going live with big offerings where that inner voice does this, “This can’t be happening to us.” But I will tell you, again, unbelievably loyal clients. Suddenly, the feedback we were getting after we got out of the basement – the basement, the feedback wasn’t too great, to be completely honest.

Helene Lollis: [00:17:43] But we were back in the office and starting to build out a Zoom studio in April and May. And I will say, largely because we had not done a lot of this, it was a brand new world for us. So, we weren’t tied to any mindset of what online delivery was going to look like. And so, I think that the creativity – and I mean, I can’t say enough positive things about the team around me – we had and the way we were redesigning to create experiential learning, we started getting such great feedback so fast that it pulled us through that curve pretty quickly.

Mike Blake: [00:18:25] So, I’m curious. I think a lot of us have had to, on some level, become amateur video and audio engineers, like it or not. Otherwise, I mean, you just can’t communicate. And as much as sort of Zoom and other platforms are interesting, one, they don’t all work the same. And number two, they are not the realization of AT&T’s video phone. You don’t just simply pick up the handset and you’re talking to somebody on video.

Mike Blake: [00:18:57] What was it like? Were you energized about the opportunity to pick up an entirely different skillset? Was your team energized about that? Were they scared? Were they frustrated? Was it a cocktail of all three? What was that like?

Helene Lollis: [00:19:11] Yeah. I don’t know that any of us took the time to contemplate it as a wonderful learning opportunity. I don’t know that that one existed. I will tell you what the team says to me. The team says to me, there was just never a moment – and I guess they mean me – at which I wasn’t just saying we are going to do this. Like, it’s just we must, we will. The mission is too important, we’ve got to continue doing what we’re doing.

Helene Lollis: [00:19:48] I will say, though, you are absolutely right in terms of this team of people who were expert at making something happen in a big ballroom, suddenly becoming producers, and onscreen personalities, and learning so fast that, quite frankly, we were doing it before we even understood what we were doing because necessity drove us to do that. So, I don’t know, I mean, I think now in retrospect, it’s easy to look back and think, “Oh, my gosh. What a fantastic learning year it was”. In the moment, you just kind of feel like you’re living in the hell of, “Okay. I don’t know.” And I can remember any number of times where we would be getting ready to go live with a couple hundred people from all over the country coming on. And we would all just kind of look each other in the eye and say, “Here we go.” I lost you.

Mike Blake: [00:20:47] Yeah. We’re going to push this button and hopefully it works, right?

Helene Lollis: [00:20:50] Okay. Yeah, yeah. Crossed fingers.

Mike Blake: [00:20:53] So, I want to be clear, you know, comparing kind of pre-COVID Path Builders to post-COVID Path Builders, what are the big differences? Or if you had to describe the before and describe the after, what do those look like?

Helene Lollis: [00:21:08] Yeah. So, the bulk of our work was, literally, we have rented a tremendous amount of ballroom space in the Atlanta area and we have traveled to our clients. So, while we don’t have offices in other locations, we’ve always gone wherever clients are. And so, if I go back even just the year before the pandemic, I spent a lot of time in New York. I had clients in Texas, and California, and Chicago, and wherever clients needed us to be live.

Helene Lollis: [00:21:43] And we pride ourselves on part of the development experience is rich interactive peer exchange. So, what it looked like was, somebody facilitating a workshop, tabletop exercises, super thoughtful seating arrangements that propagated networking, teaching people how to have dialogue and conversation. But I will also say that much of our work is surrounding creating powerful mentoring partnerships. And so, we always met every single individual with whom we were working individually for what we used to call an hour long behind closed door interview.

Helene Lollis: [00:22:27] And so, Mike, I was skeptical if even the interview piece would be able to have the same integrity to it, to really understand what was making people tick, and what their opportunities were, and what their challenges were. But if I had to come down to one element that gave me the greatest pain, what we go through when we first introduced a mentee to a mentor, we have to be really focused on the fact that we don’t want people to have preconceived notions because we’re creating mentoring partnerships that would never happen on their own.

Helene Lollis: [00:23:02] And so, if people are prejudging their partner before they meet them, that works against us. And so, when mentee and mentor meet for the first time, the first couple of experiences that they have together was always pretty carefully planned in a live environment and recreating – I wouldn’t for a second dismiss how hard it was to get all the technology in place to do what we do. But when I think about the big lift, it was, how do we redesign moments of individuals interacting so that the same sort of trust building relationship can be there to create the vulnerability that we know has to be there or people just don’t grow.

Mike Blake: [00:23:42] So, as you say that, a thought occurs in that. I wonder if Path Builders in some respects is impacted even more than most because, not only is your service delivery impacted, but the downstream effects after your service delivery and how you’re training people to communicate and build relationships are now impacted, right? It’s not just that you have to deliver things over video, but, now, how do you be an effective mentor remotely? How do you build real relationships virtually? And that may or may not be the most desirable goal, but, you know, July of 2020 is all you got. And some of that is probably going to stay. I think most of us think that some of that’s going to stay. In what proportion? That remains to be seen. And so, I’m curious, is that also kind of a part of the calculus that makes that sort of extra challenging for you guys?

Helene Lollis: [00:24:52] Yeah. So, you’re absolutely right on that. The creation of a lasting relationship. I mean, I commented at the top of our time that I’m still connected to my mentor and that, 20 years later, is still my mentor. That emotion of, will we do enough for that to even be feasible? Again, I will tell you that what it took was being highly prescriptive. Like, where it used to be, we kind of celebrated how we put people together. But then, we gave them a little space to be natural. We couldn’t afford that anymore because, now, it’s the silence of before a conversation and after a conversation, which we all know creates a degree of awkwardness.

Helene Lollis: [00:25:35] And so, thinking about how we were using music and what were the first questions they would ask each other, I mean, all of that was so highly scripted to bring them to a point where we knew that they would go forward. But, now, in answer to the question that you closed with there, Mike, the thing that had us so getting out of bed in the morning right now is the more senior people we work with, we’re always going to be at a level where their companies would pay to put them on an airplane to go someplace. When I think of the work we’re doing with manager level individuals who now have an ability to build a national network, that was never going to happen without this.

Helene Lollis: [00:26:19] We launched a program in three weeks, it’s one of our programs for women new managers. It’s got women from 15 states in Canada. And the thought that those individuals, on a monthly basis, are building close trusting personal relationships with women from all across the country, that was never going to happen for them at the manager level before. So, it absolutely informs where do we go from here?

Mike Blake: [00:26:46] That’s fascinating. That went in a direction I did not anticipate. But you’re right, I mean, to me, what you’re really talking about is that, it enables you to scale your impact in a way that just simply would not have been possible in person. The benefit of digital today is scale.

Helene Lollis: [00:27:04] Yeah. Yeah. And I will tell you, I’m in a CEO peer group. We just, in the first quarter, did our go around the room and tell each other what we do well and what we suck at because we’re peers and that’s what we do for each other. And to a person, my whole group said, “Fantastic watching how you pivoted. Hate that it took a pandemic to make it happen.”

Mike Blake: [00:27:31] It’s that classic necessity being the mother of invention, right? But it also created the conditions, too. Because, you know, in the start of this thing, many of us are resistant. We really resisted Zoom. You know, we talk about Zoom fatigue and I got to do Zoom calls. And I can’t speak for other people, but for myself, I’ve gotten used to Zoom now. I’ve gotten used to seeing my mug on camera. And become more comfortable that it’s not nearly as emotionally and mentally draining as it once was. You know, the pandemic also created the conditions, I think, for a market that was receptive to this kind of delivery.

Helene Lollis: [00:28:13] Agreed. Yeah. I will tell you, though, you asked earlier around learnings and things that we extracted from things that were challenging. One of the things we never saw coming was, we need to be brokering very different conversations with our clients about the expectations that they are putting on their people. And so, what I mean by that is, like, we just assumed if we have an event, people show up and they listen. And the downside of what you just said with that comfort is, I have watched far too many people start to move into a mode of audit. That, quite frankly, the work that we do, where we’re focused on experiential learning, doesn’t play well in audit mode.

Helene Lollis: [00:29:03] And, quite frankly, it causes us to be very provocative with participants in our programs about, if you’re auditing today, how much of your career are you auditing? And, literally, recognizing now that when we go inside a client, we’re having to have conversations with the client around, “We need you saying to your folks this is a cameras on experience. This is a get into breakout groups and have dialogue.” Because one of the things we have learned looking over the past 12 months is, you having your camera off in a breakout room doesn’t only negatively impact you from the lack of exposure. It’s impacting the other people in the room.

Helene Lollis: [00:29:43] And I’ll tell you the quote one of the women shared with us. She go into a breakout room and somebody’s got their camera off, “It’s like there’s this big black creepy box sitting there. And I wonder if the big black creepy box is listening to me or if it’s going to speak.” And I think we’ve got to be really clear, especially as we start to move into hybrid mode now, we’re talking a lot with our clients around what are the norms that you’re putting in place so that folks don’t live in audit mode?

Mike Blake: [00:30:12] Yeah. That’s interesting. And the one thing, I think, the technology has not yet fixed in-person and maybe virtual reality will be the thing that crosses that. But, frankly, it’s just knowing that the people in the room are paying attention. The downside to virtual is that, it’s too easy to pretend that you’re paying attention when you’re not. And, yeah, I can imagine that. In particular, if a leader looks like they’re “in audit mode” what a disastrous message that sends to the rest of the group.

Helene Lollis: [00:30:50] Well, and as somebody who’s been accustomed to working with large groups in ballrooms, I always had the ability to walk over to a table and stand near someone and make them uncomfortable. I don’t have that ability any longer. And, you know, when you’re in the space of developing people, people have to want to be a part of that. But I’m also going to be super frank, one of our biggest challenges is, there’s a lot of really lousy online stuff out there. And if you’re entering with the mindset that this is going to be another lousy online thing. And then, we’re bringing you together, tossing you into a breakout, and telling you to go on a scavenger hunt in your house as a way to get to brainstorm what it’s like to work with people, and you’re in a mode of thinking you’re going to show up and have your camera off were a little bit of a surprise.

Mike Blake: [00:31:50] Yeah. So, I want to ask you a question that may be blatantly unfair, but I’m going to kick myself if I don’t ask the question. And your response to the last one sort of led into it. And that question is this, is a digital relationship perhaps even better for women with the challenges they face? And I mean two things. One is, for good or ill, women still bear primary responsibility for home management and child development. And that, in my view, unfortunately, has not changed materially. And you can’t fix that. But at least the digital world, I think, in some cases gives a woman a fighting chance to balance some of that or at least levels the playing field where you’re not present, where some of your other cohorts are also not present for certain things. And you know as well as I do, that lack of presence, whether consciously or unconsciously, can be a barrier to career development.

Mike Blake: [00:33:00] And the second – and I have to ask this question, because it just begs the asking – frankly, is it safer for women? We both know – you know, I’m sure, a hundred times more than I do – the workplace can be very predatory towards women in certain cases, right? We have a governor in New York that seems like every day has got another allegation. And I don’t know if they’re true or not, but it’s bad optics at the minimum. At least in the digital world, do women feel safer? Is the digital world potentially a leveler of the playing field for some of the women that you’re coaching?

Helene Lollis: [00:33:42] Yeah. I mean, it’s an interesting question and I think it’s going to be something that we’re all challenged with as we start to think about this whole return to work, back to work mindset, and what that is. I will tell you, we’re working pretty closely with women to get them today thinking about the strategy of what return to work looks like for them. Because you’re absolutely right, and I’ll add to your list that women, in addition to child care, it’s elder care as well. So, I mean, it’s on every side of the spectrum, right, that women take the challenges on.

Helene Lollis: [00:34:19] I mean, I will say, I agree that there is an access element that is probably positive. There are no question women that, because of getting kids on the bus, miss and choose not to participate in things if I have to drive an hour someplace to get to an experience. So, no question that access element is there.

Helene Lollis: [00:34:45] I will tell you, we have mentoring partnerships where both mentee and mentor, especially in an environment where we’ve got about 80 percent of our mentors repeat from year to year, mentors are telling us that in some cases they actually feel like they’re getting to a degree of depth faster than they did when there was a lot of we’re eating breakfast or lunch and we end up talking about a lot of random things. Part of that is the online world. Part of that is what you just said, the comfort we’re all building with Zoom.

Helene Lollis: [00:35:19] I hesitate to jump into your thread of safety only because, at the end of the day, there is a real world and we need to be in it. And I do not think that the answer is just extracting ourselves from that reality as a way to advance in that reality. And I feel that we absolutely have to be really strategically thinking. I mean, Wall Street Journal had a whole section last week around this whole idea of what return to work is going to look like, what hybrid is going to look like. And one of the huge challenges managers are facing right now is figuring out, “How do I make sure that I’m continuing to create exposure opportunities for individuals to have informal conversations?” This world is particularly challenged in creating informality.

Helene Lollis: [00:36:17] So, I totally see why the depth of a mentoring conversation actually might be there online. What we are hearing so loud and clear from women, Mike, is, they didn’t realize how much learning there was from the, “I’m in the middle of a meeting and the senior leader turns to me and says one quiet thing and that becomes a launch point for something.” Or,” I hang around five minutes after the meeting and get to express my interest in being on that new project.” And the loss of that informal interaction, I think, from a long term standpoint would exceed the benefit of what you’re talking about.

Mike Blake: [00:36:57] Interesting. Okay. So, getting back to the topic at hand, we’ve talked about your service delivery having changed as a result of the pandemic. Has it impacted your business model at all? For example, it occurs to me there might be an opportunity for more modular offerings or things that are prerecorded. I don’t know if you’re pursuing that, but it seems to me there might be opportunities to have a more diverse business model as a result of the pandemic. Is that something you’ve thought about? And if so, what are your thoughts on that?

Helene Lollis: [00:37:36] Yeah. So, you know, it’s interesting, the video thing comes up a lot. And our model is so interactive. Our model is so driven by scripting what the conversation is that you’re going to have in a breakout, and mixing you into a different breakout, and having that experience. So, I will say, yes, there are absolutely elements of the model that are changing. So, in addition to the large scale programs that we run and the custom programs that we do inside organizations, we also have public programming.

Helene Lollis: [00:38:12] And maybe a week ago, it became evident to us, “You know what? Public programming is never going back to a ballroom.” Like, that will forever be something that is all around reach and making sure we are getting more and more, in this case, women focused on great content, great ability to interact. I will also say that, clearly the business model has changed in terms of the ability to work with global clients. And so, we have organizations now where, you know, we do each workshop several times and we pick up the team in Israel at one time a day. We pick up the team in Asia at another time of day. And in a world where that used to mean jumping on an airplane and now, absolutely, we’re able to design series for global clients in a way that we’ve never been able to before.

Helene Lollis: [00:39:08] I will also just say that, as we look at this world of not only the program execution, but the consulting, we work with C-suite leaders to really help increase their awareness around gender diversity, change their dialogue around diversity, get them to think about their talent plans. And one of the biggest hurdles that has typically been in place for us to have a great session with a C-suite is their ability to be in the same place at the same time. And so, absolutely, that is an added opportunity that now we’ve got an ability to convene those individuals and, I think, be able to have at least more frequent touches. It would be like, “Okay. They’re going to be together this day, pack it all in. We’re going to do a four hour session.” Where, now, we’ve got the ability to really thoughtfully think how do we move an executive team’s awareness because I can work with them for individual hours instead of a four hour session. Does that make sense?

Mike Blake: [00:40:12] It does make sense. And it also, for me, raises the question then, has the pandemic with digitization or digital transformation, has that led to opportunities maybe for longer term times of engagements, too? Because I imagine in your world, you do a workshop and the way I’ve understood workshop – I’m not a workshop guy – you’ve had to basically get the unanimous consent of the UN General Assembly to get all the people at the same time. They’re going to commit. They’re going to be there in the same room, same time for four hours, go. And if you don’t do it in that four hours, it all blows up. And the plan is still in line for five years.

Mike Blake: [00:40:57] And on the one hand, I can see the value in the intensity of that. But on the other hand, it seems to me that it opens up now a vista or an opportunity of a different kind of instruction that can be delivered over time, which has some benefits over a one shot intense kind of workshop.

Helene Lollis: [00:41:20] Yes. So, we’ve never been one shot, intense kind of workshop people. But I will say, you’re absolutely correct in this environment aligning better with that. So, our model has always been those one shot things are great if you want to inspire people and charge them up. It’s not going to develop people. Development is a step-by-step process over time where you try some stuff and then you’ve got people you can talk about with what worked and what didn’t work. And then, you try some more stuff. And so, absolutely, this format allows us, I think, to be more impactful with that, because of what you said, it’s hard to get everybody to fly into the Chicago office to do that.

Helene Lollis: [00:42:04] My sense is where we will evolve to, is, there will be moments in programs that are like that. There will be a big kickoff where it is live and in-person. But then, the execution throughout the months that follow, the beginnings, endings, things like that. But, absolutely, this format lends itself to that ability to make sure we’re having that high touch connectedness that really allows development to happen.

Mike Blake: [00:42:36] Do you ever record any of those interactions?

Helene Lollis: [00:42:38] Yes. So, I will say that is different. It did used to be a world where, if you missed, you missed. And so, absolutely, now we’re recording so that if something does happen on that day or whatever happens, yeah. So, now, we’re writing into all of our contracts with clients that we will record and make that available for the term so that people can get up to speed. So, certainly, that’s a new add that wasn’t there before.

Mike Blake: [00:43:06] We’re talking with Helene Lollis of Path Builders. And the topic is, Should I pivot my company? Is there anything from pre-pandemic Path Builders that you’re still trying to figure out how to bring into trans and post-pandemic Path Builder? Something that still is a work in progress that you want to make sure carries over?

Helene Lollis: [00:43:27] Yeah. So, yes, and it’s funny because we were holding out and we weren’t going to do it. And folks came to us and said you need to do this. So, we’ve identified what we see as the four key stages in a woman’s career. And so, entry level women, women learning to manage, women learning to lead leaders, and then executive suite women. At the executive level, we have always hosted these intimate, small, invitation only dinners, where we bring together women that are all facing the same sort of issues. And it was always a lovely private club, nice dinner, nice wine opportunity to come together. But really to dive into really substantive issues that maybe you can’t talk about all the time. And almost in that vision of the officers club where you get to have some of those conversations. And we had just been avoiding it, Mike. We just were like, “Oh, we can’t do and bring you dinner.” And women came to us and said, “What’s up? Like, we’re ready to have one of these.”

Helene Lollis: [00:44:36] So, literally, a couple of weeks ago, we moved heaven and earth and worked with this fantastic little wine shop in Atlanta where they created these special little wine and cheese plates. And we had them TaskRabbit it all over the city. And then, oh, my gosh. Two people from Florida signed up. And, oh, my gosh. Somebody who just happened to be skiing in Colorado signed up and somebody in Richmond signed up. And so, suddenly, we were working with all of these different little shops, sending little bottles of wine and food.

Helene Lollis: [00:45:13] There’s still something so magical about creating those safe environments where we get to have conversation. And there’s a social element to it as well. And, you know, they loved the first one. I’m not so sure my team did. It was a little bit of a lift, maybe all of that happened. But, clearly, we’ve got to be able to come back to do something and maybe it evolves to where it travels from city to city.

Mike Blake: [00:45:42] So, as you look back at your transformation, are there any decisions you look back and said, “You know what? If I had to do that over again, I would have done it differently or sooner or later.”

Helene Lollis: [00:46:03] Wow. Yeah. You’d think I would have been prepared for that question.

Mike Blake: [00:46:09] I mean, maybe the answer is no. I mean, maybe you’re happy with everything the way turned out, and that’s fine.

Helene Lollis: [00:46:13] You know, I don’t know, that is not to make it sound like it was easy. That is not to make it sound like there weren’t things that we didn’t do particularly well. I’m just not one for regret much. I mean, things that didn’t go well, we fixed it the next time. Yeah. Now, if I think back to those first couple of webinars in our basement, I wouldn’t mind erasing that from my memory. I will tell you, the very first that we did out of the basement was a group mentoring program where there are three men. So, everybody’s from different companies, three mentees, one mentor. And I’m not going to remember, but maybe there were 40 or some odd groups. And I will never forget the first time we hit that button to go into breakout rooms. And I think it took us half-an-hour to get everyone in breakout groups, which now totally cracks me up since that’s now a 30 second activity.

Helene Lollis: [00:47:13] But, yeah, was there stuff we didn’t do well? Absolutely. I don’t have regret. I think everything we did, we learn from, and we may have changed it. But maybe we needed to screw that up to be able to figure out what it needed to look like going forward. And I hope that doesn’t sound too gratuitous. I’m not sure I would actually do it differently.

Mike Blake: [00:47:35] Well, look, I think if it’s true, it’s not gratuitous. So, you know, if you think it’s true, I’m sure that it is, so that’s fair. And you said yourself, the first few webinars, you know, that’s a learning curve. We’ve all had to learn how to present in this world. And, for me, you do much more presenting than I do because that’s what you do for a living. The first few webinars I’ve done over Zoom, where you have to generate all the energy yourself, there’s no audience to generate it from, they look like hostage tapes, man. Literally, it looked like I was kidnapped someplace and they just ripped the duct tape off of my mouth. And you’ve got to free some people out of a German prison somewhere or I’m not going to get let out by this people. They’re that bad.

Mike Blake: [00:48:29] Yeah. I will tell you, though, I mean, it’s caused us to think about – I mean, the bookends on a meeting are silent, which is such a different norm. One of the things we focused on a lot is sound and feeling and how there’s got to be music on the way in.

Helene Lollis: [00:48:47] And one of the things I was most struck by was, early in the pandemic, one of our participants said to us that she missed the energy of the room. And when we did a deep dive on that, what we really recognized was, when you’re surrounded by other people who care about what you care about, even if you aren’t hearing the words of the conversation, the energy of that conversation when everybody cares about the same thing, opens you up to listen in a way that isn’t there when it’s silent and you’re sitting at your home PC drinking a cup of coffee. And then, boom, it turns on and somebody is speaking.

Helene Lollis: [00:49:27] Like, none of that preparedness for embracing insight and knowledge is there. And you’re absolutely right, I mean, we’ve worked really hard how do we create mood and how do we really think about. So, I mean, this is perhaps a silly little thing. But now that we’ve done it, it’s another thing that we think we’ll probably never go back. We now create welcome kits for all of our participants, where a box comes and it’s a Path Builder’s box. And you’ve got your Path Builders pen, and your Path Builders coaster, and your Path Builders – now, we’re doing ring lights for their laptops. I mean, we need to do something for them to feel that sense of connectedness and togetherness that they might be getting if they were in a ballroom together. But, now, that I think of some of those elements, that’s some of the stuff that just won’t go away.

Mike Blake: [00:50:22] You know, it’s really interesting, that just gave me an idea I’m going to steal from my own practice. I mean, the move to virtual and digital does provide an opportunity to embrace a different kind of client onboarding. And who doesn’t love to receive a welcome kit? And it could be stupid. It could be one of those stress balls or whatever, and maybe a COVID mask or something – I don’t know. A little go on or some big ass mug or something like this. But, you know, it’s those those simple things. And even grown ups like to receive something in the mail that isn’t a bill. It’s something that they didn’t pay for. That just is never going to go away, right? I may steal that idea. That’s a great client onboarding idea.

Mike Blake: [00:51:10] Helene, you’ve been very generous with your time and I want to be respectful of that generosity. But I’ll close the question I always close with, which is, if one of our listeners or some of our listeners have a question that we didn’t cover, they like to go into more depth than we were able to today, can they contact you with questions about how you pivoted? And if so, what’s the best way to do that?

Helene Lollis: [00:51:32] Yeah. Absolutely. And thank you for asking. So, website, pathbuilders.com, I’m sure is the easiest. Not to be confused with Pathfinders because the car makes people think Pathfinders. We’re actually Path Builders. But I will say, not only about pivoting, but, Mike, I feel like we’ve gotten such insight into what could be holding women back right now in this – I’ll go with your phrase – trans-pandemic environment. And if that’s something people find value in talking about as well, I’d love to talk with folks about that.

Mike Blake: [00:52:05] Excellent. Well, that’s going to wrap it up for today’s program. I’d like to thank Helene Lollis so much for joining us and sharing her expertise with us. We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review of your favorite podcast aggregator. It helps people find us that we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Tagged With: Brady Ware, Brady Ware & Company, gender diversity, Helene Lollis, mentoring, mentoring women, Michael Blake, Mike Blake, Pathbuilders, pivoting your business, Women in Leadership

Decision Vision Episode 109: Should I Become a Digital Nomad? – An Interview with Maria Joyner, FounderScale

March 25, 2021 by John Ray

FounderScale
Decision Vision
Decision Vision Episode 109: Should I Become a Digital Nomad? - An Interview with Maria Joyner, FounderScale
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Decision Vision Episode 109:  Should I Become a Digital Nomad? – An Interview with Maria Joyner, FounderScale

In a “trans-pandemic” environment, does becoming a digital nomad make sense? Maria Joyner, FounderScale, tells host Mike Blake her story of moving from Atlanta to Costa Rica and the well-being she has discovered as a “digital nomad.” “Decision Vision” is presented by Brady Ware & Company.

FounderScale

FounderScale helps founder-led B2B businesses increase sales by reducing friction in the sales and marketing process. As a founder and entrepreneur-led company, the team understands that business growth is tied directly to the ability to drive sales.

Maria Joyner, FounderScale

Maria Joyner is an entrepreneur and marketing technologist with a background in email deliverability, marketing automation, and scaling B2B startups. As the Marketing Automation Practice Lead, she brings years of Hubspot and marketing automation experience to help founders get the most out of their marketing technology stack. She works from the jungles of Costa Rica where she lives with her husband and son. Maria spends her free time trail running, hiking through the mountains, exploring hidden waterfalls, and learning how to surf.

Company website | LinkedIn | Joyner LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast.

Past episodes of “Decision Vision” can be found at decisionvisionpodcast.com. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

TRANSCRIPT

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:20] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:40] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you like this podcast, please subscribe on your favorite podcast aggregator, and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:06] So, this week’s topic is, Should I become a digital nomad? And being a digital nomad, historically, has had a certain meaning. It’s now evolved, I think, particularly in the wake of the pandemic or during this – what I call – trans-pandemic period here. But, historically, a digital nomad refer to somebody who would wander usually from country to country – though not necessarily – but would wander from country to country doing their thing. Visiting spots wherever they felt like. And often would not stay long enough to run afoul of local immigration laws. And most countries let you stay in a place for about 90 days or so before they want you to either register for some sort of permanent residency or get the heck out of there.

Mike Blake: [00:02:03] And there are others that do it domestically. Rod Burkert, who was a guest on one of our early podcasts, has been living with his wife in a recreational vehicle for the last decade or so, I think. And so, they’re constantly moving about the country. I don’t know if they’ve ever crossed over to Canada or Mexico. I have to ask him about that. But, certainly, they would qualify as a digital nomad.

Mike Blake: [00:02:25] But, historically, being a digital nomad has been associated with somebody who has gone outside, who left the country, or is working from outside the country where their principal employment is at least nominally located. And, you know, a few things kind of bring this to the forefront. Number one, the pandemic has forcefully, I think, taught us a lesson that most of us, particularly in the professional services world, really can work from anywhere.

Mike Blake: [00:03:02] I’m going to tell you that I think I have met fewer than 50 percent of my clients in person. It may be down to 25 percent. They just don’t need to see me. Certainly, seeing me in person has no value on any level. And while people in my world will sometimes do site visits to an appraiser company, I don’t do a lot of those because I work with tech companies. And all I would do is I, basically, show up, I’d see some cubicles, and conference rooms, and maybe a ping pong table or something. So, there’s really not much use to doing a site visit. I mean, you wouldn’t even see servers anymore. Everything’s on the Cloud. So, I’m fortunate that, you know, I truly can work from anywhere and that’s been demonstrated.

Mike Blake: [00:03:49] But I think a lot of people are finding out that they truly can work from anywhere. Now, not everybody wants to do that. I know many people that are yearning to go back to the office. They like having their work set up separate. They like having sort of the permanency of a workspace. And, look, not everybody’s home is well set up to work from home. If you have kids and you’re trying to work in your kitchen table, boy, my hat is off to you. That is not easy.

Mike Blake: [00:04:18] But, you know, we’re finding out that we can do that. And, of course, you know, I think every time we have massive social upheaval, every time we have an election cycle, there’s somebody who is happy with the outcome, there’s somebody who is not happy with the outcome. And a lot of them say, “Well, I’m going to emigrate.” Which, in most cases, is madness because, frankly, most countries don’t want us there. It’s not that easy to immigrate to most countries, particularly ones that we would consider developed. Now, in other countries, it is easier. Some countries in Central America and Eastern Europe do make it easier to a certain extent, we’re going to talk about that. So, the option is there. But, you know, it’s not that easy to pick up and move.

Mike Blake: [00:05:05] But I do think there’s a certain romanticism about it. I’m seeing more articles about being a digital nomad. I’m seeing more articles about going to a place like the Republic of Georgia or to Estonia or to Portugal where a lot of American retirees are going. And, of course, there’s a lot of interest in Central America where, you know, the American cultural presence has been there for quite some time. And some of those countries even still use the U.S. dollar as their currency or at least have their currencies pegged to the U.S. dollar. And so, I think a lot of people are at least sort of thinking about it. You know, could we pack up and move? Maybe not for the rest of my life. But maybe we do it for a year. And we enjoy a beach on the Caribbean and we enjoy, you know, being in a different culture. And we enjoy maybe there’s some economic benefit to living a lower cost of living or in some cases simply a simpler lifestyle.

Mike Blake: [00:06:04] So, I think that’s an interesting topic. I certainly find it intriguing. And joining us today to talk about this is my friend Maria Joyner, who is co-founder of FounderScale. A B2B marketing and sales operations agency that helps B2B organizations drive revenue utilizing marketing technologies like HubSpot. She hails from one of my favorite cities in the planet, which is Savannah, Georgia. Well, Thunderbolt to be exact, and she’ll have to tell me what Thunderbolt is. I’ve lived in Georgia for 18 years, I have no clue where Thunderbolt is, except I gather it’s near Savannah.

Mike Blake: [00:06:40] Maria is an accomplished marketing technologist and entrepreneur that is living her dream in Costa Rica. And she and I go back to the old Startup Lounge day. She knew me before I had gray hair. Prior to moving to Central America, Maria spent ten years in Atlanta studying and growing technology startups. She took her previous company, Synapp.io – by the way, one of the first companies to do a dot io before everybody thought it was cool – an email deliverability startup from pre-revenue to $2 million in annual sales in less than 18 months. As founder and entrepreneur of this company, she’s leading a team that understands that business growth is tied directly to the ability to drive sales. Maria Joyner, welcome to the program.

Maria Joyner: [00:07:23] Thanks for having me.

Mike Blake: [00:07:25] So, Maria, you’re here – and then I remember – I mean, not in a way that’s like traumatic or anything, but I do remember because I looked at it with such admiration – when you left. And sort of one day, from my perspective – we’re not the best friends in the world, but we know each other – and, frankly, one day you were here and then it seemed like the next day you popped up and said, “Hey, I’ve moved to Central America. Adios”, or something like that. So, how long ago was that? And where exactly in Central America did you move to?

Maria Joyner: [00:08:01] Yes. So, it was about five years ago that I took the leap to leave the States and move to Costa Rica. So, I’m located in Costa Rica in the Guanacaste Region near Lake Arenal. So, a lot of people may be familiar with the Arenal Volcano. It’s the perfect pyramid shaped volcano in Costa Rica.

Mike Blake: [00:08:25] Is that volcano active? I hope not.

Maria Joyner: [00:08:27] It is an active volcano, but it is in a period of inactivity since, I think, 2011 or 2010. But it hasn’t had a huge explosion since 1968, when there was a very large explosion. They didn’t actually know it was a volcano in 1968.

Mike Blake: [00:08:48] So, how is it that you chose to move to Costa Rica as opposed to someplace else?

Maria Joyner: [00:08:54] So, when I was part of Synapp.io, I came to visit Costa Rica for a couple of days with – a friend of mine has a group travel company called Under 30 Experiences. So, it’s a small group travel, 8 to 12 people, and they focus on going to places that are locally owned, self-sustainable, that focuses on ecotourism. And so, I went with them to a Costa Rica rainforest retreat, which was located at a permaculture farm off the grid, self-sustainable, near La Fortuna, Costa Rica, near the Arenal Volcano.

Maria Joyner: [00:09:33] And I was there a few days. And I was really fascinated by how everything worked. Like, I wanted to see what was underneath the hood. It was like they grew everything they eat. They support guests who come through here. Their whole design works in unison with nature. And I was really fascinated by these natural systems that work together. We work with technology systems all the time and we create systems, but I was really fascinated how they can work in such unison with nature.

Maria Joyner: [00:10:02] So, after that visit, I decided to make it a company-wide part at Synapp.io that anybody in the whole company could work from wherever they wanted, it was June of 2015. And it was essentially so I could come back to Costa Rica and volunteer on the farm. So, it was really self-serving. And so, I came down here one month past, two months past, three months past, my co-founders were like, “Maria, what the hell is going on?” And I decided it was time to come home. I came back and tried to just fall back into my life, fall back into duties of a VP of marketing and growth, and all of that. And I just was somewhere else. And my co-founders sat me down and they were like, “Look, it’s all over your face. You’re somewhere else, just go.” And so, with that, I had the permission to make a big life change.

Mike Blake: [00:11:01] Now, when you did that, were you still able to retain your role with the company or did you have to exit the company at that point?

Maria Joyner: [00:11:08] Yes. So, yes, I exited the company. One of the challenges that we ran into at the off the grid self-sustainable farm was the internet. The internet is solar powered. So, you have solar powered internet in the middle of rainy season, which is, I mean, basically June through November, depending on where you are in the country. And there isn’t much internet. And so, I wasn’t necessarily able to perform my duties the last month I was there because it was peak rainy season. Which, it made that argument very difficult to make that, “Oh, yeah. I can move to Costa Rica and continue running the company.”

Mike Blake: [00:11:48] Interesting. And now that you’ve been there five years, is it any better? The internet, I mean.

Maria Joyner: [00:11:54] Yes. Yes. So, when I moved down here, I was able to get satellite, I think, maxed at five megs, and I thought that that was just awful. Then, I moved to another farm, and the internet maxed out at three megs, and I thought that was just awful. And where I’ve lived the past year-and-a-half, it maxes out at two megs. However, Costa Rica over the past years has been putting a lot of effort into building out the fiber optic infrastructure. And so, where I’m at right now, I actually rent an apartment really close to my house that gets fiber optic so we can have conversations like this and so I can have a productive work week. But locations that are more appealing to tourists have excellent internet here. Like, at the beaches, you’re looking 50 to 100 megs, sometimes 200 megs in places.

Mike Blake: [00:12:50] So, I didn’t know the full background of the story. So, you moved down – I’m sorry – you visited Costa Rica with the intent of learning about, basically, a way of life. And it sounded like you kind of accidentally fell in love with it. It doesn’t sound like it was your intent that you were necessarily intending to leave the country and live elsewhere at that time.

Maria Joyner: [00:13:16] Oh, my gosh. Absolutely not. I was so happy with my life in the States. I love the team. I was loving the journey that Synapp.io was on. I love the team we built. And I thought, I mean, in my mind, I couldn’t have – if you had asked me before I came to Costa Rica, what would you do in your life to make to make it better or happier? I would have said nothing. And I remember stepping off of the van, like out of the van, and onto this farm. And I almost felt like somebody grabbed my soul and shook it. Like, I had this just huge just, “Whoa. What is this place? And what is this? Just what is this?” And after seeing Costa Rica, there was just no going back. Like, I had seen just a whole different way of life. And that wasn’t my intention. And I wanted to go back and sort of just carry on with life how it was. But I guess once that whiplash is so strong, it just never goes back to being the same.

Mike Blake: [00:14:17] And, you know, to me, it sounds like you’re exposed to two things at once. And I’m curious if there’s a way to separate the two or not. You’re exposed to a permaculture way of life, which I guess, theoretically, could occur any place if you have the community to drive and sustain it. And, of course, you’re also in a foreign country, Costa Rica, which has its own culture, traditions, language, et cetera, et cetera. And I’m curious, did you give any thought to exploring whether or not – actually, I’m going to rephrase this question. Have you ever given thought to whether or not it was the permaculture that drew you, or the Costa Rican cultural experience that drew you, or were they so intermingled that you either can’t tell or it doesn’t matter?

Maria Joyner: [00:15:10] The permaculture is what drew me and the Costa Rican experience is what sold me. That was the Kool-Aid that I drink.

Mike Blake: [00:15:18] I’m curious. I’ve never been to Central America. What was it about the Costa Rican experience that that was the Kool-Aid?

Maria Joyner: [00:15:29] The people. And, obviously, we can’t be general and say the people, but people are happy here. The Costa Rican motto is Pura Vida, which means the pure life. And I mean, as a tourist, maybe it gets overused. But locals, “Good morning. Goodbye. How are you? I’m good.” Pura Vida is the two words that say it all. And it’s really evident in the way that people live their lives. For example, if you are in a bank waiting for two hours – because that’s normal here – to make a deposit, nobody is stressed out. Nobody is looking at their watch. Everybody is Pura Vida.

Maria Joyner: [00:16:15] And not just that, people who live here love this country. They love all the natural wonders it offers. They love to show tourists the country. And I guess with that being said, I think that the Costa Ricans don’t necessarily treat Americans in a way that isn’t welcoming. I’ve been to other countries that I have, like, been treated in a way that it was very obvious that I was not wanted there. And I think Costa Rica really embraces tourism and they love showing people their country.

Maria Joyner: [00:16:51] And so, I think that this just laid back, but not too laid back, way of life is, like, really what keeps me here. Because I’m a product of my environment. So, whatever environment I put myself in, that’s what the output is going to be. And so, if I can if I’m in a high paced, high stress environment, I’m going to be high paced, high stress. And so, one of the things I realized by doing the exact same things I was doing in the United States and moving them here to Costa Rica, from a work perspective, is, I was able to remove that high stress and continue the high pace – I don’t want to say no stress – but with low stress here just because of the environment around me.

Mike Blake: [00:17:36] So, you initially went down, you weren’t planning on staying, you fell in love with the place, came back. And then, it sounds like at that point you decided that when you were going, you were going for good. What was that process from sort of that day until you landed in Costa Rica with whatever belongings you had, what was that process like? How long did it take you to execute?

Maria Joyner: [00:18:01] All right. So, I remember it was October, maybe it was October 21, 2015, and I remember I had a boyfriend that time and I’m like, “We have to go. We have to move to Costa Rica. It has to happen.” And he was like, “Okay.” And so, that was October 21st. We landed here, I think, it was January 23, 2016. And so, once I made the decision at the end of October to make everything happen, I contacted two of the friends that I made when I was volunteering at the permaculture farm. I mean, everybody at the farm knew I wanted to move there. So, I just was like, “Yeah. I’m moving. It’s happening.” And I asked if they could help me find a place to live that has internet that could support what I needed to do marketing, technology work.

Maria Joyner: [00:18:52] And then, I just started the process of selling my stuff. I think the most helpful thing to me was having feet on the ground, was having somebody who was local, finding a house for me, talking to the telecommunication companies. Because if you think telecommunication companies are difficult in the United States, try coming down here. And so, that was a huge help to me. And I flew to Costa Rica December 11, 2015. All of this is so embedded in my mind. It was such an impactful time. And I came down here for about 11 days to look at the house that I was going to move into. But, essentially, it was just a trip to travel around the country and see more of the country. And so, I got everything in order in December. The house looked good. I talked to the owner. It was all great. And then, yeah, we flew back in January. We came back in January.

Maria Joyner: [00:19:46] So, a couple of things really helped us. The first thing is, is the home we were living in, the owner of the home told us to leave anything we don’t want to take or we don’t want to sell. So, I don’t know that we would have been able to pull this off if we had to sell and get rid of everything in our house. So, that was the first thing that was a huge benefit. The second thing was I actually paid a friend to fly down with us so we could bring four more suitcases.

Mike Blake: [00:20:14] Really?

Mike Blake: [00:20:15] Yeah. So, shipping is like $5 or 10 a pound. Think of a cast iron pan, like a cast iron pan to get that down here, we’re talking like 25 bucks. So, I actually paid a friend to fly down, so it’s cheaper to buy her plane ticket. And we flew Southwest because Southwest has two free checked bags. And it was cheaper for me to pay for her plane ticket. I think it was just one way and made a round trip than to ship everything. And that is kind of what we did. And I brought two dogs with with me, so they were emotional smart animals, so they sat under the seat in front of us. So, it was a super smooth trip once we got on the plane.

Maria Joyner: [00:20:59] However, two days before we were set to fly out, I got a phone call from my friend – because we were going to fly Atlanta to Baltimore, Baltimore to Houston, Houston to Costa Rica, because that was the Southwest route at the time. Well, I got a call from my friend. She’s like, “Did you not see that there’s been a huge blizzard in Baltimore and all the airports are closed down?” I was like, “What?”

Mike Blake: [00:21:22] No, I did not see that.

Maria Joyner: [00:21:23] Yeah. And in my mind, I thought there is nothing that’s going to keep me from flying out and going to Costa Rica in two days. And so, I changed all of our airline plans. There was actually not a blizzard in Atlanta, but all the roads were iced over in Atlanta. So, we actually rented a car, drove 11 hours to Houston so we could fly out of Houston direct to Costa Rica, and still end up making our original flights. So, it was a pretty smooth process until that last two days scramble at the end. And then, once we landed, it was just smooth sailing.

Mike Blake: [00:21:58] Now, how about getting a visa? Was it difficult to obtain a visa that would allow you to to stay there long term?

Maria Joyner: [00:22:06] So, for the past five years, basically, what I’ve had to do – well, the past four years, what I’ve had to do is cross the border every 90 days to get a renewed visa. So, in Costa Rica, they allow you to stay 90 days and then all you have to do to renew your visa is cross into another country and come back. Unless you’re purchasing things, you don’t have to stay, like, three days or anything. I mean, usually immigration makes you stay an hour on whichever side it is within Nicaragua or Panama. And you pay just a small fee to exit, a small fee to come back in, and then you’re good for another 90 days. They do require that you show an exit ticket with those. So, you can buy an airline – I mean, some people buy airline tickets and cancel them just so they have something to show immigration when they come back in the country.

Maria Joyner: [00:22:55] But after doing that for so many years, probably about a-year-and-a-half ago, two years ago, they started just being a little more difficult at immigration coming in to Costa Rica. They’re like, “You’ve been doing this for the past four years. You either need to file for permanent residency or we’re not going to give you your full 90 days.” And so, you know, I’ve never really had any issues they made some comments like that. And so, after that happened a couple of times, I decided it was time to start exploring permanent residency.

Mike Blake: [00:23:26] And once you decide to do that, how difficult was that to obtain?

Maria Joyner: [00:23:31] Well, I had a good friend of mine that I had known since we were working at the ranch and he had been working with me. And I’ve always been joking for years, like, “Why don’t we just get married so I don’t have to cross the border?” And in this time of us joking about this, I guess we fell in love and so we ended up getting married. I always tell people it was for residency, but we actually do love each other. So, I got married.

Maria Joyner: [00:23:56] And there are multiple ways to get permanent residency here. The first way is a rentee style, which is you rent here. And I think the process is something like you put 60 grand in a bank account, you don’t touch it for five years, and then you have residency. I think that’s one way.

Maria Joyner: [00:24:13] The other way is investing. So, if you make an investment of $250,000 or more, you can get residency. And I believe since COVID, they have lowered that number substantially. I think it’s either 200 or 175 now because they’re trying to encourage people to take a permanent residency. You can get it through marriage, you can get it through having a child, or you can get it through retiring here. So, like, a U.S. retiree can live here off of their Social Security. And Costa Rica offers a path for people to come down and retire here.

Maria Joyner: [00:24:47] So, I chose the marriage route because that made the most sense to me, and it is the least expensive. And so, we got married, let’s see, two years ago – maybe two years ago. So, coming up on the third year, I’m also able to file for naturalization, which would mean that I could get dual citizenship between Costa Rica and United States.

Mike Blake: [00:25:11] So, when you moved down, I mean, did you have any exposure to Latin America? Did you happen to speak Spanish? Was there anything that gave you a head start in terms of assimilating? You know, because most Americans don’t travel abroad, because we’re separated from a lot of countries by an ocean and all that. I think many Americans would find moving abroad daunting. How is that for you? Was the language an issue? Was cultural adaptation or homesickness ever an issue? Or how was that for you?

Maria Joyner: [00:25:45] So, when I told my dad that I was going to move to Costa Rica, I might as well have been telling him that I was going to move to the Middle East. It was a very, very large shock. However, after he’s done all of his research. I mean, Costa Rica, for Americans, is the only country in Central America that we can buy land. Any other country, Americans cannot buy land without a cosigner that is a local. Here in Costa Rica, you can buy land. So, Costa Rica does a good job of making it easy for Americans to come down here. And they also make it easy for the residency process.

Maria Joyner: [00:26:21] However, some of the things here that are huge culture shock is a total lack of inefficiency across practically everything. And I think that that’s why a lot of people, they get frustrated here. So, for example, the internet went out in the office – I feel like this happen anywhere – but, you know, it was out for a week and finally we found someone we knew. And the company who came and looked at it, unofficial visit. But things like that. I spent four months without internet at home. And I went to the office every single day. It was super polite, like, “Hi. I still don’t have internet. Can you please send someone to look at it?” And so, just a total lack of inefficiency can lead to extreme stress.

Maria Joyner: [00:27:12] And some other things here, if you have to make a deposit in the bank, you could be there two-and-a-half hours and that’s normal. So, that’s another thing that is extreme lack of inefficiency. Things like BillPay, PayPal, those things aren’t really common here. So, most of the contractors that come over and help us out or work for me or kind of help us out with our baby or at the house, it’s all cash. There’s not a lot of electronic transactions here, so that’s another challenge. I think, I guess the main theme of one of the big challenges here is just banking in itself.

Mike Blake: [00:27:47] That’s interesting. Now, in Costa Rica, my understanding is a fairly large American population, as you said, that they are deliberately trying to attract American retirees. Do you ever interact with them? Or have you decided to try and keep yourself as locally embedded as possible?

Maria Joyner: [00:28:07] So, when I first moved here, the first year-and-a-half I was here, I was in rural Costa Rica, and I was the only foreigner in the whole town. And so, I really enjoyed that. I intentionally didn’t want to move to the area I’m living now because I’m like, “Oh, it’s just a bunch of foreigners. I’m not here to live with foreigners, so I don’t want to live there.” And the reason I decided to move here is I saw it’s just beautiful. The Lake Arenal area is just stunning, totally gorgeous. And so, now, I’m in this area.

Maria Joyner: [00:28:41] I think I read a stat of it, around Lake Arenal, which is 88 square kilometers, there are over 5,000 houses owned by foreigners. That’s not total foreigners, and they’re just 5,000 houses owned by foreigners. Just to give you an idea of how large the population is in just this area. But you don’t really feel it. I mean, it’s all green as far as you can see. There’s not any high rise condos or anything like that.

Maria Joyner: [00:29:06] But because of where I live now, I do interact a lot more with with foreigners. And that’s always an interesting thing to see, because you’ll still see people who have down here 30 years and never tried to speak Spanish a day in their life. So, there’s just very interesting things that we’ll see with immigrants.

Mike Blake: [00:29:23] It is remarkable. You know, I lived in former Soviet Union for a number of years. And, you know, I took a similar approach. I didn’t live in the rural area. I lived in the city. But I definitely limited my access to Americans because I thought that it just would be too easy to go back to that as a crutch and not assimilate. And that was going to impact my experience and, frankly, my ability to work in the country. And you’re right, it’s amazing how many people, rather than try to learn the language, go through what I think is a much more difficult exercise of trying to get by without learning the local language. But I guess it can be done.

Mike Blake: [00:30:06] So, let me ask, you’ve been there for five years. Do you feel like a native? And if so, how long did it take you before you felt like Costa Rica was really your home and maybe America even feels more like the foreign country now?

Maria Joyner: [00:30:21] So, that’s an interesting question, because the moment that I talked about earlier when I stepped off the shuttle at that farm, at that moment, I really felt that I had come home. It was just a really incredible moment. And I think moving down here, you know, maybe after a couple of months, that’s when I really started to be comfortable. I spoke Spanish before I moved here, but not fluent. I mean, like everybody, I took it in high school. I took a little more advanced than most people in high school. I mean, I got up to like Advanced Placement classes, but I hadn’t spoken in 15 years.

Maria Joyner: [00:30:55] And so, I did have a little bit of a head start coming down here because it wasn’t just present tense. I mean, I think Spanish has 21 different tenses. So, I had some background, but it’s still like – for example, to be in a restaurant with somebody and be listening to a conversation passively, that took years to happen. You know, it took years for me to be able to sit down and listen to a conversation without having to actively listen to every word and process it in my mind and go through that.

Maria Joyner: [00:31:23] So, from a language perspective, it’s a couple of years to really feel completely comfortable. To feel comfortable calling the telecommunication companies. To feel comfortable talking to somebody about business ideas in Spanish instead of English. So, that took a couple of years. As far as feeling like whether I’m at home, I totally feel that I’m a foreigner in the United States when I go back now. I think the thing about Costa Rica that really is appealing to me, it’s the first place I’ve ever felt that I can be totally 100 percent myself. And it’s just an awesome feeling.

Mike Blake: [00:32:02] Well, it is. I mean, and that’s a great reason to move. You know, in America, we’re trained to think of people that come to the United States, because that’s our mythos. That’s sort of our thing. And then, there are people that don’t feel in place where they are. And so, they come or at least try to come to the United States to build that new life where they’re a better fit. But there are cases where, you know, Americans feel like they’re a better fit just in a different culture, a different environment. It certainly sounds like that’s been the case for you.

Maria Joyner: [00:32:34] Yeah. It’s funny, one of the times I went back to the United States a couple of years ago, we went over to visit some of my friends who have kids. And I was like, “Oh, my gosh. There is a tree in the backyard.” So, I climbed the tree and my boyfriend at the time came down, he was like, “Get down from that tree.” I’m like, “Why? It’s just a tree. I’m just climbing it.” He said, “You can’t do that here.” And it was just one of the first moments that I was like, “Wow.” Like, it’s just climbing a tree. Why is that such a big deal?

Maria Joyner: [00:33:01] But it just sort of made me realize that, you know, here, you can kind of just do what makes you happy. In the States, there is an image you have to maintain and certain things you do and certain things that you don’t that are expected by society. And I think those expectations are so much more embedded in us as a culture in the States. And I think that that is something that is really appealing to me here is, people are accepting of everybody.

Mike Blake: [00:33:29] So, you’re now with your new company, FounderScale. I’m curious, how has it mattered at all with your clients and prospects that you’re not inside the United States? That you are, in fact, located working out and just sit tight there in Costa Rica?

Maria Joyner: [00:33:53] So, when I first moved down here – so one of the clients I currently have, I have been working with since 2015. And he has been totally understanding of the internet problems. And it’s been a great working relationship. One of the clients that I had when I moved down here, they were fairly stressed with the internet issues. I got a lot of pressure from them to move to the city and try to find somewhere that had better internet. And I think that one of the benefits of consulting for so many years is, it becomes really easy to know the red flags and be aware of the questions that could cause friction after a contract sign and avoid that.

Maria Joyner: [00:34:36] So, you know, I’m very open and upfront with clients when I talk to them. Even though I do have great internet, I mean, there’s power outages here. I mean, there’s plenty of things that are out of control in a way that maybe wouldn’t be out of control in the States. And so, I’m very upfront with clients and I let them know, “Okay. I don’t always have great internet. Sometimes we may not be able to connect via video. Sometimes we may not be able to connect at all.” So, I allow those expectations, but then I kind of go a step further now and I’m like, “Hey, I may be out two hours a day going on a hike or may be out two hours a day surfing.” Just so there’s an expectation that I’m not always available. So, that’s just not an expectation. And so, living here has helped really identify, like, what my clients need to know to feel that they can always contact me.

Maria Joyner: [00:35:31] But more than all of that, accept you’re really freaking awesome work all the time. And then, my location is never an issue. Like, that’s really the secret. I think so many people come to Costa Rica and they ask me, “How do you make it work? Like, how do you get clients? How do you stay here?” And I mean, getting clients, fortunately, I have a great network in Atlanta that has just worked through referrals since I moved down here. So, that has been a blessing. But keeping clients is just doing awesome work. And if you do awesome work, no matter where you are, the client really isn’t going to care about your location.

Maria Joyner: [00:36:06] You know, I think that’s right. You know, I think, really, the big issue is not that your remote, it’s just you happen to be in a place where the internet is not all that – at least was not all that reliable. If you’d have that same issue saying – I’m doing a picking – let’s say, Fort Wayne, Indiana, you still have that same issue. Right? So, it was just the infrastructure. But what’s kind of interesting is that sounds like it – and maybe I’m putting words in your mouth, so feel free to tell me to fly a kite, but it sounds like in a way it forced you to confront what is the ideal client. And really force them and forcing yourself sort of a discipline of the right client to take. If it’s a client that just needs me to be available 24/7 with 99.9 percent of time, that’s just not the client that you’re going to serve. And I suspect you didn’t move to Costa Rica just so you could bring that stress level down there with you, right?

Maria Joyner: [00:37:03] Yeah. That’s absolutely right. And right now, I am working with a client that is the best line of workers in my entire career. And I look at this and I’m like, this is sort of pinnacle because, you know, it’s taken years to get here. And I think the other big thing, too, with working remote is overcommunication. And this is something that I’ve been working with for the past five years. So, over communicating everything.

Maria Joyner: [00:37:29] And, now, ever since COVID started, I’ve felt like I’ve been at a competitive advantage because I’ve already been doing this for five years. When COVID started, everyone’s like, “Oh, no. We’ve got to go work from home.” And they’re working through the issues of how to communicate. Because it’s a lot more difficult when you can’t just walk up to someone’s desk. Or someone is like, “Talk to me when I’m not busy.” We lose that now that we’re working remote. And so, I think that I’m kind of a competitive advantage from the communication perspective. But I think that any client you want to work with anywhere, I think it really comes down to communication, and clarity in communication, and clarity in expectations.

Mike Blake: [00:38:10] Yeah. I think that’s right. I mean, as it happens, I’ve effectively worked from home most of the time at least for ten years. And, at the end of the day, for most companies, if you’re performing – as I like to say, if you’re throwing up the numbers because I’m a finance guy – if you’re throwing out the numbers, nobody cares where you are. People are going to start to care about that if you’re not throwing out the numbers. Like the smart company says and one of the companies I work for, Arpeggio, was smart about this. They said, “Look, this is not what we would advise our other employees to do, but it seems to work for you and we’re not going to get in the way of it. So, you go, do you.”

Mike Blake: [00:38:48] And I think one thing that does give people, like you and me, that advantage, because we’ve been working remotely as a matter of course for so long is, we do have those more advanced sensibilities and communication skills. And we know what’s going wrong when our microphone doesn’t work, our camera doesn’t work, because we’ve had to do that when it wasn’t nearly as easy to fix, for one. And, you know, clients have come to accept that – you know, they’ve come to realize that the in-person contact doesn’t matter. And we’ve also had to build better management systems. A lot of managers can outwork their mistakes by “managing by walking around”. You go around, you fix things. That’s also micromanagement. You manage after the fact. Not before. You cannot do that now. If you try to manage that way now, you will get killed.

Maria Joyner: [00:39:48] Yeah. Yeah. That’s so true. And I think you bring up a really good point, too, when you were talking about identifying the right people to work with. That’s another factor that I always look out for, is the micromanager questions – or the micromanagement questions, because that’s another red flag for, I guess, for being an employee, too, not just the contractor.

Mike Blake: [00:40:13] Yeah. I think that’s right. I manage a team of three, and one is across town Atlanta, a couple of them are in Ohio. And, you know, I can’t go to their desk and look over their shoulder and make sure things are being done right. But at the end of the day, it’s about better management. So, I’m curious, you know, we’re working in Costa Rica, living in Costa Rica, have you picked up any local clients or is that even a realistic possibility where you are?

Maria Joyner: [00:40:42] So, that’s definitely on the roadmap. So, one of the technologies we heavily focus on is HubSpot. And we help companies better utilize that technology to generate revenue. And so, I’m in the process of building a team here right now. But as far as signing local clients, we haven’t started going down that road yet for a couple of reasons. One, the price point is very different for a client. I mean, this is actually an assumption. So, I should validate this before saying it. But my assumption would be that the price point a U.S. based client would pay would be very different to the price point a Costa Rica based client would pay. I could be wrong, but I think that would be my assumption.

Maria Joyner: [00:41:32] And then, two, one of the things that I’ve seen is most of the business in Costa Rica really does happen in the city. So, for example, there is chapter of entrepreneur’s organization down here that I was looking to get plugged into. And I mean, everybody who participates is really in the city. So, I think that, that in itself, could be a hindrance because I have no desire to travel to the city, not even for a quick trip. San Jose is about four hours from me. The last time I went, I went to go buy running shoes. Eight hour round trip to go buy running shoes. I would not want to do that trip on a monthly or even a bimonthly basis. So, I think that some of it is my reluctance to go to the city because I didn’t move down here to be in the city.

Maria Joyner: [00:42:16] And I guess the other side is just getting getting our team to a point where we can handle having international clients, because I would love to be able to work with Spanish versed clients versus English versed clients. So, that’s in the roadmap, but I don’t see that really manifesting for probably another year or so.

Mike Blake: [00:42:34] Okay. We’re talking with Maria Joyner of FounderScale, and the topic is, Should I become a digital nomad? So, a question I think that a lot of folks in your position must wrestle with is, how easy is it for you to get back to the United States if something happened that were a true emergency, maybe a family emergency or something? Is it hard to get back to the United States? Is that something that concerns you? Is that something you’ve had planned out? Where are you with that in your mind?

Maria Joyner: [00:43:04] So, fortunately, where I live, I’m an hour away from Liberia airport. So, there’s two airports in Costa Rica, there’s Liberia, which is in the North Pacific, and San Jose, which is in the central part of the country. And so, for COVID times, I mean, I’m sure things will be a little bit more complicated right now just because of the availability of flights. But in previous emergencies, for example, a couple of years ago, my grandfather, I found out he was being rushed to the hospital and I just had a feeling. And the next day I was on a plane. And so, it was very simple. I mean, if cost isn’t a problem, it’s pretty simple to get back to the United States. Right now with COVID, I know that the availability of flights is a concern. But, historically, it hasn’t been an issue to just drop and go.

Mike Blake: [00:43:54] Okay. What about access to health care? Have you had to use the local health care system? Has it been an issue for you?

Maria Joyner: [00:44:03] So, I had a child a year ago. And I live in an area where there are a lot of women with children. And most of them that were that are American immigrants, they opted to use a private hospital to have their child care birth, which you pay, I think, five grand for that. And so, I had the option of using free health care, because if you are a pregnant woman in Costa Rica, you’re protected by law. And you get taken care of, your baby is taken care of with no charge. And so, I used the public health care system and my experience was great.

Maria Joyner: [00:44:41] I look at things like giving birth. People have been doing that for thousands and thousands and thousands of years. It’s not like it’s some super specific surgery or something.

Maria Joyner: [00:44:51] Right. You’re not growing a new limb.

Maria Joyner: [00:44:52] Exactly. And so, I had a lot of faith in the system and I had a great experience. But some of the things that my American friends who are having children were asking did you get this test or did you get that test, or did they tell you this, did they tell you that. I think the availability of information, the availability of tests, and a lot of the things that we may have in the United States being a first world, that stuff is here, but not necessarily available in the public health care system.

Maria Joyner: [00:45:19] But, honestly, for me, I wasn’t bombarded with all the different things that were medically available to me and we just focus on the basics. So, I had a great experience. I mean, I found some of the check ups to be a little redundant. They’d ask the same questions in every checkup. So, I guess they did in the States, you know, that I’m thinking about it. They always ask the same questions.

Mike Blake: [00:45:40] Yeah. I don’t think that’s unique to Costa Rica.

Maria Joyner: [00:45:43] Yeah. No. But I’ve had good experiences with it. And I’ve also had emergency experiences with the health care system. And it’s all been great for me. So, I feel fairly confident that staying here long term that I’ll be taking care of.

Mike Blake: [00:46:04] What about taxes? I’m not trying to get into a specific situation, to your specific situation, of course. But I’m curious, do you have to pay taxes both in the U.S. and Costa Rica? Does one offset the other? How has that worked for you?

Maria Joyner: [00:46:18] So, my company is U.S based, my clients are U.S based, and I don’t own any land in Costa Rica right now, so all of my taxes I pay are in the United States as of right now. In the event that I open a bank account here or that I buy land here, I will – well, if I open a bank account here, I think legally I have to report that money to the United States and there is some foreign exclusion or foreign income exclusion. However, my income is in the United States, so I haven’t gone that route. And the other upcoming event that would require me to pay taxes in Costa Rica would be buying property here, because there are property taxes. So, right now, it’s just United States.

Mike Blake: [00:47:04] Okay. And that explains why you’re going to the bank a lot. I remember when I lived in Minsk and I’d be paid in dollars, and somebody have to wire it over a correspondence bank, and then actually physically go pick up my cash. I don’t know if that works exactly that way for you. But I’m familiar with those bank trips.

Maria Joyner: [00:47:21] Yeah. I think the big thing with the bank is, if I have to deposit money into a Costa Rican account here, the option is doing a wire transfer, it’s just a little too complicated to just do that for everyday transactions. And I guess that does add up. So, it’s just usually going in and making deposits in the bank. So, I still utilize all my U.S. Banks here. So, anybody who is listening to this that does want to be a digital nomad, there are two banks that I recommend.

Maria Joyner: [00:47:49] Charles Schwab has a high yield checking accounts that’s connected to a brokerage account and they refund all ATM fees. So, you’re going to be pulling out a lot of cash, at least, abroad. So, Charles Schwab refunds any fees charged by banks. And there are banks on here that charge $9. So, that really is a big help. And then, Capital One, they don’t refund the ATM fees, but their Capital One accounts, they don’t do foreign transaction fees. And it’s very simple to move money in between your accounts. And so, those are the two banks that I recommend people get before they come down here.

Maria Joyner: [00:48:26] I have friends who still use credit unions from the States who are living down here. And the monthly fees that they accumulate are in the thousands of dollars between foreign transaction fees and ATM fees.

Mike Blake: [00:48:38] We’re running out of time, but I want to sneak in a couple more questions before we let you go. And one, I’m curious now that you’ve been here for a good long time and, I mean, you’ve had such a life experience here from moving down here to getting married to having a baby. I mean, you’ve really been through it. If you had to do it all over again in terms of the process of moving down and getting yourself settled and integrated, is there anything that you’d do differently?

Maria Joyner: [00:49:03] So, I think that if I did anything differently, it would have drastically affected every part of my experience. But I will say that when I first moved down here, the first year-and-a-half, we tried doing a community style farm. So, we had two couples and then a couple other people living in one house, working on a farm together, growing our food, cooking meals together, and all of that. I would probably not do that again. That was a very challenging experience.

Maria Joyner: [00:49:37] But I really knew that I was down in Costa Rica for a reason. And because of that, because I felt like I knew that this is where I want to be, it was easy for me to go through very difficult experiences as part of that community living. Because I knew that these experiences were going to get me where I eventually needed to go. But that would be the big thing that I would change would be I probably wouldn’t have tried living doing the community living experiments.

Mike Blake: [00:50:05] Okay. Well, Maria, this has been great. And I think our listeners, if they’re thinking about the digital nomad life experience, I think there’s a lot they can learn from what you’ve described and discussed in this episode. If somebody has a question they want to follow up with that we haven’t touched on or didn’t go deep enough for them, is it oaky if they contact you? And if so, what’s the best way to do that?

Maria Joyner: [00:50:26] Yeah. For sure. I’d be happy to talk to anybody who is interested in Costa Rica or being a digital nomad, wven though I’m not too nomadic these days. I think the best way to contact me would be on Twitter, @mariajoyner is my handle, and that would be the best way to get a response.

Mike Blake: [00:50:44] Okay. Well, thank you so much. And that’s going to wrap it up for today’s program. I’d like to thank Maria Joyner so much for joining us and sharing her expertise with us.

Mike Blake: [00:50:54] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us so we can help them. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

 

Tagged With: atlanta, Brady Ware, Brady Ware & Company, Costa Rica, digital nomad, founderscale, hubspot, Maria Joyner, Marketing Automation, Mike Blake

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