High-Impact Entrepreneurship

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Turkey’s Iyzico Raises Series B Round of Funding with Participation from Endeavor Catalyst

The Istanbul-based Iyzico, founded by Endeavor Entrepreneurs Barbaros Özbugutu and Tahsin Isın, raised a  $6.2 million Series B round of funding led by IFC, 212 and Speedinvest, with participation from Endeavor Catalyst.  The payments company provides a platform to […]

May 28th, 2015 — by admin

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Endeavor Launches Seventh Latin American Affiliate in Peru; Releases “The 13-32 Report” on Local Scaleups

Endeavor announced that it will expand its presence in Latin America with the launch of Endeavor Peru, the organization’s seventh country affiliate in the region. The launch is supported by some of the country’s most influential […]

April 29th, 2014 — by admin

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How to turn your business into a commitment factory

Reprinted from ducttapemarketing.com. See the original post here.

By John Jantsch

You’re passionate, you care, you get it, you think about your business day and night, but let’s face it, you’ve got a big vision for that business and you probably can’t realize that vision all by yourself.

Your passion and commitment are essential, but it’s your ability to build passion and commitment for that vision in others that is going to be the key to growth.

You need committed and connected staff members. You need committed and loyal customers. You need to create a commitment factory.

Now I understand that the idea of the traditional factory, the kind that once manufactured goods and became a symbol of the industrial age, comes with some negative connotation.

A commitment factory, however, is my idea for the new model of business. A business that manufactures ideas, brilliance, passion and commitment in a community that chooses to join what might be more apply described as a cause.

Generating commitment is the new currency of American business and the most important task of a leader of a business defined in this manner is to guide passion and purpose in a way that encourages staff and customers alike to find, nurture and grow commitment around the things big and small that make a business something worth joining.

A loyal, committed, paying customer is the ultimate expression of a commitment factory.

Below are a handful practices to consider in the creation of a commitment factory.

Get the right people

Hire for fit is a common bit of advice, but fit means many things. What you need are people who want to excel at the exact work you need them to do. You need people who ask why you want them to do something instead of just how.

You’ll eventually need people that foster purpose, people that invent projects and people that operate process – these are rarely the same people.

Tell the story over and over

One of the acts involved in getting the right people is telling a story about why you do what you do in a way that attracts the people you need.

When you connect why with how in the form of a story you allow people to find their place in the story and that’s where commitment starts.


VELA Interviews Allen Taylor, Endeavor’s Director of Global Networks

Seeking “Diamonds” and “Growth Engines” in Latin America: An Interview with Allen Taylor
Conducted by Alyson Sheehan

Reprinted from Venture Equity Latin America (VELA) ©2011 WorldTrade Executive, a part of Thomson Reuters

VELA: Please tell me about the International Selection Panel (ISP) held in Uruguay last month.

AT: It was the forty-first panel in Endeavor’s history and our last one of 2011. There were eighteen candidates, which were companies hailing from different Latin American countries, including Argentina, Uruguay, Brazil, Colombia, Chile, Mexico and elsewhere. We selected fourteen out of the eighteen as Endeavor Entrepreneurs, which was a fantastic result.

VELA: How do you define a “diamond” candidate versus a “growth engine” candidate in your selection process?

AT: Those are two profile types that we use as internal tools to help our panelists, who participate in the selection process, understand that companies within a range of different stages of development can be high-impact entrepreneurs and therefore qualify as Endeavor entrepreneurs. Those two particular profile types are often juxtaposed. A diamond in the rough, or a “diamond” for short, is typically an early stage company, oftentimes working within the technology sector. A diamond might look like a back-able, Silicon Valley-esque company but is usually younger, smaller and without much revenue – perhaps it is just getting to profitability, if that. In selecting a diamond, there is a higher beta for us – a higher risk and potentially higher reward – but that is a type of company with whom Endeavor does want to work and has done so successfully over the years. If you look at some of our most successful companies that have grown very big, they were diamonds when we first got them. E-commerce website MercadoLibre is a good example of a “diamond” that has been a success story. By contrast, a “growth engine” tends to be a more established company possibly working within a non-technology industry. It already has a few million dollars, or up to tens of millions of dollars, in revenue and is employing some folks already. But what we see is really the potential for that company to keep growing, to really become a contributor towards creating jobsand creating wealth in their home economy and as part of our portfolio. Our mission is very much about job creation and wealth creation in these markets, and diamonds and growth engines are ways that we try to get to that same goal.

VELA: What separates the selected companies from the non-selected companies; in other words, what are pitfalls to avoid as entrepreneurs in Latin America?

AT: At the end of the day, Endeavor’s selection process is human-powered; we do not hold a business plan competition, where we say: “you get a score of x, and you become an Endeavor entrepreneur.” Everybody who becomes an Endeavor entrepreneur goes through a very detailed, rigorous process involving a number of interviews at their local country level, then a panel of folks at their local country level, and then an international selection panel, the last of which necessitates unanimous approval among six judges in favor of making the company an Endeavor entrepreneur. So, it is very much about the people that make this work. In terms of selection criteria, we usually have a few different buckets of criteria around development impact and growth potential, but usually the discussion and the debate all boils down to three things: the entrepreneur, the business, and the fit with Endeavor. We are looking for a remarkable entrepreneur, who has real potential to be a role model and a leader. We are looking for a business that stands as a platform for high impact growth, one that has the potential to create a significant number of jobs and to have a real development impact for the country. And the last category – the fit with Endeavor – is probably the most intangible but, in a way, the most important. It translates into the question of whether or not the entrepreneur understands the spirit of what we are trying to do. Endeavor is a community, an ecosystem and a network. We are looking for people who understand that mission and who want to be a part of it, so that if we help them and they become successful, they in turn will want to give back by being mentors and supporters of what we are doing. A company that does not make it all the way through the selection process does not quite stack up in one of those three categories. So, sometimes we see a great entrepreneur, but we do not see the business as a platform for growth. Sometimes we love the business idea but don’t believe that it’s the right entrepreneur. Other times, timing plays a role. Occasionally, we will say: “This is a great company, but it is not really ready to be ‘high impact’ yet. We’d like to see them go back and hit these milestones and then maybe come back to another ISP in another eighteen to twenty-four months.”

VELA: Where do you see the most entrepreneurial activity, country-wise, in Latin America?

AT: Endeavor works in six countries: Argentina, Chile, Uruguay, Colombia, Brazil and Mexico. We’re not in Peru or a few of the other Latin markets where certainly there are interesting things happening. But from our lens, there are a lot of interesting things, namely in terms of technology companies experiencing explosive growth in Brazil. Everybody talks about Brazil, but it’s true. Not only in Sao Paulo and Rio de Janeiro but also in other parts of the country now, we are seeing really interesting entrepreneurs addressing big problems and looking to build big companies. In addition, I’ve always been impressed with the quality of entrepreneurs coming out of Argentina. Argentines really do think big. They really believe that they can build amazing, global companies – and several of them have. Again, MercadoLibre serves as an example of that.

VELA: What kinds of technologies are you seeing in Latin America that will impact the development of venture capital in those markets?

AT: Certainly people are very excited about e-commerce and the consumer internet – anything that has to do with those areas, both in Brazil and in Spanish-speaking Latin America. There is a lot of enthusiasm that consumer-facing companies are going to be very exciting and witness high growth. At the same time, we also work with some companies doing impressive things on the business to business side, whether it’s around credit risk or data security. So, there are certainly some businesses that are not considered “sexy”, because they are not consumer brands, but which are also going to flourish in high growth sectors.

VELA: At the ISP, the distribution of selected companies spanned multiple Latin countries: 3 from Argentina, 3 from Brazil, 3 from Chile, 1 from Colombia, 2 from Mexico and 2 from Uruguay. Does this distribution reflect the robustness of entrepreneurial ecosystems per country?

AT: I think it definitely does. Endeavor looks to go into countries that have a nascent entrepreneurial ecosystem already, to help be a catalyst for making that ecosystem grow faster. Obviously, the scale and the size of the markets in countries like Mexico and Brazil are significantly bigger, so over the course of a couple years, they will probably see a bigger portfolio of Endeavor entrepreneurs than Uruguay, for example, just by virtue of market size. But I do think the result of this panel is reflective of the amazing things happening in entrepreneurship in all six markets across Latin America where we are working.

VELA: How does Latin America’s entrepreneurial ecosystem and deal pipeline compare to other emerging markets?

AT: In comparison to the Middle East, North Africa, parts of Turkey and South Africa, Latin America is pretty advanced. Some of Endeavor’s most successful companies and role models, globally, are coming out of Latin America. From a VC perspective, Brazil is the leader. Brazil is getting more attention from international VCs, from Silicon Valley and elsewhere, than any other market. From the top five countries receiving attention from international VCs, four out of five are from Latin America. After Brazil and Turkey, the top markets are probably Argentina, Colombia and Chile.

VELA: What’s the next biggest destination, countrywise, for Latin American venture capital deals?

AT: It’s quite possible that a lot of activity that we have seen in Brazil will ultimately spill over into some of the other Latin markets. If I had to choose a couple markets to watch, I would say Argentina and Colombia. They are probably the two in which the entrepreneurs are most visibly ready to build regional or global companies that address a significant enough market to attract the VCs. This type of activity may take place within the next 3-5 years, but perhaps even within the next 2-3. One reason is because we are starting to see the development of some sophisticated local VCs, which will be instrumental in ushering in international VCs to these markets.

Allen Taylor currently serves as the Director of Global Networks for Endeavor. Prior to his current role working out of Endeavor’s San Francisco office, Allen spent three years as the Director of Search & Selection at Endeavor’s global headquarters in New York, overseeing a team of 30 associates in 10 countries. Following his graduation from Princeton University with a degree in German Culture and European Politics and a certificate in Latin American Studies, Allen co-founded and directed the US-based nonprofit organization Princeton in Latin America (PiLA).

Dell: “Focus on what is important; move the entire desktop to the cloud”

Endeavor is proud to have Dell as one of its leading sponsors. The following post is a reprint from the “Dell in the Clouds” blog focused on the future of cloud computing (@DellintheClouds). Find the original blog post here.

By Janet Diaz

“It’s in the cloud!!” seems to be a buzzword for IT and for good reason. Software and services can be more effectively managed and deployed from a central point, but why stop at a single application or service? Why not move the entire desktop to the cloud? Dell’s Virtual Desktop-as-a-Service, part of the Dell Desktop Virtualization Solutions (DVS) portfolio, does just that. By separating the desktops’ operating system, applications, processing and data storage from the desk-side hardware, IT departments can realize many advantages over a traditional network infrastructure by allowing:

Streamline IT: Operating systems, applications, and the support required to maintain thousands of desktops is a time consuming ordeal. Using Virtual Desktop-as-a-Service, patches and updates to desktops are made once and users can immediately take advantage of the changes at their next login simplifying deployment. As a managed solution, IT departments can outsource the mundane support work to Dell, freeing up resources to work on more strategic or profitable projects.

BYOPC (Bring Your Own PC): It’s expensive and difficult to support multiple operating systems, so what happens when the CEO says one morning “I just got this new tablet, I need to access my email and applications” or what happens when your organization needs independent contractors and they, in turn, need access to your data and applications? Virtual Desktop-as-a-Service makes these requests possible. It truly doesn’t matter if they access the desktop from a PC, a Mac or even a tablet they all get their standardized corporate-approved virtual desktops. Contractors can be quick spun up with a virtual desktop that they can access with their own computer. This also means that you can remove their access to critical data when they are done. Virtual Desktop-as-a-Service gives IT the flexibility to allow users to use the hardware of their choice while maintaining control over the desktop environment.

Security: Dell Data Centers are secure facilities and the hardware used has built-in redundancies. Data is stored on redundant hardware, which includes redundant processing, and has redundant power (a bit redundant, isn’t it!). This also means that if a laptop is stolen or crashes, the data is safe and the user only needs to sign back in from another machine to be productive again.

The future of IT is about empowering the users to be more productive and giving them the tools that work best for them, while maintaining the security and supportability of the applications and data. Dell’s Virtual Desktop-as-a-Service not only meets this need, but by transferring the management to Dell, it allows IT the flexibility to invest their efforts into more strategic endeavors. And it does it all from the cloud.

Got 2 minutes? Watch this video to learn what Virtual Desktop-as-a-Service can do for your organization. We want to hear from you, got questions? comments? Feel free to jump in and continue the conversation.

The road to ‘High-Impact’ entrepreneurship in the Middle East

Reprinted from The Middle East magazine. See the original article here (p. 41).

By Justin Belmont (Director of Communications, Endeavor)

By 2020, an estimated 100 million young people, many of them college-educated, will enter the job market. What kind of opportunities can they expect? How can the region guarantee there will be enough high-quality jobs to go around? What is the best long-term solution to ensure sustainable economic development? These are some of the same questions our global non-profit organisation, Endeavor, encountered 14 years ago in Latin America. And we found the answer has a lot to do with three words: High-Impact Entrepreneurship.

High-Impact Entrepreneurs are visionaries whose businesses have the potential to scale significantly, both in terms of job creation and revenue growth. Historically, in most economies, it is only a small number of high-impact, high-growth entrepreneurs that create the vast maprity of new jobs. This reality has been supported by the World Economic Forum in their recent report on worldwide entrepreneurship, authored by Stanford University Professor George Foster. The report found that the top 1% of companies from among 380,000 companies reviewed across 10 countries contribute 44% of total revenue and 40% of total jobs, while the top 5% contribute 72% of total revenue and 67% of total jobs.

When it comes to developing an entrepreneurial eco-system in the Middle East, much attention has been placed on the role of investment. Indeed, the availability of ‘smart capital’ for entrepreneurs is an important facet. Further, it is encouraging that many new regional funds are being established to provide much-needed capital to small and medium-sized enterprises (SMEs).

At the same time, Endeavor has learned over 14 years that capital alone is not the answer, When we started Endeavor in Latin America in the late 1990s, we noticed that entrepreneurs lacked three key components: access to mentors; access to networks; and access to role models.

Access to schools of entrepreneurship such as the celebrated Carnagie Mellon contribute to the development of rounded individuals.

Ciceksepeti announces minority investment by Amazon

The following is a press release announcing Amazon.com’s first investment in Turkey – in Ciceksepeti.com, a company founded by Endeavor entrepreneur Emre Aydın. Endeavor facilitated an introduction between the companies starting last May at the Endeavor International Selection Panel in London, where Emre was selected.

ISTANBUL – December 20, 2011 – Ciceksepeti (www.ciceksepeti.com), the leading flower and gifting-based e-commerce company in Turkey today announced that Amazon.com, Inc. (NASDAQ: AMZN) has signed an agreement to make a minority investment in Ciceksepeti, subject to customary regulatory approvals in Turkey.

“The Ciceksepeti management team has built an innovative e-commerce company in Turkey, and we’re delighted to be supporting the company as it continues to grow,” said Greg Greeley, vice president of Amazon European Retail. “Ciceksepeti shares Amazon’s focus on offering great prices, selection and convenience as it brings flowers and other gifts to its customers across Turkey.”

Founded by Emre Aydin, Ciceksepeti is a premier online destination in Turkey for delivering flowers and other gifts to customers nationwide, including same-day deliveries in most metropolitan cities. The company offers customers a wide selection of flowers, gourmet gift baskets, jewelry, and other products for every important occasion in the lives of people that matter to them.

“I am delighted to have Amazon on board as an investor as we enter our next phase of rapid growth,” said Emre Aydin, founder/CEO of Ciceksepeti. “Ciceksepeti is committed to staying focused on providing the high level of quality that Turkish consumers have come to expect when orderingflowers, gourmet products, and other gifts for the important people in their lives.”

Terms of the investment were not disclosed.

About Ciceksepeti.com

CicekSepeti is one of Turkey’s leading online flower retailers and an emerging leader in related gift giving categories, such as candy and jewelry. CicekSepeti prides itself in consistently deliveringquality products and services at competitive prices. The company offers same day delivery in all ofTurkey through 150 contracted florists and 24×7 customer support.

CicekSepeti expects to double its revenues from last year. In the summer of 2011 the companystarted CicekSepeti Gurme for the confection and sales of candy, chocolates and cakes, which can be sent as a gift in similar occasions as flowers. More recently the company also started to offer jewelryonline and is planning to launch experiential gifts early 2012.

Ciceksepeti.com was first launched in 2006 by Emre Aydin, CEO, who remains the majorityshareholder. Hummingbird Ventures invested in CicekSepeti in January 2011. Headquartered inIstanbul, CicekSepeti currently employs 160 people.

10 best management books for small business owners (according to Small Business Trends)

Reprinted with permission from Smallbiztrends.com. See the original post here.

By Ivana Taylor

Running a small business requires a combination of both leadership and management skills. While leadership and management come easily for some business owners, many find that reading management books helps keeps them informed and current with today’s best management practices.

With thousands of books to choose from, it can be frustrating and overwhelming deciding on what to read. That’s why Small Business Trends has put together this list of top 10 best management books every small business owner should read. (Listed in no particular order.)

1. “Consider: Harnessing the Power of Reflective Thinking in Your Organization” by Daniel Patrick Forrester.

In today’s on-demand, always-on world, it seems counter-intuitive to take a moment and consider your next decision. Daniel Patrick Forrester interviews leaders in high-stakes and high-risk circumstances who have mastered the art of taking time out to think and process their options before rushing into a decision.

Small business owners will appreciate the many examples and techniques used by great leaders and managers of critical projects to calm themselves down, collect the information that they need and then communicate their decisions and actions clearly.

Read our review of “Consider”

2. “No Jerks on the Job: Who They Are, The Harm They Do and Ridding Them from Your Workplace” by Ron Newton

There isn’t a workplace around that doesn’t claim its share of jerks. In fact, working with difficult people is one of the most popular management books topics around, In the book No Jerks on the Job, Ron Newton explains where jerks come from and he gives solutions for dealing with jerks; create a transparent environment, embody your values and huddle up to solve problems.

The biggest benefit that any businessperson can get from this book is being able to identify jerky behavior and not feed into it or make it worse.

Read our review of “No Jerks on the Job


10 misperceptions about venture capital

Reprinted from thisisgoingtobebig.com. See the original post here.

By Charlie O’Donnell

1) You need it. Not every company raises venture capital—most don’t. Not raising gives you flexibility about the market size you want to go after, speed of growth, and de-risks your plan—because once you start spending someone else’s money, the clock starts ticking on your “out of cash” date. Slow and steady isn’t a bad thing.

2) Only 22 year old hacker dudes get funding. Before this remark generates too much controversy, let’s be clear: It is absolutely true that a huge percentage of startup teams are young, technical white dudes. That’s different than saying only young, technical white dudes get money. In large part, that is a result of who pitches to VCs, not surprisingly. We can debate how to get a more diverse stream of people in the top of the funding funnel for sure, but the fact is that VCs just want to make money. We’re kind of predictable that way. If you have a clear plan for making a lot of money—and some proof points that you’re on the right track to doing it—I don’t think you’ll be short of investors willing to work with you, no matter who you are. In my own case, of the 7 deals I’ve sourced and/or led at First Round, the profiles of the founders look like this:

  • Married, non-technical female, mid-30s, mom, white
  • Single, non-developer (knows how the tech works, though) male w/outsourced offshore tech team, 30’s, dad, white
  • Two single non-technical guys, late 20’s, white
  • Two technical mid 30s guys, one is a dad, white
  • Non-technical, mid 30’s dad, white
  • Non-technical single guy around 30, white
  • Early 20’s technical + non technical single founders, white
  • So, while it’s not a huge statistical sample, we’ve got less than 30% in their 20’s, 14% women, over 50% parents. Young, sure, but not early 20s…and that’s a lot of kids. A bit white, though…


What being an advisor to 17 companies taught me

Reprinted from www.quicksprout.com. See the original post here.

By Neil Patel

To this date I have been an advisor to 17 companies. 16 of these advisory positions were obtained 3 to 5 years ago and I joined 1 more in the last year. Over time I dropped a decent amount of these advisory positions, but before I get into that, let me first explain what being an “advisor” is.

Companies can grant stock options to individuals who aren’t employees. The stock options usually vest over a period of 3 or 4 years and in exchange for the stock you have to help the company out with whatever they need.

If the company does well, the stock options will be worth a lot and you will have made more money in the long run than if you just asked for cash up front for your advice. On the flip side if the company fails, your stock is worth 0 dollars and you don’t get anything for your time.

In my case companies would ask me for marketing help and instead of paying me in cash for my advice they would offer me stock options. By doing this 17 times, here is what I learned:

Cash is king

Out of all of the companies I agreed to be an advisor for, 3 or 4 are failing, 8 to 10 are doing alright, and a few are doing extremely well. But even then, the money that I will earn from all of my stock grants will probably only make me somewhere in the 7 figures, but if I had charged my normal consulting fee, I would have made a lot more money.

Now granted, each company wouldn’t be able to afford my consulting rates and as a consultant I would have to put in much more time compared to being an advisor, but none-the-less I would have came ahead if I just charged a consulting fee.


Why building an entrepreneurial culture extends beyond business creation alone

Reprinted from www.wamda.com. See the original post here.

By Nafez Dakkak

There has been a lot of talk recently, both globally and regionally, about the importance of creating an entrepreneurial culture, and the role such a culture can play in an economic recovery. Calling for an “entrepreneurial revolution” should definitely be one of the priorities of the world today; however, we need to make sure we do not define entrepreneurship too narrowly. In its essence entrepreneurship is about a proactive mindset that encourages ownership of surrounding problems in society, sees them as opportunities, and embraces the risks and failures involved in finding a solution.

In most cases, discussions about creating an entrepreneurial culture focus exclusively on endeavors to establish a business-centric ecosystem of workers and employees. Yet entrepreneurs are daredevils and business owners who are not found in our everyday environments. I believe an emphasis only on business is too narrow and can be very detrimental in the long run.

With the highest youth unemployment rate globally, job creation should definitely be a key priority for MENA economies. Nevertheless, a narrow focus on job creation alone misses a great opportunity to radically improve the region’s future. Governments and other entities working on establishing an entrepreneurial culture should not overlook the importance of creating a proactive and entrepreneurial citizenry outside the workplace.

In the new Middle East, we must not forsake any of the potential positive change an entrepreneurial revolution can bring. We must see entrepreneurship through a larger and more holistic lens. An entrepreneurial revolution must encompass all members of society in their different capacities and describe a culture that takes ownership of its problems and thinks critically and creatively of solutions – even if these solutions are outside of a business framework and don’t result in the creation of actual companies. Under this framework, the teacher that employs technology in the classroom to engage his students is an entrepreneur whether he fails or succeeds. Similarly, the company CEO who takes time after work to raise awareness about important local issues is an entrepreneur, whether she succeeds in solving the lack of information problem or not.

Entrepreneurship has the chance to play a central role in moving the Middle East forward and creating a more engaged and active civil society. Its rise presents the chance to create a culture that values and practices lifelong learning and takes direct ownership of all its problems. The promotion of such a society can only lead to a better environment for nurturing companies and start-ups. Existing and future companies will exist in a region where the general population is entrepreneurial by nature and no longer sees problems as obstacles but as opportunities for positive change and improvement.

In an opinion piece for CNN, Marwan Muasher stated that “[w]hat has taken place in the Arab world is the start of a genuine and permanent process of change where the average citizen suddenly discovered real power.” Moving forward, governments in the region and others working on creating an entrepreneurial ecosystem should leverage this change to empower citizens to become entrepreneurs that find organic and culturally sensitive solutions to the problems facing us today.

Nafez is a recent Yale Alum who majored in Economics and International Studies. Nafez wrote his Yale thesis on Obstacles towards curriculum reform in Jordan and the UAE. He is currently a consultant for PricewaterhouseCooper’s Education Team based in Dubai. He is interested in Education Reform, MENA politics, social entrepreneurship, and tech start-ups and is a firm believer in the power of gamfication. His main passion is the intersection between technology and education entrepreneurship.

Mentors: an essential engine for growth

Reprinted from informationarbitrage.com. See the original post here.

By Roger Ehrenberg

As I’ve gotten older I’ve become increasingly reflective on the seemingly random twists and turns in my life. Most of this consideration has gone towards my professional life, as I was blessed with meeting my life partner in college and, therefore, my personal life has largely been “up and to the right” since meeting the person of my dreams. But oh, that career… As I’ve thought deeply about exactly how I arrived at my current circumstance, there is a common element that has influenced each twist and turn I’ve taken: trusted mentors. While there is no doubt that I’ve done the work, taken the risks and pushed myself to the brink, it would be both disingenuous and inaccurate to say that I’ve done it completely on my own: I’ve been influenced by many great people who have, and continue to have, a marked impact on my thought process and decision-making. It actually boggles my mind to think about the generosity and helpfulness provided by these individuals, whether advice and counsel on a specific issue, hugely valuable contacts they’ve made or just a kick in the ass to say “keep it up,” they’ve without question had a material and positive impact on my outcomes (for which I feel incredibly fortunate). So, this message is both a call to action to the ambitious, curious and those hungry for guidance and a shout out to mentors everywhere who have positively impacted the destinies of their acolytes: because you rock. And I regularly try and give back in this same way, as I know the power of the mentor role and how beneficial it can be for the right person thirsting for such coaching and empowerment.


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