I believe the Onley reason I'm here today at the position I am and have any level of credibility is purely based on luck. In working with really amazing people who help me, it has nothing to do with me. I'm not special, but my story was the 24 years ago, while I was in university, I was studying computer science and my parents were heads of sales and marketing at Sun Microsystems. And what I quickly realized is that my parents could build anything. I mean, could sell anything and I could build anything. But if people couldn't use it, it was worthless. So I was able to do. And it's the only thing that I'm good at is to identify those opportunities and to go after him and so identify there's an opportunity around this thing called human computer interaction. I approached my university and said, We need tohave this Let's do this on day trusted me. So it was also a lot of relationship building, right? So it was kind of curiosity, creativity on drily personal relationships, nothing to do with the hard skills. The hard skills are the easy part. So I started my major You know, over the last 24 years, I've just managed to be at the right place at the right time. But honestly, it is about again go back to it. It's the same story. It was about listening to the story that they were trying to tell, really working with them, to understand what we could achieve and then helping to achieve that to really believing in my abilities and my capabilities and how to do that. And so, you know, when we were at Yahoo, Yeah, we knew e commerce was gonna be a thing, but we didn't know how big it was. It was really pushing those boundaries and not worrying about achieving it. And Amazon, you know, the idea of third party selling on Amazon seems stupid. It's like why it's like if you went to your local grocery store, our walmart, and then Walmart was letting its rivals sell in the store, You're like, Why would they do that? And that's kind of where it was. But, you know, we believed in it. And how does that mean? And and really, what was the human side to it? Unpacking kind of the human emotions and driving that. And so it was honestly, if there was anything that led to my success, it was that naive, idiotic curiosity like no fear just to really unpack things.

Oh, well, you know, easy enough. It's just a placeholder. Were I'm helping various start ups. Um, in various large enterprises from three billion air are down to 20. Millionaire are to it. Is it something completely new that we're working on? It is the sort of a side hustle, if you will. But it was purely based again on around the curiosity of looking at the marketplace specifically because of co vid and saying companies had no way to approach and speak to executives anymore. They would typically spend money at conferences. Conferences were really the only route, or it was based on. I would go higher, really expensive salespeople who had those relationships already on. Then when Covitz truck and guess what? All that went away. It literally evaporated overnight. But what I saw was that Kylie Jenner, who had no marketing, no business, no product, no experience at all, was a billionaire purely based on influence. And I started to say, Well, there's something around this influence era like Is there really something around this idea of influence and so easy enough is an umbrella company I have where we're helping companies start to realize how they can unlock the power of their customers to drive influence for future customers. Um, that is a pure hustle opportunity, which is completely different than anything I've done before. Like in that job. I'm working with companies to first get that number one to identify what is the value of customers right and that that's basically moving them from a transactional basis to a consultative basis. How do you bring customers along your journey beyond just this conversation we have and beyond just when they pay, how do you actually care about their long term goals? It's almost like a sporting goods retailer I worked at. It wasn't about selling socks and jocks and hockey sticks. It was more about How do you reduce obesity and make people fall in love with sports, which is a longer term game. So the first thing that I have to do when I work with clients, the second thing is to help them understand. How do they unlock the value of those customers? And what does that mean? Oftentimes, companies look at their customers as kind of this sacred beast, this thing that exists on its own and don't think about how do they make those people more successful. How do they make them rock stars? So it's traditionally meat coming in and explaining and working with them to understand. How do we create those programs that we could? Actually, in a way that that doesn't break any rules or guidelines, allows your customers to be influential aan den. The third thing that I do with these companies is that I work with their actual their customers because, look, they have day jobs and they would do it if they could. But they just don't have the time. And they really don't know how to do it well, so that I bring in my brand and content teams. That's what the easy enough, And they kind of helped create content for those people. They get them in the right engagements. They get the right speaking gigs. Andi helped tell the right story, treating a customer as a brand, and there's an extension to a product, right? Because so so long. Companies had assumed that customers were the consumers of products were flipping that on the head to say What if your customers actually drive the consumption of your product? What does that look like what if it's not about your brand, but it's the brand of your customers. How do we create push those brands? That's easy enough, which is different than the last 24 years, essentially, where I have been really focused on driving products and innovation and strategy for some of the world's largest companies.Well, yeah. So as I think, those are the three priorities for easy enough, right? Easy enough. Top three priorities. Air. Get customers too. Yeah, to number one transactional to consultative sales. Understand the value of your customers and then empower and equip your customers to tell your story. Those are my three priorities that I walk through. Um, and then my weekly hours, Uh, it varies from week to week. Sometimes I'm working 80 hours a week. Sometimes I'm working 10 hours a week. Um, you know, it depends on when I'm trying to bring a new brand or cut company in. How much time do I need to spend educating and understanding What's the level of conversations? Are we generating ideas or we synthesizing them if we're generating them, I'm I have to be very involved because it's that level of curiosity, which is a differentiator for easy enough. When it's a matter of synthesizing, then I can have my teams really take a look at what that is. And then I kind of sit back and let them run with it, because I don't want to get involved

100% of the time. The problems have nothing to do with what you're gonna learn in school. Ah, 100% of time. They have nothing to learn. Like actually what and I teach in universities. And so it's really hard for me to say that. But the reality is the challenge is in pain that I have to overcome, and it had to overcome for 24 years have nothing to do with my capabilities and my abilities to solve problems. It's a human issue, right? The major challenges I face are a disconnect because I'm working with other people who do think in terms of capabilities and skills. But the reality is they really don't understand what they want to achieve. And so a lot of times it's personal relationships. Ah, lot of times it's getting folks to be curious. It's getting them to explore ideas. It's getting them to be vulnerable. And then it's storytelling it back in such a way that makes it feel like it was their idea. It was harmonious and going forward. So my major challenge is really working with people who have spent their entire career executing and delivering based on a set of rules and playbooks based on a set of guidelines and metaphors that they believe to be true and getting them to break those down and move away from them. Right? That that is one of my biggest challenges. Because once when someone comes and I was working with a client the other day who is looking to take one of their influencers to a conference where there's gonna be 200 it's one of the world's biggest conferences. Um and you know, I I approached this client and I said, Look, you have to stand out. Your message has to be unique and differentiated from the public because your topic is boring and shit. No one cares when you're trying to compete with Bill Gates. Speaking with Michelle Obama, speaking with Oprah speaking, no one wants to see you. No one is is tuning in to see you. You got to stand out so we gotta make your message of like, what does your what does What is the pain that your customer really has? And how do we speak to that pain in a way that makes them vulnerable? Eso I'm working on that level. Um and everything we came up with. It was just met with resistance over and over and over again because, like, well, no, no, we can't get goofy, We can't get silly. Our message has to be really seriously like they took themselves so seriously because they felt they had to be serious because they felt that's what people wanted to see when in reality, as we went through and we did some rapid experimentation with them, I said, Hey, look, let's put out some quick media blitz. Let's put up some quick social media posts and let's track to see which gets better responses. What they found is that when they were humorous and funny and didn't take themselves seriously and we're confident enough to sit on the credibility of their brand, they had a ton of response. But quite frankly, there's there's, you know, they have 2030 years of walls that have been built up. I mean, think about yourself, right? Like like how many of the preconditions that you had that were talked to you in university in school, in your job of how you act, act how you have to be, what people want to see our make your decisions, and so that's where I spend most of my time approaching and trying to get them to overcome. It is trying to get them to see that there are other options and then, like a soon as they start to break loose and see those other options. That's why I said, like it's super lucky for me because that's all I have to do. Once I can get you to, like, actually take that risk, I guarantee you you're gonna have way better ideas than I ever would, so that's what I do.