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What does it actually take to break into show business? Chris Barkley has produced three feature films, reads scripts for The Black List, and votes on film of the year for the Producers Guild — which means he sits on the side of the table where the answer is usually no. Chris and host Tom Noser dig into why that no is almost never honest, what separates the one or two great scripts Chris has read in fifteen years from the other five hundred, and why age matters less for actors than the people telling you it's too late. Plus: the police-uniform test for whether a performance is real, why the industry is hungrier for content than it has ever been, and the uncomfortable truth that the clip you saw go viral was paid for. In this episode, Chris and Tom discuss: The Hollywood no — Why nobody tells an artist their work is bad, how that kindness costs people years, and the difference between a professional note and unprofessional honestyHow spec scripts actually sell — Work for hire and what a writer gives up, The Black List and Franklin Leonard's reclaiming of a poisoned word, and Scott Myers' free catalogue of every spec deal since 1991Good versus great — Why Chris has read one or two great scripts in fifteen years out of roughly five hundred, why most fall apart in the first twenty pages, and why typos get read as characterStructure versus character — What has to happen by page two, page ten, and the end of Act One, and whether Syd Field's architecture still holds upWrite what you know — but know something — The advice the late Nashville songwriter Wayne Perry gave Chris at twenty-one, and what it means for anyone stuck at their deskWhat makes a performance land — Code-switching in Huckleberry Finn and James, the friend Chris trusts to be exactly who he is, and the police-uniform test for authenticityAbundance, not scarcity — Why creative envy misreads the market, what vertical micro-dramas and casting at internet scale have changed, and what fewer buyers actually threatensMaking it versus selling it — Why virality is purchased, how clip farms manufacture the appearance of consensus, and why you shouldn't quit until you've exhausted the marketing half of the job

Greg Ceccarelli is Chief Product Officer at Spec Story, an AI-first startup building tools to make AI coding easier and safer. Before Spec Story, Greg held product leadership roles at Pluralsight (CPO), GitHub, Dropbox, and Google, and earlier spent years as a consultant at Alixpartners and IBM. In this conversation, Greg and Tom cover: Moving fast vs. planning — Greg's "cut twice, measure once" philosophy, why most decisions are reversible, and what happened when he pushed back on a private equity firm's annual planning process AI and software development — How AI agents are compressing implementation time, changing the economics of software, and flipping the traditional "longest pole in the tent" from engineering to decision-making Spec Story and Stoa — How Spec Story started by preserving AI chat history for developers, and why Stoa is now focused on capturing collaborative meeting context so teams can move from decision to implementation faster SaaS pricing — Why seat-based pricing is past its expiration date, and how Stoa's $5/hour model is designed to remove friction, align with value delivered, and eliminate the token-opacity problem The future of SaaS — Headless software, API-first systems, and whether agents will make traditional UI obsolete Distribution and marketing — Why distribution has gotten harder, not easier, why authentic human content outperforms engineered content, and what questions every founder needs to keep asking about their customer Core competency — Greg's answer: asking questions, and the compounding value of learning velocity over specialization

Oliver Dauert is the founder of Wildya, a consultancy helping nature NGOs and nature businesses grow their impact by getting better at marketing, sales, and personal branding. A Berlin native who wanted to be an elephant seal at age five, Oliver studied business specifically to understand how to change the systems driving the biodiversity crisis. After two years of pivots — from eco-anxiety coaching to corporate consulting — Wildya has found its focus helping the people already doing the work get more attention, more customers, and more resources. In this episode, Oliver and Tom discuss: The Jenga tower explanation of why biodiversity loss threatens everything we've built as a civilizationWhy Oliver chose business over marine biology — and whether he regrets itHow he built a community of tens of thousands on LinkedIn by being a messenger rather than a marketerThe business model behind Wildya, from free LinkedIn content to paid bootcamps and one-on-one consultingWhy the CSRD rollback and Trump's reelection killed his corporate pivot — and why the timing was just wrongWhat "rewilding your backyard" actually looks like, and the three steps any individual or business can take todayWhy biodiversity is a long-term business investment, not a cost — and how compounding returns apply to nature just as they do to capitalThe IUCN tool that shows you exactly what's threatening species within 50 kilometers of your homeThe butterfly that nested on his Berlin balcony and what it taught him about positive feedback loopsWhy personal branding isn't self-promotion — and why the messenger matters less than the messageResources mentioned: 1% for the Planet directory: www.onepercentfortheplanet.orgIUCN Red List species threat tool: www.iucnredlist.orgWildya community: wildya.com

Episode DescriptionAI is fundamentally changing how SaaS companies should think about pricing. When your software makes teams 70% more efficient, charging per seat means you're literally shrinking your own market. In this conversation, product management veteran Lee Bridges explains why seat-based pricing is a burning platform and what comes next. Lee, returning to the podcast after five years, recently led a pricing transformation project that forced him to confront an uncomfortable truth: AI-driven efficiency gains directly reduce the number of seats customers need. His solution? Outcome-based pricing that aligns incentives between vendors and customers while future-proofing against AI disruption. GuestLee Bridges - Cheif Product Officer at Inn-Flow, father, audio engineer, and vibe coder who recently completed a major pricing transformation project for a B2B SaaS company in the field service space. Key Topics CoveredThe Seat-Based Pricing Problem How AI efficiency reduces Total Addressable Market (TAM)The misalignment of incentives between vendors and customersInternal team conflicts created by per-seat modelsWhy "reducing a team from 10 to 3" destroys 70% of your revenue potentialOutcome-Based Pricing Explained The difference between usage-based and outcome-based pricingHow to identify and price meaningful outcomesThe psychology of "you make money when your customer makes money"Avoiding the "nickel and diming" feeling of usage-based modelsReal-World Implementation Case study: Field service sales teams (20 minutes to 90 seconds per quote)Tiered prepayment models with outcome "credits"Combining platform fees with outcome pricingWhen outcome-based pricing works (and when it doesn't)The Future of SaaS and AI Why B2B SaaS isn't going anywhere despite AI hypeThe problem with expecting everyone to be a product managerConsistency, training, and the limits of LLM-generated experiencesVibe coding and no-code tools in practiceNotable Quotes"If you create efficiencies that make a process so efficient that some number of people will no longer be necessary... you reduce the number of potential seats. You reduce the Tam." "If I give you a dollar and you're going to give me $10 back, I'd be insane to not do that as many times as I can." "You're really expecting everyone on Earth to be a product manager. That's just not going to happen." "The most people don't have a high level of agency. They don't know what they want, when they want it, and they don't know how to describe it." Practical TakeawaysEvaluate your pricing model now - If you're charging per seat and building AI features, you're creating a strategic vulnerabilityStart with new products - Test outcome-based pricing with new offerings rather than risking existing revenueIdentify measurable outcomes tied to customer revenue - What metrics does your sales team already use when discussing ROI?Consider hybrid models - Platform fees plus outcome pricing can balance predictability with value alignmentThe complexity trade-off - Outcome-based pricing must remain simple enough to avoid litigation-inducing confusion

[00:01:00] Kerry's journey from personal adversity to leadership expertise[00:04:00] The book's target audience: new managers and struggling leaders[00:08:00] Growing up with six brothers and two sisters across blended families[00:09:00] The pivotal moment: losing her mother at 16 and moving in with her father[00:12:00] Good bosses vs. bad bosses: more than just opposites[00:15:00] Leading with gratitude and the power of compartmentalization[00:18:00] Navigating difficult conversations and layoffs with empathy[00:21:00] Leading different personality types: sales, product, and marketing teams[00:24:00] The myth of self-management in tech and the need for guidance[00:28:00] Working with entrepreneurs and managing multiple priorities[00:34:00] Learning "how men think" and navigating male-dominated environments[00:42:00] Creating inclusive cultures where emotions are acceptable[00:47:00] The power dynamics of leadership and asking for feedback[00:49:00] Kerry's speaking goals and helping organizations build better culturesKey Takeaways: Leadership is more like parenting than marriage - guiding growth without coddlingEvery employee deserves empathy, clear vision, and understanding of their roleThe importance of preparation for difficult conversations, especially layoffsCreating psychological safety where team members can express emotionsLeaders must recognize their power and influence over employees' lives

Ashley Kent - Founder & CEO of Clear Star Creative, a boutique marketing growth agency specializing in venture-backed health tech companies Key Topics DiscussedBuilding a Sustainable Business and Life BalanceManaging a 15-employee company while raising two young children (ages 4 and 6)Finding joy in simple pleasures: working out, good food, and family timeThe reality of being a working mom in a small community where she's often in the minorityWhat Clear Star Creative DoesBoutique marketing/growth agency focused on venture-backed health tech startupsTwo main service phases:"Crawl Phase": Helping companies validate their target audience and go-to-market strategy"Walk Phase": Building scalable marketing and sales systems beyond founder-led salesThe Evolution of Venture CapitalShift from investing in "dreams and ideas" (2015-2020) to requiring tangible resultsVCs now demand sustainable, repeatable business models rather than relying on individual foundersImportance of building "moats" and differentiation in crowded marketsMarketing PhilosophyThree ways CEOs typically view marketing:Core revenue driverSales enablement ("make things look pretty")Brand awareness generatorFocus on impacting business outcomes, not just creating contentTaking a whole customer lifecycle approach from acquisition to renewalAI's Role in MarketingUsing AI as an efficiency tool, not a replacement for human relationshipsCurrent tech stack includes ChatGPT for ideation and image generation, AI note-taking toolsEmphasis on maintaining human oversight and the relationship-driven nature of businessThe Transition from Founder-Led SalesCommon challenge for companies in the $10-50M rangeDifference between lifestyle businesses and venture-scalable companiesBuilding repeatable systems that don't depend on the founder's personal relationshipsProduct-Led Growth in HealthcareHealthcare traditionally being sales-led but slowly adopting PLG approachesThe complexity of implementing PLG - requires buttoned-up systems and user experienceWarning about pulling product resources away from core developmentRecent Business ChallengesAshley candidly shared experiencing her "hardest six months ever": Lost entire core team within two weeksLost major clients within two monthsHad to rebuild while maintaining operations and caring for familyLearning to balance investment in clients' success with her own company's needsHiring and Team ManagementFocus on behavioral interviews and work ethic assessment90-day probationary period to ensure good fitEmphasis on preventing burnout in high-paced startup/agency environmentImportance of setting clear expectations and boundariesParenting and BusinessExposing her daughter to the business world and strong working womenBalancing being present for family while running a demanding businessTeaching children about the value of hard work and financial independenceKey Quotes"I'm in the people business. We are in the services business where we are building relationships." "If we turned [marketing] off tomorrow, would it really impact our business? Probably not... We have to make sure that we are impacting the business in every single thing we're doing." "The strategic person climbs to the top of the ladder, looks over the trees and says, 'guys, we're in the wrong forest.'" "Don't let the facade fool you. It is hard as hell to do this and it will push you in every single capacity." Resources MentionedClay (AI-enabled sales outreach tool)Apollo (sales outreach platform)ChatGPT (AI for ideation and content)Clear Star Creative websiteEpisode TakeawaysFocus over busy work: Strategic thinking means identifying the one thing that will truly move the needleRelationships drive business: Especially in B2B services, human connections remain irreplaceableTransparency builds trust: Being honest about capabilities and limitations creates stronger client relationshipsSystems enable scale: Moving beyond founder-dependent operations requires intentional system buildingResilience through adversity: Even successful entrepreneurs face major setbacks - persistence and support systems are crucialFortune's Path podcast helps service and technology businesses address root causes that prevent rapid growth. Music and editing by Ted Noser.

In this episode of the Fortune's Path podcast, Tom Noser interviews Anderson Williams, Principal for Talent Development at Shore Capital Partners, a private equity firm that partners with entrepreneurs and industry executives to drive growth in micro-cap businesses. Anderson brings a unique perspective from his diverse background as a classroom teacher, entrepreneur, sculptor, painter, writer, and corporate advisor. Topics Discussed:Anderson's role leading talent and leadership development initiatives at Shore Capital PartnersHow Shore Capital works with micro-cap businesses (typically small, family-run businesses) to help them scaleThe Shore Leadership Academy's approach to developing leaders at different stagesHow Anderson's background in fine arts influences his approach to business and educationThe importance of trust and communication as foundations for leadershipThe connection between art, education, and business leadershipHow Shore Capital evaluates potential business partnershipsThe growth strategy of consolidating small businesses to create mid-market companiesKey Takeaways:Shore Capital Partners invests in micro-cap businesses with the goal of helping them scale, focusing on companies where the founders want to remain involved and grow with a strategic partner.The Shore Leadership Academy focuses on developing leadership at all levels, from first-time managers to executives, with a curriculum that progresses from self-development to team leadership to strategic business thinking.Anderson attributes much of his approach to business and leadership to his background in fine arts, particularly how it taught him to see differently, accept feedback, and continually iterate.Trust is described as foundational to leadership, with three distinct dimensions: personal trust, organizational trust, and strategic trust.The best teachers (and leaders) combine authentic passion for their subject with the ability to make content relevant to learners' real-world experiences.Anderson describes education as being about delivery, while learning is about what people do with knowledge - applying it in new and interesting ways.Shore Capital's investment strategy looks for "barbell industries" where there are many small players and a few large ones, creating opportunity to build in the middle through strategic acquisition.Business success ultimately comes from human relationships: "We're humans working together with other humans and human-created systems to provide products and services to solve problems for other humans. And we call it a business."Guest Bio:Anderson Williams serves as Principal for Talent Development at Shore Capital Partners, leading their talent and leadership development initiatives. With a diverse background as a classroom teacher, entrepreneur, sculptor, painter, writer, and corporate advisor, Anderson brings a unique perspective to leadership development. He holds a Master's in Fine Arts from Cranbrook Academy of Art and has been with Shore since 2021.

[00:00:00] - Introduction Tom: Setting up today's discussion points: establishing new standards in software, using tech for effective learning, and the possible conflict between educational system administrators and students.Guest: David Ells, Managing Director of Open LMS, an open-source learning management system provider.Overview of David's background in online learning with over 15 years of experience, including work with the Department of Defense on the Experience API (XAPI).[00:01:09] - Early Career and Entry into Learning Tech David: Shares his accidental entry into the learning tech field after earning a master's degree from MTSU.Initial job at Rustici Software leading to a career in educational technology.Discusses the meaningful impact of developing educational tools and the transformative power of education.[00:03:53] - Importance of Experiential Learning in Hiring Tom: Probes the significance of certifications versus experience in hiring.David: Emphasizes experience and practical application of knowledge as primary hiring factors over certifications.[00:05:35] - Introduction to XAPI Tom: Attempts to describe XAPI.David: Explains XAPI's basics—data format and communication protocol for learning events, allowing detailed tracking of learning activities across various platforms and contexts.[00:07:37] - XAPI's Vision and Development Tom: Shares initial skepticism about XAPI but appreciates its potential.David: Discusses the broader vision of XAPI, including data mobility and creating verifiable credentials for lifelong learning records.Insights on corporate and academic applications and interoperability with different forms of learning content.[00:10:52] - Industry Adoption and Impact of Standards David: Describes efforts to establish XAPI, parallels with existing industry standards, and the critical role of adoption.Historical context of SCORM and the unique challenges and opportunities it presented.[00:15:00] - Rustici Software’s Contribution to XAPI Tom: Questions about Rustici’s role in developing SCORM and transitioning to XAPI.David: Details Rustici’s research and industry contributions leading to XAPI’s development and its collaborative approach.[00:21:00] - Launching and Promoting XAPI David: Discusses the practical and marketing challenges in launching a new standard and gaining adoption.Realizations and reflections on what might have been done differently for better adoption rates.[00:28:10] - XAPI’s Broader Applications and Limitations Tom: Explores XAPI’s potential beyond learning contexts.David: Outlines XAPI’s flexibility, acknowledging both its strengths and weaknesses, and practical applications in data-driven contexts.[00:38:08] - Managing Data with Watershed Tom: Discusses the potential overwhelming amount of data XAPI could collect.David: Describes the importance of filtering data to extract meaningful insights and the role of tools like Watershed in this process.[00:43:42] - Transition to Open LMS David: Talks about his move to Open LMS and the shift in focus to higher education.Differences between corporate and academic markets and the commonalities in learning management needs.[00:45:03] - Comparing Corporate and Higher Education LMS Needs David: Discusses the evolving needs of universities to prepare students for careers and the corporate focus on skills-based training.[00:50:14] - Conflict Between Learners and Administrators Tom: Expresses views on the inherent conflict between learners and administrators.David: Compares this to IT departments versus end-users, discussing the potential synergy with modern SaaS and cloud-based solutions.[00:58:16] - Future of EdTech and Learning Systems David: Envisions a future where learning is skills-based and highly personalized, breaking the traditional degree format.Discusses the potential for more granular and modular learning experiences.[01:00:10] - Collaborations Between Academia and Industry Tom: Asks about formalizing partnerships between universities and industries.David: Discusses the potential for these partnerships, acknowledging existing informal pipelines and the mutual benefits.[01:02:17] - Personal Goals and Vision for Open LMS David: Shares his aspirations for the growth and success of Open LMS.Emphasizes the adaptability of Open LMS and its potential leadership in emerging educational trends.[01:02:54] - Conclusion Tom: Thanks David Ells for the conversation.David: Expresses enjoyment and appreciation for the dialogue and Tom's writing.

JJ: "My my dad was in the music business. He did this thing called mobile recording, where he had this 18 Wheeler truck, in the back of it was a recording studio. And so he would go around the country recording, you know, all kinds of live concerts and albums. And so by the time I got to maybe, I guess, seventh grade, my summers, I was a roadie. So I did that for my summers. And that was really fun for maybe like a week or so. And then I quickly saw that oh, this is pretty hard."JJ: "To be like a techie it was all about you had to be real good at math or something. And so you had to be kind of a math nerd. And I just pictured. "Okay, I'm not that.".. But as it turned out a lot of tech is about at least I've found is more about creativity."JJ: "We've gotten deep into AI. The attitude internally we had at our company was, okay, this is both a threat and an opportunity kind of thing.""Tom: I don't think large language models are going to be with us as, like, a permanent thing. I think eventually they may turn into just like a parlor game. Sort of an amusement. It's just statistically predicting what might come next. That feels like a fatal flaw.  There's a structure problem that is fatal. "JJ: "We went years with  no formal marketing. We were working and lucky to be in a field where there's been some demand.  So just trying to do a good job and live off of referrals. Over time, as we  grew, you  want to shift from being reactive to being proactive. That's what I felt would be good to do. That's when we started investing in  marketing internally. "

"8% of the male population is colorblind, especially to red and green. And so think about the stock market and how that reads, or any kind of financial or big data company and their prevalent uses of green and red.  People see those colors in shades of yellows and beige. ...I think accessibility design is still up and coming.  I think user experience as an industry is still in its infancy... incorporating it into corporate spheres, companies, what does that mean?  I make it a business to help build toolkits on how to define what it is that we do." "Generally people put out surveys at the beginning of a workflow or when someone first drops into their site before login or after login. But where I find that type of survey being really beneficial is after they do something.  So they come there with a certain thing in mind that they want to do.  That is exactly when you should throw up those two questions: a rating scale or an open ended.""Nashville is a place of connectors: "Hey, you know what? I know this person, let me email them for you. There is that love here of  meeting, meeting people  organically.""Design principles are  value statements that describe the most important goals that a product delivers for its users.""With with product led growth, focus on customer acquisition, your expansion and keeping your clients. There's four ways to do that. First: it's with user experience and an intuitive interface. Simplify the user journey. When someone's onboarding, consider how  they quickly understand the value of the product just because of the interaction they're having with the first page or the first few pages, and then make sure that it's a consistent experience across all devices. "The second one is UI. You user interface is really the visual appeal of designing for attention. We touch on this with graphic design. It's bringing clarity and language to guide people through features.  Think of things like feedback, how do you know this is working?""Another one that helps with product led growth is interaction design. Micro-interactions, you know, something that has minimal steps to complete the task or reduce friction and encouraging people to use the product later. A notification  saying, hey, you forgot something! Those are all ways that, you know, kind of brings growth. You don't necessarily think about it.""The last one is showcasing  something that you can use for free. But then explaining: 'hey there's these other features that you might like!' And being exploratory with that."

On the risk of AI programing leading to crummy software: "At the end of the day AI is just a tool, right? And so it's how we choose to use it that could have impacts there. If we allow AI usage to be an excuse to move quickly [when developing software], but sloppily, then yeah, we're going to build more and more software that is is tenuous and has the potential of falling over."On the idea of AI being able to help junior developers become senior developers more quickly: "Unless we are intentional as an industry, we run the risk of replacing the natural apprenticeship that's been in place for a few decades."On AI taking our jobs: "Humans will always seek to work on the things that they're uniquely able to deliver value on, and I think so we'll just keep doing that in software development. But but I am worried about what the path looks like for people to get to that level of expertise."On his new venture Ducky.foo: "Ducky.foo is is the outcome of me wrestling with the disparity that AI assistants are creating in terms of junior developer versus senior developer productivity... Create a human community where more experienced developers can teach and mentor and share their hard won expertise and real world knowledge with junior developers, but do it at scale...it's not novel to think of a community of software developers of different experience levels helping each other out. But I think what is novel is that I think we can hyper scale this type of community by injecting AI into it.""Those with the most going into any kind of innovation tend to be the ones who benefit the most." Ducky.foo is hoping to stop this from taking place with AI innovation, and prevent the fruits of AI innovation from resting in the hands of the wealthy.On the toxicity of Stack Overflow and general trolling: "here's a place where AI does have a leg up. It's infinitely patient, infinitely pleasant. And so I think That's one thing we can borrow from AI as we're building Ducky.foo.”

Key Takeaways“Applying to college is a series of tasks where you need information, guidance, and you need support through your own discernment process. It doesn’t have to be terrible. It doesn’t have to be scary.”“I use the word discern a lot. And I do that intentionally to discern who they are. Because when you start a college as a freshman, you're not the same person you are when you finish as a senior. And we need to get that right environment where it can be flexible and support that kind of academic, social, and emotional growth.”“…what's your philosophy of education? Do you view it as a means to an end, or is higher ed kind of this banquet table, you go and you feast and you try things, and it's just important to know what you don't like as it is to find out what you do like and what you're passionate about. We need to be strategic and intentional with choices for our students.”On her pro bono clients: “Helping them realize their potential, but to also broaden…horizons…look at it through this lens.”“If someone starts off a conversation, I want my child to go to a really competitive school. There's a lot to unpack in that statement. Once we start teasing out those factors…what I'm really hearing is I just want the best for my child. I don't know what that means. I don't have language around this, so I'm going to say an Ivy, I'm going to say, the best, the most competitive and what the most competitive for I'd say the majority of people isn't always the best decision.”If you work with Beth, you’re getting a process, not an outcome. It’s sometimes hard for parents to understand.“Children learn what they live. When they're shown another way. They're always receptive. I always said I can work with any student - parents: That's a different story. Kids are not the issue.”“Sometimes people just need to be reminded that they can do hard things.”

2:12 - Why she became a self-pay patient after two medical bankruptcies.  9:22 - How to navigate self-pay by removing fear-based thinking (I must have health insurance) and negotiate with every single healthcare service you pay for.  11:02 - The freedom that comes with leaving health insurance behind and embracing self pay. 11:58 - How hospital foundations and patient pay advocates have emerged to embrace (somewhat) self-pay. 12:49 - As a high earner, she does not use these foundations, but negotiates to pay her bill. She's also a member of Christian Healthcare Ministries (CHM),  a health cost sharing ministry.  13:20 - How CHM works - you become a member, pay a monthly fee. When a healthcare episode arises, you access CHM to get your healthcare bills paid, or shared.  15:14 - Sloane details the self-pay patient journey, how self-pay doesn't trickle through to all areas of the healthcare industry, and how to educate each sector about self-pay. 22:50 - How to ask for the self-pay rate as a patient. 25:00 - Where Sloane negotiated for care from one provider that was 75% less than what another provider quoted.  26:35 - How physicians are fairly  knowledgeable about self pay, but those in their business offices are not. They are trained to work with insurance. She packs her "patience and grace" to ask them to do something that is unusual.  29:25 - Tom pivots the conversation to how Sloan copes with a diagnosis of a terminal illness (at age 23). She doesn't let it define her, and looks at her condition as a chronic illness.  30:23 - How Sloane and Tom agree that it is the dying person's responsibility to prepare the living  for their own death.  34:14 - Why doctors ignore DNRs (hint: it has to do with litigation).  35:10 - Tom laments that modern Stoics don't talk suicide the way the original Stoics did - it is the last vestige of our wills.  37:50 - Sloane shares her grandmother's advice about friendship: you really only need 6 friends in life; 3 on one side of the casket, and 3 on the other.  38:10 - The extreme rarity of having one really close friend.  40:00 - Shifting to business, how she found herself in Nashville's health tech scene. Pre-pandemic, it was crowded, healthy and vibrant. Backed by Nashville and nationwide private equity and venture capital firms, and also supported by local institutions like the Nashville Entrepreneur Center, Nashville Healthcare Council, local family funds, and others, founders were getting a lot of support.  41:13 - When founder-led companies become responsible for creating shareholder value. The trajectory to create shareholder value is a big change, and she learned how sales and marketing played such a significant role in creating that value.  42:35 - Creation of her secret sauce: the strategy/methodology/execution of marketing to build to exit, and understanding how to make quick pivots as needed.  44:02 - What healthcare doesn't talk about post-pandemic: the rise in chronic disease, chronic care. Fortunately, many tech companies have come forward to begin to address this issue, but the exits are not as speedy as they once were. 45:29 - The role of a strategic story in an exit, and how your fly paper is still whether or not you created shareholder value. But healthcare needs to re-think intellectual property. 47:00 - The other way to re-frame and look at shareholder value: the customer relationships you create. If you can own a swim lane in the market, and really own it well, that has enormous value.  48:16 - How mergers often destroy value by devaluing the brand and the culture.  51:24 - Who shaped her marketing philosophy, Marty Neumeier, who was Steve Jobs' brand mentor. She believes, as Marty maintains, that a brand isn't what you say it is, it's what your customer says it is.  54:17 - How she loves founder-led companies, and how she gets so much more out of it than what she put into it. Her emotional paycheck gets cashed every time she sees someone get a check they never thought they would get.

Takeaways:  Selling into healthcare takes a long time - for good reason.Having worked in both the education and healthcare market selling software, both are difficult markets. While healthcare has more budget than education, both take forever to make a decision.Young entrepreneurs should think about getting some enterprise-level experience before starting a company.How entrepreneurship is like parenthood: you don't know it until you try it.Early technical decisions can have an outsize downstream impact, and is perhaps more important than go to market activity.Moore's most important job as CEO was first to drive revenue, then later to set the company vision and cultivate its culture.In his current role as an advisor, he stresses operational discipline over founders habits.The number one attribute for entrepreneurial success? Being able to work through ambiguity.Managing customers and raising kids both involve cultivating their independence from you.Jason's favorite saying? "People gonna people." It's not just negative - people also do amazing things. But just know that folks will disappoint you at some point.Advice to his 23 year-old self: Push through the hard times and keep people close; don't lose your focus on them.

Takeaways:  Why it's not so much that Eric is a believer in alternative assets, but that he believes in a diversification of investment portfolios. That illiquidity of alternative assets is a feature, not a bug. The legal challenges of getting Alto started took longer than the anticipated technical challenges of simplifying the workflow processes of alternative investments.The 'greater fool' theory in investments.How public markets are no longer being driven by the fundamentals of investing and operating.Alto's three levels of operation: a software business which owns a trust company and also owns a securities company.'Historically good returns' in alternative investments = returns that exceed public market returns.Bitcoin, like money, is an invention based on faith.What comprises 'luck' in business: hard work, opportunity, and a third vector: remaining open to what's happening in the market.The cost - and there is one - to entrepreneurship.