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Wes Day with REVELxp

December 19, 2024 by angishields

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High Velocity Radio
Wes Day with REVELxp
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Wes-DayWes Day is CEO of REVELxp.

REVELxp is a premier sports hospitality company. REVELxp works with hundreds of college and professional teams and major sporting events to deliver exceptional fan experiences, including full-service tailgates, premium hospitality events and exclusive ticket packages.

For team and events, REVELxp also provides comprehensive hospitality solutions with ticket sales, event staffing, event management, premium hospitality management and venue installations.

Connect with Wes on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon, and you guys are in for a real treat. Please join me in welcoming to the broadcast CEO of REVELxp, Mr. Wes Day. How are you, man?

Wes Day: Doing well. Stone. Thank you for having me.

Stone Payton: I’ve got a ton of questions about upcoming events, but before we go there, maybe it would be helpful if you could share with me and our listeners mission. Purpose. What is it that you and this organization are really out there trying to do for folks, man?

Wes Day: Well, I’m glad you started there. Um, So to take a step back, um, revel was really founded in 2020 all around this idea of the the power of sports. And, um, we’re in the sports hospitality business. Which middle of 2020, middle of Covid is in some ways an odd time to, to start a business like that. Um, but in our view, uh, we take a much longer term view, decades long around the power of sports and in communities and in our world and in a in a world that seems to be more and more divisive by the day, sports tends to be that one uniting and combining force, win or lose, love or hate the other team. It brings people together. And at revel, we sit at the center of that, um, and really try to just amplify that in two ways. One for our partners who are teams, tournament runners, um, events, trying to entertain and host their fans on game day to try to create the most memorable and great experiences that we can and through that, we think just make a positive difference on on the world. And so our whole mission is around serving our partners and their fans, and it’s something that we take very, very seriously, take a lot of pride in, work really hard at. But also we’re in the entertainment business, so we we like to have a lot of fun with what we’re doing as well and, and kind of be an extension of that. Um, uh, for our sports partners, just as we interact with their, their fans and, and try to make as, as positive experience just just one at a time each and every time.

Speaker4: Well, it sounds.

Stone Payton: Like great work if you can get it. What is your backstory and your role in all of this man?

Wes Day: Well, I have a very crooked line to getting in the sports business, you know. This is an industry, um, that tends to attract people that kind of know this is their passion to sports. Business is their passion. Um, whether they’re a fan or, you know, um, grew up, you know, playing sports, which I did all of that. Um, but I originally was in a, in a finance role, was in the banking business, had a business of my own that I started and in the biotech space, um, and through that, um, met one of our, our now main investors of of exp when, when we started, um, a predecessor business and the parent company to revel back in in 2016 to 2017. Um, I officially became the CEO of revel in, uh, 2023, but have been a part of the business, um, kind of supporting it. Um, and getting it going since its, since its founding. So its, um, a strange path, I guess, all things considered for me to get from banking to biotech to the sports business and a little bit of a strange way to getting into the the CEO role of, of the company. But, um, I’m very fortunate, very blessed to be be where I am. And, um, also had a great fortune before I got into the business full time to get to know the team and work with these folks. Um, prior to that. And so my role really is I view it just back to our mission of serving our partners and our fans. My role is to serve all the people in our company and just make sure that they’re set up to be as successful as possible, because we’ve got we’ve got some incredible talent. My job is just to to get them pointed in the right direction and let them do their thing.

Speaker4: So what are.

Stone Payton: You finding the most rewarding about the work these days? What’s the most fun about it for you?

Wes Day: You know? Honestly, for me now, um, I would say twofold. One, um, you know, we we do a lot of surveys, particularly this time of year, uh, football season, particularly in college, I guess now getting to postseason, but at least regular season, wrapping up, just reading some of the testimonials, um, and some of the reviews we get, whether it is from one of our, our team partners or from a fan who we’ve hosted and and usually that feedback certainly has to do with, with having a great experience or a cool thing that happened. But oftentimes the best ones have to do with an interaction that one of our clients had with one of our people. And, um, that just makes me extremely proud and just it’s really fun to read those back to, um, the original thing and the original reason for us being in business is for us to make an impact. We’re fortunate now to be at the scale that we we have a lot of individual interactions that add up to a lot of, you know, a big mass. Once you add them all together. So reading those is fun. And then the other thing, um, you know, we’re in the people business at the end of the day. And so I make it my purpose to, to to see people in person. So I’m on site pretty much every game day, weekend visiting with our staff, visiting with our partners, visiting with with fans. Um, and that is a whole, whole, whole lot of fun. And in this business world that seems to get a little bit more virtual every day. Um, having those just really great interactions, um, in person, on site, around some of the coolest sporting events that that happen in the world. Um, doesn’t get much better than that, I’ll bet.

Stone Payton: So let’s talk about game day. What is happening with respect to Rev XP and a client or a partner? What’s happening on a on any given Saturday. Talk about the services.

Wes Day: Yeah. So, um, what we’re most known for traditionally is what we call full service tailgating. And so that is a service that we provide in partnership with a team or college athletic department, where we get a designated piece of land or multiple pieces of land near a football, baseball, basketball stadium. And we provide a completely turnkey tailgating experience, which means the Stone Payton tailgate. You show up, everything is set up for you from a primo spot. Um, food, beverages, coolers with ice television and then what we call our bellhop service where we will shuttle anything that you brought yourself you to and from your tailgate. Just making it as efficient and easy as as possible. Um, and making sure that you’re, you’re hosted and have a great experience all, all game long. Um, that’s probably what we’re most known for and, and do on a given football Saturday. Saturday in particular. Um, you know, we’ll do it 50, 65 different campuses across the country and a handful of pro events. Um, and teams as well. And then increasingly so we have, um, brought that experience inside the stadium as well. And so that can look like a couple of different things. One, bringing that party that’s happening outside in the tailgate park.

Wes Day: Um, whether that’s a field level suite or a party deck or a cool experiential or social area inside the stadium, um, or um, providing some operational services for our team partners just to make their lives easier as, as well as things get more demanding on their plate. How can we make things easier or more effective in some of the services that that we provide? All that is around this, this central theme for us, uh, whether you’re one of our partners or one of their fans, we sweat all the details so that they don’t have to and they can just show up and have a have a great time. So on our side, uh, a football weekend is pretty darn hectic. You know, we we’re hosting tens of thousands of fans across 60 something different sites depending on how many games are going on. But for our partners and their fans, we want we want that. We want them to see the calm and see just, just and have fun. And so as much as possible, we do that kind of behind the scenes. Um, and then let them, let them enjoy themselves kind of stress free.

Stone Payton: So as a customer, I can do this as the as the Payton family or as Business RadioX. It can be individual families and groups, that kind of thing. And corporate groups.

Wes Day: Yeah. So we. So one of one of the things that we found, um, is there is clearly a trend in sports and entertainment. Um, people want things turnkey like we talked about just like any other part of your life. You know, you you, you go shopping online, uh, people increasingly, you know, buy groceries and get them delivered to their house. You know, Uber, whatever it is, a convenience factor is kind of hardwired into the way that we do our lives. So that’s an important part. Um, we’ve also found that that people are willing to pay for a great experience. Gone are the days in sports you know that that you want to show up and just sit in the bleacher seat and leave and just. Just watch the game. You could do that on your couch. You want to come for a great experience. You want to come for the energy, you want to come for the social aspect, come for the memories that you that you’re going to make and just be a part of it. Um, so people are looking for a more elevated experience all the way up to the, to the ultra premium side. And so we as revel Exp have various different levels of offering to provide all those turnkey and social things, but up and down the scale from your entry level premium all the way up to the super high end stuff, which, to answer your question, caters to all different sorts of of customers of ours, which could be West Day or the Payton family buying a tailgate package from us. Um, all the way up to a corporation buying a super high end, all inclusive weekend long package that includes, uh, a box suite, pre-game hospitality, dinners, transportation, lodging, etc. um, and really everything else in between. So that’s really our our customer segment. And one of the things we pride ourselves is, again, having that range of offerings to fit the different levels of what people might be be looking for.

Stone Payton: Well, you’re absolutely right about the value of experience. There’s no question about that. And I certainly I have no challenge at all, uh, identifying and recognizing what a marvelous value, an experience or a set of experiences like that could be for my family, my company. Uh, talk to me a little bit about the the value proposition, if you will, for the universities, the the organizations you’re partnering with.

Wes Day: Yeah, So I would say say threefold. Um, yeah. The first part is they, they, they’re in the business of of entertainment now. Yes. The, the football game or the basketball game is, is the main dish and the, the, the main dish, the main product on the field has got to be great. But the modern fan is looking for more. And so they want a more, I guess, holistic experience on on game day like you said. And so we, we let them focus on that while we do all the, the, the other things to make sure that one they, their fans or maybe even traveling fans, the away team have a fantastic experience. Um, and leave their saying, man, that was awesome, I want to come back. Two is the part I mentioned earlier to make it as easy as possible if you’re the president of a major league team or you’re an athletic director. The demands on you are higher than ever. Those are some of the hardest jobs, just with all the pressure and and expectations and things they have to manage. And so we’re trying to take those things off their plate and off their worries, and having a dependable partner that they can count on to execute at a really high level. And then the third part, which is these days, especially true with our collegiate partners, is we help them drive additional monies, additional revenues back to them. So part of our revenues, in exchange for getting the access and promotion that we get through our team partners, we give a cut of that back to the school or the team. And so it aligns interests and allows them to to share in that which they with today’s demands and competitive environment they need more and more of. So I would say those are the three core, just the experiential side, kind of the efficient turnkey nature. And then, um, helping them be a solution instead of a part of the problem with the with the growing money pressures that are out there on sports organizations.

Speaker4: Well, you touched.

Stone Payton: On it earlier, but I think it’s really true in this equation. Everybody wins, don’t they?

Wes Day: And that that’s definitely my view. I think it’s a no brainer to use us. So, um, but all jokes aside, I, we we’re very fortunate. Um, as I said earlier, we started the business seemingly at a very, you know, a time which you when you wouldn’t start a sports hospitality company. But we had enough experience in the space, you know, myself and my leadership team has years and years and years of of sports, business and sports hospitality experience. Some of the just the best of the best. We saw this trend of the need to elevate the game day experience across the board, felt pressure on our team, partners and relationships there that they were getting increased expectations from their fans and fans and needed a solution to help them execute that. And then just, you know, the opportunity on the fans side, you know, you read this data around how people spend their their extra dollars. And increasingly, some of this is generational, but some of it is just across the board. People want to spend their extra hard earned money on experiences over things, and sports is a perfect way to to do that. But you see it in the music space, um, attraction space. Um, but with that, they want it needs to be great. And so their expectations are higher. They’re willing to spend, Um, and want to do things, but it needs to be easy and it needs to be just a killer. Fantastic experience. And so, yeah, couldn’t be prouder of our team. We a biased but obviously I think we do a fantastic job. And that goes back to our mission and all the pride that we take in our work. Um, but we’re also fortunate to be at this intersection of where sports is headed and, um, where just the general consumer is, is considering and spending their, their, their time and dollars tends to line up well with the things that we do.

Speaker4: Well, I’ll tell.

Stone Payton: You in a five minute visit to your website or a brief conversation with you. Yes, today it is absolutely a no brainer, at least to me. But what was it like in 2020? Trying to have this conversation with potential partners, trying to market to, you know, folks like like me? Was it initially just embraced really well, or was it a little bit of a an uphill battle to get it going and get it scaled like you have now.

Wes Day: Yeah, so we did have the good fortune. There are four predecessor businesses that we were involved with that that made up Revell, NXP. So we had some track record and name recognition prior to that, at least in the sports world. Um, but Covid was a scary time. If, um, you know, if you were a cruise liner, you might had it a little worse off. But the sports business, particularly as it pertained to the live event, um, you know, it was was non-existent, largely couple pockets here and here, here and there, but but largely nonexistent. Um, it was also, however, what I will say, that was a time for us to be able to to kind of pivot and provide some other operational support type services to our sports partners. But then outside of the the sports world where there was a need in the medical community. Et cetera. So that’s kind of what got us through. But largely, it was also a reminder of back to our mission, how important not just sports were, because you could watch it on TV. The games were being played. But if you recall, even the sitting on your couch experience was a fraction of what the normal experience was. And you had a fully packed stadium. And for people missing that outlet, um, you know, there, like you said, family traditions and a lot of personal identity tied up in these sports fandoms and what you do on a given Saturday or Sunday that was gone.

Wes Day: And I think it was a stark reminder of how important it is to have that community. How important it is to the just human ethos to interact with each other and be able to celebrate or console each other in victory or defeat, respectively. And so that coming out of Covid created a great tailwind for us to really remind people of that and be there to to amplify that when it when it came back. It also gave us the opportunity to provide, to piece together the capabilities that we needed to go to either a sports team or to a fan or corporate customer and say, we can do everything for you. We are now a bona fide, full service, end to end sports hospitality company that can do one piece if that’s what you’re interested in, or can do it all under one roof. And somebody that again, you can you can count on. So um, difficult times for sure. But um, at the same time, the other side of the coin was it created a ton of opportunity for us. Once things started to rebound, um, to hit the ground running. And in some ways, I think we are still feeling some of that tailwind of, um, just people wanting to be out and social and, and being at live events. Um, still seeing that in, in the economy today.

Stone Payton: Yeah. And now here we are. We’re about to have our first 12 team College Football Playoff. Uh, how are you guys going to be involved in that? Because I gotta believe you are.

Wes Day: Yeah, we are definitely involved. So it’s it’s a busy time. Certainly right now for us. Uh, this weekend will mark the start officially of the College Football Playoff, um, with the first round of games which are played at a home team site. Um, uh, is kind of the first, first round of games. From there, they will switch to neutral site games which will be played at their traditional New Year, what they call the New Year’s Six Bowls, the Fiesta Bowl, the Orange Bowl, the Peach Bowl, sugar, cotton, etcetera. Um, there’s a lot of change in college sports right now. That’s a conversation for for another day between Nil and, um, legislation and rulings that are happening. But I would say one thing that we’ve definitely gotten right. Um, is this expansion of, of the playoff, and there probably is some tweaking of rules and things that will happen from here. But by and large, it’s it’s created, um, some parity and opportunity for teams that might not otherwise be in. So there’s a ton of excitement. Um, we will be hosting fans at all four games this weekend. Wow. We’ll be hosting fans at four of the six quarterfinals and semifinals of games. And then the pinnacle for us and something that we’re very proud of is our partnership with the College Football National Championship, which will happen here in Atlanta, which really to me showcases really the the peak of what college football is all about the pageantry, the traditions, the passion, and for our all our small part in it. Um, this premium experience that we put on, um, not just for corporate clients, but for, uh, die hard fans and groups, um, certainly throughout the journey, but really peaking at that, that seminal final event.

Stone Payton: Well, I’m not even a little bit surprised, but I am absolutely delighted to learn that you’re going to be involved in the national championship in Atlanta. That’s fantastic news. And of course, that’s where I’m speaking to you from right now.

Wes Day: Yeah, what a great college sports town. And, you know, we’re fortunate to work with with Georgia Tech here in town and the Bulldogs right up the street. Um, it just a lot of college football tends to, you know, point to Atlanta, Georgia. So what a great place to to host this game. So we’re very excited about that. A market that we’re very familiar with. You know we participate in Mercedes-Benz and um some kickoff games. Um, we’ll do some things at the SEC championship that’s hosted there as well. So a city and an area we’re familiar with. Our headquarters is in Atlanta. It’s the office that that I’m talking to you from right now as well. Um, so yeah, we’re excited. We’re very humbled and appreciative for our partnership with the CFP, the College Football Playoff and, um, yeah, to get to do our thing and showcase the best of the best of what we do on the biggest stage.

Speaker4: So what’s on the.

Stone Payton: Horizon for you guys 2025 and beyond? Will you go explore other markets, other verticals? Will you just dive deeper into into this work? What have you got in mind? What’s what’s coming?

Wes Day: Yeah, I’m glad you asked that. A little bit of both, to be honest with you. Our bread and butter is certainly college sports. Twofold one. Um, the legacy of a lot of our team comes from the college sports world. But two, there is a lot of change in in college, as we just talked about and therefore, um, a lot of opportunity for us and really just an ability for us to, to help serve and be a part of the solution and again, try to make the lives of our, our partners easier and help them make a little money along the way as well, so that that will continue to be a very core focus of our business. That said, um, as we’ve been out at this for several years now, we have a lot of repeat customers who have asked us, hey, can you host me at this other event we love? Being with you at this football game. Do you guys do these other things? Because, um, fans of college football, while they’re about as passionate as they get, as you know, um, are oftentimes not just fans of college football. There’s other sports teams or events, um, that they are they are fans of. So we are increasingly getting into a little bit of horse racing, racing into golf, into some other major events in addition to the, the major professional sports, um leagues, as we expand out and really more of a byproduct, not necessarily of, hey, we want to go after this specific market, but more really a byproduct of our fans asking us or our clients asking us, hey, can you do this for us? And us going out and finding a solution for them?

Speaker4: Okay. What’s the best.

Stone Payton: Way for our listeners to learn more, tap into these opportunities for this turnkey experience, but I want to make sure that they can tap into this man.

Wes Day: Yeah, check out rebel Xpcom. That’s r e v e l x p.com. And on there you can search for your maybe team of choice or market location and see our various different offerings, whether that’s tailgates or other hospitality experiences. Most of that is on there. Or give us a follow on social media on on Twitter or excuse me X or on Instagram. Um, rebel XP is the is the handle, I believe. And um, usually we’re posting some of our cool experiences that we’re doing on a, on a given weekend, which can give folks a little bit of a visual taste of of what we do. It’s easier to see it than than describe it. And if anybody’s listening and interested, we we would we would be thrilled and honored to host anybody at one of our events.

Stone Payton: Well, Wes, it has been an absolute delight having you on the broadcast. Congratulations on the momentum. Thank you for sharing your insight and your perspective. And don’t be surprised at all if some patens or some Business RadioX folks don’t show up January the 20th in one of these prime locations.

Wes Day: We would love to have you. That’d be great. We would love to host you and have you experience it firsthand. It’d be our honor.

Stone Payton: Well, it’s been my pleasure to visit with you this afternoon. All right, until next time. This is Stone Payton for our guest today, Wes Day, CEO of Exp. And everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: REVELxp

Arias WebsterBerry with WebsterBerry Marketing

December 19, 2024 by angishields

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Houston Business Radio
Arias WebsterBerry with WebsterBerry Marketing
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Arias-WebsterBerryArias WebsterBerry is the founder and CEO of WebsterBerry Marketing, a leading digital marketing agency dedicated to helping businesses grow and thrive.

With a proven track record, Arias has played a pivotal role in helping organizations generate over $112 million in revenue. As the creator of Launch Ignition and the author of Content Cannon, he offers entrepreneurs and businesses actionable strategies to foster authentic connections with their audiences, boost engagement, and drive long-term success.

Arias is passionate about empowering business owners to scale their ventures through innovative content and marketing frameworks.

Follow WebsterBerry Marketing on Facebook.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. Joining me today is Arias WebsterBerry, the dynamic founder and CEO of WebsterBerry Marketing, a leading digital marketing agency dedicated to helping businesses grow and thrive in a competitive marketplace. Arias and I happen to meet each other through a really cool podcasting match system, which is awesome and I am so excited to talk to him today. He is the creator of Launch Ignition and the author of Content Cannon. He equips entrepreneurs with actionable tools and innovative frameworks. His mission is clear to empower business owners to scale their ventures by harnessing the full potential of content and strategic marketing areas. Welcome to the show.

Arias WebsterBerry: Tricia. Thank you for having me. I’m glad that we actually got to do this.

Trisha Stetzel: I know it’s been a few weeks coming, I think trying to get our schedules together right. Uh, busy, busy guy. So, Arias, tell me more about you and where this WebsterBerry marketing inspiration came from.

Arias WebsterBerry: Yeah. Um, I am an Aquarius. I like long walks on the beach. Uh, no. Uh, I’m Aries Webster berry. I originally, I’m from Dallas. I grew up in San Diego, so I actually do like long walks on the beach, funny enough. Um, and, uh, probably about ten years ago, I moved back to Dallas, which is probably one of the greatest ideas that I had. I love Texas. Uh, the opportunities that are in this city are absolutely amazing. And when I got back here, I was really kind of putting my life back together and trying to figure out what I wanted to do. I was already kind of in the marketing space I was in, in entertainment, doing large scale festivals and concerts. Uh, at that time, the largest concert that I had done was at the Los Angeles Sports Arena. We had Janelle Monae and Common and Ludacris and mix master Mike from the Beastie Boys was thousands, tens of thousands of people. Um, so I had tasted some marketing, and when I got back here, I went to work for a really large digital marketing firm, and that’s where I got my formal training in digital marketing. And that was, um, it was kind of the the final domino, you know, that that final piece in the puzzle that really solidified what I wanted to do. And I was there a couple of years, and then I went and started my own firm, which eventually became Webster Barry marketing.

Trisha Stetzel: Very cool. That’s so exciting. And as you’re talking, I’m like, oh, so many solopreneurs or small business owners don’t understand when they get into business that they have to either be a marketer or find a marketer like you that can help them with their marketing. It’s a tough place to be. Right. So what do you, from your perspective, what are the key challenges that these entrepreneurs or small business owners face with digital marketing, and how might they overcome those?

Arias WebsterBerry: I think that most people it’s just either a lack of consistency or, um, just intimidation. You know, many people do not show up often enough because they see all of these huge brands and influencers that are dancing on TikTok or they’ve got, you know, all this amazing transitions in their disappearing in mid-air and then they, you know, they’re flying through the air and then they show up and they’re funny. And it’s just, you know, there’s this production value that a lot of people feel that they have to live up to in order to post, or they just don’t know what to post about. And, you know, a lot of it is just figuring it out. And, you know, if you do decide to get into business, marketing is absolutely essential. You know, if if sales is the lifeblood, well, marketing is oxygen. So you need to find you either need to figure it out yourself, or you need to find someone like me who absolutely loves marketing. Is willing to take that off your plate.

Trisha Stetzel: Yeah, I love that you said if sales is the lifeblood of your business, then marketing is the oxygen. Like, that’s so meaningful. I might just steal it. I’m kidding, but I might reuse it and I’ll give you credit. And then after I say it a few times and I don’t have to give you credit anymore.

Arias WebsterBerry: As long as you do it once, I’m good.

Trisha Stetzel: Um, talk to me more about launch ignition. What is that?

Arias WebsterBerry: Yeah. Um, so launch ignition is a program for entrepreneurs that helps them plan, build, and scale their business to six figures and beyond. Uh, it basically came out of really what I went through in this, like, 15 year journey of being an entrepreneur. I’ve made an enormous amount of mistakes. I’ve made money. I’ve lost money. I’ve, you know, crashed businesses, I’ve sold businesses. And in the midst of all that, I’ve kind of like Neo in The Matrix. I’ve figured out the process to building businesses. You know, no matter what kind of business you’re in, the process is always the same. And I took all those things that I’ve used to build my various businesses, and I turned it into essentially, well, initially a coaching program. That’s what it started out as. And then we built a software around it, and then I came around. So we put AI into the software. So now it’s a coaching program. It’s a software. It’s an accountability, um, component to it as well. But at its core, it is designed to help entrepreneurs get their idea out of their head on paper and out into the market.

Trisha Stetzel: Oh, I love that. So for those people who are interested that are listening right now, how can people find you before we move on with our conversation?

Arias WebsterBerry: Uh, I am not hard to find. Uh, if you just Google Arius Webster, there’s tons of stuff that will come up, but you can go to Arius webster.com. Uh, all of my businesses are there. My books, courses, softwares, all that stuff is on there. So that’s probably the best place to go.

Trisha Stetzel: Yeah. Fantastic. All that stuff. All that stuff. There’s so much of it, right? Um, let’s talk a little more about if. So I’m in business. I’m terrible at marketing and not me personally, but, you know, just making up a scenario, so I’m terrible at it. Where would I start? Areas to even just begin to understand how marketing is really the oxygen in your business?

Arias WebsterBerry: Um, I would say really boiling it down. You know, entrepreneurs come to me and they’re like, okay, so I have a website. Um, should I be dancing on TikTok? Do I need to start a blog? Should I be posting 12 times a day on Instagram? Like, what is it? What’s the magic bullet? And I always tell people there is all of those things work in. None of those things work. Um, all of those things are just what we call traffic sources. So first thing you should do is make sure that you have a solid presence. If you don’t have a website, you need one, right? You need something to legitimize the fact that you are in business and clearly explains what it is that you do. I personally will not do business with anybody who does not have a website. That’s just that’s just kind of baseline for me. If you haven’t taken the time. I don’t even care if it’s a crappy website. If you don’t have a website, well, that means that you’re not really in this thing. Um, so a digital presence. Get a website, maybe 1 or 2 social media platforms that have a reasonable amount of people that may be interested in your service.

Arias WebsterBerry: So, you know, if you’re targeting teens, well, you know, maybe Snapchat or Twitch or TikTok is probably for you. If you’re targeting executives, well, you should probably be looking at Facebook, YouTube or LinkedIn, right? So, you know, get a couple of those and then you just need to figure out what is it that you can commit to when it comes to publicizing what it is that you do? You don’t have to publish five, six, seven, ten times a day, but you do need to commit to, say, posting twice a week, right? Hey, I’m going to do one flier that says, we do this, this is how much it is. And then I’m going to create maybe a video that explains one minute part of my product or service. And when you stretch that over, say, a year, if you’re posting twice a week, that’s 104 pieces of content. That’s a lot of stuff out there for people to latch on to and realize that you really know your stuff.

Trisha Stetzel: Yeah, I love that. How important is it for these entrepreneurs that are trying to do their own marketing, or even hire an agency to help them with that? How important is it for them to know who their ideal client is and what product they’re actually going to serve to that ideal client.

Arias WebsterBerry: It is of paramount importance. Uh, that’s actually so in launch ignition, that is the first step of nine that we go through. We focus on helping you build out your avatar. Right. There’s no point in you building an offer or trying to find a solution to a problem if you don’t know who you’re servicing. Uh, that is the critical part. So we really dig in. We spend a good amount of time trying to figure out who is your target. Who’s your ideal, uh, customer? Like, if you could wave a magic wand and, you know, get a thousand people that would service your business, what would they look like? What’s their name? Where do they live? What kind of car do they drive? Are they college educated? Did they go to a trade school? Do they like Toyotas? Do they like chocolate? You know, like you really have to dig into who that person is because it’s very hard for you to create things for someone that you cannot see in your head or you can’t see on a piece of paper. So that’s the first thing that you have to do. You have to get crystal clear on who your audience is and who you’re talking to.

Trisha Stetzel: I knew we were going to be friends.

Trisha Stetzel: I knew it. I knew.

Trisha Stetzel: It. Uh, and I think a lot of people are very afraid of the people that I work with. Areas are very afraid of boxing themselves in to only working with for, next to or serving a particular market or a very small niche. So can you talk about the importance? I know you talked about how we get there, but what is the actual importance of being really laser focused on who you want to serve from a marketing perspective?

Arias WebsterBerry: I mean, every I won’t say every, but the vast majority of entrepreneurs that are not seeing success, that haven’t hit that first 6 or 7 figures, it’s typically that’s one of the big components. And they all I always ask, so you know, who’s your target market. Who’s your ideal customer? And man, if I had a nickel for every time someone says, oh, well, you know, my it’s my product, my service, it’s really basically for everyone. Everyone. And I always say, well, if it’s for everyone, that means it’s for no one. No one wants a one size, fit all solution. Like, I mean, even something as simple as a baseball cap. Most people don’t like one size fits all baseball caps. They want one that’s fitted, one that’s made for your head. Uh, there’s a reason why people don’t walk around with NFL hats, right? Or NFL jerseys. They wear a Dallas Cowboys jersey or a Packers jersey. Right. They want the thing that is for them. They want to know that they are part of a tribe, that you created something that identifies and resonates with them. So if you’re running around trying to make sure that your business is open for everyone, well, that’s the reason why they’re walking past it, because you’re not saying anything. You’re not doing anything that makes them stop and say, yeah, that that’s for me. I have that problem. I’m a woman who loves pink and, you know, wants to decorate my house like it’s Pepto-Bismol. Yeah, you are the pink store. Great. That’s for me. Uh, you know, if you’re the rainbow store. Well, I mean, it’s it’s it’s for everybody. And who wants that.

Trisha Stetzel: Mhm. Yeah. Oh my goodness again you’re my best friend today and probably for a long time from now. Um, you mentioned when we first met a few weeks back that you had a mission to serve a certain number of people. Can you talk about that?

Arias WebsterBerry: Um, I have all of these crazy ideas. Um, my team always. They’ve actually asked me. They’re like, where do you come up with this stuff? Um, I just, I like numbers, I love numbers, and I like audacious goals. I work best when there’s pressure and I have a target to hit. So with launch ignition, I, you know, we’ve had a little over 100 people go through the program. And I said, we need to go bigger, we need to go better. And I said, okay, we’re going to help 100 people. No, no, no, we’re going to help 1000. Yeah, yeah, we’re going to help a thousand people make six figures in a year. And my team said, wait, what.

Arias WebsterBerry: It’s taking us like two years to get to 100 people? How are we going to do a thousand in that same period of time? Um, but I’m, I’m very much a believer that, you know, if you set a goal, you’ll figure it out. So that was the goal. Um, helping a thousand entrepreneurs make six figures a year by 2026. And then the second part of that goal is helping 100 entrepreneurs generate seven figures in a year. Together. We call that our 100 X impact. If you do the math on that, that’s over $200 million in revenue that we will have generated or helped to generate in these businesses inside of one year, do that five years in a row. That’s $1 billion. That’s a micro economy. Um, and it’s that’s a huge impact, right? That that is cold, hard cash that is going to help put food on the table, that is going to pay people’s salaries, that is going to put products and services in homes all over the world, and it’s going to build viable businesses for these people, hard working, normal people that, you know, had a dream and had a vision. And by doing this, we’re going to bring it to life.

Trisha Stetzel: Oh, I love that. Just thinking about the pebble on the pond. Right. And how that ripple effect with one person can affect so many after. So I’m going to call yours the Boulder effect. Because you drop a boulder in the lake, you’re going to see a much bigger ripple. Uh, I’m going. To steal that. Yeah, I love that.

Trisha Stetzel: I think that’s fantastic. Um, okay. So how do you find your how do you find your clients? How can I help drive people to your launch ignition program?

Arias WebsterBerry: Um, you know, typically we we see that they’re in their first 3 to 5 years, um, you know, they’re under $1 million, typically in, in sales, typically under 100,000. Um, that first 100,000 is typically the a really, really hard hurdle for a lot of entrepreneurs. And once you hit it, once it becomes easy. Um, so yeah, anyone who, let’s say is a coach or consultant, um, someone that’s been in their industry for a really long time but are not seeing the results they know they should have. Maybe they’re seeing, uh, other people that are younger and less experienced and haven’t been doing it as long as them, but they’re seeing more success and they’re just like all they do is post stuff on social media. I’ve been doing this for 20 years, you know, um, type of people that we love servicing, right? People that have put their blood, sweat and tears into their craft, they’ve honed it. They’ve, they’ve they’ve got it down, but they just haven’t figured out how to turn it into something that’s duplicatable to see success long term.

Trisha Stetzel: I love that, and and it takes work. I know people want to go out and just have it done for you and, you know, put puts the magic out on the I’ll just call it the world Wide web. Because I’m old, right? Put it out on the internet and they will come. And that’s just not the way this works. And I heard you talk about the, you know, the beginning steps of this program. You got to go do some work so that what the product that comes out the back end is people want to come find you, right?

Arias WebsterBerry: Absolutely. You know, there was a time where just posting on social media regularly was enough to get you attention. Everyone does it now, and most of them don’t have businesses. And you have to do something. Um, you know, kind of above and beyond to get people’s attention and to earn their trust, earn their respect, earn their interest. Um, and going through something like Launch Ignition gives you very concise framework to be able to get that trust, to get their attention, to build your product or service into something that is attractive to your target demo.

Trisha Stetzel: Absolutely. Uh so now if you’re compelled and you haven’t already gone to find areas, I’m going to tell you where to find him. Uh, he and I are connected on LinkedIn. So if you can’t find him, come find me. And you can find how we’re connected. And check out all of the amazing things that he’s done and his areas. Web on LinkedIn. A r I a s w e b on LinkedIn. Or you can go to WebsterBerry marketing.com and find everything else that you might not have found already. Um, areas. Can I ask you about your favorite client story? Would that be okay?

Arias WebsterBerry: I love talking about this. Um, so, coach, doctor Jay, uh, she is such a sweetheart. She is, um, altruistic at her core. She’s a college professor. She’s a social worker. Uh, and she’s just a lover of of people, and she’s a good human. And she is set out to help college students deal with the nonacademic barriers to finishing college. You know, a lot of college students, they move away from home. Uh, they’re around in an environment that they don’t know. They a lot of people that they don’t know. They may not have the best, um, time management skills. They may be a little anxious. All of these different things, you know, trying to find, um, money to pay for school and all that different stuff. And she’s created a program that helps students with that. She had been at this for about ten years in academia, you know, working a full time job, rigorous schedule, but trying to turn this passion that she has for students into a real business. And, you know, she is that person, like, hey, I should start a YouTube. And I got a website and I’m on blogger.com, you know, back in the day And, you know, she’s just doing all these things, but she really didn’t know what process, what sequence to do it in. Like, what should I really be focusing my attention on? And like I said, she was at that for ten years. And within a year she came into the launch ignition program. And she has, I want to say, three different offers out. So two courses and she’s got two books that she’s written. She has multiple sales funnels, she’s got a new website. She has been um, we’ve got her into, I think, the San Francisco Post, we’ve got her into a couple different trade journals in education, and now she’s actually in the middle of negotiating two, six figure contracts that are about to absolutely change not only her life, right, but but all of the students that she’s going to touch with her stuff. Uh, she is a testament to you.

Arias WebsterBerry: Just not giving up? You know, just deciding that this is what you want to do and just sticking to it until you figure it out. She is just awesome. And you know, if you get a chance to look her up, if you have a college student, please go look her up. She is just a ball of energy. She’s always smiling. She’s always got a kind word to say.

Trisha Stetzel: Nice. And we got a plug in for her.

Arias WebsterBerry: Absolutely.

Trisha Stetzel: Yes, I love that. Thank you so much for sharing that story. So we really want everyone who’s listening who needs a better marketing plan. Most of us do, especially when it comes to digital marketing. To go check out your launch ignition program if they’re not ready yet. What is your best advice for those who may not have a website yet? They don’t have a YouTube channel yet. They’re not quite ready for a program that you have out there. What could they be doing right now to build their business, their brand and growth inside of just being an entrepreneur?

Arias WebsterBerry: I would probably say. Probably. I mean, you need to get a technological base, right? There are a lot of great platforms out there. Um, I would pick one and stick to it. Um, obviously in our agency and with all of our launch ignition customers, we use ignite Funnels. Um, because it provides everything that you need from the ability to use maybe a templated website. You know, you don’t have to be a tech genius, but it comes kind of templated. Swap out your colors in a logo and boom, you’ve got a site. Uh, it allows you to do kind of your payment processing and, you know, send out some emails and some text messages and stuff like that. But I would say just find a tech base and then focus on one project at a time. Right. So if you don’t have a website, great. Say, hey, this next month or this next two months, I’m going to focus on getting my website up and out, right. I’m going to I’m going to take every Saturday and Sunday, and I’m going to dedicate a couple hours in the next two months, I’m going to somehow figure out this website thing and get that published, and then take the next month or two and go to the next thing, and on and on and on.

Arias WebsterBerry: And again over the course of a year, you’d be surprised what you can get done. I heard a quote that said, um, people overestimate what they can get done in a day, and they underestimate what they can get done in a year. And this is the perfect time because it’s the end of the year. We’ve got 2025 coming up. And if you are trying to make next December look different than this December, well, this is the time to start, right? Put together a plan for the year, and then just slowly knock those things out and make sure that, you know, you put in enough work. And I’ll say this, um, you, Tricia, you know this. You’ve been in business for a long time. Uh, things typically take longer than you think they are just the way it works. But if you commit to just doing the thing, and and no matter how long it takes, eventually you will see the finish line.

Trisha Stetzel: Absolutely. It’s all about that action, right? We can plan and plan and plan and talk about the plan and pretend like we’re going to do the plan. But until we actually put one foot in front of the other and do the right next step, we’re not going to make any progress. Which means if we keep doing the the things that we’ve always done, we’re going to get the same result. We’ve got to go do something better, right? Uh oh my goodness. I am so excited that you came on the show with me today. I can’t wait to hear how many people are going to reach out based on a show that we did today to just query, tell me what this program is all about. I want to understand more. I’m excited about your program. I know that you’re going to go and, um, effect a thousand people in 2026. I am so excited about that. Arias. Thank you so much for being on the show today.

Arias WebsterBerry: Tricia. Thank you for having me. It has been more than a pleasure.

Trisha Stetzel: Oh, you’re such a giver. I can’t wait to hear the rest of this story. That’s all the time we have for today’s show. Join us next time for another exciting episode of Houston Business Radio. Until then, stay tuned, stay inspired, and keep thriving in the Houston business community.

 

Tagged With: WebsterBerry Marketing

BRX Pro Tip: Weekly Planner Playbook

December 19, 2024 by angishields

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BRX Pro Tip: Weekly Planner Playbook

Stone Payton : Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, I know that you have a real talent for planning out your day, your week, your month. How do you handle your weekly and monthly planning in terms of running a Business RadioX studio?

Lee Kantor: Yeah, it’s important to understand that Business RadioX has been doing this for a long time. We’ve kind of figured out some best practices, and I thought it would be important to share some of, the kind of, some of the things that successful studio partners are doing.

Lee Kantor: And a key part about this is they’re doing this relentlessly. They’re not doing this once in a while. They’re not doing this when they think of it. They’re not doing this when they have a lull in their business. They’re doing this kind of work relentlessly.

Lee Kantor: And the way I think we should start is with some sort of a focus of the week, a theme for each week. And in our business, there are some key themes that you have to do relentlessly, and those are prospecting, retention, reactivation, follow-up, planning, auditing, connecting, inviting, meeting, selling, and sharing. Those are the activities that successful Business RadioX studio partners do relentlessly.

Lee Kantor: And the way that I would recommend doing this is you just kind of plug them into your calendar, create specific activities and tasks throughout the week that touch on all these important themes. And if you’re doing this kind of work relentlessly, you’ll always have a flow of prospects coming into your pipeline. You’ll have happy customers because they’re going to be successful, and they’re going to refer you to new customers.

Lee Kantor: Some of the kind of needle-moving activities in our business are booking guests who fit sponsor profiles. I mean, you have to relentlessly be booking guests to your house show that is going to move the needle in your business. That’s a must-have. That’s non-negotiable.

Lee Kantor: You have to relentlessly make connections between people in your network, with your clients, and with their best prospects. You have to be a connector. You have to constantly be looking at your guest list and saying who should know who, and you make those connections. That makes you invaluable, that makes you indispensable.

Lee Kantor: You have to relentlessly schedule meetings with prospective sponsors and referral partners. You have to ask a person to buy something relentlessly. This is not sometimes. You have to be asking people to buy something. If you’re not regularly asking for a sale, you will never sell anything.

Lee Kantor: And it’s important to follow up with past guests. Rekindle those relationships. Everybody in our network, if they’ve gone through a show they had a good experience, they’ll take your call. They’ll meet with you again. So follow up with past guests.

Lee Kantor: It’s important to meet new power partners and influencers. Get them on shows. Have follow-up conversations with them, that you have an unlimited supply. If you’re in the Business RadioX business, you can get to pretty much anybody you want to get to.

Lee Kantor: It’s important to have a system in place that allows you to share your content. Tag the guests on LinkedIn. Connect with the guests on LinkedIn. Your LinkedIn profile – you should be building LinkedIn connections just on steroids if you’re with Business RadioX. There’s no excuse not to have thousands, if not tens of thousands of LinkedIn connections if you’re a part of Business RadioX. You can build those connections so easily just by inviting them on shows, just by sharing their content, and tagging them.

Lee Kantor: And then also, it’s important to sprinkle in some surprise and delight. What can you be doing to, you know, with somebody you’ve met to make their day a little better? And then also you want to be capturing testimonials. So many people had good experiences by coming on a show. Capture some of that goodwill. They’re happy to do this. And go through all your guests and ask each one of them to nominate another guest. That’s going to keep your pipeline full forever.

Lee Kantor: And then another thing that our good studio partners do is they hold their existing clients accountable for guests. They’re constantly asking their sponsors of shows. Is that guest going to move the needle in your business? Holding our sponsors accountable for guests is an important part of our job, and the successful studio partners don’t shirk that responsibility because that’s part of the value they add, is by holding their clients accountable for the quality of guests that they’re bringing on.

Lee Kantor: So if you do these kinds of activities relentlessly, you’re going to have a successful Business RadioX studio in your community.

The Ripple Effect: How Strong Leadership Cultivates a Thriving Workplace

December 18, 2024 by angishields

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On today’s Women in Motion,” Lee Kantor is joined by Jahnavi Brenner, founder of The Vivid Leader, a coaching and leadership development consultancy. Jahnavi shares her extensive background and emphasizes the importance of investing in leadership development within organizations. She discusses how leadership skills can be cultivated through intentional development and the transformative role of coaching. Jahnavi highlights the positive outcomes of such investments, including improved employee engagement, retention, and organizational culture. The episode also touches on aligning leadership development with business strategy and the benefits of community connections through organizations like WBEC-West.

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Jahnavi-BrennerJahnavi Brenner, founder of The Vivid Life, brings 25 years of corporate experience in R&D, Sales, and Human Resources. She has developed leaders at Procter & Gamble, Rally Software, DigitalGlobe, Medtronic, as well as scaling SaaS, pharmaceutical companies and startups.

Jahnavi holds a BS in Chemical Engineering from the Massachusetts Institute of Technology and a MS in Management and Organization from the University of Colorado, Denver. Jahnavi is a Certified Professional Coach by iPEC, holds the ACC designation from the International Coaching Federation and is also a Master Practitioner of the Energy Leadership Index. She is certified in the EQ-i 2.0, an emotional intelligence assessment tool and Emergenetics, a psychometric profile, used to enhance performance in teams and organizations.

Jahnavi is an active learner and continues to develop herself in leadership, organizational effectiveness, and human behavior. Jahnavi is a member of several local and national professional organizations, serves on the Board of Rocky Mountain HR People & Strategy and leads a strategic partnership between University of Denver and the Colorado ICF chapter. Jahnavi also serves on the Boards of the Emergency Family Assistance Association and Out Boulder County, local non-profit associations.

Connect with Jahnavi on LinkedIn.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women In Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Women In Motion and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories. Today on Women In Motion, we have Jahnavi Brenner with The Vivid Leader. Welcome.

Jahnavi Brenner: Thanks, Lee. Good to be here.

Lee Kantor: I am so excited to learn what you’re up to. Tell us about The Vivid Leader. How are you serving folks?

Jahnavi Brenner: We support organizations that want to create resilient, follow anywhere leaders and award winning workplace cultures. So, we are basically a coaching and leadership development, talent development consultancy firm.

Lee Kantor: So, what’s your backstory? How’d you get involved in this line of work?

Jahnavi Brenner: Oh, gosh. Lee, I have spent about 20 some years in corporate organizations as an individual contributor, and then a people manager in research and development, and then I moved into sales, and then I moved into HR. So, I made all of these moves because I got interested in aligning people’s interests as well as their passion with what the company was trying to accomplish.

Jahnavi Brenner: And, you know, I found when we were able to do that really well, we’re able to unlock their excitement to be at work, and they’re able to deliver the work they want to deliver, they’re able to contribute at their highest level. And then, the company, the organization can benefit because they’re creating their work product for their consumer, their ultimate consumer, to the best of their capabilities.

Jahnavi Brenner: So, to me, that’s really exciting. And sometimes you see challenges where people don’t get along at work or they feel like we have differences that can’t be resolved. But yet, you know, we’re all in the same company, we are an organization, we should find a way to be able to work together better so that we can do the work that the organization is here to do.

Lee Kantor: Now, do you believe after working with so many people that leaders are born? Or can they be made? Is everybody kind of a prospective leader if they are in the right ecosystem?

Jahnavi Brenner: I firmly believe that leaders can be built. So, leadership skills are things that we’re not born with. They are learned, and they’re learned just by swimming in the water. And it’s what someone did to you when they were your leader, they behaved a certain way, or they shared certain information with you, or explained things in a certain way to you. And you watched and learned and listened, and now when you step into a leadership role, you kind of mimic that.

Jahnavi Brenner: However, I believe that organizations need to be really deliberate in their development of their leaders, and not simply rely on what they might have learned at other organizations, and make a conscious effort to define what they want to develop their leaders in, what skills are important to lead at this company, and then put in leadership development programing or supports or structures to make sure that that happens.

Jahnavi Brenner: Leaders are definitely built, not born. And it is the responsibility of HR leaders and business leaders, organizational leaders, to invest and build and grow them.

Lee Kantor: I remember something somebody told me a long time ago and it’s really stayed with me. They said, “Why should I invest money and resources into developing these people and then they leave?” And then, the person said, “Well, what if you don’t invest money and resources into their leadership skills and they stay?”

Jahnavi Brenner: Right. Right. And then, you have a leader in your organization who’s relying on old skills or old methodologies, and they’re not working. I think that’s totally true, Lee. A lot of organizations don’t invest because they’re worried about the leader or their learner leaving.

Jahnavi Brenner: But what we find is that when you do invest, that person is watching and listening and absorbing everything they can about this company and really feel valued, and they feel seen, and they want to do a better job at that company. So, I think it actually builds loyalty. I’m sure there’s data to support that. I can’t quote it right this second here – well, actually, I think we know.

Jahnavi Brenner: We do know that investing in our employees drives loyalty of them because they feel like they’re part of this company and an irreplaceable part of this company, and not just a cog in a wheel or some unknown number on an org chart. They are actually a real human that can give to this organization in a really powerful way.

Lee Kantor: Now, it seems like you’re very passionate about this, and it feels like you have learned some lessons along the way that maybe left a mark. Can you talk about some of your past experiences where you saw maybe organizations get it right and benefit from this type of investment, and then maybe share some examples of them getting it wrong when they didn’t develop their leaders?

Jahnavi Brenner: You know, I was really fortunate to spend the first 17 years of my career at Procter and Gamble. And they’re a company, it’s a big CPG, Consumer Packaged Goods company, global company, and has been around for over 100 years. You can’t stick around for over 100 years if you’re not developing your future leaders to take your place, and take the company in a new direction and respond to new competitive challenges and new market forces, et cetera.

Jahnavi Brenner: Procter and Gamble invests a lot in their leadership development. When I was a new hire, this was back in 1995, I probably went to a three-day class every month that was about developing my skills to be an employee, not even a leader in the company, but an employee. Time management, presentation skills, critical thinking, all sorts of things were trainings that I went to, along with 25 other new hires in research and development. Then, when I became a people manager, and even before then, there were other training and offerings that were available to me to build my leadership skills.

Jahnavi Brenner: I learned how to lead people. I learned how to give feedback. I learned how to coach someone, so that’s a different skill than directing them and telling them what to do. They invested so much in developing their employees, and it really pays off in terms of giving people the skills and the experience they need to do more when they advance to those higher levels.

Jahnavi Brenner: On the flip side, I’ve been in other organizations that have been a little bit cash-strapped and not invested in leadership development. You know, unfortunately – I’d have to say this like coming clean here – I’ve been the HR leader at organizations where we put people into leadership roles, but we don’t equip them with the skills. And what ends up happening is they don’t have the skills, so they don’t do a great job. They come upon a situation where they have to give some difficult feedback to their direct report, and they might avoid it for a while. And then the problem, the issue grows and gets bigger and bigger and is left unattended causing even more ripple effects, or they do it but they do it poorly, and it doesn’t support the organization in making the change that they’re looking for in the employee or in retaining either the leader or the direct report.

Jahnavi Brenner: And then, the leader actually starts to feel less competent at their job. And it’s not any fault of their own. We shouldn’t expect these skills to just come from the heavens into them when they’re bestowed upon, you know, when they get the title of becoming a manager. Nobody just learns these skills or they don’t just come from the heavens. They need to be taught and they need to be practiced, and that’s where the company plays a really important role.

Lee Kantor: Now, what are kind of the symptoms that a company might be feeling that is really at the heart of a leadership development problem? Like, are there some clues that the organization C-suite could see and say, hey, maybe this signal is really about we’re not doing a great job developing our leaders, then that’s the problem we have to fix?

Jahnavi Brenner: Yeah, there are. This is when people call us, and so a few times come to mind. One is when they’re charging their next level leaders. So, maybe they’re in the C-suite and they look at their directors or their VPs, and they’re asking them to go do something together and they are not getting it done. What’s happening is there’s infighting, there’s finger pointing, there’s lack of understanding of the real goal. And they’re not finding they’re getting the results that they want from these people, and it’s because they haven’t developed them to be able to deliver those results.

Jahnavi Brenner: Another situation is when they’re not seeing the outcomes, the results. Like we want to meet the sales forecast, or we want to meet the product forecast, or we want to make sure our service levels are at a certain level and we’re winning awards, or we’re getting XYZ score on our NPS, and they’re not achieving that. They’re losing customers. Their product is number two or number three in the market.

Jahnavi Brenner: They’re not maintaining or able to get to that number one status in the marketplace for whatever they’re providing often is a leadership development issue. We might fall into the trap that it’s an innovation issue, but it’s usually a leadership development issue. The leaders aren’t developed well enough to unlock the brilliance and potential of all the people in the company, and that needs to be addressed.

Lee Kantor: Is also a situation where maybe this one role has high turnover and they’re blaming the individual, and maybe at the heart of it is a leadership issue or a lack of clarity?

Jahnavi Brenner: Yeah, absolutely. Turnover, lack of engagement and employee surveys, these are all things that need to be addressed with leadership development. Now, I feel like I’m saying everything’s a leadership development problem, not totally true. But in many situations, when we look at how employees think about staying in a company and why they stay in a company, it’s because of their relationship with their manager. And if managers are well-equipped to connect with employees and then set goals with them, give clear expectations, give good feedback, they often are finding that experience to be really rewarding. Both the employee and the manager are finding that experience, that cycle to be really rewarding.

Jahnavi Brenner: In the absence of clear direction, employees do the best they can. They come with the best intent, but you can’t bank everything on intent. That’s not all there is. You have to have some expectations as well.

Lee Kantor: Now, you mentioned coaching a little earlier, is coaching something that is more spread out throughout an organization? Because back in the day, coaching was only, you know, at the highest levels. Are you seeing coaching being delivered throughout the organizations more often nowadays?

Jahnavi Brenner: Yeah, absolutely. Our firm coaches C-level executives all the way down to first line managers, and even some individual contributors that are promising. And what coaching is, is it’s an individualized development experience. So, in our coaching engagements, we start by getting feedback from the stakeholders of the coachee and doing some assessments, helping them become a bit more self-aware of how they show up at work, and what’s driving their success, and what some blind spots might be. And then, we have the coachee create a development plan that says here are the three things I’m going to work on during this coaching engagement. They’re usually about seven months long. And then, with their coach, they work on those three things.

Jahnavi Brenner: And so, we find that the structure of our engagements with the feedback and the development plan and each coaching session tied to something on the development plan, is really a powerful way to make sure the organization gets what they’re expecting from the coaching engagement and what the coachee needs to grow in, in the coaching engagement. And we’re seeing a lot of success. A lot of the companies that we do work with are providing coaching to director level employees or manager level employees, and they’re often doing it because they’re seeing that they haven’t spent the time or energy to invest in that person as much as they could have or should have.

Jahnavi Brenner: The manager of that person doesn’t have time to spend with them to help them understand how the new role is different than the old role. And the HR leader also doesn’t have time to give them that one-on-one individual support. And often, when they give that one-on-one individual support, they’re just telling them what to do. They tell the person what to do.

Jahnavi Brenner: And in coaching, we as coaches ask questions so that individual is figuring out what to do. They’re not being told. They’re coming up with the plan themselves. And it’s in that creation process that they then have more interest in executing on the plan, more buy-in into the options that are ideated, and really are excited and energized to take action and feel like they’re building their own confidence in being a leader as well, addressing the challenges that they need to address.

Jahnavi Brenner: We’ve seen clients get a 7 to 10X return on their financial investment in coaching with us, which is really exciting to see. And the return is showing up in retained employees, innovation to the marketplace, speed of collaboration, and also retention of critical customers. You know, that’s what we’ve seen with our clients when we’ve measured the ROI of coaching.

Lee Kantor: Can you share some tips for our listener when it comes to getting started or putting a program like this into place? Is there some do’s and don’ts?

Jahnavi Brenner: Yeah, absolutely. When you’re starting to think about leadership development, it’s always important to think about the organization’s strategy. What’s our business strategy and where is this organization going in the future? And that will and should inform the skills you want to build in your leaders. In the absence of that, you would likely build a program that’s simply going to get them a little bit better from where they are, and what you need to do is think about where is the future going to be and develop them to get to that point in the future.

Jahnavi Brenner: So, we usually start by talking with senior leaders in the organization about what’s going on currently and what are their visions and plans for the future, and kind of use that as our North Star to guide us in developing their leaders in terms of the content. And then, when we think about the methodology, we are often understanding the constraints of the organization. Do they have time for a week long in-person experience? Is this a half-day experience once a quarter that they go through with work that they do outside of the training class or group coaching sessions that they go to outside the training class to support them in the application of the new concepts?

Jahnavi Brenner: So, the first thing is aligning your development to the business strategy. And then, the second thing is making sure you understand the constraints and context of the learner so that you build the experience that it’s easy for them to engage in.

Lee Kantor: Now, why was it important for your firm to become part of the WBEC- West community? What were you hoping to get out of that?

Jahnavi Brenner: What the WBEC-West community provides for us is connection to other women-owned businesses and the camaraderie that comes with being a small business enterprise. You know, we really like connecting with fellow owners to understand and kind of share best practices. We also have been able to meet large corporate companies through our connections with WBENC. We just recently went to the National Conference that was in Denver just earlier this year, in March of this year, and met many representatives from companies that we wouldn’t have been in touch with earlier. And so, it’s just kind of opening doors in terms of meeting peers and also in terms of meeting prospective clients.

Lee Kantor: Now, speaking of prospective clients, what does the ideal client profile look for you?

Jahnavi Brenner: Our ideal client is someone who cares about building resilient leaders in their company and wants to have an award winning culture. So, if you care about building leaders in your company and you really want them to be 100 percent equipped for their job, we’re probably a good partner for you. We work in the nonprofit and for-profit areas, and we work across the industry. I personally have deep experience in consumer packaged goods, in healthcare, and in tech and software and hardware companies. But our team has even broader experience across education, manufacturing, banking, multiple other industries, and so we are able to serve clients across a variety of industries.

Lee Kantor: What about sizes? Is there a sweet spot when it comes to a number of employees or size of the organization?

Jahnavi Brenner: When we’re doing a leadership development program, usually it’s a 300 person or more organization. Or even a program for career sponsorship or career mentorship, those types of things are usually done in larger organizations where you have at least 20 people managers that you think are in this target audience. We’ve done coaching for people in organizations that have been as small as 10 to 15 employees, where they needed a coach for their senior executive and wanted to get that support, that leadership development support in a highly individualized way. So, we work with anyone, really, but it depends on the situation, but obviously the offerings are a little bit different depending on the size of the organization.

Lee Kantor: So, if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what is the website? What’s the best way to connect?

Jahnavi Brenner: The best way to connect is to go to our website, which is www.vividleader.com. And on there, you can learn a lot about our services, our speaking that we do, and also book a consult. We can have an initial chat to talk about what’s going on in your organization and what might be a good solution and how we might be able to help.

Lee Kantor: Now, before we wrap, is there a story you can share about maybe a successful engagement where you helped a company get to a new level?

Jahnavi Brenner: Yeah, there is. We’re working with an organization, a nonprofit that was struggling actually to justify the funding they needed to support the development of the leader that we coached in the organization. And so, we started the coaching engagement, and I worked with the HR leader, and I assured her that they would get a really high ROI on this engagement. And they had a person in a role, and before that person was in the role, it was kind of a revolving door. There were people coming in, coming out, coming in, coming out, and they really were worried about the current person in the role.

Jahnavi Brenner: And so, we engaged with them and we provided a leadership coach for this employee. And she was new to level, new to role, and was kind of struggling with the responsibilities of the job. And struggling in the way of like not thinking big, not thinking as a function leader, but really kind of thinking as an individual contributor. And so, through our coaching, she focused on leading her team more directly, leading her team and stepping into that leadership role, and instead of thinking and responding to what’s happening in the organization, she started leading more proactively. She also learned how to communicate better with her manager.

Jahnavi Brenner: And one of the things that happened in this engagement is she had a new hire on her team who came to her with a new idea on how to run the warehouse. Warehouse is a key part of their operations and it’s a pretty big, important part of their operations. The new hire had an idea to change how they do something in the warehouse. And the manager came to a coaching session and was like, “Ah, I probably should tell my boss about this.” And, you know, wasn’t very excited about it.

Jahnavi Brenner: And so, in the coaching conversation, she worked with her coach to create a new way to pitch this idea to the manager. And it might sound simple, but the way she had pitched ideas in the past just didn’t land right with the manager. And so, what they did in this coaching conversation was come up with a completely different way to pitch the idea, and one that was really tailored to the things that the manager cared about.

Jahnavi Brenner: “What do you think the manager cares about?” “Well, cares about efficiency, cares about saving money, cares about saving time.” “Well, what do you know about this idea and how it might save time, money, or create efficiency?” “Well, I’m not sure.” “Well, how could you test that? How could you create some data, like come up with some data that you can give to her to make her a little more excited about that idea?”

Jahnavi Brenner: She revamped her pitch, got a little bit of data, and pitched it to her manager with a new sense of confidence. And the manager said,
“Yeah, let’s go do it.” They implemented that idea in the warehouse, and we estimate that they got an ROI of probably over $250,000 from just one idea being pitched to the manager in a different way based on what she experienced in just one coaching session.

Jahnavi Brenner: I think that comes to like 1000X on the return. It’s big because it’s about seeing a situation in a new light. It’s about building new skills. And it’s about building confidence as a leader. And that’s something that comes with practice. And we were able to give her that opportunity in the coaching session and help them get that result. And I’m really excited about that, because when we went back to the HR leader who was worried about how much they were going to spend on this, we were able to show them that ROI, they were just blown away. Just blown away by it.

Lee Kantor: The impact is real, and then not only do you have engaged people, you have savings for the organization that hits their bottom line directly. The ripple effects are real.

Jahnavi Brenner: Yes, absolutely. We have a retained new hire who is like, “Wow. I just walked into a really great organization because they hear my ideas and they implement them and they work.” We have a retained manager. We have a VP who thinks even more highly of her direct report and team. And then, like you said, the change in the warehouse improved the efficiency and the operations there pretty dramatically.

Lee Kantor: Well, one more time before we wrap, the website?

Jahnavi Brenner: The website is vividleader.com, and people are able to book an appointment, also see our services and what we offer, and learn a little bit more about our philosophy on coaching and leadership development there.

Lee Kantor: Well, thank you so much for sharing your story. You’re doing such important work and we appreciate you.

Jahnavi Brenner: Thank you, Lee. I appreciate the opportunity to be with you.

Lee Kantor: All right. This is Lee Kantor, we’ll see you all next time on Women In Motion.

Tagged With: The Vivid Life

BRX Pro Tip: Do a Social Media Audit

December 18, 2024 by angishields

Building a Sustainable Future: Joy Seitz on Solar Energy and Leadership

December 17, 2024 by angishields

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Building a Sustainable Future: Joy Seitz on Solar Energy and Leadership
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On this episode of Women in Motion, Lee Kantor is joined by Joy Seitz, CEO of American Solar and Roofing. They discuss the solar industry, focusing on the services provided by Joy’s company, the benefits of solar energy, and common misconceptions. Joy shares her journey to becoming CEO, emphasizing the importance of resilience, leadership, and understanding the roles of a visionary and an integrator. The conversation also covers the financial aspects of solar energy, the impact of policy changes, and the importance of collaboration and self-belief in achieving success.

American-Solar-and-Rooting-logo

Joy-SeitzFrom the boardroom to the construction site, a hard hat and heels are not a contradiction for Joy Seitz, CEO of American Solar & Roofing. Just as solar and other technologies are reinventing the way energy is harnessed and put to use, Joy is reinventing and pushing against the “old way” of doing business in roofing and solar.

Joy is the Visionary of the company, holding the responsibility of what tomorrow should bring, what has been done in the past and what culture will link the two. Her experience with venture capital has made her understand the need to focus on other industries that can help drive the renewable energy industry. From artificial intelligence and zero-day viruses to the media and climate change, no subject is off the table when Joy contemplates the future of energy and business.

Bringing it back to the office, Joy is dedicated to creating a lasting culture in her company. She has committed time and resources to executive coaching for herself and leadership. She interviews her vendors to ensure they align with the company core values and she understands she votes with her dollar. Last, when given an opportunity she will always stop to talk to the craftspeople who are on rooftops every day.

Her love for craftspeople who build America, and solar electric systems or roofs, is seen when she talks with them. And her focus doesn’t stop, Joy is a dedicated advocate at the local and state levels for renewable choices that are cost-effective for the consumer. She is also a prominent voice within the industry advocating for the proper training, safety and treatment of tradespeople and her entire team.

She believes this not only ensures the company team finds value in their chosen career path, but takes pride into elevating the skills and craftsmanship they deliver toward superior installations of roofing and solar technologies, leading to delighted customers and partners.

As a native of Arizona, Joy is committed to building quality relationships with those who call the state home and seek to make it an enticing place to live and work. She brings her decades of experience in marketing, business and policy, supported by a degree in Global Business and Finance from Arizona State University.

Connect with Joy on LinkedIn and Facebook.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women In Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here, another episode of Women In Motion and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories. Today on Women In Motion, we have Joy Seitz and she is with American Solar and Roofing. Welcome.

Joy Seitz: Hi. Thank you so much.

Lee Kantor: I am so excited to learn what you’re up to. Tell us a little bit about American Solar and Roofing. How are you serving folks?

Joy Seitz: Great. Thank you so much. American Solar and Roofing is the original solar installer in Phoenix, Arizona. We started serving utility customers back in 2001 and continued that journey into commercial and residential projects. And so, we’re nearly 25 years old. We received our roofing license in 2008 so that we could install solar better and higher craftsmanship on the roof. And we’ve just been serving, again, residential and commercial clients since 2001.

Lee Kantor: Now, is there any kind of misconception or maybe myth about solar that you’d like to dispel? Is there anything you can share with somebody who’s thinking about solar? Can you kind of talk us through this a little bit about the why is it important to consider solar as a choice?

Joy Seitz: Yeah. I mean, the first thing I always say when people say does solar really work is, well, I’m nearly 25 years old and majority of my business comes from return business. So, if it didn’t work, those two pieces of data, I would not be able to share them. And then the next thing, many people choose to do solar just because they want to control their expenses in their home, so it does lower the prices you’re paying to the utility. Another reason, obviously, is climate change. To be a part of the solution of climate change is very critical, so homeowners choosing to go solar is a vote towards pushing their local or federal government to do more to solve our climate change issues that we are experiencing throughout the globe.

Lee Kantor: Now, is it something that if I switch to solar, I’m going to see a change in a year, in five years, in ten years? Like, when am I going to kind of see a financial ROI on it?

Joy Seitz: So, depending upon the state in which you’re listening to us from, the ROI can be different just based upon the utility rates. But in Arizona, the typical ROI starts from day one, because as soon as we turn on your solar, you’re no longer buying that energy from the utility, you’re buying it from yourself. So, you’re already getting that investment from day one. But the full system is normally paid off between seven and nine years. And, again, being 25 years old, I can tell you that solar systems last a lot longer than even 25 years. You just have to make a couple investments to the product, so your ROI is seven to nine, but it can last on your home for 30 years.

Lee Kantor: Wow. So, it’s dramatic. If you’re going to be there for a while, it’s definitely something you should consider.

Joy Seitz: Yeah. And also, again, depending upon your why. So, if your why is I want to invest in solar because I want to start indicating to my city council members, to my neighbors, again, to my federal government that solar is important to the movement of and acknowledging that climate change is real. So, there have been many studies by even ASU here in Arizona, Arizona State University, where if you own solar and you put it on your home, that it does increase the value of your home. So, it’s never a bad decision to make even if you only stay there for four years, and we experience that all the time with our customers.

Lee Kantor: Now, are you seeing more and more people adopting solar?

Joy Seitz: Yes. National SEIA is saying that more and more people are adopting solar. We did have a hiccup in the residential market about 18 months ago, just some policy changes really exposed some issues within the industry that needed to be corrected. So, policy changes put a spotlight on kind of some opportunities to make our industry better. And so, right now we are in a true up phase, I think, as an industry, and we believe that 2026 actually will be a comeback year for the residential market. If you look at commercial or you look at utility scale, those are not being impacted as much, and so you’re seeing extreme backlogs even to get those projects online.

Lee Kantor: So, what’s your backstory? Have you always been involved in solar?

Joy Seitz: The job that I was carrying right before this position as CEO is I was involved in government relations, so I was working in in-house lobbying firm working on a number of different topics. And so, in 2009, I came into the company as a policy manager to do a lot of government relations work with all levels of government here. And then, as the company grew and then downsized, the requirements of the company and the needs of the company to be able to compete against utilities fighting us, and a lot more competition of the solar market coming in, the company really needed my superpowers, so then I took over as CEO in 2014.

Lee Kantor: So, what are your superpowers?

Joy Seitz: My superpowers is to be able to not be concerned of today’s issues. Today’s issues of the company from running payroll to maybe onboarding somebody or somebody quitting or even an accident, those issues as a leader can sometimes drown you and make it that you can’t see the forest or the trees. And so, my superpower is to not get emotionally tied up in today’s problems, but to always be looking eight to ten years in the future of where I believe the company can go, and really stay focused on that and stay committed and truly, mentally positive to what tomorrow can bring, and not allow today’s problems to drown me in fear and stagnate.

Lee Kantor: So, how do you, as a leader, communicate that vision and get buy-in from kind of the people who maybe lack that vision on your team? Is it something that you have to work on, like communication skills, or do you have to just choose the right people that kind of buy-in? How do you, as a leader, kind of you’re seeing farther than they are, and they’re the ones who are dealing with the problem that need to be triaged?

Joy Seitz: Right. So, everything you say, and I would say I was lucky enough to be connected to another female CEO who was in the roofing distribution side. So, I was buying my roofing products from her, and she introduced me to EOS, which is the Entrepreneurial Operating System. I am not here, I do not get paid by them. But that, honestly, saved my life and saved my sanity. And I shouldn’t say life, that’s crazy. But it saved my sanity and it really put me on the right path.

Joy Seitz: So, the key thing to EOS was really identifying that I am a visionary. I kept trying to live in the seat of an operations role, like a COO role. I am truly a visionary. I am able to come in and see the problems that we’re having and say to my very strong team you can solve it like this, this, this, or this, and then I have to let go of the vine and give them an opportunity to use their superpowers to solve those day-to-day problems.

Joy Seitz: So, as soon as I realized that there are two major functions to run, really, a company, which is that visionary role, which is not that day-to-day thinking, I was able to find an internal candidate who helps me as my chief of staff integrator to help me run the day-to-day. And those two roles are just drastic. And so, as soon as I figured that out, and I learned EOS, and I learned my superpowers and how I can leverage other people’s superpowers, I really got my life back and I really even got more positive. I saw the roadmap to how my vision could actually come into play.

Lee Kantor: I think that’s so important, and I think the EOS framework is really important for people to at least learn a little more about it. And like you mentioned, the visionary and – what is it? The integrator?

Joy Seitz: The integrator.

Lee Kantor: So, they work hand-in-hand. One is kind of seeing down the road and the other is making sure the trains run on time. And you got to work together and you got to let go. So, those are important components to it. And there’s books about it. There’s people that teach it around the country. So, I think it’s a great framework for a lot of entrepreneurs and a lot of entrepreneurs have benefited from it.

Lee Kantor: When you were making this shift, this was kind of a mindset shift for you because you were probably doing both parts of this and you were probably frustrated by the operation side, and now here you have at least a roadmap of this is a different way of looking at what I’m doing. Was that difficult for you to buy-in or did you get it right away, and you’re like, “Look, I’m just going to find an operations person and it’ll be their problem to deal with all this stuff.”

Joy Seitz: Yes, and. So, I love to say that I read a lot of books, but I don’t. I listened to the book Rocket Fuel on audible, and it’s only a 2.5 hour book that describes the visionary and the integrator role. And after I got through the first, like, 34 minutes of it and explained the visionary, a layer of shame kind of fell off my body. I stopped shaming myself for not being able to get the traction that I wanted to get.

Joy Seitz: I fully embraced it and I fully accepted it, like, “Oh, my gosh. This is what I need to get done.” It has taken me, though years, to find the right team member, the right puzzle piece is what they would call it in EOS, to really latch on to me because every visionary is different and everybody has a different way that they do things. And it’s super critical for the visionary to find the right person that they can trust and really partner with that sees them and respects them and wants to do that work.

Joy Seitz: So, once I figured it out, I was like, “Okay, great. This makes sense,” and I just thought it was going to click. And like, no. I mean, the visionary integrator role is like a marriage. And I actually say that I interviewed integrator candidates more than I interviewed my husband before I got married. Especially if you have aggressive goals. I have very aggressive goals for my company. Like on a scale of 1 to 5 as a visionary, I’m a 5, which means that I need an integrator as a 5. I’m doing crazy things with crazy goals and objectives that are very high for myself and for my team. So, that requires me to have a level five team to support me.

Lee Kantor: Now, any advice for the listeners that maybe are visionaries and are trying to find the right fit for an integrator? Is there some do’s and don’ts that you learned? You know, because I would imagine you had to kiss some frogs before you found the right person.

Joy Seitz: Well, I’ll just say this is my experience, is that, again, I’ll just speak as this is WBEC and maybe there’s a lot of women listeners, I had to do a lot of soul searching on belief in myself. The narrative I had in my mind was I need to latch on to somebody who is smarter than me, to be frank. And going through the process of hiring people that were older white men who I have been told my whole life are smarter than me, and then I hired those people, and then I was like, “Oh, no. We’re exactly the same.” I know my stuff. You know your stuff.

Joy Seitz: I really had to come and accept the fact that I am very educated on what I do in my company, that I know how to run my company. Do I want to break down an Excel workbook? No, I don’t. But that does not make me stupid. That just makes me be like, I’m not doing that. And so, once I really accepted that, that was an important piece to the puzzle of just knowing I can, but I don’t want to and I don’t need to.

Joy Seitz: And then, the next thing I just did was I looked internal again. At the time, I didn’t have internal candidates, but somebody internally was really doing a lot of work on themselves and wanting to scale for themselves. And so, now I found an internal candidate to really help me scale that. And so, I also thought, I don’t know, I just had a movie version of how I thought it was going to go, that I was going to find this really smart person that I’ve seen on TV my whole life, and they were going to come in and solve all my problems.

Joy Seitz: And that’s just not the case, and so I just had to kind of come to that realization. And I would say that was kind of the negative thing about EOS is, is it made it feel like it was supposed to be like a prince was going to ride up on a horse and help me. And that ain’t it.

Lee Kantor: Right. Well, a lot of times those frameworks are just frameworks. It’s not a paint by numbers, you know.

Joy Seitz: Right. Right. But you want it to be when you’re so desperately exhausted by sitting in a seat or being in a role that you are tired, and then somebody tells you how to solve it, you want it to be paint by numbers because you just don’t want to be in that role anymore. And that’s where I was, and I had to come to a full grasp on that.

Lee Kantor: Now, did you get to that point just through your own frustration and your own kind of discipline, or was it did you have a mentor, or did you have a coach that helped you kind of get that aha moment of, “Look, you’re fine. Just find the right puzzle piece here.” You can find this person. You are smart enough to be doing this. You are kind of brave enough to be doing this. And you’re the right person for this. They’re not the right person. If they were the right person, they’d be in your seat.

Joy Seitz: No. I wish. It sounds like you, Lee, should have been my coach. No. I do have coaches. I do have an implementer for EOS. All of them are powerhouse women who very rarely give out compliments and attagirls to me. As Brené Brown will say, through the Theodore Roosevelt quote, they made me stay in that stadium. They made me rumble and tumble and get dirty and get beaten up. And they always stood by me, but they never gave me a roadmap. They gave me this support knowing that I could call them. But even if I called them, they would be like, “Oh. I don’t know, what are you going to do?” And I still had to get into the weeds. I still had to do the work.

Joy Seitz: So, I had the faith that they were there, but there was never a time they did what you’d want a mom to do, and just like give you a hug and tell you it’s going to be okay. There was never that moment. I had to do that all for myself. Which hindsight, I guess, that makes us all great people. But, dang, when you’re in it, it just isn’t fun.

Lee Kantor: And it’s hard. And that’s where a lot of people, they say, enough, I’m going to get a job. I’ve had enough. This is too hard.

Joy Seitz: Exactly. That’s when you’re like I’ll just do 9:00 to 5:00 and be an employee and clock out. No, it’s true.

Lee Kantor: So, now it sounds like you found the right person, is there any kind of clues that you have uncovered that looking back, you’re like, “Oh, I need them. When they’re doing things like this, that’s probably a signal that they could probably do this job.” Did you learn some things that you could share that maybe helped kind of make the next person’s path a little smoother?

Joy Seitz: Yeah. Again, I’ll take full responsibility around on a scale of 1 to 5, I’m a 5 on visionary, so I run at 80 miles an hour. It is important for me to find somebody who is okay with me running 80 miles an hour. But also at the same time, I really came to be okay with getting one percent better every week. Again, when I found out about EOS, I was like, Game on. Give me that person. Unclick this seat belt. Let’s go.

Joy Seitz: And I just realized that a lot of people don’t function like that, and that’s okay. I can still achieve my goals in a more thoughtful way. If I would have known then what I know now, I would have accepted my advice of be okay with small changes every week. Be patient with that and be appreciative of that and live in gratitude around that.

Joy Seitz: Again, when I read the book, I just thought it was going to be a knight in shining armor, the end. And it just wasn’t. So, now my advice is if you have an internal candidate – I mean, even then when I started this, I had an internal candidate that I could have worked with and partnered with and done coaching with, and I could have gotten them coaching. And I could have been further down the road now if I would have not believed that narrative of a knight in shining armor.

Joy Seitz: So, if you have an internal candidate, definitely partner with them. If there are things that maybe they don’t know, that’s okay. And you don’t have to train them, just go make that investment through a coach for them or through some education for them, because they will get further down the road if they’re committed to you and your vision than anybody you bring in externally.

Lee Kantor: Now, why was it important for you to become part of the WBEC-West community?

Joy Seitz: Thank you. When I took over as CEO, my company and the solar industry were basically failure one and failure two. I mean, we were both on the deathbed of not coming back. So, the solar industry was being targeted by the utilities and fossil fuel, and they wanted to destroy our business model, so I was fighting that battle. At the same time, the leadership before me had all but made my company insolvent. And I had to armor up and use my superpowers and solve all of the problems.

Joy Seitz: Eight years ago, I had becoming a woman-owned business on my roadmap. And because I was in the arena and rumbling with the enemies, I didn’t have any teammates that could even be focused on going through the process. I think everybody who’s gone through the process can say there’s a lot there. You have to do a lot of the work, and you have to have all of your paperwork and ducks in a row to get it done. And so, while I had all the paperwork and I had all the ducks, it takes the time to submit it and answer all the questions and get it done.

Joy Seitz: And so, this was a hope that I wanted, and it’s something that I saw that I wanted for myself eight years ago. And so, to finally get it across the finish line and to know all of the work that I had done to become a woman-owned company and stand in my power of that, it’s like almost like a badge of honor to be a part of this group and to become a woman-owned company. You know, I joke, somebody said did you get it to get more business. And I’m like, no, I just wanted to raise the flag and be proud of it. And getting the business, it’s just sprinkles on top for me.

Joy Seitz: So, it was always on my roadmap. I’m proud that my team and I got it across the finish line. Again, I had a lot of teammates helping me. And now forever, you know, I will want to encourage any woman to get it done and feel proud of the work that they’re doing.

Lee Kantor: So, what do you need more of? How can we help you?

Joy Seitz: I think for me now, and I’ve partnered with some of the folks here in Phoenix, I think now I just need to be trained. It’s a new language, and now I have to go learn that language. I know the language of how to lobby for more solar, now I need to know the language of how do I leverage this. As I’m now finding out, there are businesses who are looking for me, how do I make it that they can find me? And so, I am now going to be reaching out and learning about how I can be seen more so that it’s a win-win.

Lee Kantor: So, if somebody wants to learn more about American Solar and Roofing and maybe connect with you or somebody on the team, is there a website? Is there a best way to connect?

Joy Seitz: Yeah. I’m Joyce Seitz on LinkedIn. I still maintain my own LinkedIn and my own messaging, so anybody who wants to partner with me, give me a LinkedIn there. I love taking conversations with other women owners working to do what I’m doing. And then, just our company website is americansolarandroofing.com and you can get all our contact information there.

Lee Kantor: Well, Joy, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Joy Seitz: Thank you so much for your time.

Lee Kantor: All right. This is Lee Kantor, we’ll see you all next time on Women In Motion.

 

Tagged With: American Solar & Roofing

BRX Pro Tip: Every Company is a Media Company

December 17, 2024 by angishields

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Stone Payton : And we are back with Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, I had a guy from out of town the other day that I just met. He asked me what I did. I said I’m a partner in a media company and I thought a few minutes later, dang it, everybody is in a media company to some extent, aren’t they?

Lee Kantor: Yeah, I think that’s absolutely true. You know, I’m old enough to remember when technology companies were technology companies and now everybody is a technology company because everybody’s using technology to help them in their company. And I think now we’re evolving beyond that to the point where now everybody is a media company because everybody is creating content and creating media. And now there’s no way to discern between quote-unquote professional media and, you know, company-generated media.

Lee Kantor: So I think that’s what’s happening in the media world today. And that’s why there’s a lot of kind of real issues when it comes to trusting sources and stuff because everybody’s a media company. That means who is telling you the truth and who’s telling you what you need to know.

Lee Kantor: So I think that in today’s world, every business is a media company and that allows them to share thought leadership. And B2B businesses are positioning themselves as industry experts by sharing their unique perspectives and data-driven insights.

Lee Kantor: And so it’s important for companies to have some sort of a strategy in place. You can’t just put your youngest person in charge of social media to post things that they think are interesting. You have to have kind of a strategic plan when it comes to sharing content in today’s world, and you have to have some sort of a strategy to get the content that you want out there that’s going to position you as a market leader and somebody that knows what they’re talking about, and that’s authentic. If you’re not doing that, you’re really missing out. And it’s really hard to kind of do this by delegating it to somebody who really isn’t invested in the success of your business.

Lee Kantor: So I think it’s important for all companies to have some sort of a strategy and to have some sort of a plan to share meaningful content about their company, and that can be your thought leaders and executives sharing their thought leadership and their – you know, what they think about trends and what’s happening in the world that they are dealing with.

Lee Kantor: I think it’s important for companies to have a content strategy that includes sharing what, how their clients are benefiting from their service. I think it’s so important that you get it out of the horse’s mouth of, hey, these are our clients, and this is what they’re doing with our work. This is how we’re helping them. So if you can get your clients to actually talk about you in a positive way, I would capture as much of that content as I possibly could and share that all over the place, because that’s going to help get you your next client.

Lee Kantor: So, I think it’s important for businesses today to lean into being a media company and have this kind of content-centric strategy. B2B businesses are media companies so you have to create and distribute valuable information to your target audience. And you’ve got to kind of understand that this is a shift that’s going to allow you to build the brand awareness you need. It’s going to allow you to establish credibility, and it’s going to allow you to engage potential customers in ways that traditional marketing can’t do.

Ken Merritt with Off the Rails Productions

December 16, 2024 by angishields

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Ken-MerrittKen Merritt is the CEO, director and filmmaker of Off the Rails Productions, a film and video production company based out of Canton, Georgia.

Follow Off the Rails Productions on Facebook and Instagram.

 

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. This is fearless formula with Sharon Cline.

Sharon Cline: Welcome to Fearless Formula on Business RadioX, where we talk about the ups and downs of the business world and offer words of wisdom for business success. I am your host, Sharon Cline, and I haven’t done a show in a bit because I’ve had a cold and it’s just been unbelievable. But hooray! I’m back and happy to be in the studio today. I have the CEO, director and filmmaker of Off the Rails Productions, which is a film and video production company based out of Georgia and Canton, created in 2020 right before the pandemic or right at the pandemic. Please welcome Ken Merritt.

Ken Merritt: Hi. Hi, Sharon. Thanks for having me.

Sharon Cline: Thank you for coming. I know we met briefly in the fall, so I’m really excited to have you on the show to talk about how much. First of all, Georgia gets involved in your productions, but also your story about how you became a filmmaker. And we were just discussing briefly before the show started, kind of some some deep isms, like little stories that we know. And I’m like, made me so excited to have you because I know that we’re going to talk about some things that are very important to the human condition, but also to give people out there some, um, inspiration on how they can follow their own dreams, too.

Ken Merritt: Very good. Well, I, I, um, kind of came to this point with a crooked road. I mean, it had a lot of dips and ups and downs and curves and one way streets, detours. Um, I know one thing. It didn’t come by means of shortcuts. Sometimes when you’re looking for the shortcut, it kind of backfires on you. Um, and I have come to, uh, to this later in life as well, and I often wonder what would have become of me if I would have, um, started a little earlier. You know, in life, um, and it seems like I could have gotten so much more done with youth and energy and time on my side, but, um, you know, then I’m reminded that people with more wisdom than I that things happen where they are at the time in life that that they need to happen. And because of the experiences in my life, I can bring a little bit different element to filmmaking that, um, maybe I didn’t have when I was young. It’s a great way to cocky.

Sharon Cline: Cocky, determined.

Ken Merritt: Yeah, right. Um, full of myself. Um. And, uh, but, uh, I’ve always had this connection to cinema. Uh, movies. I’ve always just enjoyed watching them. Um, and then a lot of times we would, we would go to a movie and then go to somewhere like IHOP or waffle House and break it down. And, uh, and so I wanted to be in it early in life. In fact, in college, um, I was in a lot of, um, uh, plays in college and, um, acting wise, and I thought at that time I wanted to act. I didn’t think about writing for the for film. I didn’t think about directing, um, shooting anything. Um, but, um, I went to college at Carson-Newman College on a, um, wrestling scholarship. And so I didn’t get to really pick out what college I wanted based on their, their film department or their acting. So the closest thing that that college had to being in film and Being on camera is a Communication Arts degree with an emphasis in journalism, broadcasting, speech and drama. Uh, hey, it sounds good. Not too many accounting classes there. So, uh, I think I I’ll sign that one. Sign up for that one. And I’ve always I’ve been one of these. That’s been a real hard decision for me to decide. What do I want to do for the rest of my life? I mean, you’re kidding me, right? You want me to take one occupation and do that one job?

Sharon Cline: Build your whole life, the future.

Ken Merritt: Till I die. There’s no way I can decide that. You know, in four years of college. And so I sort of envied some people that kind of knew what they wanted to do ever since they were a kid. And, you know, I went through the perfunctory, you know, fireman, you know, astronaut.

Sharon Cline: Well, you’re a wrestler, right?

Ken Merritt: I was a wrestler and and I played football in high school, but I was I was not big enough to be an offensive lineman and not fast enough to be like a linebacker. And so I, I just thought, well, and I had a few offers to small schools, but I knew I couldn’t make money at football. So so I took the wrestling route because it’s shorter season. Football in in the South is pretty much year round. Um, so I didn’t want to put that much into something that I wouldn’t be able to make money at, you know? So I thought, well, if it’s going to pay for my school, I’ll do the wrestling. And, um, and so I was, um, I went that route and then I was going to get my master’s degree in broadcast journalism. And I kind of pictured myself at this point going, being that person that goes overseas and getting that, that daring scoop, you know, um, and, um, and the danger, the peril, the adventure. And, um, but I met this girl in college, and it was she was coming in while I was going out. And, um, she had other, other things in mind for me and I. I soon got married. Long story short, started having children and got involved with life so that that dream of doing something big, large, fantastic.

Ken Merritt: Got put on the shelf for what you had to do. You know, that is make enough money to have insurance and a mortgage and enough for diapers and wipes. You know, we had three children all in a row. Wow. One year apart. And so it was it was more about what I had to do instead of what I wanted to do. At that point, it was it was survival. And it wasn’t a marriage. You see it sometimes where both of them kind of have the same deal. They they don’t mind this starving artist lifestyle. Hey, I’ll work, pay the bills while you do your thing, and then we can swap out. It wasn’t that. And so. And then when you have a lot of kids like my wife did at that point. Um, it was, um, you know, you’ve got a lot to do. You’re tired all the time, and you’re just, you know, trying to make it to the next pay day and the next nap, you know? Um, so, um, so that got put on the industry kind of changed when I was in college. It was more about, uh, um, it was, uh, it it changed to to digital format. Okay. It went from analog to digital, and I knew that I was going to have to rebrand and go back to school and learn different, the different technology.

Ken Merritt: And, um, life didn’t afford me that. Um, and so I think the big wake up call was later on in life, I had, um, now I’m, I’m on my second marriage. The first one, um, just just didn’t work out as planned. Taught me a lot of life lessons. Um, and, um, so, um, my, my son, who, um. Now I’ve moved on. I married another woman. She had a son as well, but we’ve not had children together. But, um, he, um, he wanted to be an actor, and he wanted to move to California. And at that time, I was living in in Knoxville, Tennessee, and I said, um, not one to to squelch anyone’s dream. I didn’t I didn’t hound him with a well, where are you going to work. Where are you going to live? How are you going to do this? You know, kind of thing. Yeah, I was just going to going to pay the bills, you know, and I just just encouraged him. And he wanted to to go to California. And I said, well, how about we go together? We just have a father son bonding trip, you know, on the way. And I’ll, we’ll ride out together and I’ll fly back. And, um, he really, honestly did not know where he was going to live. He didn’t know, like just show.

Sharon Cline: Up to the.

Ken Merritt: City. He was going.

Sharon Cline: To just look when you get there, right?

Ken Merritt: I mean, we’ll figure it out. Okay. And, um, so, um, he lived in his car for about a year and a half, and, and I guess that kind of told me seeing how he sacrificed for his dream. Um, you know, it it showed me because the kids were all gone now. Um, you know, the child support payments were made, and I had a little bit more clearance now in my life to do something maybe I wanted to do. And at that time, I was, uh, I owned my own commercial cleaning business, and, um. And I thought, what? What is it if if I had to choose what one job I’d like to do above anything else, despite everything else, despite the cost or the schooling or anything else? All that aside, what? What’s the one dream job that I’d like to do and that that was make a movie and, I don’t know, some way, somehow write it, direct it, I don’t know, act in it somehow and didn’t really even know where to start. And so then I learned about all the the filmmaking going on in Atlanta. It’s been kind of a hotbed. It’s just kind of been building. Um, and I’m from Georgia, originally from Warner Robins, and I’ve got family still here, so I thought that I’m going to just move. I’m going to pack everything. We’re going to sell the house. We’re going to, um, to, to create this new life in the Atlanta area.

Ken Merritt: But, you know, it was such a big, crazy dream that I didn’t really tell a lot of people about it, about that end of it. They knew I was going to going to leave it. And they’re like, um, I could just hear them now, you know, a guy that’s, you know, in his 50s that’s going to leave his business in Knoxville and go and chase this, this wild dream of making a movie. Okay, it sounds, you know, and, um, I really didn’t want to get get laughed at too much. And I, you know, if there’s anybody that can maybe encourage me, but I didn’t really find anybody that I thought I trusted with that. So it was more like, I’m going down to Atlanta to be closer to the family. Parents are aging kind of thing. They need to be closer. It’s reasonable. Mhm. Just a different different outlook. A change of pace. And if anybody has ever gone through a hard divorce with children involved um they it, it is rough and it’s, it’s, it’s hard on the children. It’s hard on, on the parents. And I had gone through this craziness and, um, through false accusations to try to get control of the children and things like this. And it was very, uh, and I felt like I just, I needed a new scenery. Just a change of pace and. And get rid of a lot of.

Ken Merritt: Just flesh it out and start new. And that’s that’s what this, this journey has been about. And I didn’t know exactly where to start, so I, I, I looked around and researched. I didn’t care about having a degree. I just wanted to kind of learn something about the film industry so I could get my foot in the door. Um, and so I came across, um, Georgia Film Academy, which is not about a degree, it’s about a certification. And you, you just it consists of like two, um, fields that you get certified in and then an internship, and then you get your certification. So it starts with intro to film production. Um, that was in Norcross, and I was making that trip on a weekly basis. Um, ended up getting through that. But it wasn’t. It was more technical. It wasn’t very creative. It didn’t. It was really, um, a staffing agency for these film companies that are coming. Okay. Interesting lower level work, you know, for and I don’t don’t when I say lower level, I’m not demeaning those jobs. But it was more, um, they call it even below the line or above the line. Below the line is more like the grips, the gaffers, those that that are doing a lot of the heavy physical work. And then above the line jobs are more like directors, writers, producers. Yeah, exactly. That kind of thing. And so I.

Sharon Cline: Imagine, I imagine it’s important to know how to work this equipment. I imagine that’s not like it’s a useful skill and information to have. But it wasn’t what your whole dream was, right?

Ken Merritt: It really wasn’t. And and so I, um, I wanted to, to get something creative, like writing or, you know, running a camera or, uh, directing and producing that kind of thing. And so I heard about this, um, and it was part of a school in Atlanta, um, called, uh, Atlanta. I’m sorry. It wasn’t it was actually an extension of. So it wasn’t really part of it, but it was, um, the it was in Jonesboro and it was and it was a screenwriting course. And, uh, there’s, um, what’s what’s the college in Morrow? Do you know what I’m talking about? It’s, um, I.

Sharon Cline: Don’t I’m.

Ken Merritt: Sorry. No, it’s it’s fine. And I didn’t get a degree from there, but it was an extension of that. And then, um, so you you learn the formatting of screenwriting, and then what’s neat is if you at the end of it, you will pitch your, your idea to a panel with some professionals there to learn the art of the pitch as well. And then if they choose yours, then you can choose to direct it and then you’ll make it. And then, um, the production class across the hall will actually make it.

Sharon Cline: Amazing.

Ken Merritt: Yeah. So that was really, really cool there.

Sharon Cline: How did it feel to be pitching a story that kind of came out of your own head?

Ken Merritt: Well, I thought, you know what? I may not ever get another chance to make a movie because this is done on on their dollar and with their crew and their equipment. And I wanted to make something good because it might be a foot in the door for later, maybe some proof of concept that I can then pitch to to be a full length feature movie. And it turned out to be that case. They selected mine. It was called Jesse’s Gift, and movies that were real popular that year, had had music in them Like A Star Is Born, Bohemian Rhapsody, Rocketman. All of them were good movies, and they were also box office successes too. But I also have a brother that happens to be a musician, and he’s a songwriter, and and he encountered a lot of things in Jesse’s gift that he’d been, um, trying to make it in the industry for a long time and got bumped back and forth and beat up. And.

Sharon Cline: Um, the same themes were in that story. And you had had this story in your head for how long?

Ken Merritt: Well, um, well, since, uh, you know, we had to have an idea to, to write a story. Then I started thinking, what could I do? How can I write to my resources? And I knew that my brother was this musician. He wasn’t going to charge me for rights to music. And it also contained a story in it, this this character arc of someone one who, um, gets beat up by life, loses all hope. And then, through the gift of a dying father, finds a way to regain his destiny. And a lot of the events in the film are true. Now, when I did the short film, that’s what.

Sharon Cline: 30 minute long.

Ken Merritt: Film. Right. It was. It was different then, um, sort of the same premise, but it wasn’t as involved, as rich, as deep as the story that it is. So once we we got the, the short made and.

Sharon Cline: It was with this school that did this, what was that like to actually see people working to create a story?

Ken Merritt: It was really cool. I mean, to think that, um, you’ve written something and then the actors are going to act it out, the words that you wrote, and then it begins to take a life of its own. And, you know, I tell people that a painter has has a paintbrush. A musician has an instrument. A filmmaker has an army. And and it it there’s this group of people that when you’re working all working together on something that’s bigger than you. And, um, everything else kind of falls away. The socioeconomics, the gender, sex, whatever, because you’re working towards a goal. And if you want to work beside me and, and help help us finish this goal, then that’s all that that matters. So it’s a real bonding experience. And it was it was it was really cool seeing this, this script come to life. So once the short was made, then, um, then I met this producer Troy Bakewell on and he, he also has a rent a gear rental company called Indie Gear Solutions. And I met him on the set of a movie that I was, I was working as a boom operator on because, you know, you just take whatever you can get. And the film industry just to get experience and bump was a pretty cool job because when you’re you’re you’re on the actor, you’re close up front with the cameraman, you’re close to the, the director. So you’re hearing all the notes. You’re not working, you know, somewhere in the background.

Ken Merritt: Um, so you’re seeing how the process is done. And the one who was renting the gear to them was a guy named Troy Bakewell. And I gave him a card, and, you know, he said, okay, give me a call. And I, you know, here you go again. You’re going to call and you get their voicemail and they’ll never call you back. And, you know, happens to me, I’ll send them a bunch of emails and they never respond. And I’m like, yeah, here we go. But, you know, I called him once things calmed down and that was over, I called him and he answered. He actually answered the phone. Okay. Um, now, granted, he’s not this big, big time producer. He does that kind of on the side, um, because he, he does a movie every now and then to show people what kind of movie you can make with his gear. And in order to do that, they like to take a short film, like a student film or something and help them make it into a feature, and then they can say, look, this movie was done on an amateur level with my equipment, but looks like anything else out there on Netflix, Hulu, you know, whatever. And so I when I told him our options and he was like, because I had done, I had won an award with a horror movie and and it was called The Green Monster.

Sharon Cline: Oh, you have the great monster. But there’s also one I saw that was called consent. Yes. Yeah.

Ken Merritt: That was that wasn’t there at the time. But that’s been done. And we’ve done we’ve done a lot of shorts now. That’s amazing. And those are kind of practice for us. So when we do a full length feature, you know, we we use a lot of the same people that have been making our short films. And we we’ve got some experience at it and you.

Sharon Cline: Build relationships with them then, right?

Ken Merritt: Absolutely. You really do. And if you look at some of the big time filmmakers like Tarantino or Clint Eastwood, a lot of them use the same crew members and everything, you know, just because there’s a level.

Sharon Cline: Of trust.

Ken Merritt: Right? And that’s a big part of it. The trust.

Sharon Cline: It’s very sacred what you’re doing. You’re creating media that you’re hoping will affect people’s lives.

Ken Merritt: Absolutely.

Sharon Cline: And have it land the way you want. So to have a level of trust with people, it’s like, why would you want to invest, you know, all that time with someone that you don’t know? Exactly. Yeah. And you’re good to work with and easy to work with. Yeah. You know, and.

Ken Merritt: And I tell people that if you’re in there with a valley with me, and if I do get to the mountaintop, you’re coming with me. You know what I mean? I don’t I’m not going to forget how I got here. And so it was it was, um. I told Troy about the different projects, and he he opted for the Jesse’s gift, and I didn’t think he would. I thought he considered it a boring drama. And when you do your research, you find out that a lot of first time filmmakers, um, drama is not your best option. It’s more do horror. Uh, maybe dumb comedy. You know, something where you’re not graded on a higher level, and that needs to be really good in order to be a good movie. You know, because the drama, if you don’t do it right, if you don’t have big stars in your project, it, um, you know, it may not be your, your best plan of action for your first film. And, uh, but he, he liked the idea of the movie with music. Not not a musical movie with music, but also the fact that my brother probably had some type of following out there already as a band member, and it might help in promotions. And because he was thinking of the But the end result?

Sharon Cline: Yeah.

Ken Merritt: Smart. So, um, you get different ways to to market it because you can do it as a soundtrack. You can do it as music.

Sharon Cline: You’ve got a Spotify playlist of all the music, right?

Ken Merritt: So there you go. Um, and that’s that kind of led to this point here. We started making it. Now he didn’t just write a blank check for it. He was like, we’re going to give you the means to do it. I’m going to be your your DP, which is the director of photographer. You’re going to be your your grip, your key grip, your gaffer. Um, I’ll have the, the equipment to make, you know, any most movies. I mean, you’re not talking about making a mission impossible here or James Bond. I mean, you’re talking about. But we’ll have we’ll have sliders, we’ll have jibs, we’ll have enough equipment, Steadicam that you compete out there with, with good enough shots.

Sharon Cline: So then you had to flesh out the story more. Is that right? Or you really do know?

Ken Merritt: No, you really have to. Because here it was 30 minutes and he wanted to make it within the next, the next year, the end of the year. And I told him that I had, um, you know, a rough cut of the, of the full feature. I did not.

Sharon Cline: Fake it till you make it.

Ken Merritt: I didn’t want him to move on to someone else. And I’m like, but I had it in my mind that I didn’t have it on paper. So he’s and and some it sometimes it can take months to write a feature length film and its final final version sometimes years. But, uh, I mean, I’m not doing, you know, the manifesto of the origin of life here, but still you you want to make sure that it’s a good story. It moves people. It’s it’s producible on the budget that we have, you know, and all that good stuff. So every now and then he’d say, uh, I could use that script. Can you send me that script? I’m working on it. And? And I just tried to buy as much time. I wanted to make Jesse’s gift not only longer, of course, but better. Richer, um, more interesting, more compelling. And so then I had this idea. Why don’t we. Why don’t we have Jesse start at the very bottom? He becomes so full of hope, um, lack of hope and and and dismay and frustration that he just goes and lives off grid. He just goes homeless. Um, and then, you know, we had at the very beginning of the movie, he gets beat up, gets spit on, he’s laying on a railroad track in the cold. And that’s where we start the movie. I mean, we we start with his life prior to this, and then we flash forward to him five years later, and he’s he’s been homeless. His father, family members really don’t even know if he’s alive or not. And then, um, then let’s let’s take Jesse and see if we can take him all the way to the top from from being on the bottom.

Ken Merritt: And let’s let’s put this in a journey, um, that, that fill it in with sickness and a family built in rage from his daughter that, um, holds him responsible for the junk in her life, the death of her mother and this kind of thing. Things that so many people can relate to. I mean, we a lot of us aren’t blessed with musical talent. Um, but we can we a lot of us know someone that has had cancer. It’s been really sick. Or we have family members that that hate us and and we have to work through redemption and and those, those were kind of things that are universal. It’s not a faith based film. I am a faith based person, But I’ve gone back and forth with do I need to do faith based film? Because sometimes they’re easier to distribute. You’ve got a niche audience. Sometimes they don’t have to be as as production, quality wise, polished, you know what I mean? I do, because people that are watching it for faith based, sometimes they’re okay with with that element as long as you check these certain boxes. But I keep going back to do, I do I want to use this as a tool to, to reach people that maybe not are in the faith or in the church, um, or or just be Christian entertainment. There’s nothing wrong with either, but I’ve watched a lot of faith based films growing up. My dad was a pastor of a small church, and honestly, I didn’t. I didn’t care for most of what I watched. It didn’t grab me. It didn’t move me. Um, some of it felt sterilized. It felt inside of a bubble.

Sharon Cline: It can be kind of trite. You know, there’s like, it can be wrapped up in a little bow. And as long as, like you said, it’s covered, right? Like a certain lens. Then you should accept it and feel something. Right? I understand that that people are so much more complex. Life is a lot more complex.

Ken Merritt: It can be predictable. You know, where this is going to end and, um, everything’s going to be wrapped up and and and tidy. Um, but my life is not that way. It was very messy. And that’s why I say by coming at it later in life, after the storms and the battles, then maybe that that helped helped me become a better writer because I’ve had those experiences in life. I wasn’t just right out of college with with few life experiences to, to relate to, to write about And, um. So pain. Pain was a large driving force for Jesse’s gift. And I wanted to include that pain, and I wanted to include real life. He smoked, he drank, he cussed. Every now and then. He had a daughter that worked in a nightclub as a as a dancer. And and so the pain when he comes back to the town that he was from, which is in reality canton in the movie it’s Timber city. He he’s confronted with those, those things and they haunt him. They remind him in Jesse’s mind, he was a failure.

Sharon Cline: We were talking before the show started about how how important hope is, and just the notion of having to face the things that you’ve done that you’re not proud of, that you’re ashamed of, and then having to see it play out in your daughter’s life. Um, that’s enough to get into your mind that there really isn’t a way out.

Ken Merritt: Right?

Sharon Cline: And that’s that’s a feeling I think most people can identify.

Ken Merritt: With, I think so. Um, and, you know, they can they either have hope or in lack of hope, in need of hope. Uh, and I think with Jesse, when they see that him work through these, these demons, these obstacles, and finds a way to fulfill his destiny. Um, then it is our hope. Um, that we encourage, uh, the viewers to to move on with whatever it is, their dream.

Sharon Cline: Because it’s not. We were also talking before. We had a lot of chit chat right before the show, but we were also talking about how things don’t have to be perfect. Whatever your definition or someone else’s definition of perfection is. It doesn’t have to be his life doesn’t have to have a perfect bow at the end or even look like what he wanted. But it’s a real it’s an authentic life to him.

Ken Merritt: It really is. Um, and that’s so true. So, you know, we we ended up with this film. We did even send it to some representatives from Pure Flix, which is a faith based distribution, and there were some things that we could have taken out of it. But then when they said, you know, there’s there’s a lot of drinking and smoking and this could, you know, negatively influence. We’re like, well, we I don’t think we can do that because that’s um, Jesse was wrapped up in his his vices and his addictions and his problems, and maybe not everybody drinks or smokes, but those were outward things that we could show that he’s a flawed human being, and he. He’s not perfect. Um, and one of the taglines is, you’ll you’ll like him, you’ll hate him. But in the end, you’ll grow to love him. And and I think it’s because we can grow to love the flawed characters, you know? And it’s not the fact that they’re perfect that we we, we like them, but because we can relate to them.

Sharon Cline: What was it like working with your brother like that?

Ken Merritt: Huh?

Sharon Cline: Well and family in general. Your son. Your son’s involved in your.

Ken Merritt: Oh, we had a lot of. Yeah. We joke that we’re the Von Trapp family.

Sharon Cline: Filmmakers.

Ken Merritt: And and sometimes that’s a bad thing. If you see too many last names on one project, you’re like, oh, okay. Yeah, I get it. This this is the family project. It can’t be any good.

Sharon Cline: Um, but Michael Grady Merritt is your brother, right? Who had his own musical career in his own right. Right. So he had his own following, which I love. But then you had to be able to kind of. He had to be an actor, too, right? To be able to work together.

Ken Merritt: And we wondered about that. I, we do. We need to find someone else to act and use his music. He’s not an actor. He’s a songwriter. He’s a singer. But then and I was talking to Troy Bakewell of Vinegar Solutions about this dilemma. And Michael, first of all, he wanted to act in the movie, and he, um, it’s his music, too, that we were going to be using. So we’re going to use his music and some of his story. Then, maybe because he created this, that we would see elements of that coming out because he was the creator. It’s like, if you’ve ever read, read a book that you wrote, you know, we see that a lot on audible. Sometimes they don’t have the best voice, but sometimes it can come across as more genuine and authentic because whoever’s reading it is the one that lived that, the one that wrote that. And so we sort of make trade offs. And so he was definitely the the actor in the short. Do we want to do we want to have him be the actor in the full length feature. And we, we, we went with, yes, we, we think that that would on the stage he’s going to be fine. He’s got plenty of experience on the stage.

Ken Merritt: He can perform as a performer. Um, but we asked some hard things of him. We, all of these actors that that were, were more. They were, uh, had a lot of experience, but they hadn’t made it yet as an established star. But they all stepped up to the plate. I think that by watching it, if there’s ever any, uh, bad part of this, it’s not it’s not the acting. The actors really came through, and we asked some heavy things of him. I mean, like, the father did die. Um, you know, dying is hard when you’re you’re you’re giving away this gift at the end, and you, you want to look, make it look believable. Um, heartfelt. Um, who knows how we are when we when we die, it’s definitely going to be an acting job because we’ve never died before. And to not go over the top, but to be heavy enough. You know, we we asked Michael to, um, to break down, to have this dark night of the soul moment to, um, when you’ve lost all hope and and to take the guitar and try to find the healing from it. But it doesn’t come this time around. And then you use the instrument that has given you hope, um, as destruction and to crash it on, on the floor.

Ken Merritt: And then, uh, um, and then we and then another breakdown when, um, the daughter comes, comes back to you, uh, for the first time in years, and, and and you break down because she’s, she’s still mad at you and and, uh, and then as a result, to try to fix things, you end up late for your appointment with your A&R rep, and you miss you miss the what could be a turning point in your life? You missed that deal. And then, um, so it’s that character arc that that I like in movies that you just, you get on the road and then all is well and then but you, you start to get there and you fall and you stumble again, and then you find a way to get back up, and this time for good. And that’s that’s what we had in life in the movie is the ups and downs. Because sometimes when we decide to do the right thing that, um, things don’t line up necessarily. And, but, but if we stick it out and we hang in there and we keep getting up every time we get. Life throws us down, then, um, you know, we we can find a way to make it.

Sharon Cline: What was it like to have those emotional scenes with your brother?

Ken Merritt: Well, it was different. And and, you know, I don’t know if I fully answered your other question, but working with family is tough and and we we are very competitive. Sibling rivalry is real thing with my brother and I. And he’s so talented and everything’s come to him easily and, you know, plays these instruments and writes these songs. And I may play the radio on a good, clear day, you know, I mean, I can’t relate to that. And even athletically, he’s, um, he’s a more natural athlete, so. But we’re still competitive, whether it’s playing checkers or playing tennis or, you know, one on one basketball.

Sharon Cline: Um, that competition came out when you were filming.

Ken Merritt: It did. And there was one scene where, um, he tensions were rising and, um, tempers flaring, and, um, I had to. Let’s take a break. Um, let’s, um. Is is very hard to make a movie. It’s it’s taxing. Tolling, you know, many takes, um, long hours, uh, excruciating details. Um, and, um, I told Samuel was another crew member on the set, and, and Samuel was, um, very good with Michael and and loved Jesse’s gift. Um, loved everything about it. Loved Michael’s music. And said, Sam, I’m going to let you direct this next scene because there’s too much going on between my brother and I right now. And so it we do compete with, with one another on that level and you know, and even, um, about little things, you know, who gets credit for this or who’s that. And yeah, you know, this was my idea or this kind of thing. All that stuff comes up when you start working elbow to elbow with people, especially your family. And so, Um, but to direct him in those scenes, um, uh, was tough. We did send Michael to some acting classes between the short film and the full length feature. Um, because we knew we were going to be asking a lot of him. His acting increased. Um, uh, the quality of his acting so much as time went on, I could tell that performer in him was coming out on camera as well. And to the point where I said, Michael, it seems like you’re really digging this, this movie stuff. I said, if you had to choose between being a musician or an actor, where would you go? And he thought about it for a minute and he actually said acting. That was more gratifying to him. He enjoyed that more.

Sharon Cline: There’s something about like, uh, being in a scene where you feel like you’re really experiencing those emotions, whatever it is, um, so deeply and authentically to yourself that when that can translate to somebody else feeling those, than you have created a, um, a connection that there’s highlights the fact that we are more alike than we are different. And then something magical, I think about knowing that there’s an emotion that I feel that you may be a stranger, but you feel that makes us alike. In some ways we’re not as we’re not enemies, you know, you’re not a stranger so much as you are a human. And I’m a human. Sure. Just kind of reducing.

Ken Merritt: We share our dreams, and when we share together a passion like that. Yeah, makes a big difference.

Sharon Cline: So you did you go through the process of of hiring actors to be in the movie, or were they from the previous one that you had done the short?

Ken Merritt: Well, we had um, some actors that were in the previous short, those were the primary characters. I knew that once we we only had 3 Three four and the short and we had three. It was sort of this three way love love story between the grandfather, the father and the daughter and, um, those, those three primary roles. We kept the same actors and we wondered if if we were going to be able to. But they were like I said, they were experienced actors. And Atlanta area’s got a lot of them. And and with actors, sometimes you don’t. If your budget is tight, you don’t have to to pay them as much sometimes as crew members, because an exciting role is almost like, um, uh, crack cocaine to a street junkie. I mean, you know, they live for that kind of thing. And, um.

Sharon Cline: And it’s an investment in them in their future to, for other people to be able to write and have a reel and all of that. Sure.

Ken Merritt: They get that. You pay your dues.

Sharon Cline: That’s what you’re there for, right, to experience those things. Yeah.

Ken Merritt: So those three roles were the same actors. And then, um, then we added, you know, the Big John character, and then we added, uh, the son who was played by my son. Um, the youngest son, which was Jesse’s younger brother, must be.

Sharon Cline: Amazing to to see that, you know, these generations together.

Ken Merritt: It was it was it was totally amazing. And I know we didn’t go into detail about, you know, the divorce and the the breakaway I had from the children for a long season. But to be able if for someone who knows that and if anybody does ever want to reach out to me, maybe somebody’s going through a divorce or child parenting issues, um, and need some hope. You know, they can find it because, um, now I’m in a movie, I’m writing a movie. Acting in a movie. I acted in this, too, a little bit, um, with my son, you know? And that was. That was the coolest thing about it, you know, to show that that redemption and that working together on a passion project with him. My nephew was in it as a crew member. My sister helped out on the crew. She also played the role of the, um, hospice nurse. Um, so yeah, it was it was rather exciting, rather challenging at times, you know, um, because you know them well and you also don’t want to show favoritism, right? Um, people know that you’re related and they can sometimes be looking for, you know, any, any favoritism. So as long as you treat them the same way as the ones you’re not related to, um, then, um, it can work. But if they see that my brother is there because he does write great songs and he is a great performer and a musician, um, not just because he’s my brother, then they get it right.

Sharon Cline: It’s not as if you were trying to fit a mold, right? Just your brother’s always wanted to do this kind of thing. But no, he legitimately was this character.

Ken Merritt: Right, exactly. It sure was. And they would see us argue and fuss and fight to and and hold each other to the same quality standards, you know, and I think that helped.

Sharon Cline: Made it better. Well, and you can use those emotions. I’m sure you can. The different scenes.

Ken Merritt: Yes, you absolutely can channel it in the right way and and use it for the character.

Sharon Cline: So you finished the movie. Yeah. And then the next part is obviously the editing and all of that. How was that?

Ken Merritt: Well, um, the post-production process is is evil in its own right as well, but it’s not as, um, anxiety ridden because you have it all. You have it all in. Everything’s in the can, so to speak. And now you’re dealing with less people, less stress, less deadlines and and you know, I can go up and and that was another story in itself. Um, the editor for Jesse’s gift. And we use several in post-production. You know, you have sound design, you have color grading, you have, um, assistant editing and but but the main editor was was actually the ex-husband of the wife I’m married to now.

Sharon Cline: What?

Ken Merritt: Get your head wrapped around that.

Sharon Cline: Interesting.

Ken Merritt: I didn’t know him before. You know, when they were married, I didn’t know him. So she was, you know, fully divorced. When? When we met. But we got along okay. Uh, he was senior editor for Discovery Network in Knoxville. And then when he retired, um, he came to my mind because I knew that he had experience and asked him if he wanted to edit the short. And he took the script, and he did it for me as a favor, because he always wanted to do something like narrative based, instead of just, you know, corporate TV show.

Sharon Cline: Yeah.

Ken Merritt: Training videos or, um, corporate reels. And so he, he wanted to do a movie. And so Jesse’s gift. So it was just a lead in that he would do the feature as well. And I had to find a way to pay him for the feature. He wasn’t going to do that one pro-bono, but, um, he, he did it definitely below his, his his rate. And, um, it it really, really worked out good for us. I would go up there because he lived in Knoxville too, and, and spend a week at a time and sleep on his couch and we’d, we’d edit together in his suite for long hours. And it’s just really weird. We’re great friends. We love each other. There’s a lot of respect for one another.

Sharon Cline: We really get to know someone when you’re in that kind of environment, you really do. And he can see kind of what your soul is made of by having to work with.

Ken Merritt: Write this. Yeah. There’s no no faking it when you’re working that close with one another and over that long period of time.

Sharon Cline: What was it like to see it completed? Well, I think I would cry. I really do.

Ken Merritt: I’ve cried. I’ve. There’s been tears. There’s been frustrations. There’s been anger. There’s been joy. Um, you know what? And when you watch something over and over, it’s like when you, when you see bands that that play the same songs they played for so many years over and over, you wonder how they can keep from going through the motions, right? You know, is there any feeling still left in that song? When Eric Clapton wrote tears in Heaven and he sings that song? Does he is he still moved by what promoted him to to write that song? You know, um, and, um, Cindy and I, my wife now we watch this movie a couple of weeks ago. Again, we just sat down, not pieces of it, not watching. Integrate it and just, just let’s get the popcorn out. Let’s put it on. Let’s not do anything else and watch it again. And there’s some scenes that are building scenes I call them eat your vegetable scenes. They’re needed, but they’re not some of my favorite. But then there’s some of my favorite scenes and they still move me. And I still cried. But also just the that we’re watching something that there are truths in this film.

Ken Merritt: Um, it’s like, um, the daughter, his daughter in real life really attempted suicide, you know, um, the ups and downs of the music industry really happened in his life. You know, our father really did get cancer, but we lost him. We lost him. The fact that our father. You know, when when my brother came home from basketball practice in high school and he didn’t make the team when he’d worked all year long, dribbled and shot till his fingertips bled. And then he didn’t make the team. Then he was real down and out, and my dad did something strange as a recourse. He. He left the house and he came back. He went to a pawnshop and he bought a guitar with five strings on it. And he brought it back to my brother. And that event, he was like a sophomore in high school. It literally changed the trajectory of his life. And instead of pouring himself into something he he wasn’t designed to do, he he became a songwriter. He took naturally to the guitar. And then he started becoming the life of a musician.

Sharon Cline: I wonder what it was that made your father decide to go get a guitar, as opposed to, I don’t know, I could imagine many responses to working so hard and not not getting to be on the team, but like you could imagine a father berating their son or like, what did you do wrong? Or, you know, you figure something else out, you know, but instead actually went silently out.

Ken Merritt: It was it was genius on a certain level, because a talk is, you know, you’re not going to change the fact that you didn’t make it.

Sharon Cline: It’s going to hear it.

Ken Merritt: It’s going to hurt. But by giving him a diversion, something to do differently, it really did work. My dad was funny that way. In some ways, we considered our dad not very smart. And then on the other levels, we felt like he was genius and he had an innate ability to do things that were off the cuff and different, but ended up being like, I never learned to be a handyman from my dad. He was not that way at all. And my dad and power tools did not mix. Um, but when it came to touching people’s lives, um, that we, we saw from him and learned from him and and try to carry it out in our own lives. I’m not a preacher. That road is. You know, I saw the judgment level on that lifestyle and and didn’t want to go there. I knew I was a flawed human being. I knew that I wanted to have a drink every now and then. I wanted to watch an R-rated movie. I just wanted to do things that people get judged for, and I so but I still, I still believe. But I am not, um, you know, that a preacher where I get in front of people and tell people, instruct them how to live their lives because I’m definitely a flawed human being, and I didn’t want that kind of pressure ever. But in a way, I’m I’m doing it in another means through film.

Sharon Cline: What has this meant for you? Um, kind of doing a look, look back at where you’ve come from and then actually put the director hat on and and live your dream. What has that meant for you now?

Ken Merritt: Um, well, it does mean a lot to me, and it’s something I don’t take lightly. Um, when you make a movie, when you write a song, it’s forever, you know, it really is. I mean, we take a picture that’s forever. And especially in this day of.

Sharon Cline: The internet.

Ken Merritt: Is forever. Internet consumption and everything else. People can bring it up and see it years from now, and it never goes away. And so I, I always feel like whatever I do in terms of a movie needs to have some purpose. It needs to have some way to communicate to somebody out there who needs it. And so I don’t I don’t take that responsibility lightly. I do think God has played a big role of me getting here to this point in life. Not sure Share where this road is going to eventually take me. Because I’m just.

Sharon Cline: You’re still on.

Ken Merritt: It. I’m still on it. It’s still on the journey. But, um, but I’m excited about the journey and the process, and, um, I, I do believe if if I died, if I ran out on Main Street and got T-boned and I left this earth, um, I made a movie. I have something left to show for it, you know, and I, I think that we all need to ask ourselves that question before we leave. Are we are we ready? Have we left our mark on this world? Have we accomplished what what we feel like needed to be accomplished? You know.

Sharon Cline: I ask myself that a lot. Um, you know, if something happened today, how would I feel about, you know, standing in front of God or, you know, whoever and can I can I account for the time that I had and can I honestly say I did the best I could with what I had, and I’m proud of how I handled myself. And there are a lot of things that I’m not proud of, but my I feel like my biggest accomplishment is is over and over, not allowing the fear of the unknown to stop me from really pursuing something that feels authentic to me and feels right to me. I’m that’s exemplified in many different ways throughout the different experiences I’ve had in life. But for a long, long, long time, I, I didn’t have that to to say. So nothing’s easy. I mean, and nothing’s turned out the way I thought it was going to 100%, but I, I think that’s what inspires me for the show. This show is is fearless. Formula is how I let fear make a lot of decisions for me for many years, and I was never proud of that. But you’re doing the same thing in that you you took a big chance in moving physically to a new place and also not knowing where this was going to land, whether it would be received the way you wanted it to be. You know, there’s so much faith, right? And I have this plaque that I have in my kitchen. I always keep it with me because it was very inspiring when I was at a crossroad in my life. And it’s a Martin Luther King Jr saying, he says faith is taking the first step without seeing the whole staircase.

Ken Merritt: I like it.

Sharon Cline: And it’s true. That’s what you’re doing as well.

Ken Merritt: It’s interesting you mentioned Martin Luther King Jr, because I was thinking of him when you started talking about living on faith, because he I’ve also read where when he read in the Scripture that says, the just shall live by faith, that it it that to him was that moment of that watershed moment and that turned his his life around. I have a saying that that meant a lot to me as well. Um, it’s about courage. And with a name like, um, you know, fearless.

Sharon Cline: Fearless formula.

Ken Merritt: Fearless formula. I mean, it is definitely about overcoming fear, but courage is not the absence of fear, but moving on in the face of it. Don’t you know? Don’t be afraid of. Of fear. If you fear something, it’s normal. It’s human. But don’t let it control you. Moving on, in the face of it, it’s okay to fear, because we’re.

Sharon Cline: Always going to feel that it’s always going to be.

Ken Merritt: There. Right. You’re not a weak person because you fear, but if you let it control you. Therein lies the problem.

Sharon Cline: Well, and then, like you were saying, time goes on. And there’s this feeling of now I feel like I’m living a life that’s authentic to me. Right? Um. And I want to catch up, like you were saying. Like, how much time do I have left? All I can do is. And absolutely the age that I am. And the the time that I have is different than when I had small children at home. So I can and I experience that I have I can use in ways that younger people can’t. And that’s like a blessing of getting older, I suppose. But there is this, um, sense of the growth that I feel like I’ve gone through now. I can I, I use it as fuel for myself when I’m having days where I feel like I feeling the normal fear. Well, I look back at what I’ve gone through, and then I can remember what it felt like to just push through. Um, and I don’t always, you know, there are days where I don’t feel it. Right. But, um, conversations like this definitely help to remind me of what it’s like when you’re not living congruently and authentically to yourself. But do you feel like you are? Do you feel like you are finally kind of living the life that you always dreamed of?

Ken Merritt: Well, I mean, honestly, I, you know, I don’t I haven’t got to that point where I wake up and jump out of bed and, you know, excited about where I’m at in life. I we still get ups and downs, but I just have learned and like you said, when you when you do push through and overcome, you gain a little bit more confidence in that. And the thing about my experience in age, in life now is I know that they pass you just sometimes you just keep going. You get up, you don’t feel like getting up. You had a hard day. There are problems financially. There’s problems with the economy. Um, whatever, whatever that may be. Ai is taking over the industry. We’re going to all lose our jobs. You know, there’s there’s a lot of things, more things to really think about that can depress you than, than. But, um, but I tell people, you know, because I do know of an artist, a graphic designer and whatnot, he took all his stuff off of Instagram. He got depressed. Got into a funk because they just felt like the I was just going to take over everybody’s job. Creativity would be lost. But I said it hasn’t yet. And just keep keep doing what you do. I mean, they tried to, you know, I know it seems very Orwellian, but, um, they did burn books. They did try to take things away from us. But the human spirit dominated and it pushed through. And, um, I feel like it will again. But don’t let the threat of something that’s going to happen control your present state, because it hasn’t happened yet. And until it does, it doesn’t.

Sharon Cline: It’s like a pendulum swings this way and then it’ll swing back another way. Sure. It’s like people thought that because we could watch movies at home, no one would ever go to movie theaters anymore, you know? But we still.

Ken Merritt: Do. I know.

Sharon Cline: It. Um, but also, I think, um, there’s something even with the voiceover world. Um, you can have an AI version of of your your copy if you want. And it sounds decent, depending on, you know what you want, right? But there’s nothing that replaces real breath. Real catches in your voice, you know, inflections that are very nuanced and difficult to replicate. And, um, so, so far, um, there still is a need for humans. And I know AI is it affects every industry really. But there there’s they still need humans to teach AI, you know, so there’s still human aspects to it, but no one quite knows exactly what’s going to happen.

Ken Merritt: Well, yeah, until they get an AI audience, I mean, you got to move somebody and and if if you do an illusion of a figure, that figure has to be related to somebody based on someone. Or are we going to have any connection to just a digital creation?

Sharon Cline: Well, and then maybe, like I was saying, the pendulum will swing to people who only want real and can see it and know that it’s not been manipulated in a digital way.

Ken Merritt: Then it becomes even more original. It does.

Sharon Cline: And it becomes more valuable.

Ken Merritt: More valuable. And that’s that’s the way I look at it too, because what we do now may become more rare and therefore more valuable to come from real humans and have real human interaction.

Sharon Cline: And your own writing you didn’t have. I write this right. You know where you can have music written within a minute. A new song, you know, with I um, so there is something that maybe there are elements because I haven’t studied any of this, but maybe there are elements that you can only really glean if if it’s written by a human, you know, as opposed to, uh, the impact of, of. You can only be felt if it’s written by a human or something, as opposed to an AI. I don’t know yet, but maybe it will become a commodity in its own way. Yeah, you know, humans write.

Ken Merritt: And you know, I was watching and I know you’re asking these deep questions that make one ponder, but I was watching a football game between Georgia and Texas, and Matthew McConaughey was on the side. Did you see.

Sharon Cline: That? Yes, I.

Ken Merritt: Did. And they started interviewing him while the game was going on.

Sharon Cline: People were so mad.

Ken Merritt: I know right. But he he said, don’t ask permission. He said, you know, people are going to tell you you belong there. Just stay in your lane. They’re not going to approve. Um, but you know what’s inside you. You know what the world needs from you. Don’t ask permission because you’re not going to get it that way. But just just go out and act. Take that first step. You know, I love that saying. You know, A5000 mile journey begins with what?

Sharon Cline: One step.

Ken Merritt: Single step. Take that single step. Don’t think about the 5000 miles. That’s too daunting. But take that. That next step. And if you have a flashlight, it’s only going to lead so far. But if you take another step, you’ll see where it leads next. If you stay put, you won’t see the illumination because it’s only going to light so far. But so you’re forced to take that other step to see where to go.

Sharon Cline: If I had looked at my life 20 years ago and was able to even look at myself today, this moment in the in the studio interviewing you, I would be so overwhelmed and not have any idea how I’m able to do this. Um, or just that I live on my own. Or you know, I have my kids and went to school and all of that. At the time, I was a stay at home mom. I can’t imagine how intimidated I would have felt and probably shut down. It’s too much, it’s too much. But each little step did present itself in a way for me to be able to tackle it and, um, and grow. It’s when I look back and go, oh my gosh, I did all this. And it’s like, I can’t believe that I was brave enough to do it. Right. So.

Ken Merritt: Um, I like that.

Sharon Cline: I think I think you’re right. When looking at the little steps that are right in front of you, that’s all we’re responsible for. All I can control anyway, right? I would love to control everything.

Ken Merritt: I know, wouldn’t that be nice?

Sharon Cline: I can only control just a little bit.

Ken Merritt: It’ll be sunny and 72 today. And.

Sharon Cline: Um, you could make unlimited movies forever, right?

Ken Merritt: Unlimited bank account? Yes.

Sharon Cline: Unlimited budget. So what’s next for you? Wait, wait. First, I meant to ask you. How did it go when you released Jesse’s gift?

Ken Merritt: Well, I’ll tell you what. When? During our premiere at the Strand Theater in Marietta. Um.

Sharon Cline: What a moment.

Ken Merritt: It was. It was. It was definitely a moment. And, um. And it’s one of those that you just want to. You want to keep forever in your memory bank. But it was, um. We almost had a sellout. They’ve never had a sellout for a movie at the strand. They have a balcony in there and everything there, too, and it’s, um. But we we came about 50 short of a sellout. Congratulations. And thank you. And so, um, when, um, when, when when we showed it, we heard a lot of oohs and ahs. They kind of laughed where they were supposed to laugh and kind of food where they were supposed to do. And, and and we sat my brother and I sat towards the back because not only did we want to watch the movie, we wanted to watch the people watching the movie. Okay. Because that that’s our report card. And, um, and, and by the end of it, because we said, how do we want to open, how do we want to close, how do we want to end? You know, there’s just so many choices And we just feel we we, we hope we made the right choice because the saying is, um, hook em in the front and hook em and hang em and leave em hanging at the end. And so we felt like we accomplished that at the end. Everyone applauded. They stood up and we got a resounding standing ovation with with applause and, um, holy cow. Needless to say, um, that was a that was a dream like moment. And and really all the work and the time, the sacrifice pain was worth it in that moment. Now, we’ve we’ve not had many, many live, um, screenings that that was one and we did another one in canton. We felt like we needed to the canton theater. No, it was at the mill in Ottawa. Oh, yeah. Yeah, I.

Sharon Cline: Know, that’s where we had our our meeting where we met.

Ken Merritt: There you go. There. Okay. In that big screen out in the middle, but we were up against a lot right there. Um, Gary Lamb heard about me. Me doing the movie. He had a lot of influence on venues. Do you know Gary? Have you interviewed him? I have not yet. Okay. Um, so he helped me line it up. But he also said, you know what? You’re competing against too much. He said they’re having first Friday, um, downtown canton that night. And, um, you know, they’re doing, um, with Prince and Beyonce. Um, and then, um, he said, you know, it’s there’s just too much going on. Right? Then it was a holiday weekend. And I said, well, can we do it another because we were going to they were not going to charge us for this. It was getting towards winter. Can we do it later? He said no, I don’t have another slot available for you anywhere. Um, I said, well, let’s just take our chances. And, um, we had a decent we had a decent turnout. Despite that, that was our only two live screenings of Jesse’s Gift.

Ken Merritt: We want to do it in Knoxville as well, because we do have following in Knoxville with my brother living there. The editor living there and all that we did, we did film a scene in Knoxville as well. So it’s gone over well. And then, um, we, um, um, we did get it released on Thanksgiving Day. Um, it’s it’s on the YouTube channel, but it’s also will be on, um, Prime and Tubi. We just we can’t dictate when that drops. Got you. But we knew that we could put some marketing effort on Thanksgiving Day and have it on YouTube channel. So it’s gotten, um, a lot of reviews. I mean, comments are, oh, this movie made me cry. Um, and uh, um, so we haven’t had anything negative, although I’m sure that’s, that’s coming. It’s part of life, but people like it. We averaged We’ve got like 6000 views on it since it’s since like giving. So it’s going well. I think people like our movie. How does that feel? It feels really good. It’s really gratifying.

Sharon Cline: Does it make you want to do more and more?

Ken Merritt: It does. It does. And Troy told me, and he knew that this was my first time director on a feature length movie and and all that. And he said, just do me a favor. Don’t stop. Don’t stop what you’re doing. He said, A lot of times we do, I do help people that help make a movie, and we never see it again and they never make anything else. This this industry is hard. They go back to work. They get discouraged. What have you. He said, but, um. But do me a favor. Don’t quit. Just stay with it. And, um. So now, as a result, we have another feature length coming out next, next year, which is around the corner, right? Yeah. December now. So it’s coming out of the first of next year called. It’s a Western period film called Boot Hill. And that was all made in the canton Cherokee County area as well. It’s just about all of it is outdoors. So, um, and then, uh, the, the cabin interior cabin scenes, the saloon scene that was made in Cobb County, uh, in Marietta at a it’s a Christian campground that actually had period cabins that were there during the, the time of the movie setting. Um, and um, and, and so we’ve got, we’ve got all these short films too, um, that I like to, to call for practice, but they are all part of our channel, our YouTube channel and off the rails and, um, you know, by by building our audience and increasing the number of subscribers on there.

Ken Merritt: Um, then, um, that that certainly helps us, um, give them give them something to view and watch and, um, um, having an audience for ourselves. Uh, my next my next feature is probably even a more of a passion film than Jesse’s gift is because it involves, um, more more myself, more my son. And that that film is going to be not a faith based film, but it’s going to be an allegory type film on the life of Christ. But it will not be, um, there’ll be some dark edges. That’ll be a little violence. That’ll be some, uh, um, just some cursing. Just because it’s a rural gangster film. And the title of it will be Thorne. Thorne will be the name of the main character in the movie, which will be my son. Um, and he’s he’s gotten released out of prison, and he’s got this backstory that he was, um, Homeless and, um, um, and his dad led him into that led him astray with his, uh, bad choices into this life of crime.

Ken Merritt: He gets. He goes to his prison, he comes out. But he’s been getting visitation by, um, a volunteer in the prison ministry. And so Thorne questions everything that that so many people question about God. If he’s real, why is, you know, people suffer. Why? Why does this happen? And, um, Thorne thinks that, um, that religion is a crutch, you know, for people that need something to believe in, but not him. It’s for weak for weak people. And so he he doesn’t come around too easily to to God, but he respects this person that’s come in and spent time with him and witness to him when his own family members didn’t visit him in prison. This person did. And so he comes back out with all the temptations that avail. All the old friends are still there, and they’re waiting for for thorn. But thorn is is the allegory of Christ. And he does get whipped in the film. He does get, but ultimately he gives his life. And like Christ, did, you know, for us and, uh, um, but I believe it will be a film that anybody from any belief, whether they’re atheist or whether they’re Hindu, you know.

Sharon Cline: There’s so many universal themes that, you know, they’re universal.

Ken Merritt: All of those there are universal themes of redemption, forgiveness, love, hero’s.

Sharon Cline: Journey, trying to save yourself. Sure.

Ken Merritt: Yeah, absolutely. So I’m really excited about that. Um, we’ve got that on the books to be filmed in September of next year. Excellent. So a lot going on. But we, you know, a lot of it’s wait and see, wait and see how Jesse’s gift does. Um, and Boot Hill, how well it’s received to and what doors it could possibly open for us.

Sharon Cline: You’re doing all that you know to do.

Ken Merritt: Yeah. And it still never feels enough.

Sharon Cline: It’s the truth. There’s never enough time.

Ken Merritt: I only have so many hours in the day. And you know, these bodies need sleep. Oh my.

Sharon Cline: Gosh.

Ken Merritt: It’s the food and bills to pay, you know? Um, it’s not easy.

Sharon Cline: No, I was just in New Orleans for the first time last weekend, and I’m like, I wish I had the energy that, like younger people do because they’re just out loud dancing and singing, and I’m like, right past 9:00 right now, right? Go out. What are you doing? I know, anyhow. Yeah. Um, but it’s interesting though, like. Yeah, having having to really balance your life out. I’m sure it can be very easy to get out of balance doing what you’re doing. So it really can. Being conscious of that, it’s important, I imagine. Yes. Um, okay. So if someone wanted to get in touch with you, what would be the best way?

Ken Merritt: Well, um, go to YouTube. Off the reel productions. Or look up one of our movies. Jesse’s gift. Jesse’s spelled j e s s e and not not I e apostrophe s gift. And look for our official feature film. There. It’s free. Um, just my Christmas present from you is just to view it, like it, subscribe it, help build our audience and, um, help us. If you like what you see, let us know and help us make more so that we can, you know, bring you another another film that helps move you and encourage you and entertain you.

Sharon Cline: Well, Ken, I’m so excited to see what your future holds. Who knows? Thank you. Who knows what will come, but I would love to have you back as time goes on and you can let me know more of the things that you’ve learned. And thank you. Your journey is so identifiable in so many different ways, you know, for lots and lots of people. And I love that you talked about, um, anyone that’s listening can understand what it’s like to have fear, but not letting that make the decisions for you, because nobody knows exactly how it’s all going to go. But you do know your next step. You can figure it out.

Ken Merritt: So that I do. Yeah.

Sharon Cline: I mean, anybody can do that.

Ken Merritt: Well, I think thank you for doing what you’re doing. I love the name of your your podcast and helping people overcome their fears and encouraging them. Um, it is applauded in this day and age. And, um, I just encourage you to keep up the good work.

Sharon Cline: Thank you. It’s my happy. My happiest thing I do is this show. So thank you so much for spending time with me. And also thank you all for listening to Fearless Formula on Business RadioX. And again, this is Sharon Cline reminding you that with knowledge and understanding, we can all have our own fearless formula. Have a great day!

 

Tagged With: Off the Rails Productions

BRX Pro Tip: Find Your People

December 16, 2024 by angishields

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BRX Pro Tip: Find Your People
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BRX Pro Tip: Find Your People

Stone Payton: Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, I had a business mentor early in my career and he would tell me, “Play your music for the folks who want to hear your brand.” But he was trying to say, you know, find your people. But I mean, how do you find them?

Lee Kantor: Yeah. I think it’s so important to adopt a philosophy that your mentor shared with you because it is so critical. You don’t have unlimited time and you can’t convince the world of what you’re doing. Find the folks who kind of believe what you believe, who are on the same mission that you’re on, who have the same values you have.

Lee Kantor: And I think that a lot of professional services people really don’t -they don’t really grasp that. And there’s a difference between going to a networking event in your industry and finding your tribe. Networking events typically are focused on professional connections, career opportunities. They’re more often than not transactional. And really, that’s not where you want to be. Typically, you want to be in a more relationship-driven kind of situation. And that’s really – that’s what happens when you find your tribe.

Lee Kantor: Finding your tribe is focused on creating meaningful relationships and a sense of belonging. It’s more intimate. It’s more community-oriented. It involves building relationships with a group of like-minded individuals. It also requires more active participation. It’s not something where you can just write a check and get some benefit. You have to contribute. You have to become, you know, an active member. It’s not something that you can just write a check and show up and, you know, sit on the corner and drink a beer with somebody. You have to do some work to show what you’re – that really allows you to demonstrate your values, not just talk about your values.

Lee Kantor: So finding your tribe, to me, is a more holistic approach to personal and professional growth, and it might require you to create this community. If there’s not a group of people that kind of match your values and your beliefs and your mission, you might have to create this community on your own. And that way you’ll be able to, you know, kind of be the change that you want in the world.

Lee Kantor: So I think it’s important to think about networking as finding your tribe, rather than it is about handing out a business card.

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