The Innovational Angel | Kyle York from York IE

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Kyle York 0:00
Dealing with human beings and like mental health is a real issue in startups. It’s a very lonely place if you’re a CEO or an executive these companies it’s like lonely is that the words the crowd

Alexander Ferguson 0:15
Welcome to UpTech Report. This is our founders journey series UpTech Report is sponsored by TeraLeap. Learn how to leverage the power of video at Teraleap.io. Today, I’m very excited to be joined by my guests. Kyle York who’s based in Manchester New Hampshire, CEO of York IE, welcome, man, good to have you on.

Kyle York 0:32
Great to be here.

Alexander Ferguson 0:34
Now your company is not one of actually our typical guests. You’re not having to say SAAS company rather, you’re serving SAAS and tech companies, and your unique blend of both investment and services company so or what you say in your website, a vertically integrated strategic growth investment firm. So basically, those that there were and entrepreneurs, operators and other investors, this may be a you guys are kind of one to look at. Help me understand on your site. You, you state, let’s reshape how startups are built. Tell me like what was the problem when you set out to start York? Ie, what what were you trying to solve?

Kyle York 1:10
Yeah, sure. Well, great to have me. I’m excited to be here. Yeah, I mean, I think I have a long track record as an operator. So a sales and marketing oriented background functionally in my career. And so, you know, a lot of tech startups are clearly founded by technical founders and engineers who can build things right. And I think that they tend to think about sales, marketing, brand building messaging, positioning, you know, sales, scaling, all the things that I know how to do, you know, later into their, into their lifeline. And you know, I think you marry that with the just ridiculous amount of capital flowing to early stage companies and the size of venture funds and venture rounds. And, you know, this sort of pattern of, you know, having milestones in your pitch deck to the next fundraise the next, fundraise for the next fundraise. We just think needs to be rethought and reshaped. So it’s really those two things. It’s a kind of marketing kind of go to market approach. And then also just to kind of recalibration on how to build pragmatic, you know, scalable companies.

Alexander Ferguson 2:18
Now this is not just about raising enough funds to get to the next raising of funds but actually getting clients getting customers getting revenue in the door and the services to help you actually scale not just a you should you should get some customers out there.

Kyle York 2:31
Yeah, I mean, a lot of a lot of the manifestation of your coffee, like I said, came from the operational career but over the years, I helped build a company called dine that was an internet infrastructure company that sold to Oracle in 2016. We got that company to 100 million arr sold for a pretty penny to Oracle, I spent three years as a general manager inside Oracle. And you know, the but the most fun I had, I was doing a lot of moonlighting as an angel investor, I was creating investment vehicles, I was doing advisor gigs board seats, co founding startups, just sort of like you know, works, my hobby hobbies, my work, you know, it’s sort of always been how I’ve rolled and when I was realizing was I was a really good pair of operationally in my day jobs as well as moonlighting as an advisory board member investor, to again technical entrepreneurs, or founders or domain experts from other areas and just know how to build very scalable business models. So that’s really what we’re doing. And it’s trying to kind of manifest that with a team and organization. We are building our own SAS company inside York IE we have a underlying SAS platform called fuel it’s a marketing competitive intelligence platform that our investments practice and our advisory services practice today lives on top of and leverages and then over time, we’re going to open that up for self service team enterprise accounts to the market as well. Um, so so it is a complete hybrid, it’s you know, it’s a little bit venture, a little bit consultancy a little bit SAS business and where I think we’re disrupting five or six siloed and independent, you know, market spaces and institutions that, frankly, I just don’t believe are purpose built for small companies, scrappy startups, high urgency, high velocity, lower budgets, and those types of things.

Alexander Ferguson 4:23
It’s kind of I think, we in our previous conversation, you were saying throwing sand in the gears of a big VC funds and their VC funds

Kyle York 4:31
analyst firms management consultancies, you know, large media entities PR and marketing agencies like you know, investment banks, if you look at all these, again, large institutions, multi billion dollar industries, they’re all actually trying to get the most dollars they can per month out of you or per year out of you right now. And or if you’re a venture firm, as much, deploy as much capital in you as possible because they want to own more of your company, I think the whole idea here is how do you more practically and pragmatically scale your startup and you need the resources and the infrastructure around you to do so. And so you know, there just hasn’t been, again, this vertically integrated model that can get some capital sure, but also comes with a heck of a lot of go to market expertise, and is pretty laser focused on how to how to kind of shake it up and do it a little differently.

Alexander Ferguson 5:25
So shifting into the conversation of, of typical SAS, or or a tech company that’s coming up, what do you see is the common challenges that are they’re facing as, as the CEOs and founders of new companies, what are they facing right now? And if you had to give some advice and tips, what comes to your mind?

Kyle York 5:45
Yeah, well, I mean, the public markets, you know, we specialize in enterprise software and internet enabled startups in the public market multiples are through the roof on the successful one. So if you look at the Salesforce is the Splunk still work days, the fast Lee’s right? Like these companies multiples on on revenues are disgusting. 20 3040 times, right. So that cascades all the way down to early stage startups. And there’s been this sort of illusion and or vanity driving behavior culturally, that’s happened in the startup landscape, of chasing the outliers, right? And trying to become the outliers, I want to be the Uber of blah, I want to be the Airbnb of blah, right? And you hear this all the time. And, again, that’s just if you think of, like, pragmatic small business or mainstream business like, and just like regular businesses that aren’t trying to raise capital or want to bootstrapper want to be profitable, like, this is not the model, right? So we live in this sort of bubble. And so I think this practically like, like great companies are self sustaining. A great companies are, have staying power, have scalability, and I think capital should be the choice based on accelerating opportunities or driving opportunities. And instead, I think it’s become like, less of a choice and more of the de facto, and you know, I don’t know if that’s necessarily great for the world, because eventually stuff, of course, correct. And, you know, there’s gonna be a lot of casualties out there.

Alexander Ferguson 7:18
Not everyone can be a unicorn and just saying, I want to scale to the utmost degree. So would you say that’s kind of where you guys focus in on is not in the same people just wanna become the next unicorn company that takes over everything, but there are plenty of business opportunities that could scale they’re just not gonna scale to necessarily 10s of billions of dollars.

Kyle York 7:37
Yeah. Or they could but like, preserve optionality along your pathway, like don’t make it a binary thing, right? Like, if you raise 50 100 million dollars, and you better be worth 500 million to a billion, or else you’re not making a return on capital to your investors. Right? I know a lot of great entrepreneurs who have sold companies for 20 million, 10 million, 8 million, 50 million, and they owned 8090 100% of their companies like, like, those guys are multimillionaires, you know, have created generational wealth. They’re incredibly successful. But yet you don’t read about those stories in Business Insider Forbes or TechCrunch. Right. And I just think that’s unfortunate. So I think our model is yes, we are, we are definitely hoping to build the most impactful companies in the world. I’m not anti VC we co invest in, you know, we are one. It’s just that I think that the financial engineering of companies or the binary capitalizing of these companies, that makes it either a unicorn or a bust is just incredibly unfortunate. And so we from more of an operator lens, having been there done that, and having now helped portfolio companies be successful. If we can help them just be a little bit more thoughtful and strategic about that path to preserve the optionality then I think, I think we can heavily differentiate, we will still have IPOs we will still have billion dollar exits, you know, but I think how do we also make sure that the $50 million exit or the $30 million exit is still a big win for everybody involved? I think that’s the most critical component

Alexander Ferguson 9:08
it almost seems like a mind shift or culture shift to go from a only giant one 510 billion dollar exits that’s the standard that is what is success looks like to make the shift now to say actually if you make 50 or 100 million or or even less exits that that’s a good thing or a growth it’s a

Kyle York 9:27
win in the wind call I’m right I mean, even if they’ve been single in the first base, like you know, we’re dealing with human beings and like mental health is a real issue in startups. It’s a very lonely place if you’re a CEO or an executive these companies it’s like lonely is the head that wears the crowd. I mean, it sucks most of the time right and I think what people see all the success and the glamour and the money in the riches in the fancy room I’m sitting in or whatever right like but at the end of the day, like you know, I was laying on MRI tables during the rise of dive big head brain tumors because I was getting you know, ran for the first time in my life, right? Like, like, it’s really, really difficult to build a big company gets more and more difficult to build a big company. If you haven’t done it before, it gets more and more difficult if you have VC firms and PE people who have never worked a day in your shoes, you know, nitpicking you, and digging into your financials every quarter and providing governance help. So you know, I think it’s just a different psychological shift to your actual like, pointed question, like I mean, we look for companies that are disruptors, they’re they’re finding boring spaces or tech laggard industries, and they’re saying, hey, there’s got to be our services industries, insane. There’s got to be a different way. I mean, even a York IE, I just named a bunch of industries, and I’m building a tech platform and layer on services and layered on investments to disrupt the establishment. Right. And, and that’s what we love. I mean, one of our most recent deals is a Field Services software platform for the pest management space, right? Like, what the heck another one was a virtual reality platform. We haven’t even asked this one yet. Virtual Reality platform for safety training in the oil and gas industry, like, what the hell, you know, like, they’re looking at the space and like, how did people solve for Field Services before it’s like, it’s like, well, like, you know, yellow notepads, and, you know, printed paper receipts and have they solve for safety training, they brought in people they rented a space at a hotel and didn’t do it virtually right. So like, there’s just like, there’s different industries, they’re just stuck in the dark ages. And it’s not always rocket science, but it’s basically like they can be really disrupted and get pretty big. And I think that’s the that’s the biggest thing we look for opportunities we look for.

Alexander Ferguson 11:41
Let’s let’s hear from some of the insights that you’ve you’ve gathered, both from from your operational experience and and, and managerial and leadership, when it comes to some of the core components of running a business hiring. Let’s start there. If you have any operational philosophies on good hiring practices, they’re building an initial team to grow a startup, what, what kind of advice do you have?

Kyle York 12:04
Yeah, I think I mean, early stage startups, you know, people need to be more generalists and specialists and I think this is a really tricky dynamic for people. You know, like, like, just because you’re a generalist, it doesn’t mean that you don’t veer towards a functional skill set, right? Like I’ve become a pretty good generalist entrepreneur, but I’m really a sales and marketing guy core, right. And so that’s the way I think that is mistaken a lot, a lot of times boards or people or founders get critiqued for not being able to be the best finance person, or a great marketer or a good product guy or gal. And at the end of the day, you need to build these teams based on complimentary parts, right? So you need to surround a technical founding CEO with a really good business person, a really good salesperson, a really good product person, really good finance person, right? If it’s if it’s a, you know, CEO from a services background is building a SaaS business that make sure you have SAS technology had a platform, head of sales at a customer’s like these types of things. And I think a lot of times that ends up happening is people haven’t sat in the shoes of building a company. They just get mad that the archetype of the CEO and founder isn’t the archetype of a CEO in their world, like they’re forgetting. It’s a CEO, founder, not a CEO, right? And that’s a very different archetype, right? So I always talk about complimentary parts. And this goes to, obviously the executive and leadership teams. But then Alright, get to the next level, right? I was a sales leader, I was your archetype of an entrepreneurial enterprise sales leader, I needed operational help, I needed sales management help, I needed analytical help, right? So when I hired around me, I didn’t hire a bunch of V’s. I hired people who are complimentary to me and my sales organization. I think, again, that’s strengthsfinder and have you ever seen the book Strength Finders strength finder, two point out, like, I couldn’t believe more and knowing what you’re good at and doubling down on that you still be generalists, but doesn’t mean you need to be a rock star in every category. But make sure you’re certainly a rock star in the era of your strength.

Alexander Ferguson 14:08
11 Now when it comes to probably the biggest area you have advice on isn’t funding. What do you see as the biggest mistakes one can make when seeking funding and getting especially we’ve this conversation of don’t say just go for a giant VC fund. What are those biggest mistakes that you see people making?

Kyle York 14:24
Well, I think there’s become a pretty big gap in the earliest stages, you know, because seed rounds and pre seed rounds are getting so large and the funds and invest in those companies are so big, that it’s pulling everything sort of up market and there’s become this gap in the earliest stages between like what used to be like friends and family rounds and then Angel rounds and then seed rounds. There’s almost like this huge, you know, pit of like, what do I do beyond like the money from my neighbor and my rich dad and my co founders friend, and Whoever right so I think this is one of the biggest issues is is there ends up being a lot of dumb money put into the earliest stage companies that provides zero value and zero help. And then those people end up being like what the hell happened to my money because it’s become so passive, right? So I mean this is a big part of the York IE model is go as early as possible, right, have enough of a cash infusion and then be able to syndicate out to our friends and partners and other funds, but then be really hands on to make sure we help the companies get to the next milestones of customer revenue, traction growth, whatever, maybe maybe the next funding, but you know, just do it a little bit sooner. So I think that’s a big thing. It’s it’s the focus on those key metrics and those key KPIs, focus a little bit more on smart money. Again, it’s hard to find smarter money in these earlier stages, and then just pragmatically capitalize yourself. over the long term. You see too many of these, like 15 $20 million rounds, if you just do back a math on that, you know, if you’re doing half a millionaire or a millionaire or you get, you know, a $15 million round, it’s probably it’s somewhere in the 30s to 50s pre money valuation like that means your company needs to sell for 150 million to give a return to those VC side like so you just said a millionaire are said you’re gonna definitely sell for at least 150 million. Well, that means you need to get the 20 3040 arr in the next five years and or they get paid back and you the common shareholders make nothing right. So I think you just have this, like, you know, just because it’s frothy, doesn’t mean you shouldn’t be pragmatic and make sure you’re doing the math on the exit or the next round that makes sense for you. So I think it’s those two things. It’s that sort of dumb money married with like, not like a like a NACA pragmatism on what it means to get a private market valuation. Moving forward. A little anecdote I love to tell on that we sold dine, I was rumored $600 million. Is is the is the price point, there was a company called simplivity that was acquired by HP in like the same three month window. And I got a lot It was a Boston company. And we were in New England where we were in Manchester and I got a lot of inbound saying, Oh, you guys must be pissed, you know, simplivity sold for $25 million more than you and I must be annoying that you weren’t at the top deal, whatever. And I’m like, Are you kidding me? Like Simplicity’s last private funding was at 1.2 billion. So they just sold the company for half their last private funding round, like, like nobody made money like like, like, that is a dumpster fire sale. And, you know, again, glad they got a good home. Good it landed. But you know, not all exits are created equal. And I think that’s the problem. When you see the headlines in the the funding rounds and the exits, like even these funding rounds, a lot of times their recaps are there, you’re buying out early founders early angels, like not all the money is always going into the companies. And I just think there’s so much nuance to our world, but it’s become so headline and vanity that you know, it distracts a lot of people

Alexander Ferguson 18:08
you miss what actually is happening because it’s just a headline and outsider perspective. Now, one of the core focuses that you have more and actually your your skill set is is marketing and sales, right? actually get a company that makes money than the valuation can obviously be tied to that. So speaking of marketing, what do you see as some of the common mistakes a lot of early stage founders and startups are making with their marketing efforts and sales efforts? Well,

Kyle York 18:34
they don’t do it. I mean, it’s, it’s, it’s unbelievable. You know, a lot of a lot of tech founders, especially, you know, they know their products so cold, and its use cases. And they can do a lot of founders selling to get to those first, you know, million or, you know, arr or 1020 3040 customers. And they forget the model that needs to be created to make that repeatable, to continue to grow the growth rate and continue to invest in it. So they don’t do it and they wait too long, honestly. And they and they, they have founder syndrome, and it’s a challenge. So they’re also I think that’s really hard about marketing in the early days, especially marketing. Sales is a little bit more coin operated in the early days, but is it doesn’t have instant gratification all the time. Right? So we call it drumbeat marketing. We have advisory services module, our marketing communications service module, what we practice is drumbeat marketing. And it’s basically the concept of having really strong messaging and a really strong messaging hierarchy from vision to mission, to taglines to descriptors, the boiler plate all the way down through the who we are, what we do, how we do it, you know, core industries, serve core buyer personas, core use cases, core value props, right all the way down into the hierarchy, and then come up with your thematic point of views that make you unique and different all the way back into your product and then tell the world about it every single day, all day across All mediums right and do that all the time consistently forever and again startups will sit there and say well but that guy didn’t get enough leads and we launched the webinar yesterday or what that we got that article in in in bi I didn’t get I didn’t get any deals tomorrow or you know and they forget that it’s you know all these ingredients in the creative storytelling and the creation of that momentum that that pop ups the peacock feathers and helps drive long tail that is it especially for SAS misses recurring revenue SAS because this is critical right so I think it’s if they don’t do it or they delay it and they do it later and then it’s it’s they also don’t do it consistently. And look for instant reward that doesn’t always come and that’s why by the way so many startups go do paid marketing right away and it’s like you shouldn’t do paid marketing ever till you own your own channels and on paid me in earned media before you ever spend $1 on on marketing

Alexander Ferguson 20:59
or you’re just like packing in tons of little little nuggets here so I have to like unpack some of this here First off, drum beat marketing so that was your term drum be marketing and the idea of having clarity all the way down the funnel so that even from the outside that the messaging the vision down to like the who you’re serving is all clear. And then when you say that drumbeat that you’re being consistent with it always pushing out but only on your own channels your own content you’re not paying for it at the beginning it’s only once you have all that established then you can push money into paid advertising etc.

Kyle York 21:32
Oh 101 owned so that’s your blog, your website your social the third party channels The crunchbase is the angel list the social media, you own your own what you can control and push content out through it right could be a medium post could be substack what happened right then it’s earned Okay, how do I get on podcasts like this one? How do I get speaking gigs? How do we win industry awards? How do we get media coverage? How do we get analysts writing about us? How do we get influencers posting about us earn it based on having a really strong own platform and then over time if you want to start paying for events or paying for affiliate advertising or paying for digital advertising or paying for social media advertising then you should start to do that but only when you basically nailed that foundation

Alexander Ferguson 22:19
what are some good metrics on how long you spend on just the you know owned and then earned and then paid?

Kyle York 22:25
Yeah, I think I think a bit more on the on the own side I look at a lot of web traffic right it’s like you know, like when we launch new york IE it’s a great example I mean we’re Alexa eight and a half million website rank right like you know it’s like kind of like no one went to it my mom You know, maybe one of my brothers my wife occasionally whatever right? We’re now Alexa 96,000 as of this morning right so we’ve literally climbed the ranks we’re also the number 28 most trafficked startup blog in the world according to feedspot right so so we’ve just kind of like driven this demand and that demand is leading to more traffic more unique visits more engagement more conversion on all of our all of our channels right so through all of our funnels so that’s like the first thing I actually don’t think of that uniquely different though than earned right owned and earned is just like is it my channel or is it someone else’s but it’s the same fanatic messaging consistently told through whatever medium is possible and again eventually that can go to LinkedIn ads or that can go to paid advertisements yes the sponsor of your of your podcast right like eventually you can get there but I just not until I think you nail and sort of create the moat around your own brand and the storytelling that you’re doing

Alexander Ferguson 23:44
when it when it comes to those actual marketing efforts, the tactics that you that you do, what are you seeing working really well right now and and today’s where everything’s digital? What What have you seen is performing the best and that you’re advising your own investment startups to focus on?

Kyle York 24:01
Yeah, we I mean, we are huge, huge, huge believers in content marketing and blogging, I mean, literally, and not blogging, just the blog, but blogging about the challenges and the solutions that your customers are looking for. So you know, content marketing, mixed with SEO and really thought leadership based is the stuff that we’re seeing, you know, help kind of build categories you’re seeing this whole move to like category creation, and that’s all it is right? It’s thought leadership. It’s SEO, it’s earning search it it’s it’s owning search terms, it’s it’s literally just beating that drum. So that’s the drumbeat marketing stuff is the number one thing that we’re pushing on companies is build a brand. Tiffany Tiffany top of funnel is big and loud as you can you’re seeing a lot of trends right now like the building and public thing is huge. That’s really what it is. It’s not just talking about your product, your feeds and speeds. It’s also talking about your company’s evolution, you’re building the problems you’re solving for customers. We call it the market in approach, you know, it’s like most technical startups that are product out, you know, I think I can build this, I’m going to go build it, I’m going to launch a lot of features, I’m going to push them out to the market, we look at it more like who are the players in the market? How are you uniquely differentiated? How can you drive awareness, visibility, go to market in the world and, and know your competitors cold, right. And that’s why, like, you will for us our sass platform, it’s a marketing competitive intelligence platform. It’s basically like, if you know yourself, and you know, your competitors, and your competitors and your universe Better Than Anyone Else, you’ll be able to uniquely differentiate by positioning yourself up against them, your your

Alexander Ferguson 25:41
particular SAS element, it’s providing insights on what your content should be, and what your messaging should be based off of

Kyle York 25:49
the components of that. So basically, think of it like it’s a private company database, where we’re aggregating hundreds of third party data sources into a complete and connected profile of for all private companies, and then that rolls up into market views. And then that rolls up into our research, our news, our content, our perspectives on top of those markets, and on top of those companies. So think of it like an operator version of a pitch book or a crunchbase or attraction. You know, it’s it’s targeting more, you know, executive personas, product, corporate development, business development, personas about strategic growth. And then we basically built this on this concept called Smart notebooks on top of it, which is, in essence, a CMS that lives on top of the data set. So you can do comparative analysis or content, aggregation and curation, or, you know, reporting for investor comms or all these different types of tools that are actually bucketed into our service advisory modules. So it’s like you either use the platform self service, or you can work with us to layer on some white glove services on top of it. Now I should I should be clear. Right now we’re using the SAS platform to run our investments practice and to run our services practice. And so if you’re an investment partner, York, I know are the individual who invest with us, or if you’re a founder, that’s an advisory client or a portfolio in our portfolio. This is how we’re delivering our reports. And, and we haven’t opened it up and publicly launched it, we plan on doing that in May of 2021. Got it? Okay, you’ll be able to go to the website, put a credit card and and, and use the platform.

Alexander Ferguson 27:36
Yeah, well, that’ll be exciting when that when that launches that word, then folks will be able to start utilizing it, but you haven’t right now that you use it yourself, which should say that there’s value because you’re using it yourself. I’m going to wrap up with two final questions here. For those leaders out there any books, audio books, podcasts that you’re currently listening to, or have read in the past and would recommend?

Kyle York 27:59
Yeah, that’s great. Ah, I love the old school thinking Grow Rich by Napoleon Hill. I don’t know if you’ve ever read it, but it’s one of the just the most down to earth, you know, doesn’t matter the business, you know, lessons of how to think about, you know, how to build an empire, or how to build a great career or how to, you know, take care of your family, whatever, whatever your measure of success is, right? So I love that one. There’s also a book, there’s a series of books by a guy named Jeffrey Fox, not a lot of people know about. He’s written these things like, you know, one, one of the books is how to be a Rainmaker and other ones, don’t send a resume, how to become a CEO. These are quick reads, but they’re they’re like this, this other shelf in the other room of all of them. And they’re just like these quick reads that are good, like nuggets of inspiration and perspective on business building. So I’ve got some of those like different books on the shelf. And then I’m just the avid Twitter user, LinkedIn user, I follow most of my peers and contemporaries and just kind of keep tabs on the market. And I use our fuel platform to follow all of companies that I like or aspire to be like her or track.

Alexander Ferguson 29:15
Last question for you, and what kind of tech innovations do you predict we’ll see in the near term next year, so and long term 510 years from now?

Kyle York 29:25
Yeah, you know, I think I actually was just talking to somebody the other day, like, we hear a lot about AI. But I don’t think we necessarily hear a lot about AI like, you know, as automation, you know, like, if you think about workflows, and you think about like, like, algorithms in software have always been there right now they’re called AI and ml and NLP and all these like acronyms and whatever. But I think what you’re going to start to see is a lot of manual more and more manual behavior, become not just automated using AI, but also outcome driven using AI. So I think the thing that I’ve been watching a lot, and we’ve been seeing, again, across industry is the kind of real practical uses of machine learning and the real practical outputs of AI happening in software, where today it’s like everybody would put in their pitch deck in the back. Is there anything like actually going on here? Or is this just all hard coded, you know, capability. And I think you’re actually starting to see it manifest into real machine learning, real natural language processing, spitting out amazing artificial intelligence, and I think you’re gonna see that cross industry.

Alexander Ferguson 30:34
I love it. I love it. All right. Well, thank you so much for sharing both your insights and what you guys are doing for those that want to learn more, they can go to york.ie. Is that correct? Yeah.

Kyle York 30:45
That’s a that’s an Irish top level domain. I come from a DNS Domain Name System industry. We’re at your growth across all social channels as well.

Alexander Ferguson 30:55
Well, thanks again for your time. And for those who want to check out more, you can also go to Uptechreport.com. See the full interview if you’re watching this somewhere else, and we’ll see you guys next time. That concludes the audio version of this episode. To see the original and more visit our UpTech Report YouTube channel. If you know a tech company, we should interview you can nominate them at UpTech report.com. Or if you just prefer to listen, make sure you subscribe to this series on Apple podcasts, Spotify or your favorite podcasting app.