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welcome to founder LED every episode
I talk to operators building real companies
to learn what's actually driving their growth
I'm Rohan founder at Frontier Content Studio
where we help business leaders
become the obvious choice in their market
through LinkedIn now let's get into it
welcome to founder LED
where we sit down with some of the sharpest founder
operators to learn what's working in their business
today
today's guest is Court orenzini
founder and CEO of docu sign
and now the founder of Founder Nexus
a selective peer community for venture scale founders
court has spent his career
building and scaling tech companies
from cofounding Docusign
to advising venture backed leaders
as they navigate growth along the way
he found his own hiring and leadership system
after finding most off the shelf tools fell short
he also has a clear point of view on something
not enough founders think about
why your peer network matters more than most
leaders realize in this conversation
we get into building high quality teams
how AI might participate alongside humans in leadership
and why the best founders
treat their peer environment
like important infrastructure
court welcome to the show
Rohan thanks so much for having me
it's a pleasure to be here
well court
you know um
one thing that I'd really be curious to hear about
as we kick things off is
most people know docu sign very well
as the e signature company
kind of created the category
but not too many folks know the founder
so would love
if you can spend a couple of minutes
talking about that
insight and gap that you saw in the market
and what LED you to building the product
so I will credit my co founder
Tom Gonzer with really starting the ball rolling
he had worked for me in a prior
startup that I was running
and when he went when he left
one of the companies that he had started
had acquired some
intellectual property of a failed venture
and he called me up a few years later
he's like hey
loved working with you uh
I've got this idea
and it was a document management idea originally
and then we sort of got together
ideated around it a bit and ultimately
came up with what became the docu sign concept
and I acquired the IP from his company
he then left and then we co founded it together
okay
and were there any like key inflection points from that
you know
initial idea to becoming a category defining company
um talk about some key stories or inflection points
to building an iconic company
oh my gosh
too many to list all in one podcast
the three that two or three that really stuck out
number one um
we had I did
a great battle
to try and figure out how to get the chief
legal officers to accept docu sign
at the time because our main competition
was a FAX machine and a FedEx envelope
and so in a in a fit of
you know maybe crazy entrepreneurship
I crafted a a situation where I hired a judge
a jury and two
and two attorneys to prosecute a fictitious case
but in using real law wherein docu sign was featured
and the hopes that at the end
I would get an outcome that would favor Docusign as a
or at least support
the idea that Docusign would be defensible
in a courtroom case
what I got actually exceeded my expectation
because the judge not only found in favor
but found and then wrote a separate opinion paper
where he stated unequivocally that the
having sat in many live trials where fraud
or particular signature fraud was being tried
he found that the case
that used docu sign was far superior to ink
or FAX or any other existing technology
and strongly recommended it as an alternative
from a legal perspective
so this opened the door for chief legal officers
for companies to feel safe using it
so that was a key inflection point
the second one was we got adopted as the signature
solution for the National Association of Realtors
to be used on all
on all real estate documents across the country
so we're immediately made available to 3 million
US based realtors
and finally announced to me Microsoft
we were an early adopter of dot net
and Microsoft has regular
meetings in their Executive Briefing Center
one day the dot
net team was giving a briefing to the executives
at Microsoft and highlighted us as the best uh
technical implementation of dot net to date
and the chief legal officer called me up and said
we need to work with you so wow
and in 2,004 docs I'm sorry
Microsoft was the biggest
baddest gorilla in the jungle
and with them adopting at a corporate level
and being willing to say so
it meant that everybody else
who was possibly hesitating
would follow suit and feel safe doing so okay yeah
those points of trust and validation are so interesting
and those stories don't get told enough
I was just having a conversation with the first chief
HR officer of LinkedIn
Steve Cattigan and he was talking about you know
key growth
inflection points during the very early days
because not too many people realize that
you know
it wasn't always the big behemoth company that it is
today he talked about two points
one was when they went public
signups essentially doubled
even though nothing changed with the product
it was really the validation of the market
where signups doubled from
yeah effectively
I think like many like 10 per minute to yeah
20 per minute or 20 per second
I think it was and then the second was uh
when President Obama at the time
came to visit their office
and there was just a lot of publicity around that
that was another kind of validation point
that LED to inflection growth
so it's
interesting to look back and kind of
tell these stories so that yeah
founders can get get inspiration
for how they can grow their own businesses
well um
you know would love to dig in
I know you've built many other companies after
docu sign and now you've built this trusted network of
of peer communities for founder
for founders and so along the way
I know you built a high quality leadership system
because off the shelf solutions never really work
so yeah we have many founders tuning in to understand
how can they run their businesses more efficiently
so I'd love if you can walk us through um
the impetus for starting that
and what that framework looks like
you got so
so let's start with sort of the
the fundamental problem that every founder has
which is building great teams
and teams are interesting
because you often hire for individual skills
or the capability of performing on certain tasks
and that's what you think of as your executive team
when in fact the executive team is a living
breathing
organism that has to not only produce those tasks
but do so in concert with one another
and and so this idea that you have to have teamwork
not just individual contributors
is sort of the basis for
around which I ended up having to design my own system
because what I Learned using Strength Finder
and Myers Briggs and uh
behavioral interviewing
and all these tools that were available to me
is they were suited to understanding an individual
but they gave me no insight
that was useful as a leader
in terms of forming great teams
and how those parts would actually work together
and so out of necessity I started
fiddling around with ways to interpret and understand
how somebody not only shows up in their workplace as a
as an individual contributor
how they would show up as a teammate
so the the construct I built was around the premise
I call superpower and so
superpower is an Assumption that I stand by
at this point now
having used it for almost 30 years
that every person in the world has a unique
I'll call it god given superpower
meaning this is not something they Learned
or something that they were taught
this was something that was given to them from birth
and that it shows up in a lot of ways
if you start to look for the signals
so I developed an interview
process that allows me to help
the interviewee discover their personal superpower
cause after doing this for 30 years
I can tell you that there's almost nobody
it's not zero but it's almost zero
people
actually understand what their true superpower is
and can put a a word or a
you know really describe it well
they often start with skills
they don't start with their inherent ability
understanding that or
coming from the thesis that everybody
has a primary superpower I walk them through a discover
a self discovery interview
that ends with them
coming to an understanding of what that superpower
actually is once we have a common understanding
I can then align that with roles and responsibilities
because first and foremost
they do have to perform the job
they're being hired for
so what this gave me was an opportunity to say hey
this is a role that you're going to excel at inherently
because
it's things that take advantage of your superpower
every day or this probably isn't the role for you
and often
that LED me to creating an opportunity to say
but I have another role in my company
that I think you'd be great for
and let me describe that one
and then I get there you know
these big oh my god that sounds perfect
I would love that job the other thing it gave me
which was two other things I should say one
it allowed me to identify diamonds in the rough
so let's just say
people that were in the early stage of their formative
career and
I had yet to really
create a huge outcome in their discipline
but by discovering their superpower
I could I could hand them jobs and roles that were far
more senior than their resume might suggest
and they would knock it out of the park
so
I was able to really get people early in their cycle
and give them an opportunity to shine
so that was one the second
critical thing goes back to the earlier premise
or problem that I was facing
which was by understanding a person's superpower
a superpower has both a natural strength
and a natural weakness
I call those that the dark side of your superpower
but the the idea there is you have natural weaknesses
and therefore by exposing
understanding it
I can now create a really high functioning team
because I can see not only the strength
and the weakness of each individual
but then marry those in such a way at a team level
where I'm creating a super team
and that for me became the basis around which I
I do all my hiring
it doesn't matter what level of the company
I'm hiring for
everybody goes through a superpower interview
because then they
if I can align their superpower with their role
then we get an outstanding performer
wow I haven't heard of anything like this
you've heard of terms like
you know working in your zone of genius
and again
like strengths Finder has their own kind of system
but I love that this
everyone has this god given ability and gift
that's highly energizing
when they can tune into it and find it
it's also like valuable to the market
if they can channel it in the right environment
sounds like what would you say your superpower is
optimization so I
I'm I'm a born optimizer
so I look at every thing that I do
every day as an optimization challenge
and it doesn't matter
whether that's running my business
making a cup of coffee
or finding the best lane in stuck traffic
I cannot exist
without figuring out how to optimize
a certain situation
the dark side of my superpower is that
when I'm optimizing I can easily
override other people's thoughts and inputs um
or or come across as if I'm
I have a presumptive solution to something
so I had to had to professionally train myself
particularly in the workplace um
and at home to be honest to yeah
to not lean into that all the time or to
to understand when that superpower is showing up
but also that the dark side can also
influence people in the wrong way
and that I had to get for example
in a team environment I needed to not
tell them what I was thinking the optimal outcome was
but help them guide them to that place without being um
prescriptive in my private life
I have to be cautious
not to always share with my wife or my kids
what the right answer what I
the right answer is and just say okay
we're gonna do it you know
your way that's great um
but it's it's been a very interesting journey
cause for me as an optimizer
and by the way
the other thing I'll mention is that around superpower
my research into this space has LED me to the fact that
superpower is two levels
it has what I call the core superpower
which is a one word summary
which I say optimization is my core
and then it has a second level
which is the area of that you
the domain
in which you primarily exercised that superpower
so that often reflects an industry or a place in
in the world and for me um
my domain is venture backed startups
so in succinct cases
I am a world class expert in the optimization
of venture backed startups
which ultimately LED me to starting Founder Nexus
and that's where I am now okay
so how can someone
practically apply this in their own business
let's just say you know
a founder listening they're
you know doing $5 million per year
they run a you know
a Rev ops consulting firm uh
and they've got to you
know they're hiring their first couple of vps right
how can they practically
start to implement this with new hires
but also
making sure that their existing team is optimized
and in the right role
so it took me a while to craft the interview
so without going through the details
of the actual superpower interview
I would focus on
the things that that person does naturally
exceedingly well
and this is things that show up in their personal life
their hobbies the books and things they ingest and read
the topics they like to cover and the areas in
in in their work life that have been
that come easiest to them
and where they find the most satisfaction and joy
I call it the state of flow
so think think of this as how do
how does a person get into a flow state
in what circumstances does that occur
and understand
how do I interpret that to understand the
the ways that I could put them
try and craft the environment in my company where
that I'm getting them into the flow state regularly
so that's sort of the the
the summary the
the brief version of that okay
and what are the you know
primary sources of research
or other frameworks
that you might have drawn on for inspiration
or that LED you to to coming up with this framework
the aforementioned tools that I
you know I
I can't even remember them all
it's been so many years that I'm a
I'm a big student of founder lead
LED leadership
and so I read a lot and I ingest all of that
and I filter it through my own lived experience to see
to see if those tools and
and methods work for me and where they fall short
and so when they fall short
that's when I look to how do I
you know can I adapt it by combining certain concepts
or coming up with my own concept
and again back to the
you know why I ended up starting Founder Nexus
it was the same thing it was hey
there's a gap here where incubators accelerators
CEO groups um
other founder resources were not meeting the need
holistically and so I
I created Founder Nexus to fill in the gaps
very much like I created the superpower analysis
to help me build a better system okay
well I think that's a great kind of
segue into learning more about Founder Nexus
and what you're building here
and then you also mentioned
you know the importance of
how peer groups and peer environments
are actually much more underrated
than leaders realize and so
talk a bit about some of the themes
that you've observed
and some of the pattern recognition over time
building companies
and then you might want to introduce how you're
integrating AI
alongside
these real peer relationships that are happening inside
so so let's talk about the
the odds of success for a founder today
a venture backed founder
succeeds at about a rate of 3%
which means we have a 97% failure rate
of some of the most valuable and talented
people in the world I think that's criminal
um and so
thinking of that as a national or global resource
that we waste
you know routinely
I'm trying to make founder nexus an antidote to that
or at least an assist
so let's let's think of this as a mathematical problem
so every decision a founder makes
has a huge impact on their company
and if you take all of those in a long string
and you assign them each an integer from zero to 1
zero being they got the decision wrong
dead wrong one being they got it 100% correct
and you take those as decisions
you multiply them all together in a long string
equals probability of success
so simple math if they're all ones
you got every decision perfectly right
your probability of success is basically 100%
theoretically
if you get even one of those decisions dead wrong zero
because it's a multiplication chain
the odds of success have pretty much gone to zero
and if you get any one of those decisions
below average which I think
you know think of a point five
whatever that is for that decision in that moment
the equation is failing it's moving from you know
success to single digit odds very quickly okay
and it only takes a few decisions you know
founder each founder might implement 1,000
or more decisions across the life of a company
and even three or four in that chain that are below
point five
below average can dramatically change the odds okay
so that's our map how do you change it
every founder walks into a decision
with their own experience
at minimum
they have the experience of the people in the room
around them their peers and and colleagues
if they're a good founder
they're also gonna maybe ask their advisors
and board members
and if they're a really great founder
they might ask somebody else
that's also been a founder
about how they made that decision
which is usually one or two people if they have that
if they even have that access okay
so the best of the best
will run their decisions through a series of
of gates before they actually implement
this leads me to the realization that if I'm gonna
if I can get a group of founders together
who have lived that experience of that decision before
no matter what I as the person with the
the question or the challenge in front of me
come into that decisioning
as whatever my natural level of decision would be
on at 0 to 1 scale if I run it through a
a group of several to a dozen founders
before I make it
I'm inherently gonna make a better decision
I'm inherently implement better so I take a
you know wherever it was on a 0 to 1 scale
if I was here based on whatever in
you know insights I already have
and I run it by a bunch of other founders
who have made it it's gonna be better
now across the entire chain of decisions
those incremental better decisions
change
from a failing equation to a succeeding equation yeah
so this is this is why Founder Nexus exists
we exist to problem solve in real time
based on experience not advice
we all have to come from a place of experience
and by sharing that experience
the listener gets to adopt those nuggets of insight
and makes incrementally better decisions along the way
thus changing their
dramatically impacting their odds of success okay
interesting
is there a threshold for importance of the decision
where they would need to lean on a peer network
versus something that's maybe
you know
this idea of like one way doors and two way doors
so for example if you're making an executive hire yes
that sounds like a very important decision
but if someone's hiring like a caterer for lunch
maybe not as an important decision
is there sort of a threshold where they might rely on
but you tell me yeah
what does that look like so the
the lunch
caterer is a good example of something you wouldn't
want to bother with
but it could come down to something as mundane as how
you lay out your office do you have
you know a bullpen or offices or chair you know
how often do you have meetings
how long are the meetings
how do you run your meetings
those are very mundane details
that most founders think they know best
and if they got the insights of others
they could actually make better choices
and those choices believe me
have incrementally I have huge impact
even though they don't appear to it first yeah
and so the idea of having a peer network and again
I'm gonna go back to this idea that most founders
when they're building are very heads down
they're very focused on their company
and that makes them not like rise up and go hey
I better go ask questions first and No. 2
if they do have the insight to go ask questions
getting the attention
and focus of other founders that have appropriate
lived experience is hard
they don't have time to go nurture that network
or find those people or if they
if they have a group that they're talking to
they may not be at the level they're at right now right
they may might be getting different different opinions
what Founder Nexus is designed to
provide is that network
meeting with people at your level or above
all the time with such high frequency
that you can tap into it when you need it
in the in the instant that you're ready to make
a new call
and you just need a few more people's insights
so you don't have to know them
you just have to show up and ask your question
and and then you're tapping their lived experience
and that's what's gonna incrementally make you
better at implementing that choice
and that's you know it sounds very simple
but honestly
when your heads down building it's hard to get that um
without some framework so we've provided the
the success framework that
in which they can just plug in okay
interesting so
what I'm hearing is
some of the key differentiators here
with Founder Nexus compared to say
other entrepreneur peer groups is the
the the the speed of feedback
someone can ask a question to their community of
of founders at a similar stage
and they get feedback and a response pretty quickly
that's based on that collective intelligence
and is there anything else
any other like
core differentiators that I missed around why yeah
why Founder Nexus
like is really truly differentiated by say
other pure communities so first of all
we lever heavily on that point you just made
which is we're about solving live fire
real time problems yeah OK
I don't know another community that does that
it is the other thing
this is not a cohort LED or time derived program
this is longitudinal
meaning you join as a founder at the moment
you join
and you live your experience through to whatever
its logical conclusion is
and then most founders recycle and start something new
we're there through the entire cycle
including when you recycle back to the beginning
and start again and in doing so
what we also do is we structure our membership by
I call them tiers
but think of them as stages of development of a
of a founder in terms of their corporation
and how it's building itself
so we we start at tier 1
I'm an experienced founder looking for a new co founder
a new idea to attach to
that's a tier one all the way through to a tier 5
50000000+ a R R I'm looking for an exit
alright to go public and
and we build tears in between
so that each founder when they join
is joining at the tier they're at
at the moment then they're always
at every interaction within the community
paired with other founders who have a
are currently at that level
or have achieved that or a higher level of
of growth in their own enterprise history
so they're always getting experiential guidance
from people who have lived
the exact decisions they are living
they're not having to go back and
and educate
or train people that aren't as far along as they are
hmm I don't know of any other group that organizes
like that and because it's not cohort driven
you can join at any moment of your journey
and get value immediately
yeah
and you're and you can live through it and be you know
because the other thing that happens is it
it joins when if you joined an accelerator
for example or an incubator of some kind
you're gonna have to follow a program
for a certain amount of weeks
which is a little unnatural
because you may not need every bit of that program
and you certainly don't need it in the
in the necessarily in the time cycle
they're they're making you digest it
but worst is when you leave that program
you you're like hey
thanks hope you got money good luck
they have no way to support you after the fact
and that's where we commit
so we work in concert
with the incubators and accelerators
to help those people that have graduated now
have a continuation of support
because they felt very supported in the incubator
they felt like they got dropped
and then their
their their cohort group dissolves basically
as soon as that cohort is over
found an access is longitudinal
we pick up all of that so um look
our biggest advocates
not only are those incubators and accelerators
but are the venture capital community
we hire we
we recruit most from the venture capital community
because our interests are aligned
our promise to our founder members is
we're gonna at least triple your odds of success
and when I say that to a venture capitalist
they're like really
oh my god I I would love that in my portfolio
how do I get my founders aligned
that's that's where we get most of our recruits okay
talk a bit about like the stage of founder nexus
you know
how many founders are are in the community right now
and what has growth looked like
have you hit that kind of like
critical inflection point for growth
or is it still more in the kind of education phase
so we we have about 500 uh
members right now that are active in the
in the system and we are growing aggressively now okay
I will say that that I factor quality over quantity
and so I am not trying to grow fast
I'm trying to grow with a very thoughtful
quality metric first and so for me it
it's kind of hard to find the founders that qualify
to be in the room at found in Nexus
our minimum criteria are
you have to have at least three years as a founder
you have to have raised some capital
in your professional career
and you have to be currently
or looking to build a venture scale company
which means you're gonna need venture capital
and you're targeting an
an outcome that's greater than 100 million AR
and you have to match all
three of those criteria
to even be allowed to attend an event
once you've attended you every touch point you have
every session you join um
we enforce a rule that every we
we ask for feedback on everybody at every session
and we call that a contribution score
are you showing up authentically
are you contributing positively to the conversation
are you listening well are you giving good experience
and not trying to give advice
um that we call positive contribution
if you are coming in you're quiet
you're Moody you're not contributing
you're a no at all you're talking over people
you're interjecting
you're giving advice not not experience
that's a negative that forms negative
you have to we have a threshold
around which you have to have a minimum contribution
positive score to even be invited to join
and even if you're invited to join
if your contribution score drops below our threshold
you'll be asked to leave okay
so wow our
our goal is super high quality
people that want to learn
grow as founders and
and executives and help others while they also grow
okay wow
so a lot of like
micro measurement
to track the quality over time of every member
to make sure that everyone is contributing productively
and that is kind of peer reviewed
yeah I've never seen that before uh
is there a uh kind of to make it real
is there a story you can share
where a founder
was looking to make an important decision
and they might have leaned in one way
but based on the feedback
they received from a peer group
they went another direction and LED to some success
event I get these all the time
and I think what I would say to response to that
rather than sharing a specific story
the theme that I get routinely is wow
I thought I had my shit together and I
and I was gonna be able to run this company well
and now that I've experienced this group
I can't imagine not having it in my quiver of options
that that this is providing a gap
or it's filling a gap of my capabilities
and my own growth as an executive
that I didn't even know that I needed
and I that theme keeps popping up and up and up
and I've seen founders who come through with
you know four and five startups under their belt
clearly very experienced
clearly know what they're doing
clearly have raised a lot of capital
and many of them have had successful exits
show up and go yeah
I've never experienced anything like this
and I'm gonna grow as a leader if I if
if I dig in and join this group yeah okay yeah
that's really powerful so I mean
we have many listeners who are not venture backed
founders they haven't
you know
raised tens or hundreds of millions of dollars
so what can those folks
what recommendation do you have for these folks
to start to build some version of this themselves
so they can start to increase their chances of success
well back to your point Rohan about um
I call them communities of common interest
so community of common interest to me is in our case
experienced venture backed founder okay
it's building a big company
the same model that I'm building
which is very much
indexed on problem solving in real time
or for communities of common interest
would easily be applied to
let's say founders of non venture backed companies
they have a a distinctly different trajectory
history and set of experiences that mean that got
if they were gathered as a group
similar to what I'm doing
for the venture backed founders
they would have a similar benefit uh
it is my goal and objective that
that over time
Founder Nexus will grow to serve those communities
specifically cause we've
I've had to spend millions of dollars
and a lot of time and energy
building the infrastructure to make these
groups work at scale
and the scale actually is important
like having access to founders
in that community of common interest
or people in that community of common interest
across geographies turns out to be incredibly valuable
um particularly
as you start to then look at it across cultures
um and you start to see the differences there
and advantages of
of different ways of approaching the same problem
so again I
I think the the Founder Nexus model
I my long term goal is to draw it across
multiple communities of common interest
not just venture back founders
yeah that's encouraging
that makes a lot of sense
and this sounds so powerful because over time
you're collecting so much data right
the data repository
and all these questions being asked
and responses being provided
by these different dimensions
whether it's Geo or vertical or company stage
and all these sort of things can be so valuable
what is the you know what is the AI play here
like are you creating a rich repository
where people can query the database and
you know
not necessarily need like live feedback unnecessarily
but is there this enriched database
that they can now start to query
the answer is yes
and so we do gather that data with the
as we start to build our own um
knowledge repository and
and LLM effectively model around the
the founder the venture backed founder experience
but I wanna take it a step further
cause I think for me No. 1
AI is an important tool
and it and I wanna emphasize the word tool
it is not the be all end all gonna kill us all
you know it certainly has that capacity
I I don't believe that's where it's going
and certainly not where I want it to go
found an access comes from the place of human first
and when I mean when I say that and
and it's even though we do gather this information
my vision of the future and the future
I want my children and their children to inherit
is one where these
AI systems that we're building are contributors
they're not our overlords and they're not subordinates
they're contributors so imagine a future where today
as I gather my group
we gather in small discussion forums
to extract experience from one another
we are coming to those discussions today
as persons of experience and we are
I'm assuming even today querying an AI
before we even get into the discussion about its input
to what that I might do in that situation
by putting people into a human room
you now get lived experience
you get the insights
the nuance that a machine can't really deliver
yep and the crosstalk
so that's an AI let's
let's call that a
an AI adjacent discussion because they've
every person that's come to the room has had an AI um
influence them in that before they enter the room yeah
in the future
I would like to have our database participate as a
you know the next participant in that discussion
so imagine a group of five or six founders talking
you also have a live AI agent in the room
that's also interjecting
pulling from its data structures
pulling from its history and adding
what it sees as valid points to that discussion
and so there I see a contribution
a contribution that's an that's an AI assist
that's an AI working in concert with people
I like that vision
I think that vision is very empowering
I think it takes advantage of both
the strengths of humans as processing beings
and the machines as processing entities
and marries them in a in a way that I would be happy
that my future generations would inherit
yeah and so I'm leaning in towards that future
that's where I want to build bountiful nexus and be
and to honestly one other thing I'll mention
one of the benefits of founder Nexus is
we come to our discussions
as founders of big businesses
we don't come as people loaded with
we have other identities we have race religion
politics geography
country you name it
we have all sorts of other identities
but our goal is to problem solve with one another
rather than to fight or to represent those ideologies
and to me the future I want to inherit
or my children to inherit has a
a bigger I
there need to be exemplars of how communities
of common interest
irrespective of their other identities
can coexist and actually complement one another
and to me I want Founder Nexus to be that
I want it to be a global example of collaboration
cooperation cross border
cross identity problem solving
because that's again
a world I want the future to look like
that's so powerful and that's beautiful
I mean the through line that I hear
from everything that you said is
you know
you had a lot of success as a venture backed founder
massive exit with docu sign
and then you really you know
focused your attention and energy
on helping people identify their true gifts
their innate gifts their superpowers
and that has LED to success
for them to be energized
when they're in their work environments themselves
but also being a very supportive team structure
so the puzzle pieces are fitting increasingly
like well and better together
everyone's uniquely expressing their unique gifts
I'm sure that has you know
positive as you said positive business outcomes
and now with this communities of common interest
you're bringing people together
so that they can learn from each other
based on problems to be solved
regardless of geographic location
you know
anything else that might identify them demographically
it's really these problems to be solved
and it sounds like you know
humanity is at the core of all this
and it's using the tools of technology to empower
and help us make the right decisions in
in a faster more effective way
well said well summarized yeah
that's beautiful well
um yeah
court as we start to wrap it up here
what is a
a key message that you might want to lead with our
lead with our audience
based on all the work that you're doing
ask for guidance
often I find most people don't ask for help enough or
and
and feel that asking for help is a sign of weakness
I believe it is a sign of strength
I think enough not
enough of us are willing to be vulnerable and ask for
other people's guidance and experience
and if I have one message
that would be it give
open yourself up to outside influence
and learning from others around you
that have experience ask for guidance
that's a great note to end on court
thank you so much for joining
we'll make sure to link your
you know
LinkedIn and Founder Nexus website in the show notes
is there anywhere else you might want to direct folks
if they want to learn more
those are the two places I would say
either
our website for an application for qualified founders
or my LinkedIn is I'm very active on LinkedIn
I I post frequently and I
you know follow me follow founder Nexus
great court
thank you so much for joining the show
thanks Rohan it's been a pleasure