Hamet Watt: Navigating Entrepreneurship

Hamet Watt: As a VC looking at entrepreneurs, it's that magic combination of great pragmatism and incredibly bold big thinking and comfort level with risk in a managed way, meaning there's thoughtfulness and pragmatism around the risk, but they're seeing the large opportunity.

Michael Redd: Hey everybody, this is Michael Redd, and welcome to the Betting On Yourself podcast, where I interview successful entrepreneurs, athletes, and other top performers who rose to the top, took success into their own hands, and best on themselves. Today I'm talking with my friend, big brother, and venture mentor, Hamet Watt. Hamet has been an active force in southern California's tech industry for more than a decade. He's a board partner at Upfront Ventures as well as the co founder and chairman of MoviePass. Prior to that, he was also the former chairman of BeLife, a wellness innovation company. He is not only a trailblazer in the tech world, but has been a great influence in my life both personally and professionally. This is a special episode where I talk about what it takes to navigate the waters of entrepreneurship and why it's essential to be a problem solver. Here's my conversation with Hamet.

Michael Redd: Hey everybody, this is a special special podcast that I'm having today with my friend, big bro. I consider him a mentor as well, Hamet Watt. His resume is illustrious, he's a trailblazer in a lot of ways in the whole venture world, tech world, he's the founder chairman of Share VC, also was a managing partner and chairman of BeLife as well, and for many years was a venture partner at Upfront Ventures. Just an incredibly smart man. I've had the pleasure of knowing him, his wife, and his child for a number of years now, and has been a great blessing to be in my life. Even beyond the business aspect of things, he's helped me with perspective on life. So Hamet man, glad to have you bud.

Hamet Watt: Thank you man. I appreciate the great intro, and I'm glad to be here man.

Michael Redd: Yeah man. I have a whole list of questions, but I'm going to just jump right in to how me and you kind of talk. How are you feeling during these times? There's been a lot going on with the whole COVID situation obviously, and then even just as pressing has been the injustice piece that has always reared its head, and injustices towards black people and minorities in this country. How is your feelings right now?

Hamet Watt: Right now, I'm feeling good. I'm feeling optimistic about the future. Probably like you, you and I talked about this a little while ago. It's kind of ups and downs. You can't unsee someone getting murdered. You can't not remember what it's been like when you've been in similar situations and got out okay, but that was a low. And then to see some of the support from the communities that I wouldn't have even expected would be excited or interested in supporting felt really great. I think it feels like, we talked about this earlier as well, is this different now than it has been in the past? And at least for right now, it feels different. So I'm feeling good. There are times where I get paranoid, I feel like the pendulum is swinging in a positive direction, but I'm hyper paranoid about it swinging back in the other direction, almost like the Barack Obama one.

Hamet Watt: Now it's swung back in the other direction with Trump. There's a little bit of post traumatic stress that says okay, wow, we're in a really good place now. Let's hope that this can sustain and let's hope that people will continue to be more conscious of the challenges that we still have and not have it swing back in the other direction, and all of a sudden we're dealing with more stuff. So I got to take that part of me, that pessimistic part of me, that paranoid part of me, and kind of push it to the side a little bit and try to focus in on the positives.

Michael Redd: Nah, I love that perspective man. Optimistic, excited for the future. What gives you that hope man, that excitement?

Hamet Watt: The pleasant surprises, like when I heard that kids in Japan for example were protesting, I was just like wow, I never would've thought that. So just on a global level, people care about doing the right thing, and I think people are wanting to take action in some form or fashion. So that's what gives me hope. And then stuff that folks like you and I are working on, we're actively trying to build products or support innovation or drive innovation in solutions to a lot of the problems that we're dealing with. So the more I see folks doing that, the more optimistic I get that there will be some solutions to a lot of the problems that we're dealing with. Not only the social justice, but the more [inaudible 00:05:27] problems, like the economic challenges that our communities and others are really facing.

Michael Redd: Do you see entrepreneurship as a back breaker to racism?

Hamet Watt: A back breaker in what sense? As a way to sort of get around it?

Michael Redd: Yeah, yeah, in a sense where minorities becoming more entrepreneurial can help in the cause towards racism, because I believe that institutional power has to be shared, wealth transfer has to be shared amongst minorities. I want to get your thoughts on that.

Hamet Watt: Yeah. I think that being in control of one's own destiny is a key to freedom period. To me, the definition of entrepreneurship, or a definition of entrepreneurship, is being able to support yourself and your family through the creation of a business that solves some problems for people in a way that they're willing to pay for it. So I think just being able to have that agency to say that we're not going to be reliant on people providing us jobs, we're going to go out and find problems that need solving and we'll create a business to do that, I think generally that agency will give us a stronger sense of confidence, which will give us a stronger sense of power, which will give us actual power, and I think that holds true for every culture, and I think there's so much structurally that's made it harder for us to go after that, that hopefully now we're in a place that we'll see a lot more entrepreneurs.

Hamet Watt: To answer your question directly, yes I think entrepreneurship is a key to freedom and a key to power, and I think when the power structures that be hear about sharing power, there is a natural fear of that. So that creates a opposing force I think when folks think about the value of more people participating in the innovation ecosystem, more people participating in the entrepreneurial ecosystem. They think about it in a more positive light, like there are a lot more people trying to solve the problems that we're dealing with. That actually can be a much more positive way to get people to collaborate. That's one of the reasons why we call my firm Share. It's Share Ventures, and we're saying that there's an opportunity to share in the work and the fruits of the innovation economy.

Hamet Watt: And more people need to be participating. It shouldn't be less than 1% of the people that are building the technology products that will power the way we live in the future. There should be many many more types of people participating in that process, and that's just going to create opportunity for more folks.

Michael Redd: I couldn't agree with you more. Take us through your mindset through being one of the only of few African American men in the whole venture space, and how your experience and what it's taught you. I know venture for minorities in particular, maybe 1%, 2% of all venture capitalists are minorities. Talk about your journey through that.

Hamet Watt: Yeah. My journey through that I think has been from multiple vantage points, because I've started three different businesses that were [inaudible 00:09:16]. So I saw it from the perspective of an entrepreneur, and then also having the fortune of spending time as an entrepreneur in residence at True Ventures where I saw it from the venture perspective, the venture firm's perspective, and then also as a venture partner, now board partner at Upfront. The perspectives are very different. Coming in as a entrepreneur, my perspective was wow, it's hard to develop these relationships, and I actually always defaulted to I got to have some metrics, or I don't feel like I have a very good ground to stand on. Coming into a venture firm with an idea and maybe a team, really not enough.

Hamet Watt: And generally I think that holds true. I think people need to se more. People are doing a whole lot more with less. So that was my perspective as an operator and entrepreneur, and in many cases feeling like I needed venture capital for validation as much as I did for capital, and I actually think that that was the wrong perspective at times. I don't think every business needs to raise venture capital, certainly not at the beginning. Oftentimes that is a value judgment on the operator or entrepreneur. I don't mean to say that as a value judgment, I mean to say that as a what's going to create the most value for you, money in your bank account, and autonomy for you to create something great? Sometimes venture capital's not the answer for that. So that was one of the big big learnings.

Hamet Watt: When I was on the other side, I think it was a lot of demystification that was super helpful. One of the things that I learned that I did not realize is just how much scale matters for larger venture firms. You might think as an operator and entrepreneur, you go in, hey, if I can build this company, I can sell it for 50 or $60 million and make a lot of money for my self and the "shareholders", then it's great. Funds that have three and $400 million under management, that doesn't even get them out of debt. It's not exciting enough for them, and it doesn't frankly create the returns that will allow them to keep on raising funds. They really do have to swing for much larger hits, and I think the temptation is as an entrepreneur to be a little bit more conservative and to really go after very pragmatic businesses that are low risk and may not be rocking the boat too much.

Hamet Watt: As a VC, looking at entrepreneurs, it's that combination of great pragmatism and incredibly bold big thinking and comfort level with risk in a managed way, meaning there's thoughtfulness and pragmatism around the risk, but they're seeing the large opportunity and they're pushing hard for that, and I think that's what investors get excited about. In a good way, authenticity is a very big part of that, because many entrepreneurs are like that. They're big thinkers. And because they want to be mindful of how they're perceived, oftentimes they'll tone that down and overweight the pragmatic part. I have seen folks, investors lose interest because they're just not feeling inspired by the scale of the vision. It's a delicate balance, but being on that side I think I got that exposure.

Hamet Watt: As a black man in the venture space, the other thing that I realized, and this is common sense in hindsight, but humans, they tend to work with people that they know, and especially venture folks tend to work with people that they know and trust at a deep level, because they're writing a check to someone, and then frankly not having as many controls as you might expect. So it's based on a very deep relationship. The challenge is most of the deep relationships that most of the venture firm investors have are with people that what? Look like them, or go to their schools, or came from their schools, or came from their neighborhoods. It is a bias that drives most of their decision making.

Hamet Watt: The pattern matching that investors use extends beyond what the businesses actually do. They extend into what the entrepreneurs look like, what school they want to, what are some of the behaviors and idiosyncrasies that they have. All those things get factored into patterns that they use to make decisions on, which is, at some level I get it, but the problem is the patterns are the same. It's a guy, male, white male who dropped out of Harvard who has a hoodie. I'm being a little bit hyperbolic, but to some extent, that profile, that bias drives so much of the decision. It sometimes happens I think at a subconscious level.

Hamet Watt: I got lucky in that a lot of the partners that I work with on the venture side have been conscious of that, which I think is fairly rare, and at a minimum tried to push past those natural inclinations and biases in favor of getting a better return. I don't know if that fully answers your question, but-

Michael Redd: 100% it does. Do you see progress in Silicon Valley, Silicon Beach, progress with diversity?

Hamet Watt: A little bit, a little bit. I think this feels a bit different now than it did throughout my career. I think there have been times where diversity and inclusion have been hot buttons, but they didn't feel like they're as hot as they are today and as real as they are today in terms of people's intention. I feel like the likelihood that this is going to result in some change is better now than it's ever been, if nothing more because the whole value chain now can see it. When I say the whole value chain, it's not only the venture funds, but it's their limited partners, it's their strategic partners, it's their entrepreneurs, and to some extent, when you have multiple parties that are willing to hold you accountable for a behavior or a process, that can make it more likely to change.

Hamet Watt: I was talking to a buddy of mine who runs a very large technology company, Fortune 100, and he has put in place a compensation plan that requires his direct reports to hit certain diversity and inclusion KPIs in order for them to receive their entire bonus. I'm starting to see this happen more and more. There were companies that had experimented with this and done this in the past, and it works. If you say "If you don't reach these inclusion goals, you don't get paid," guess what, all of a sudden people find ways to do it. So I think you'll see more and more of that happening, and then you'll see more and more action in the space.

Michael Redd: Who were some of the people that you looked up to as you got into the venture space? It could be anybody, but who were some of the people that inspired you as you decided to take on that career?

Hamet Watt: I was growing up kind of coming out in the 90s, I came out of Florida A&M University, which is an all black school, in 1994, and at that time, the Reginald Lewis's of the world, he had written a book called "Why Should White Guys Have All The Fun?" It was talking about private equity generally, but I kind of generalized it and pulled in the venture capital since I was much more curious about technology. I think that was one big inspiration. There was a venture fund that backed BET and several other diverse businesses called Syncom, and they were actually in my hometown in Washington DC area, actually in Silver Spring, Maryland, so I got to know those guys early. They were kind of just treading ground, just building new ground. What's the word I'm looking for? They were really pioneering a lot of early black venture capital, and they were very quiet about what they did, because they were very sensitive to the haters, they were very sensitive to the establishment that might be threatened by what they were doing.

Hamet Watt: Some of that still governs the way I think about publicity, although now there's a time, like this podcast and like other activities on social that you can really marshal some support from like minded aligned people to get goals accomplished. I think there's an evolution around that now. But yeah, those were some of my inspirations. I am fascinated and excited by the venture studio model, which was the model that Share is pursuing. It's different than the normal venture capital model, it's different than just doing a startup. One of my mentors early in the game is a guy named Bill Gross who started Idealab. He was sort of one of the pioneers of this venture studio model. So I just like the idea of changing everything.

Hamet Watt: What I mean by that is I don't think these current structures are suited for people that look like me or you or women. It's not wired for success for people that are from different groups. I think there's a lot of changes that can be made, different playbooks that we can run that will improve the likelihood of success. One of those playbooks I believe is this venture studio model. I'm very excited about innovation, we are pioneering lots of new ways to create, we are pioneering lots of new ways to get great signal on what opportunities will become big opportunities through our own experimentation and our own creation. We're experimenting and re imagining a lot of the way that we think about teaming to make teaming a lot more intentional.

Hamet Watt: You know it as a pro athlete the importance of teams and the thoughtfulness around those teams is far more important than just making sure that you have lots of great horsepower on those individual teams. In fact, I got questions for you on that. In fact, maybe that's a good segue. When you think about your experience as a ball player and then now your experience as an investor and as an entrepreneur, you think about teams, and you've played with the Kobes of the world and all of the greats, and you yourself were one of the greats. How do you think about that? And would you compare playing ball to building teams for businesses?

Michael Redd: Yeah. I think there's a lot of parallels. I really do, and you know this, and we've had this conversation. Your dream only go as far as your team. Winning a gold medal was a secondary consequence of the team that we had assembled, and we had the best of the best in the world at every position to get the job done and fulfill our goal and vision. I define vision as people. When people ask me what is your vision, I say it's people, because people have the ability to widen your perspective of what vision is. I have a very narrow perspective when it comes to vision by myself, but if I attach myself to Hamet or whoever, my vision begins to widen, and there's greater perspective with that. So team is something that is very very valuable to any company, any startup as you know, but it was very important for me as I was looking to accomplish team oriented goals in the NBA. It was everything.

Hamet Watt: When you think about your gold medal, your Olympic team, how did you all get close enough to trust one another? What were the ways that you guys gelled as a team in a frankly probably an artificially fast environment? It's not like when you played on your NBA team. You had lots of many many months and years to gel. How'd you do that with the Olympic team?

Michael Redd: Yeah, you said it. Years. Time. The currency of relationships is time, invested time.

Hamet Watt: Oh, so it helped that you knew each other. Even though you weren't on the same team, you had relationships with each other before the Olympics.

Michael Redd: A little bit, by playing against each other, but once we came together as a team, we really invested in each other as far as time. We hung out together, we had dinner together, we developed a cohesion and chemistry off the court, knew each other's families. We just really invested time into our relationship off the court which allowed us to perform on the court, and it took years. In times past, it was we get together that year, compared to what we did, was it was a three year process. So the journey of winning the gold medal was just appreciated as winning the medal itself. So I'll flip the question back to you. With all of your experience, all the companies that you've overseen, how important was that for you?

Hamet Watt: It's critical. I don't know that it can be codified other than the way you explained it, which is the time spent and some common shared goals and vision. So we've been spending a lot of time with that because we're just starting companies out of our studio, we're bringing in people from different worlds together, oftentimes different cultures, certainly different experiences and skillsets, and we're making it our business to really be intentional about how the teams can come together and really gel to achieve something extraordinary. I think it's in our model and in this day and age where you're trying to bring people together quickly to go after something, you have to be intentional about it. Can't be one of those things that you just let happen on its own. You have to be intentional about what it means to bring humans that don't know each other into a common vision with a common goal.

Hamet Watt: So we're trying to learn as much as we can from other industries and from teams together, but we're actually taking a page out of the whole money ball world to think about data, even things like [inaudible 00:25:31] metric data on individuals and how that actually can help us make good decisions on how people or what people should be working together.

Michael Redd: Yeah. I'm going to get to Share in a bit, I'm going to go back a little bit, but you made that point about data, because the unique thing about Share is that you're using data to shave the failure rate of companies. Talk about that for a second.

Hamet Watt: Yeah, just found that there are an incredible number of new tools and it's continuing to grow that help us get what we call signal on ideas or concepts or products, and some of these are tools or datasets that did not really exist five years ago. So there's just all kinds of new ways to find out whether something can work, and to get feedback from customers and to use that data to inform how you make investment decisions or hiring decisions. We're just trying to be as proactive as possible. My first hire was someone that really understood how to build infrastructure to integrate all of these new tools into one place that we can say, "Okay, we've got 10 ideas. How do we efficiently test those 10 ideas to discover which one, if any, have the opportunity to breakout and become a very big company?"

Hamet Watt: That's just part of our DNA, and we've invested in building out a system, we call it the Share OS, the Share operating system. It helps us track everything. I think we'll see more and more of this. We saw this in the traditional public equity investing where people are using lots of data and tools to make decisions on what stocks to buy. We're certainly seeing more of that happening with venture capital now with the tools and the data that's available, so why not use it in company building? I think it's virgin territory to some extent and requires being able to get the right kind of people that have experience with data science and also can think about data science in this creative field, which company building is, but it feels really exciting, because again, there's just a proliferation of tools that are out there now that can support this.

Michael Redd: What do you prefer, being a founder, or being a VC guy?

Hamet Watt: Being a founder. That's easy. I like the [inaudible 00:28:14]. To me, there's some really great features, to use a product metaphor, there's some great features about being a founder, and then there's some bugs about being a founder. Same in the venture business. There's some amazing features, like being able to have diversification as a venture investor is an incredible feature. God forbid, what if you started a software business started on restaurants on cruise ships or resorts? You'd be really in a bad place, and it wouldn't necessarily have been your fault. You could've been doing everything right, but your industry got decimated, so now you're in a world of hurt, and certainly the best businesses hopefully will find ways to pivot, but the idea that you had no diversification in my opinion as a founder, it's a bug. Whereas in the venture business, you could have a whole portfolio. If some of your portfolio's exposed, then you're still okay.

Hamet Watt: The tricky thing about venture if you're a builder, like I am, I like to create stuff, I see problems all the time that I want to go out and solve, it's not one of those businesses where you're really more of a picker and a coach than a player, and I really like the player coach metaphor for the venture studio. We're actively building stuff and we're not waiting for people to walk in the door saying, "Hey, I've solved this problem." We're proactively building a product or building a solution, and then proactively also looking for folks that can be aligned with that vision that can also either join us to solve a problem or advise in some capacity or be close to it. It just feels like a model that fits better frankly with what I like to do as well.

Michael Redd: Where did this mindset of betting on yourself come from? Was there a pivotal moment at your teenage years, childhood years, college years, where you decided to bet on yourself?

Hamet Watt: I think so. I think we all remember probably the first entrepreneurial experience. I think mine might have been cutting grass or something like that. And when you realize that you can solve someone else's problem and earn money, that's a feeling you want to get more of. And then when you contrast that to going to work in a big company where you take action or you do your job and you don't quite feel it, you don't quite feel the immediacy, or probably not about the temporal aspect. It's more about you don't feel impact, because you're already in such a big platform. It's not as obvious. So I think you start looking for that feeling of, "Okay, I'd like to know that if I really work hard and I really get as creative as I possibly can to find an elegant solution and I believe in myself to do that, then I can have incredible rewards.

Hamet Watt: And not only financial rewards, but something that feels incredibly great about building a product that millions of people use. Now I started a company called MoviePass, and thankfully was able to exit before all the craziness. That was just a brief, I feel like I got a taste of that kind of scale because we built a product that ultimately millions of people used. I think there are lots of lessons learned there, but the big takeaway is there's something about being bold and being willing to be disruptive to the extent that that also solves some problems for some folks, that can be just an incredible feeling. That confidence build that we all get, whether it's the first dollar we made or whether it's the millionth dollar we made, it builds and it grows and it's an upward spiral, and you want to bet on yourself more and more. It's why I think that confidence and education is such an important thing, because more people fail because they never even try than that tried and failed.

Michael Redd: What's some of the wisdom that you have for new entrepreneurs in this new reality, leaders in this new reality with the COVID-19, Zoom, Microsoft Meet, digital [inaudible 00:33:10] meetings now, what's some of the advice that you have for those new leaders and new entrepreneurs, this new reality?

Hamet Watt: Yeah, my advice tends to drive people towards betting on themselves to use your words, and to really push themselves to be creative and to realize that now more than ever design driven and creative solutions to problems are a requirement, not an option. In some ways, this COVID-19 as we know has catalyzed lots of changes. It's necessitated new ways of teaching our kids, new ways of working, new ways of dealing with different kinds of stress, new ways of breathing the air, new ways of walking down the street, new ways of greeting people. It's changed so much, so it's a huge call for innovation in how we're going to live and how we're going to work. Entrepreneurs that are thinking about doing something now, it could not be a better time in many ways. Obviously there are lots of challenges getting going and stuff, but entrepreneurs thrive on problems to solve, and for better or for worse, there are a lot of problems that need solutions.

Hamet Watt: Just like in the last wave, 2008 time period, there were mega businesses that were formed, Uber and Airbnb and otherwise, there will be some mega businesses that come out of this mess. That's a really exciting opportunity for entrepreneurs. I say folks should run after it, and I think that goes for folks that are trying to build larger scale businesses, and even folks that are trying to build smaller businesses. Realize that so much has changed, so much has shifted, you can do something new, and that might become the new way that it gets done, because so many of these fundamental things that we've done, ways that we've lived and worked in the past are going to change.

Michael Redd: No, I think you're right from the beginning that there's tremendous opportunity. Leadership is born out of crisis. Innovation comes from crisis. What's next for you? I know you're doing what you're doing with Share, which is powerful with human performance and the venture studio, which is actually trailblazing in the whole venture world, and then you have as well the Africa Opportunity Fund. I believe it's the first US backed venture fund investing into post-apartheid South Africa.

Hamet Watt: Yeah, that was one of my first exposures to venture actually in the '90s. My father is from Senegal, West Africa, my mother's American, so I've always had a connection to the continent. I think in terms of where I'm focused, it's really 100% on Share. I think Share is such a [inaudible 00:36:22] platform now for us to be able to start new companies. We could start a new company that focuses on opportunity in sub-Saharan African for example. We're not doing that yet, but that is certainly something that is on the roadmap. So it really is I think now more than ever as I mentioned, there's a call for innovations, a call for diverse or what we call inclusive innovation to think about these problems from totally different vantage points than the current approaches, and we want to drive that and inspire that and again systematically build products that can scale to solve some of these problems that we're dealing with, including some of the social justice problems.

Hamet Watt: The reality, people don't talk about it, but the social justice challenge, to me the big elephant in the room is the statistics and the realities around unemployment in our communities. 58% is the number that is being thrown around. That's really really scary. How are we going to solve those problems? Where are those jobs? What are they going to look like? They're probably not going to look like the jobs of the past. That calls for innovation. So now there's a sense of urgency to just really... If there wasn't a sense of urgency beforehand, there is definitely one now, and we've been lucky enough to build a nice early team of folks that we're already super motivated. Now it's like we're fighting for something even bigger.

Michael Redd: Yeah, you're on the money. Automation is going to disrupt a lot of people's lives. We even talked about how the convergence between even our police departments and technology, some of that innovation was on the tip of our tongue and on our brain a couple weeks ago when we talked about all this. So that would be great to see.

Hamet Watt: Yeah, how cool would it be to say there's some innovation driven solutions or technology driven solutions to these problems we're seeing in policing, and we have groups of very diverse innovation teams that are putting their heads down and focusing on these problems and realizing that a lot of the policing is antiquated as heck to say the least, and that dated technology, and I say technology broadly, whether it's training or whether it's the tools, a lot of it is antiquated. But it actually ends up causing people their lives. It's imperative that it gets fixed, and how cool would it be if there's a diverse group of people that came together to solve some of those problems? So we're looking at that category, and in some cases supporting others that are also looking [inaudible 00:39:17] in hopes that there's some solutions that might be innovation driven to some of the things we're dealing with in real time.

Michael Redd: This is why I love talking to you brother. This is why I love talking to you. Your perspective on life, perspective on where things are heading in business is just refreshing, and I just appreciate you as a brother and a friend man.

Hamet Watt: I appreciate you too man.

Michael Redd: Yeah man. Well thank you again for your time of day. I will ask you this one last question. Do you have any regrets at all as you've grown up?

Hamet Watt: Any regrets. That's a deep question man. I tend to not live with regrets. I'm sure I do. It's a reality. It might be shoot, I should've studied harder for that test or something. But I tend to be like everything happens for a reason, and I try to take shots. If there's an opportunity, I take it because I know that I don't want to be that kind of guy that has regrets. So I think that's just the mindset. I certainly do have regrets, I'm sure I do, but I consciously don't ruminate on them if I do. I try to live every day to the fullest and not be in a position where I [inaudible 00:40:47]

Michael Redd: Well said. My brother, thank you for being on the podcast today man. It was a pleasure and we'll be talking very soon my man.

Hamet Watt: I'm looking forward to it brother.

Michael Redd: Hamet is incredible. You can see why I value him so much and feel blessed to call him my friend. His accomplishments are amazing, but even more amazing is heart and desire to push for change and innovation. I hope he encouraged you as much as he continues to encourage me. Thanks again for listening to today's episode. To read the show's notes, learn more about my work, or connect with me, visit michaelredd.com. New episodes every week on Monday, so make sure to subscribe if you want to stay up to date. Until next time, I'm Michael Redd, and remember, you are the secret to your success.