Paula has helped to shepherd over 140 companies in Exits & 20 IPOs throughout her career and has a long background in VC funding. She is the COO of an AI-driven PR platform called Intelligent Relations where she brings her breadth of tech experience and expertise to help people like you and me to develop effective messaging and powerful reputations in their field
What this means is that Paula is the person you call when you are ready to take your Reputation and Relationships to the next level in your career, startup, or investment fund in your pursuit of Making Billions.
WANT TO LEARN HOW THE BEST INVESTORS MAKE MONEY? SIGNUP FOR OUR NEWSLETTER:
Subscribe on Youtube:
Connect with Ryan Miller:
[THE GUEST]: Paula Phelan is an accomplished entrepreneur, visionary leader, and global investor specializing in emerging and disruptive technologies. With over three decades of experience, Paula has been instrumental in bringing innovative solutions to market, particularly in the fields of cybersecurity, artificial intelligence, 5G, IoT and machine learning. Her expertise extends to strategic business development, and she has assisted over 150 companies to successful exits.
As the founder and CEO of Nadel Phelan, a renowned PR agency, Paula led the company to remarkable growth and success, leveraging her technology background and workflow expertise. Recognizing the need for industry transformation, she has embarked on a new venture, Intelligent Relations, to revolutionize public relations through AI and automation. Paula's exceptional leadership, forward-thinking mindset, and dedication to driving technologica
DISCLAIMER: The information in every podcast episode “episode” is provided for general informational purposes only and may not reflect the current law in your jurisdiction. By listening or viewing our episodes, you understand that no information contained in the episodes should be construed as legal or financial advice from the individual author, hosts, or guests, nor is it intended to be a substitute for legal, financial, or tax counsel on any subject matter. No listener of the episodes should act or refrain from acting on the basis of any information included in, or accessible through, the episodes without seeking the appropriate legal or other professional advice on the particular facts and circumstances at issue from a lawyer, finance, tax, or other licensed person in the recipient’s state, country, or other appropriate licensing jurisdiction. No part of the show, its guests, host, content, or otherwise should be considered a solicitation for investment in any way. All views expressed in any way by guests are their own opinions and do not necessarily reflect the opinions of the show or its host(s). The host and/or its guests may own some of the assets discussed in this or other episodes, including compensation for advertisements, sponsorships, and/or endorsements. This show is for entertainment purposes only and should not be used as financial, tax, legal, or any advice whatsoever.
Hi, my name is Ryan Miller and for the past 15 years have helped hundreds of people to raise millions of dollars for their funds and for their startups. If you're serious about raising money, launching your business or taking your life to the next level, in the show will give you the answers so that you too can enjoy your pursuit of making billions. Let's get into it.
If you need to raise capital for your investment fund or startup, then you're gonna want to listen to this next episode. Join Paula feeling and I as we talk about how to raise more capital in less time by simply combining AI with PR, resulting in very enthused investors looking to give you capital for your next investment. Here we go.
Hey, welcome to another episode of making billions. I'm your host, Ryan Miller. And today I have my dear friend Paula Phelan, Paula has helped to shepherd over 140 companies and exits and 20 IPOs throughout her career, and has a long background in VC funding as well. She's now the Chief Operating Officer of an AI driven PR platform called intelligent relations, where she brings her breadth of Tech experience and expertise to helping people like you and I to develop effective messaging and powerful reputations in our field. So what this means is that Paula is the person you call when you're ready to take your reputation and relationships to the next level in your career. So Paula, welcome to the show.
Ryan, thank you so much for having me here. It's such it's such a pleasure and an honor to participate. You just have such an engaging content and such wonderful people on the show that it's a real pleasure to be here.
Well, it's certainly an honor to have you. And yes, we've had wonderful guests come before you and you are certainly numbered among them. So it is truly my honor to be there. And so thank you, you're very kind. We've talked offline, and I've gotten to know you a little bit. I love our fans to know just where did it begin for you? And how did you get started in this industry.
My background is in software development, software, engineering, technology, and software is everywhere. And my background was specifically in operating systems. So everyone uses an operating system, wherever it is. And it gave me the opportunity to work with a lot of vertical markets, specifically in telecommunications, and government and financial. So over the years, I was able to work with really large companies like IBM and and it was so fortunate to be at the birthplace of the computing industry as we know it. Now I was able to do work at MIT and Harvard, I moved to California and I happen to Silicon Valley, right? It is it was all taking off just after the semiconductor phase of national and Fairchild and it was all software, it was software city, and we kind of built the Silicon Valley that exists now. And it's evolving. It's always evolving. And that's exciting, too. So I have been through a lot of, as you mentioned, a lot of acquisitions and IPOs. And one of my early on IPOs was my last company was Veritas software, I had the good fortune of being there. During that process, I was one of the very early employees. And after we had made that success, it was what's next? Where do we go from here? Where do I go from here? And suddenly, people were calling me saying, Can you help with this? Can you help me get my my company up and running and going and I stopped and I thought how can I take this knowledge, this experience I've had and share it with as many people as possible, while at the same time addressing a real problem. And one of the problems I had every time I'd be with a company and we would be launching a new technology. And my technologies were very more infrastructure oriented. They weren't the things most people see. And I thought I really need to help the people in marketing. Yes, I'm a geek, I'm an engineer. But the marketing people never could understand what it was we were talking about. They never could explain it in real English, they couldn't bring forward the benefit statements and the value proposition. So I said, this is where I can help. This is where I can make a big difference in reach a lot of different companies, vertical markets, industries. And that's when I started NATO feeling, which was aimed at being able to really help individuals upscale, their companies take that great vision they might have and be able to turn it into something customers wanted and that people can understand. So I did that for almost 30 years, it'll be it would be 30 years this year, and really focused on educating my staff, educating people to understand the ins and outs of the technology. And more important, what was the benefit it was bringing to customers? How was it solving problems, and that was one of the things I looked for. And the reason we had so many successes is is somebody would come to me and say, Okay, I want you to represent us. And I would go okay, do you have a vision? Do you have a way to actually reach an exit exits, if you're doing this, and especially if you're taking other people's money, you better have a way to be able to get it back to them. It's not just because they like you. So it, I always needed to make sure that it had several things in place in order to be successful. And those are part of my, as I know, you do cheat codes. So it's a part of my cheat codes for you right now to be able to see the pieces make sure they had what can make them successful. And that's where our cadre of clients came from. Because I was able to handpick individuals that I knew would win. And then they did over and over again.
Yeah, that's a big part of leadership. And so you started all that you're huge exits, expertise, companies, you've built on everything in software, and definitely in the right place at the right time in Silicon Valley. That's for sure. How did that translate into building a PR firm and the company we're at today,
about 10 years ago, I recognized that PR and marketing really needed a shot in the arm from technology. I mean, we had tools, we had databases, basic things, but ml was really coming along machine language was coming along and it was like I had very structured workflows as an engineer to make things as effective as possible, but I could see so much more. And so I started looking at building an AI based PR solution. And as I was working on it. Within the first three months, I came across a friend of mine who had also had the same idea about two and a half years ahead of me. They said, why don't you come see what we're doing. And that's intelligent relations. So I'm doing very recently in the in the last four or five months, and it's just been incredible, I have completely been able to geek out because in my world, it would take you two and a half years to just the basics of really understanding what you're doing, who the right people are, how to communicate it, you know, to really be able to synthesize positioning, and messaging and branding, all of those things. But this is what this tool is able to do. We're monitoring articles, we have 40 million articles growing every day, anytime a new article comes out. We're synthesizing it. We have data lakes, we're involved in truly understanding the journalists who wrote those articles, what were they saying? What was their sentiment? How do they feel about things where they're putting most of their attention, all of that. So we are doing recursive learning on the journalists in a nice way, recursive learning so that we truly understand who they are. So we're not presenting them with materials they don't care about, which is what happens 90% of what most journalists get, they couldn't care less. It's just somebody's pitching them something that is not relevant to them. So then we also have hundreds of 1000s of journalists in our database that we are tracking, we're always knowing when we're reaching out to them, we have a feel for how they feel about our clients, as well as the future clients we will have. So when somebody comes on, we're doing recursive learning about our clients, every time we send out an email on their behalf, it learns about that. We can put in all of the information they have on their website, and we have a real understanding of what that product is what it does. And we can be able to marry up that with the right journalist at the right time. And that sounds easy. I have son Yeah. I've had startups he has, I don't understand, I could just pick up the journalist and call him what's the problem? Yes, you can. But at the end of the day, there is a process, there is a process to fulfill that professionals. No, I think I think you said it the thing of, if you want to be seen as a professional work with professionals, right. So this is where we this is, this is the difference. Yes, you can get a one off here and a one off, they're absolutely wonderful pieces. But it to have a consistent drumbeat to be able to be out there and actually be seen and known by your customers, by your partners, by the journalists, it takes time. And it takes a process. And we've been able to speed up that process using AI.
I love that. And you know, as it relates to investment fund managers, investment bankers, or heck, just being a professional in your career and growing that a lot of things if you follow the show, and you understand my doctor, and you follow me in any way, you're probably the two, the two most valuable assets in your possession are abundantly clear, because I say it over and over the two most valuable assets in your possession are your reputation and your relationships. Guess what you invest in to improve your reputation, relationships, you invest in PR, that's what I'm saying. So it's nice to have those things. And they both start with R and it's catchy, and all that stuff. None of that matters what I'm saying. Because everybody's like, hey, that's nice to hear. But on this show, we talk about how right now Paula and I are telling you how to grow your reputation and your relationships. how that's done is PR. And so Paula and her team have created a phenomenal tool to help you in that PR, but more importantly, to help you in reputation relationships. Let me take it one step further. The reason why so now that we know what matters, we have a very good sense. And we've just begun with Paula on how to build what matters. But the other thing is why why should I care? And I think that also matters, and we should talk about that. So very quickly why you should care when if you get me on the phone, or Paula on the phone, I think Paula would agree. But I don't want to put words in your mouth, why you should care is because if you're in the investment game, you're trying to raise money for multifamily real estate project or your new tech company doesn't matter trying to raise money. People who invest in early stage companies, they bet on the jockey more than the horse, meaning the founders more than the company not saying they don't consider the value of the company. Of course they do. There's just not much of one in the early days. It's mostly you. And so how right we focus on building pitch decks, we focus on doing all these things, and we talk about the company, you do need to talk about it. But the one thing that gets missed, I'm afraid is that the thing that investors are really putting a lot of emphasis is on is you and how you show up because let's let's be honest, Paula, I'm sure you've done it I have when you get pitched you Google the founder? And is there pictures of you chug it a 40, you know, do a wild stuff. It's okay, no judgment, but we're just saying how you show up, you should put as much attention into your PR because that essentially, my friends is your pitch deck of yourself. And people like Paula and her entire team, spend countless hours trying to help you represent yourself so that when an investor Googles you, they're gonna like what they see. Is that a fair statement? Paula?
It's absolutely, absolutely. And oh, by the way, when they Google you, they have to find you, they have to be able to find you and your company. And so many people will just blow off PR in the beginning because oh, we're too small, we don't have the money, whatever it is, but if you don't have it, it makes it a lot harder to get investments. I mean, I I've been through this experience recently, where the organization had brilliant technology and brilliant founders, and we were looking to raise large amounts, but it was an uphill battle because nobody never heard of them. They've been working in the background on very, very complicated deep tech for a long time and had great reputations but the problem is on this side of the world, when it was an academic that on on the side where it was real business, nobody could find them. So it made it very hard. So suddenly, you're coming from this behind place and trying to convince people No, no, no, we're real, serious events. all investors, family and friends, it that point people need to be able to find you. They need to be able to know what it is what you stand for. And what's the vision of the company
wonderfully said. And you know, speaking of that, let's take it even further. Poverty is warming up, Paula and I are just getting started. So Paula, you with your wonderful huge brain and PhD and all these wonderful things that you've done for yourself. I mean, heck, I could do a whole show on all of your accomplishments. But we're here to serve the people around the world, both Paula and I take that very personal, it's our mission to help as many people while we still got breath in our lungs. So that being said, we've connected offline, folks. So with that being said, Paula, I'm wondering is there you know, three or so things that you can think of with your vast experience of helping 140 companies, excellent, 20, IPOs, and so many more things that you've done even in between? With all that experience, I'm wondering if you can share maybe three things or so that you found most helpful in business investing, or even PR,
When I would evaluate a company, somebody would come to me and say, once you did, there were five things I looked for, the company had to have a vision, and I just heard a podcast, Marc Andreessen, he was asked, What do I look for when I invest and his I couldn't believe it when he said, he said, number one vision, because it's the vision that's going to carry you from the beginning to the end, if you can't articulate what your vision is what you're trying to do, nobody's gonna buy in either. It can't be changing all the time. I mean, things will change in terms of customers, maybe a vertical markets, but what is your vision? What are you trying to accomplish? What good are you doing? What is the benefit that you're bringing forward? And then how do you interpret that into technology? How do you bring that into a product. So what is that going to look like or service or whatever it is that you're working on, that vision has to carry through that has to be the through line that follows you for your customer, your company for the rest of the rest of time, five things, you only need three to be successful, so you get five. But vision is really important. And I don't think you can get away with not having it as one of the one of the three. The other is a team that respects each other that actually is they don't have to be best friends, beer drinking, drinking buddies, nothing like that. But they have to have respect for where each person has come from, what their experience has been, and what they contribute to the overall organization that's really important. And usually sales is the person who stands out there, if you've got a strong salesperson who can often be a strong personality, which is a good thing. But can they work with the rest of the team, because otherwise, this is going to be an issue. The other thing is marketing and PR, you can't do without marketing PR if nobody knows about you, you know the tree in the forest thing. What good is that going to be? CEO is incredibly important for big CEOs with strong leadership. And this is a rare person to find. But CEOs with real leadership that respect their company and the team, they respect their technology, and they respect the team that's putting it together and everybody from the people emptying the garbage, which is usually the CEO in those first couple of months. So the people who are coding or selling the product, all of these people have to be heavily respected, heavily recognized and acknowledged. And being a CEO is hard. It's just hard. It's your it's isolating, you're alone, there's a whole lot you can't share with your your team, because you can never worry them all those words belong to you. It's number one thing when I recognize a CEO who doesn't have the credentials, yet, they'll blame things on the customer or their staff or whatever it is. And now it's you. There's nobody else to blame. But you it's a tough job, but it's also very rewarding. And the fifth one, which is really important to this show is capital, you can't live without capital, I don't care where it comes from. But you have to have capital, you can't be this constant worry. And those 20 IPOs. I've done I asked every every CEO after we were done after we rang the bell wherever we were whatever country and I'd say what do you wish you had done different now that we've gotten here? This was the goal, almost all of them, this was the goal, what would you have done differently, and without exception, without exception, every one of them said I wish I went and got more capital or capital sooner or more capital that when I when I asked for it, I underestimated my capital needs. There's nothing else you take from this recognize that bootstrapping nice idea. And I have a dear friend who did go public in the other day, he gave me this example of no VCs or people who hijack you and put you in the trunk of your car. I don't feel that there are wonderful VCs out there that I've worked with over and over who really do care about the products and the people and they tried to do a lot of mentoring. I think that's what you're looking for with your VC, somebody who's a true partner in this process. But once you have that your VC money validates that somebody else has done due diligence, and they believe in you enough to give you cash that they are responsible for that somebody gave them and they have to explain why they gave it to you another reason why you want PR, because they have to explain to their LPs, why they gave you that cash. So having a little bit of coverage out there helps helps them along, too. So again, any one of the three, I strongly suggest vision, vision isn't absolute. I'm sorry, you got to have vision. Capital is pretty important in there, too. So without it, it gets really hard bootstrapping is doable. But it is a tough road. And more often than not, I've seen people get bypassed who had the original idea who were brilliant. Somebody came in with a lot of money and just overtook their space.
Man. I love that into that fifth point of the capital. You're right. We all like it. And folks, I was I had to mute the mic from laughing so hard about the guy who talked about venture capital I was I that was hilarious. I was like someone I want to meet. But in all seriousness, vision, capital, good team marketing, PR and obviously solid leadership. Those are five and from Paula's vast experience, he's saying if you got if you got three of the five you're gonna be fine. If you get five or five you better Let's go. Yeah, exactly. You're going unicorn, yeah, rocks. So that is not only how to pick successful companies, but also if you're the entrepreneur or fund manager, arguably, that's also how to build a successful company is this this formula that Paula has just shared with us today. So thank you for that. And the last thing, and it goes back into and you mentioned capital, well, that goes back to my earlier comment, which is when you're raising capital, you are part of the product they are investing in. And that goes back to what we're here to talk about, which is PR, but not just PR, we're talking about how PR helps you to raise capital, how PR helps you to build a successful company, it really smooths out the capital, raising the business running process is just people know who you are and what you stand for. Now, you've mentioned a comment before that I've said in the past, which is if you want to be seen as professional, work with them work with professionals in order to be seen as one, wondering if you can expand on that. What does that mean to you? And how does that relate to PR for startups and emerging funds.
So often, and especially on the technology side, people think PR people are fluffy folks, we don't spend enough time understanding the technology, we are just high level and go to parties or whatever I people have really interesting concept about here. But it was a while ago, it was fortune, it came out with a list of one of the most stressful jobs to have and PR tied with pilots. And I thought that was an interesting combination. But the reason is PR people are in this really challenging position where we can't control the subject matter or any of the content or how people even want to present it or present it beyond us. And we don't have control over the journalists, we don't have control over the other side, they have real needs to their human beings with real vision of their own and direction and such. And so we are in this place of making things happen without having any control over either end of the spectrum. And so that's where the professionalism comes in. How do we bring those two pieces together, based on our knowledge, our experience, not that I've ever used my degree in psychology this way. But it definitely is a piece of helping a good PR professional can read between the lines, when a CEO is incredibly passionate, and the best are just crazy passionate, and read between the lines of what it is they're saying, and be able to translate that into what a journalist would actually want to write about. And then help the journalist be able to get it to a place where the the readers want or the viewers or the pad podcast listeners want to hear it. There is a science here, there is a alchemy that takes place of going from one side to the other. And that's where the professionalism comes in. And junior people unless they are incredibly special, very, very rarely know how to do that it takes it takes a decade, a minimum of a decade to be able to do it effectively,
man, so So working in those areas being forced to adapt in all of those areas. So there's certainly some just like all things AI, it's disruptive in a positive way. It's really because typically great technology like this and the technology working on one of the cool, hey, I'm a VC, admittedly, but I like to think I'm one of the good ones. The great thing about disruptive technology, the right ones is it's creative, destructive, it produces a lot more value. So it's not about destruction, even though they throw that name in there. It's about value creation, and destroying things that maybe weren't as valuable anymore and making way for new valuable things. And that's exactly what we've done are we you have done with this technology and PR and throughout the rest of your career. I mean, this isn't the only thing you've ever done, you've done a ton. And so you're very familiar with the creative, disruptive process, as well as new technologies that are helping to make way for more value to provide it to the end users. So there's that traditional way that you spoke of. And then there's the new way of cost effective and using technology, new technology and an old industry to really amp up the value that people raise. And in our field, the value created typically results in more investors, better capital. And so creating that PR to enhance your reputation relationship, but in a way that leverages the latest technology to create more value improvements, better reach improved velocity, I mean, I could keep going and all this stuff that we're getting into today. But at the end of the day, to Polly's point, not only do you have to have a good reputation relationship, but it has to be seen by people that are giving you capital or maybe they are thinking about joining your company and quitting their job and joining or whatever it is making sure you have good reputation, good relationships, great PR that is visible is absolutely key. So in other words, work with professionals to be seen as one. So I'm curious if you got one more in the tank, I'd love to hear what's your opinion on making offers and just sending that message that offer and communicating that in PR? How does that relate in your world? And why should an emerging fund manager or an entrepreneur, anyone in between? Why should they care about messaging as it relates to this field?
It's so funny, I write sticky notes to myself all over all over my office space. And I came across one the other day that said, it doesn't matter how good your product is, if your messaging sucks, that's what you've got, you've got a sucky product, which isn't true. But if if people can't understand what it is you do through your messaging, it just doesn't matter. You know, the best you can do is word of mouth and this person tried and they liked it. But it's all about the messaging. It's you know, and a lot of people would call that brand as well, but it's how well are you articulating what it is you do and bringing that forward? The third item would be I've watched CEOs I watch management teams struggle to say no, this thing is great. And it really can do all these things. If people only understood or they you know, they were smart or whatever it is that they feel that's keeping them from that huge success, the way that I express it to them and this goes back to even if you're raising funds Whatever it is, what do you care about? When you're not? You're not trying to convince somebody or make money, you're talking to a family member, you're talking to an old friend, and you find yourself talking about the company or the product? Or what is it get that gets your heart racing, when you start talking fast? That's what I try to find. That's what I want to bring forward. It's what is the heart in your business? What is it that when you're out there, and you're doing a demo? Where are you getting jazzed, I need to take that from you and turn it into messaging that everyone can understand, and everyone in your ecosystem. So it's not just your potential customer, but it's your partners, it's in your your investors, and your your potential global partners. Because in my world, all software is global. At the end of the day, it's all global. We are a global community in the software industry. And so how is this going to be received elsewhere? Do we have messages that can expand globally, as opposed to in a very succinct small pond thinking big taking that heart place, and expanding on it, clarifying it, and it may sound simple, but it goes back to the vision, your vision is what's going to get you to the end of the road. And that end of the road only starts another road. Of course, by the way, it will get you to where you want to go with this company, this technology, this investment, and be able to see you through and isn't that what life is to have that joy, because that's what you're talking you're trying to express and share the joy you have about whatever it is that you've created, because it is a creation, you bringing something new into the world here. That's how we help we help make sure everyone can share in your joy and really understand it.
I love that you're reminding me of my early days when I was an executive, technically I still am. But there was a fairly popular CEO, historical figure in the US called Peter Drucker he had some good nuggets, and then done some wonderful things in business. And one of the interesting things which blew my mind, and I never forgot about this is he has a saying that says "culture eats strategy for breakfast". That was a very interesting quote from someone who you know, whether you like him as a person or not as irrelevant. It's hard to dispute his accomplishments. Because all you hear right from executives and MBA school and the Harvard Business Review, and a lot of these things, I mean, overgeneralizing, but you hear everything is about strategy. And then this legendary CEO Tarboro, strong leadership comes in and says, Well, yeah, I mean, that's good, unless you have garbage culture. And then if you don't have great culture, good luck pulling off a strategy when people are, you know, backbiting and the teams can't get along, and you have weak leadership, who's really a manager and even worse, a micromanager. And there's really no leader, there's so many areas. And this is why Paula is like BBC, it was not an easy job to cosily dealing with these things. And her and I both know this, but one of the things to consider, I'm just putting my spin on what Paula has said, and I've worked on my own messaging as well, I'm by no means a PR expert, but I've had a few wins. And from my perspective, the thing and you brought it out is you say, you know when the part of your offer that excites you, this is where you begin your messaging. This is where you begin to actually put your flag in the ground and say, This is what we're all about. And so what I think Paula is saying is start with the heart and work your way outward. And a great CEO, I would argue, there, there's many dimensions to greatness. But I would say in my opinion, when I look at a CEO, they're very good at building cultures. And so think about in the company culture, and whether you have one or you want to have a company in the future, or you're an investment fund, it doesn't matter. Think about all the dimensions. What is it if you're stuck and saying, Well, what are some stories of the heart I can talk about to an investor, but what think about this, what are in your product, your culture, your vision, your team, or even your customers, there's a lot of success stories, the stories of the heart, if you can help cultivate those in Paula and her team or whoever you use, if you're really invested in building your reputation relationships in a way that helps you to attract more capital and money deals come to you start with the heart and work your way up. I think that is brilliant advice. Paula, thank you for sharing that. So as we wrap things up, is there anything else you would like to share with her anything at all?
No, what a pleasure. It's been to be here. I mean, an absolute pleasure and to meet you. And oh, by the way, it was our platform that introduced you, you and I together, I wouldn't have found you otherwise. Oh, there it is.
Well, that's awesome. Turns out even the robots are taking notice now. So AI and all these things. So well. That's one really smart AI you built if I do say so myself! Well, but in all seriousness, thank you, it's really been an honor. And just to wrap things up on everything that Paula and I talked about, learn the five criteria to create an epic, successful Corporation, she went through those if you need to rewind it, go ahead and do it. But please follow those five things. In a very minimum, your first milestone is at least get three of those in the bag, and then work your way back into the other to self correct. The second thing that Paula has shared with us as far as building reputation, relationships, and using PR is work with professionals to be seen as one that is important. So who you choose to work with matters a lot. And then finally, consider the parts of your offer that excite you and where you speak of often, that's probably the place to start and what Paula and I would argue put together his start with What lights your heart, what are stories of the heart, if you're a CEO, or even if you're an entry level analyst or whoever you are, you would be able to create a ton of value in your company. And dare I say even improve the culture if that's a place where you were is start with stories of the heart, you do these things, and you too will be well on your way in your pursuit of making billions.
Wow, what a show I hope you enjoyed this episode as much as I did. Now if you haven't done so already, be sure to leave a comment and review on new ideas and guests you want me to bring on for future episodes. Plus,why don't you head over to YouTube and see extra takes while you get to know our guests even better, and make sure to come back for our next episode where we dive even deeper into the people the process and the perspectives of both investors and founders. Until then, my friends stay hungry, focus on your goals and keep grinding towards your dream of making billions