In this episode, we talk with Rich Radice, CFO of Moven and Founder of Treehouse Consulting about the digitalization of banks, and how to create a successfully financial business in The NOW Gen.
Speaker 1 (00:00): On the welcome back to the new episode of the now gen podcast. This is Fransisco Serrano, and I am very excited for this episode. As we dive deep into a topic that we never usually discuss, which is the finances and the world of brands. And, uh, we have a very special guest, rich Radice, uh, is currently the CEO at Marvin, and it’s also the president and founder of tree house consultant group. I’m very happy to have him and he will share his experience and knowledge with all the groups. So thank you rich for being here. Thank you for having me. I appreciate it. Excellent. So, uh, um,
Speaker 2 (00:51): First of all, would you like
Speaker 1 (00:54): To tell the audience a little bit more about the two companies that I just mentioned? You, you, you have,
Speaker 3 (01:00): Yeah. Yeah, sure. Um, well moving is, is an extension, I guess, of, of what I’ve done with tree house consultant group to kind of go back to, uh, the origins of my professional career, um, out of college, I, um, you know, I started my career as in the accounting field. I was at Pricewaterhouse Coopers for a number of years, focusing on financial institutions and insurance, um, and then decided to go the private route and, um, you know, started to maneuver towards unique opportunities. One of them, um, ha had been a working as a, as a CFO for an ultra high net worth family office, one of the co-founders of SAP software. So, um, you know, small group of individuals would, um, would, would manage the wealth of, of that particular individual. And in doing that, I got involved in quite a few more, I would say development stage businesses that we had private placement investments in.
Speaker 3 (02:09): Um, my role then was to oversee those, those businesses to a degree, um, and just kind of, uh, you know, demonstrate some stewardship over the investment that we had made. So, um, so that, that got me involved in a variety of different verticals that were contrary to just pure financial institutions and insurance of it. You know, one could say a Mo uh, you know, a very, uh, dry, uh, dry industries. There were, you know, more exciting industries that I got involved in. Um, so, so when that, when that opportunity came to a close and the family office closed, I decided that I wasn’t going to be able to find that an opportunity like that so easily, um, because I, I could describe that as probably the greatest job I ever had. Um, so I had to, instead of wait to find that opportunity, I had to create it myself, right.
Speaker 3 (03:00): So I started my own practice Treehouse consulting group, and that was, um, you know, designed to provide that type of financial, you know, fractional CFO oversight that I had been involved in for the private placements, uh, at, at the family office. So at the time, and I’m going back 11 years at the time, that was a relatively new concept, not brand new, but a new concept that most of what I would consider my target client base, we’re still getting comfortable with fractional, um, fractional executive work, um, as, as, as you may or may not know, I mean, the past 10 years have changed that everything has gone fractional to some degree, right? Everything is modular, whether it’s workspace, like we works. Um, but even, even, um, you know, PR professional services are now modular. So, so, um, you know, I think it was slightly ahead of my time in, in, in, in those terms.
Speaker 3 (03:59): Um, and, and the opportunities that I was able to garner over the course of the, of those years have developed in, uh, size and scope. And, and that’s where I came across the opportunity to work with movement. Uh, that was just over four years ago. Uh, I started as the fractional CFO and grew into the full-time CFO and recently was given the opportunity to take over the CEO role. So I’m operating as a CEO and CFO of, of moving. Um, I also advise a life sciences company that’s working on, um, a vaccine for Alzheimer’s, that’s a relatively new, um, uh, role that, that I filled. Um, I work on other, other types of opportunities, a water reclamation company in, in, in, um, uh, New Mexico and other smaller opportunities that I just provide some guidance and oversight, but, um, you know, those do not demand much of my time. Um, but moving is, is my primary focus. So that’s, you know, that’s kind of the, the, the evolution of my career and background. And as you can see, it’s, it’s, it’s always open to new opportunities, but, you know, over the past, you know, year and a half, two years, um, I really have, uh, you know, really zeroed in, on focusing on moving and getting it through a very critical time in its history. Okay. And, and
Speaker 1 (05:22): Focusing now on moving, because that’s kind of, I was looking at your background, your LinkedIn profile, and, and it says that it’s changing the way people view and manage money. Can you explain a little bit more about moving please?
Speaker 3 (05:38): Yeah, sure. So, so moving was started back in 2011, um, by a banking visionary futurist corporate king, um, who has since written several books. He’s got another one coming out soon, um, that were futurist in nature, but really kind of making predictions on, um, you know, financial institutions and the modality of banking. Um, as, as it will be in, you know, 5, 10, 15, 50 years from now, um, a lot of his predictions were, were, were very spot on in terms of what would happen to branch networks. The fact that financial institutions were always typically heavily reliant on, um, a branch footprint. And that was the main modality in which they engage with their customers that has drastically changed, um, that has drastically changed, not just because of COVID. Um, but it has accelerated significantly as a result of COVID now branches, um, you know, used to be something that, um, uh, we’re, we’re, you know, we’re mainstream, but still did not have a, um, uh, the not properly serve certain unbanked or underbanked individuals throughout any facet of society, whether it’s in the U S or abroad.
Speaker 3 (07:02): Um, so that, that is now changing. And as we move towards digital transformation in all industries, you know, some have been disrupted earlier, some have been disrupted, um, more, but the financial institution banking in particular is now, uh, undergoing this kind of, um, regeneration of how it engages with customers, number one, and how it serves its customers. And I mean, that banks traditionally are very product forward. They, they, they develop a portfolio of products that they’ve decided they want to sell, not necessarily in response to what consumers need or want. Um, so they, they develop a product profile, um, and they do their, their damnedest to deliver it to customers that they want. Um, and what, what we’re doing now, not just through digital engagement, but through the data that we consume as a result of that digital engagement is understanding the behaviors and the desires of the consumers themselves, right.
Speaker 3 (08:19): To better understand, um, how to develop less of a product, but more of an experience for customers. And I think that’s what they, that’s what they, um, are becoming much more accustomed to receiving and all other aspects of their life, right. Particularly news, right. News has now become this immersive experience because people now become a part of the news on Facebook. They become a part of the news. They become journalists, they become editory, you know, uh, editors, they, um, they, they synthesize headlines and they regurgitate them, so their own taste, um, and that’s taken on a life of itself, but how did we do that in other industries where we allow the consumers, um, to dictate, uh, the ecosystem that they live within. Right. And that, that, that has, um, you know, that that’s what helps formulate, um, the, the, the, the digital ecosystem. Right. Okay. Um, so what move-in does is, is basically provide that digital channel, um, and, and data capabilities for financial institutions, particularly banks, to better engage with their customers and provide insights. And what we do is, you know, attempt to cultivate better behaviors to, um, you know, to, to help, um, to help consumers become more financially healthy. Okay.
Speaker 1 (09:54): So, and what would be the difference between bank of America and mobile? So bank
Speaker 3 (10:01): Of America is a bank. MoveOn is a software company. And, um, so moving provides right now, a digital engagement layer. So we basically build the mobile app for a bank. A good example of that is with TD bank, TD bank in Canada was our flagship client. We had, um, built and delivered their what’s called TD MySpend. That is a companion app. It’s a, you know, it’s, it’s a sidecar app to their primary TD app. Okay. What that companion app provides is the financial wellness capabilities that takes in the customer’s data. Um, and then it helps develop and generate, um, financial behavioral insights, um, and, and the, the commercial results that we’ve gone from that, or, you know, reduction in attrition from their customers, increased savings rates. So that those, those types of metrics actually result in tangible value to the bank and obviously tangible value to the consumer, right. Higher balance in their savings account. Um, and with that, the bank can sell them more products, but again, more products driven towards better financial wellness for that particular country. Yeah. I
Speaker 1 (11:21): Can imagine. I mean, I’ve never, so if you, if you tell me how many times you’ve been to the branch in the last five years, I can tell you one or two, because the bank wants me to go to sign something, but it’s not of my liking, not because I want to go. So I would imagine that it’s that kind of a service, like, you know, I’m going remote, uh, in the past of taxis that everybody eats against the taxes, but you just have to ask the taxes, but what overcame they changed the whole ecosystem or, or, you know, Carvana is doing, and Amazon is doing to the car industry, and nobody wants to go and be, feel harassed by the sales, you know, Hey, by BMW is the best one in the media. Have you decided yet? And you know, all this discount, oh, because you came today, I’m going to give you a 20 presented all this, uh, this information that is not needed anymore for the consumer. I would imagine that what you’re telling me, some kind of, that it’s going towards that direction, right? No, no, that’s a good point. It’s ironic that you bring up
Speaker 3 (12:30): The, the, the, the car, uh, you know, the, the vehicle industry, I was actually, uh, one of my clients in the past was a, um, they would do livery leasing. They would lease vehicles to predominantly Uber drivers. Right. So we understand, we understood the demand in the market and, and the contrast with, you know, the TLC in New York city, I’m, you know, I’m originally from New York. So I’ve had my share of yellow cab rides, and I can compare them with an Uber ride. It was night and day. And what had happened was, again, through digital transformation, um, they were able to build an immersive experience for the user, for the, for the person taking the ride, as, as opposed to just providing the utility. The yellow cab was just the utility. It was full wheels
Speaker 1 (13:21): And a driver, Uber was an experience.
Speaker 3 (13:25): Exactly. And now you have, you know, it’s just as, as, as you know, regulations are trying to protect that for, for a variety of reasons, um, and allow, you know, and trying to level the playing field. Um, and I, and I use that term deliberately. So, you know, the, the TLC is trying to level the playing field for the yellow cabs in New York, right. To preserve that as a, um, you know, jobs program and, and, and, and not have people go, you know, purely go on a business. Um, but it’s interesting, um, because Jamie diamond, um, had made a similar comment about the, the, um, the challenger bank space in the U S and that, you know, large legacy banks and the regulators that they need to level the playing field, meaning don’t allow the cultivation of challenger banks, purely digital banks to, to, um, to develop, um, quicker than legacy banks are ready to compete with them. Right. And I thought that was ironic. And to say that leveling the playing field, um, for JP Morgan chase, they need to level the playing field because they haven’t gotten a headstart
Speaker 2 (14:43): Exactly what
Speaker 3 (14:45): The headstart that they need. So it’s a little disingenuous because, um, when, when things don’t work out in their favor, they’ll foul, um, digital banks, just like any other digital channel are, would encourage is progress right on, you know, in favor of the consumer. And that’s what, um, you know, and that’s what we look to do is to be ahead of the market, understanding the consumer first, if you understand your consumer and you have contextual insights about who you’re selling to you’ll sell.
Speaker 1 (15:16): And, and also a good example is what happened to Tesla, right? Tesla, it’s now biggest, it’s bigger than Ford and, you know, comparing them to JP Morgan and, you know, the newer digital banks can have that growth faster. Right. And that takes me to the next question. So, as we were chatting before starting this podcast, I was telling you that the now gen, uh, audiences kind of, you know, everybody has like this red thread that is, they want everything to happen now. So how does the banking, the digital banking industry and what moving is doing is going to affect, or why should this, you know, the now gen podcasters should be looking at what digital banking means for them and moving, you know?
Speaker 3 (16:10): Yeah. Yeah. Well, listen, the way we look at, you know, generational preferences needs and preferences, um, it is very involved to try and accommodate millennial needs and preferences, right? They, they do represent a large portion and they are the, the market that is coming into existence th that the largest group of consumers, but there is still, um, the earlier generations that have a millennial inside of them, right there, you, you will see, you know, um, consumers digitally transform themselves, um, out of, out of necessity in some cases, right. Um, the pandemic is bringing out the millennial in several people. My father included, my father now has a Facebook account. Right. Never in a million years, would I think he would ever do that. Um, but at the same thing as, as they, as they transitioned to smartphone. So, so I think there’s a lot to be said about how the millennial generation is, is shaping, um, the next generation of products, services, and even preferences. Um, and we’re accumulating those data points, right. Because what we haven’t necessarily had in the prior generations is all of that accumulated data, data beta that we can aggregate, cut up and provide our own insights or ourselves say, what did these people really want? Right.
Speaker 2 (17:39): Yeah. And, you know,
Speaker 1 (17:41): Uh, w w when you were talking about this digital transformation, uh, personally, I don’t understand why, uh, there’s no ACH, so a transfer option from companies, uh, when, when you’re doing B business to business, you know, big companies, they send, you checks still like in the 1930s or forties. So when everything started and, and they don’t do just the transaction, which is easier, faster, and it’s like, you know, like sending your catalog printed catalog to your home, that, you know, it’s going to end up in the trash can, I don’t understand that. So, yeah, that is all
Speaker 3 (18:25): Starting to evolve. That is all starting to evolve, you know, with, with, you know, I think the, um, uh, you know, the, the template for that is like a PayPal’s Venmo, right? So it’s a PDP, it’s, it’s a payment platform that allows people to make payments in real time. That’s all now being, um, you know, reconfigured for, you know, B2B and all of the type of methods of payment. So, so that is all going through this entire paradigm shift. So, you know, the, the, the traditional ACH that takes days to process, um, they don’t process wires, uh, after hours or on the weekends. That that is, that is now going to just fall away. But again, it is all a function of the regulatory environment, which is the biggest, which is one of the biggest elements to all of this progress. Right. And when I, one thing I can call out for us versus Europe is, you know, the, um, the promotion of challenger banks in Europe was enabled through FinTech, charters being made available, right?
Speaker 3 (19:38): So 2015, 2016, it was early. Then they had FinTech charters available. They don’t make those readily available in the U S they don’t make them billable at all. Um, the OCC had recent, you know, a couple of years ago, the OCC had revisited issuing FinTech charters, New York state department of financial services squashed it immediately, right? Because again, big banks are asking for, um, a level playing field, but again, it’s, it’s holding back progress. If you, if you could think of the TLC in New York city saying, well, Uber can’t operate well. They tried to do that. They tried to do that. And a lot of municipalities and, and big cities always attempted to, you know, you know, to get rid of Uber right. As, as it was too competitive to, um, their own taxi limousine services. But, um, yeah, so all of these things are going through a paradigm shifts, all enabled through the regulatory framework.
Speaker 1 (20:34): I’m sorry. And as I heard you said in the past, COVID has been an accelerator for you. Right. So can you tell us a little bit more about how the pandemic has influenced your line of business?
Speaker 3 (20:46): Oh, for sure. So for moving in particular, we had been held to an exclusivity and we weren’t able to operate in the U S right due to one of our commercial contracts. Um, the beginning of COVID, we were able to renegotiate that, and now we’re allowed to, to operate and sell into the U S which was a game changer for us. Um, but again, that happened at the, at the, the, the heel of, uh, the pandemic, right. And, you know, we weren’t necessarily able to do all that outreach and, and, and business development because all of the banks that we were selling to were now completely disoriented and worried about what they’re going to do. Right. Um, but now, as, as the, as the, uh, the effects of the pandemic thought to a degree, you know, obviously we’re, we’re gonna, we’re going to have to deal with this new normal, you know, I think for years to come, but as things start to Thor and the banks get their, their legs up beneath them, they realize now that they, the table stakes for them to succeed are to digitally transform in a meaningful way.
Speaker 3 (21:52): Right? So, so what that’s done is prime the market for us. And at the very least help these financial institutions that we sell to solve the problem on their end, whether to buy or build it’s going to be too costly for them to build it themselves. They don’t have the expertise, they’re not software companies, they’re banks, so they would have to accumulate the talent and that, and that talent does not want to work for a bank. They want to work for a technology company, so they don’t have the talent. Um, we do. So we have the technology that’s already built. We can deliberate deliver it to them, um, for much cheaper than it would cost them to build it. And they solve the speed to market it’s readily available, and it can be integrated with an aunts. So that, that helps us. And now they understand the necessity for them to have this type of digital, credible. Yeah. So it’s really helped us. And, you know, we don’t just sell in the U S we sell all over the world and because it’s a pandemic, it’s impacted every corner of the earth. Yeah. They’re all going through this kind of condensed, uh, decision-making cycle, which for us, it shortens the sales cycle. Um, and, and, and it helps us kind of, um, penetrate the market that much faster.
Speaker 1 (23:06): I would imagine that it’s kind of this feeling of you’re pushing an idea, you’re pushing an idea and they’re saying, no, no. And suddenly light at the end of the tunnel, the pandemic hits, and everybody is a genius now. Boom. Oh, Hey, rich.
Speaker 3 (23:23): That’s precisely. Right. And the funny thing is, you know, a lot of this, you know, a lot of the, the, the thinking with, um, from the large institutions was if we ignored it, it’ll go away. Right. If we ignore challenger banks, they will go away and there’ll be suffocated. Um, that is not the case. Right. That’s, you know, maybe, maybe a couple of, um, you know, less than sophisticated thinkers thought that about the internet and, you know, they were wrong. Um, digital transformation is going to take hold in every industry around the world. Because if, if, if a, if an industry does not digitally transform, it will be left behind. Exactly. Yeah. And every organization will have some form of banking capability, everything. Yeah.
Speaker 1 (24:14): I mean, the other day I was, I mean, we deal with brands all the time and with, you know, fortune five, fortune 200 fortune 50. And, uh, and when I was thinking of, of this podcast, I was kind of saying, do marketers need to rethink of how the are approaching in the way they are doing the transaction? I mean, probably, probably yes. And you know why? Because the other day I was talking to the, to the, one of the directors at Amazon, and they told me that they already have a, in the payment form department, the Bitcoins specialist kind of, so they’re already, I don’t know if it’s going to be a reality or not, but they are investing in that position and trying to innovate in that side. So, so I guess the question of dust, you know, fortune 500 brands need to think of how the banks are going to transform the digital, uh, real and how they are, you know, the e-com just grew like 200% and some brands and others, it’s just whatever their, through the roofs and sales. So, so the digital banking has to have that kind of, uh, of a, of
Speaker 3 (25:35): A, uh, absolutely. Um, um, it it’s, it’s, it’s happening every day. And, and the, the, the course and speed of merger activity, partnership activity in this space is, is, is growing exponentially on its own. So it’s, it’s been, it’s, it’s been interesting to watch which types of large organizations have, you know, basically put their heads together to deliver a more immersive experience. Goldman Sachs just hired an exec from AWS. Right. Um, so think about that as bringing two worlds together. Right.
Speaker 2 (26:18): And that’d be, wow. Yeah, no,
Speaker 3 (26:21): And, and that’s, and that’s the type of thing you’re starting to see. And we have a partnership with, um, [inaudible], which is, um, uh, the New York digital investment group. And, and basically they, they bring, um, Bitcoin capabilities, right. And that’s it, to be able to store value Bitcoin and to transact. Um, we, we formed that partnership because we knew the demand that the law, you know, the, the large, um, top tier banks are now changing their, um, their opinions. Um, or maybe they’re not changing their opinions, but they’re, there, they are now accommodating the preferences of their consumers who want access to Bitcoin to be able to store it, to be able to trade it. So, um, that, that is something that because of the consumer data that, you know, large institutions are now collecting, they understand what those preferences are, they’re making the appropriate adjustments.
Speaker 1 (27:21): Yeah. And you need to be able as a company and as a brand, you need to be able to, to understand and detect when, when the there’s an industry transformation. I mean, think about blockbuster, right? They said, no, no random, Trent. Then there you go. Right. So Netflix came and just do the whole thing. So this big banks they’re trying to, of course, I think as you were telling me to put a barrier and say, no, hold on because of security because of, you know, but then again, you see Venmo moving like a fish in the water and transport, and they’re
Speaker 3 (28:01): Challenged now. And again, that the term challenger bank, there are challenge of banks in the U S the largest is chime. Uh, you have Varrow, um, um, current. So these, these are pure challenge of banks, which basically they have no branch footprint, right. They’re purely digital. They can operate throughout the U S they’re enabled through a bank charter, but it’s a sponsorship model. So they don’t have their own traditional banks. Right. Except for Barrow. Barrow was actually one of the first, the only that has, um, you know, uh, has applied for and received a traditional bank charter in the opera. But, um, but you know, to go back to your, to your question in terms of how should marketing and, you know, financial institutions, bank, and banking in particular, um, um, work together, right. To serve the consumer. I think there’s a lot to be said about, um, where this generation, uh, where society in general.
Speaker 3 (28:55): And I think we can, we can say that it’s not just the us, it’s not just north America society in general is moving towards, um, more, um, the Netherland purposes behind organizations, right. Um, that’s, what’s birthed, you know, concepts around, uh, frameworks like ESG, right? Um, environmental, social governments of governance of, of organizations. It’s an entire, entirely new, uh, corporate structure. That’s designed to, um, redefined stakeholders of any particular organizations to say, Hey, you know, you have more of a purpose beyond profit. Um, and we want you to have more of a purpose just beyond me as, as your single customer wants you to have, you know, do social good. We want you to be, you know, part of the, you know, um, you know, part of the, the, the, you know, global citizens, right. So I think that is now, what is informing a lot of the messaging, particularly in the U S is that it’s gotta be, it’s got to have more of a benevolent purpose.
Speaker 3 (29:59): It’s gotta be socially driven. And that’s, and that’s, that’s, that’s becoming table stakes now in, in, in many cases that could be, um, uh, you know, a thorny thorny prospect for some companies, because they take political sides. Right. But they have to make their own decisions in that regard. But I think at the end of the day, you have to, you have to kind of, um, adopt this, do no harm type of, um, um, persona, uh, you know, each organization would have to do that to kind of demonstrate that the, you know, it’s not just about profit and theirs, they’re giving back to a community in some sense.
Speaker 1 (30:34): Right. Okay. And, and talking about, you know, what you were saying about, you know, or we were discussing about pushing, pushing, and then what is the right thing to do, and how do you do it, looking back at your career, you know, moving and you know, this private investment from family business, what is the one, the one thing you remember the most with that you said, Hey, rich, you really kill it here. Right. So the proudest moment you remember,
Speaker 2 (31:07): Uh,
Speaker 3 (31:09): I really, the time I had that, that realization was it, I don’t necessarily know if it was a particular milestone. It was more just kind of an accumulation or a look back, right. It was a look back to say, well, I didn’t, I didn’t think it would come this far. Um, and, and I guess I w I appreciated the person. I was years ago that persisted through what seemed like a pretty dark corridor, um, with very few opportunities to say, Hey, listen, you know, this is, this is how great things are built. That’s not going to be easy. If it was easy, everybody would do it. I know it’s, you know, there’s the old saying goes, but, um, you know, I gave it the time I gave it the effort. And basically it’s like, I, I felt like I had to be a fishermen with a big net, if, if I, if I just persisted.
Speaker 3 (32:05): Um, and, and wasn’t kind of, um, you know, disheartened by any, um, you know, lack of progress in any, in any direction, then at least I would continue to fish with a big net. When you fish with a big net, you have more of an opportunity to, you know, to catch something that you’re looking for. Right. And that what happened then I continued to fish with a big net, and those, those opportunities have kind of, again, developed in scope and size and it’s, it’s really satisfying. And then when you become in my mind, I, I like what I do, because I feel like I’m good at it, right. When it becomes, when it’s a chore, when it feels like a task, um, you know, a job, uh, you know, a role is, is an accumulation of tasks and jobs and things like that. But when you, when you start to enjoy it and you get good at it, it becomes less about those tasks.
Speaker 3 (32:58): It becomes more about the purpose. And, and if you, you, you see the results of what you’ve been doing and the hard work, and it pays off, not just for you, but for other people that rely on you. That’s, that’s the reward right there. So that, I mean, I guess that to answer your question, it was not one particular milestone, I guess it was just one day where maybe it was even a bad day that I was having where I looked back and say, it was a lot worse back then. And because you kind of, you, you stuck your head down and drove through it. You’re in a much better position today, you know, and you’re doing what you want to do. Yeah.
Speaker 1 (33:34): That’s loving what you do. Well, congrats on that because not many people, I mean, do you know, that’s what everybody’s saying in the social networks, do what you love, do what you love. Oh, yeah.
Speaker 3 (33:46): That’s, I think that’s, uh, I think that’s a very, very dangerous piece of it.
Speaker 1 (33:50): Yes. So your dreams, not at a college, you know, well, it means you get paid
Speaker 3 (33:55): And you learn how to support yourself and then flowers, you follow your dreams. You want to be a painter or a dancer go for it, but pay your bills first.
Speaker 1 (34:03): Exactly. That is for sure. One. And that was going to ask you, so it’s a good cue for that. What is the one piece of, of, um, of a takeaway that you can leave our audience? Uh, the one thing, because we’re talking, we talked about, you know, pushing, we talked about, you know, uh, doing the right thing, we’re talking about all your, your, your career. So among all that concept, what do you put in the table that somebody can take away and say, boom, uh,
Speaker 3 (34:38): As far as career? Um, I, I think one thing I would say is I, I feel that there’s, um, it’s, it’s, it’s very popular now for kids to come out of school, college and want to start their own business. I, I, I always think that that’s a great expression of an entrepreneurial spirit, which you’d never want to, you never want to kill. Um, but if you, if you, if you give it too much, sunshine too early, it may, it may kill it on its own. Um, people want to start their own business. And, uh, whether it’s a service, if it’s a service, they, they, they want to, they want to charge people as experts, um, and consultants. And you’re not an expert when you’re just at a school, so you won’t be able to sustain yourself. Um, you have to live through the paces. You have to, you know, you continue to learn after school, through various jobs, um, and roles and experiences, give that some, um, but you know, don’t abandon your entrepreneurial spirit, but learn from people who have been through it before, develop a template for what’s next for you. I don’t, I don’t think it’s any responsible thing to do. You can, you can still hold on to your passions, but at the same time, develop yourself professionally in a responsible way. Great.
Speaker 1 (35:59): Yeah, I completely agree. Because, you know, nowadays, like we were talking, it’s fashionable to be an entrepreneur and have the pictures and the Lambos and all that. And it’s just very few people we’ll do that. It’s
Speaker 3 (36:12): Like I dream to be a professional hockey player. Um, I live in Florida now. There’s not a lot of rinks around here. So see how that worked out.
Speaker 1 (36:23): Exactly. Uh, I, I was going to tell you that I wanted to be a professional hairdresser
Speaker 3 (36:28): And there you go, there you
Speaker 1 (36:30): Go. So there’s no hair practice on yourself. There you go.
Speaker 2 (36:36): Uh,
Speaker 1 (36:36): Okay. Rich, we’re, we’re wrapping up. And before we end this interview, wonderful interview is, uh, I wanted to ask, uh, because this show is about brand talks, right? So, and since you mentioned, you’re from Florida, which are your three preferable brands for sunblock, sunblock, or sunscreen?
Speaker 2 (36:59): Uh, I mean, I would
Speaker 1 (37:00): Imagine that you being a bank, you know, type of guy security and software type of you would definitely have sunscreen in your, I do
Speaker 3 (37:10): I do. I try and avoid the sun as much. I romantically. Um, so, but I do have sunscreen, uh, Hawaiian Tropic and, um, uh, the other one, I only have two, I have two, two brands, and I can’t think of the second one. Um, but it’s, it’s got that sport. It’s the sport version. It’s allegedly, it doesn’t come off when you sweat or when you go in the water, but a fetologist told me otherwise, but, um,
Speaker 1 (37:35): Yeah, it works. It works also for me because, you know, I tend to sweat and touch my clip a lot, and then it goes into my eyes and then it’s a mess. So yeah, I, I cook clean for cone. That’s it? Coppertone and donut. Yeah, those are the two top. Okay, great, great, excellent. So, well, we’re, we’re wrapping it up. Anything you want to add, or you want to say to the audience
Speaker 3 (38:00): Now? No, I listen. I appreciate you having me. Um, it’s, it’s always good to talk about, um, you know, what you’re passionate about and, and, uh, I really appreciate you having me having me on, and I’m looking forward to hearing some of the other podcasts sounds pretty exciting.
Speaker 1 (38:16): No, thank you. Thank you again for, for coming here. And, uh, well, uh, I just wanted to let everybody know that we were talking with rich Radis CEO of moving and founder of pre house consulting. If somebody from the audience wants to reach out to you rich, uh, can you tell us where they can do so?
Speaker 3 (38:38): Sure. Um, uh, I have, uh, an email address it’s rather long. It’s rich dot [inaudible] at Treehouse consulting group.com. Okay. Okay. Rich mouthful. God, I answered my emails. Okay, perfect. And LinkedIn, are you a LinkedIn user? I’m on LinkedIn? Yes. Richard D S R a D I C
Speaker 1 (38:59): E. Oh, okay. Yeah. Okay. Rich then, uh, LinkedIn, you can search rich readies and you will find them there and he will answer right back. So thank you very much for being here. If you want to learn more about the most relevant power brands for the now, Jen, stay tuned for the next episode.