Shawn Boom sells rehearsal

In August 2024, 800 people in the United States who had received nursing education in the previous five years were asked about their first year on the job. Almost half said they had thought about quitting. Thirty-one percent named inadequate preparation for the realities of nursing as a primary reason.

The survey was commissioned by UbiSim, a virtual reality training company owned by Labster, and conducted by Kickstand Research, whose agency also handles Labster's media contacts. Labster's CEO is Shawn Boom, and the finding is the center of how he talks about his business.

"When you get out into the field, the nurses are telling us that they weren't ready for the high acuity, high stakes situations," Boom told the CEO.com Podcast. Nursing school teaches the clinical skills. It does not give students many chances to practice a patient crashing while the family screams at them. "Being prepared with not only the hard, concrete technical skills necessary to be a nurse but also the soft skills of dealing with patients in stressful environments and family members really shows up as a stressor for them."

UbiSim sells the rehearsal. A student puts on a headset and walks into a simulated hospital room with a patient and a scenario. Among survey respondents who had trained with VR or similar tools, Boom said, 90 percent felt more ready to practice. The survey and the product come from the same company, so the number should be read that way. The dropout finding is harder to argue with. Nobody commissions a study hoping to learn that nearly half of new nurses want to leave.

Boom says the shortage will reach a million nurses in the next few years. He blames an aging population and a profession that burned through its workforce during the pandemic, and he says the fix has to start earlier than nursing school. Students who want to become nurses first have to survive college biology and chemistry, and those courses depend on lab time that many campuses cannot provide. That is the rest of Labster's business: virtual labs for the science courses that feed healthcare programs. In one, students investigate a crime scene, collect DNA evidence, and analyze it in a virtual lab. Labster says more than six million students at 3,000 institutions have used the platform.

The company

Labster was founded in Copenhagen in 2011 and raised money from Owl Ventures, Balderton Capital, and Andreessen Horowitz, among others. Its last round was $47 million, announced in April 2022. At the time, the company said it employed more than 350 people and was hiring across every major team. It has not raised money since. Third-party trackers put headcount at just over 100 in 2026, and the company now datelines its press releases from Boston.

Boom became CEO in January 2024 when co-founder Michael Bodekaer Jensen moved to the board. The press release said Boom's job was growth. On the CEO.com Podcast, recorded that November, he described something closer to discipline. "Cash is really king," he said. "We shored up our expenses in the past couple of years." He said the macro environment had pushed technology companies away from growth at all costs, and that the point of cutting was to keep enough dry powder to fund product work.

The product work he means is AI, and he is unusually direct about it. "AI is not a differentiator specifically for any tech organization," he said. What it can do is make building simulations cheaper. Boom expects it to cut content costs by 80 percent once Labster finishes rebuilding its platform, and only after that does he plan to put personalization in front of students.

The man

Boom's first job out of the University of Wisconsin-La Crosse was an internship with Sally Edwards, an Ironman triathlete who built a heart-rate training business. He had studied physiology and wanted to train Olympic athletes. He knocked on her door until she said yes, then moved to California, where she handed him a website to build, a book distribution problem, and a P&L. He never trained an athlete.

He spent more than nine years at Blackboard, reaching global vice president, and nearly six as CEO and executive chairman of Vanco, a payments company for schools and nonprofits. Labster is his second CEO job.

Asked what he reads, he named Michael Singer's The Untethered Soul and The Surrender Experiment, and said he is trying to figure out when to push and when to stop. "That's how I'm wired," he said of the pushing. "At some point in our career, I'm in my mid-40s, and you realize that joy oftentimes comes from the moments where you're able to let go and surrender."

Every episode of the CEO.com Podcast ends with the same question: who gave you a chance? Boom named Edwards. She did not teach him what he came to learn. Instead, she taught him what he has done for 25 years.

In July 2026, Labster published a survey of 411 students enrolled in online and hybrid STEM programs in the United States and Canada. Forty-one percent said a lack of hands-on learning had made them question whether to finish their program. These are the students who have not yet reached nursing school.

00:00:09 Introduction and Background of Labster
00:00:36 Impact of COVID on Education and Labster's Role
00:01:18 Virtual Simulations in STEM Education
00:01:49 Future of Education Immersive and Personalized Learning
00:02:50 Labster's Collaboration with Educational Institutions
00:03:33 Addressing the Nursing Shortage with VR Training
00:04:12 Reasons Behind the Nursing Shortage
00:05:04 Role of AI in Labster and Education
00:07:04 Research on Nurses' Readiness and Stress
00:08:22 AI's Impact on Healthcare
00:09:54 A Day in the Life of Labster's CEO
00:10:43 Reading Recommendations
00:12:09 Lessons in Leadership
00:13:11 Planning for 2025
00:14:30 Importance of Giving and Receiving Chances

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So<00:03:10.876> one<00:03:10.988> of<00:03:11.052> the<00:03:11.213> things<00:03:11.437> we'll<00:03:11.533> do<00:03:11.774> is<00:03:11.934> we'll<00:03:12.078> build<00:03:12.271> a<00:03:12.319> scenario<00:03:12.816> around<00:03:13.200> DNA<00:03:13.601> so<00:03:13.777> we<00:03:13.858> can<00:03:14.018> drop<00:03:14.354> a<00:03:14.419> student<00:03:14.916> in<00:03:14.996> a<00:03:15.060> crime<00:03:15.444> scene<00:03:16.262> and<00:03:16.342> they<00:03:16.486> can<00:03:16.663> go<00:03:16.887> collect<00:03:17.208> the<00:03:17.368> evidence<00:03:17.705> and<00:03:17.801> then<00:03:17.945> bring<00:03:18.121> it<00:03:18.185> back<00:03:18.490> to<00:03:18.570> the<00:03:18.666> lab<00:03:19.548> to<00:03:19.772> discover<00:03:20.189> the<00:03:20.333> whodunit.

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So<00:03:21.856> we<00:03:22.353> really<00:03:22.674> drop<00:03:23.074> the<00:03:23.171> learner<00:03:23.619> into<00:03:23.796> the<00:03:23.940> environment,<00:03:24.437> and<00:03:24.533> especially<00:03:25.062> if<00:03:25.142> you're<00:03:25.302> a<00:03:25.399> visual<00:03:25.703> learner,<00:03:25.960> you<00:03:26.040> want<00:03:26.136> to<00:03:26.184> be<00:03:26.344> hands-on,<00:03:27.386> this<00:03:27.482> gives<00:03:27.707> you<00:03:27.787> the<00:03:27.867> opportunity<00:03:28.396> to<00:03:28.508> really<00:03:28.765> practice<00:03:29.326> what<00:03:29.486> you've<00:03:29.646> learned<00:03:29.951> in<00:03:30.031> the<00:03:30.127> lecture<00:03:30.528> or<00:03:30.672> in<00:03:30.704> the<00:03:30.913> book.

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If<00:03:31.570> you<00:03:31.650> take<00:03:31.874> that<00:03:32.035> all<00:03:32.131> the<00:03:32.211> way<00:03:32.355> through<00:03:32.612> to<00:03:33.317> the<00:03:33.349> nursing<00:03:33.974> program<00:03:34.375> and<00:03:34.439> the<00:03:34.519> platform<00:03:35.000> that<00:03:35.096> we<00:03:35.240> have,<00:03:36.138> we<00:03:36.298> know<00:03:36.395> that<00:03:36.683> there's<00:03:37.004> a<00:03:37.180> million<00:03:37.741> nurse<00:03:38.286> shortage<00:03:38.863> in<00:03:38.927> the<00:03:38.959> next<00:03:39.328> couple<00:03:39.568> of<00:03:39.648> years<00:03:39.905> coming.

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We've<00:03:41.011> got<00:03:41.107> an<00:03:41.331> aging<00:03:41.588> population<00:03:42.389> in<00:03:42.470> the<00:03:42.518> United<00:03:42.854> States,<00:03:43.736> And<00:03:44.298> really<00:03:44.539> across<00:03:44.941> the<00:03:45.021> globe,<00:03:45.359> it's<00:03:45.857> a<00:03:45.921> workforce<00:03:46.403> issue.

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And<00:03:47.350> so<00:03:47.527> getting<00:03:48.089> nurses<00:03:48.491> both<00:03:48.732> trained<00:03:49.278> and<00:03:49.358> then<00:03:49.599> feeling<00:03:49.937> confident<00:03:50.660> when<00:03:50.804> they<00:03:50.900> get<00:03:51.125> out<00:03:51.318> into<00:03:51.543> practice,<00:03:52.089> into<00:03:52.250> the<00:03:52.330> healthcare<00:03:52.732> setting,<00:03:53.455> that<00:03:53.551> they've<00:03:53.696> had<00:03:53.872> enough<00:03:54.113> hands-on<00:03:54.531> experience<00:03:55.479> with<00:03:55.639> various<00:03:56.458> scenarios<00:03:57.503> is<00:03:57.647> really<00:03:57.872> important.

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And<00:03:58.370> so<00:03:58.595> what<00:03:58.755> we'll<00:03:58.852> do<00:03:59.012> there<00:03:59.253> is<00:03:59.318> we'll<00:03:59.478> actually<00:03:59.816> allow<00:04:00.555> in<00:04:00.619> a<00:04:00.683> virtual<00:04:01.020> reality<00:04:01.518> setting,<00:04:02.225> the<00:04:02.305> nurse<00:04:02.546> to<00:04:02.691> put<00:04:02.852> the<00:04:02.932> headset<00:04:03.334> on<00:04:03.912> and<00:04:04.056> they<00:04:04.153> can<00:04:04.297> get<00:04:04.458> in<00:04:04.619> and<00:04:04.795> interact<00:04:05.261> with<00:04:05.438> patients<00:04:06.321> and<00:04:06.402> it<00:04:06.482> gives<00:04:06.627> them<00:04:06.739> a<00:04:06.803> lot<00:04:06.980> of<00:04:07.108> practice.

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So<00:04:07.928> not<00:04:08.169> just<00:04:08.394> the<00:04:08.554> book<00:04:08.667> smarts,<00:04:09.132> but<00:04:09.277> the<00:04:09.438> opportunity<00:04:10.016> to<00:04:10.160> really<00:04:10.337> apply<00:04:10.739> that<00:04:10.980> theory.

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Do<00:04:12.199> you<00:04:12.327> have<00:04:12.520> a<00:04:12.584> sense<00:04:13.049> for<00:04:13.385> why<00:04:13.706> there's<00:04:13.946> a<00:04:13.962> nursing<00:04:14.347> shortage<00:04:14.908> and<00:04:15.133> why,<00:04:15.694> you<00:04:15.726> know,<00:04:15.870> that's<00:04:16.174> going<00:04:16.255> to<00:04:16.351> continue<00:04:16.704> to<00:04:16.832> be<00:04:16.928> a<00:04:16.992> problem<00:04:17.297> for<00:04:17.393> the<00:04:17.473> next<00:04:18.435> few<00:04:18.675> years?

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Like,<00:04:19.797> is<00:04:19.878> there,<00:04:20.118> is<00:04:20.262> there<00:04:20.503> a<00:04:20.679> particular<00:04:21.320> reason<00:04:21.801> why?

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Is<00:04:22.507> it<00:04:22.747> just<00:04:22.923> the<00:04:23.084> aging<00:04:23.404> population?

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Yeah,<00:04:25.408> the<00:04:25.632> aging<00:04:25.809> population.

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And<00:04:26.610> then<00:04:27.412> nursing<00:04:27.813> is<00:04:27.957> a<00:04:28.358> healthcare<00:04:28.694> in<00:04:28.839> general,<00:04:29.175> and<00:04:29.255> nursing<00:04:29.592> specifically<00:04:30.153> are<00:04:30.682> really<00:04:30.922> high<00:04:31.243> demand,<00:04:31.724> high<00:04:31.900> stress<00:04:33.567> careers<00:04:34.048> for<00:04:34.145> people<00:04:34.385> to<00:04:34.465> choose.

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And<00:04:34.930> especially<00:04:35.347> after<00:04:35.523> the<00:04:35.651> pandemic,<00:04:36.148> there<00:04:36.212> was<00:04:36.373> a<00:04:36.389> lot<00:04:36.565> of<00:04:36.709> burnout<00:04:37.110> that<00:04:37.254> happened.

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In<00:04:38.216> that<00:04:38.376> space.

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So<00:04:38.857> it's<00:04:38.953> a<00:04:39.017> culmination<00:04:39.578> of<00:04:39.819> all<00:04:39.899> of<00:04:39.995> these<00:04:40.235> things,<00:04:41.181> and<00:04:41.517> we<00:04:41.597> can't<00:04:41.822> solve<00:04:42.142> it<00:04:42.222> overnight.

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So<00:04:42.799> we<00:04:42.879> really<00:04:43.056> need<00:04:43.200> to<00:04:43.665> think<00:04:43.905> back<00:04:44.322> into<00:04:45.043> the<00:04:45.123> education<00:04:45.603> pipeline<00:04:46.389> and<00:04:46.565> get<00:04:46.869> more<00:04:47.542> students<00:04:48.007> interested<00:04:48.472> in<00:04:48.584> STEM,<00:04:49.049> because<00:04:49.353> ultimately<00:04:49.770> the<00:04:49.834> STEM-educated<00:04:50.956> students<00:04:51.372> become<00:04:52.093> the<00:04:52.174> next<00:04:52.398> students<00:04:52.718> that<00:04:52.815> choose<00:04:53.039> healthcare.

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And<00:04:54.273> so<00:04:54.481> thinking<00:04:54.818> about<00:04:55.539> the<00:04:55.763> overall<00:04:56.019> pipeline<00:04:56.564> of<00:04:56.644> where<00:04:56.757> students<00:04:57.077> are<00:04:57.157> coming<00:04:57.446> from<00:04:57.702> and<00:04:57.782> how<00:04:57.862> we<00:04:58.007> make<00:04:58.183> them<00:04:58.327> successful<00:04:58.904> every<00:04:59.080> step<00:04:59.321> of<00:04:59.385> the<00:04:59.529> journey<00:04:59.849> is<00:04:59.946> really<00:05:00.106> important<00:05:00.570> to<00:05:00.667> us.

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How<00:05:01.868> is<00:05:02.173> AI<00:05:02.574> changing<00:05:02.990> your<00:05:03.150> company?

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Yeah,<00:05:05.540> AI,<00:05:06.343> um,<00:05:07.097> it<00:05:07.177> is<00:05:07.322> not<00:05:07.482> a<00:05:07.546> differentiator<00:05:08.830> specifically<00:05:09.648> for<00:05:09.953> any<00:05:10.130> tech<00:05:10.435> organization,<00:05:11.414> would<00:05:11.558> be<00:05:11.654> my<00:05:11.975> opinion.

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However,<00:05:13.179> I<00:05:13.259> think<00:05:13.436> it<00:05:13.500> can<00:05:13.676> enable<00:05:13.981> differentiation<00:05:14.703> in<00:05:14.784> a<00:05:14.928> really<00:05:15.169> unique<00:05:15.490> way.

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We're<00:05:16.404> thinking<00:05:16.693> about<00:05:16.934> it<00:05:17.030> in<00:05:17.126> a<00:05:17.255> couple<00:05:17.528> of<00:05:17.592> ways.

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From<00:05:18.571> an<00:05:18.795> industry<00:05:19.180> perspective,<00:05:19.598> first<00:05:19.919> of<00:05:19.999> all,<00:05:20.143> we<00:05:20.239> think<00:05:20.464> it<00:05:20.544> gives<00:05:20.705> the<00:05:20.801> opportunity<00:05:21.315> to<00:05:21.507> create<00:05:21.828> a<00:05:21.924> much<00:05:22.229> more<00:05:22.887> immersive,<00:05:24.091> personalized<00:05:24.733> experience.

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And<00:05:25.615> so<00:05:26.482> we<00:05:26.578> intend<00:05:26.899> to<00:05:27.043> use<00:05:27.220> it<00:05:27.300> in<00:05:27.445> that<00:05:27.621> way,<00:05:27.782> to<00:05:27.926> have<00:05:28.038> a<00:05:28.183> learning<00:05:28.648> architecture<00:05:29.466> where<00:05:29.627> a<00:05:29.643> student<00:05:30.253> enters<00:05:30.590> into<00:05:31.376> a<00:05:31.793> learning<00:05:32.098> objective<00:05:32.900> and<00:05:33.140> can<00:05:33.237> follow<00:05:33.557> a<00:05:33.638> pathway<00:05:34.199> that<00:05:34.536> is<00:05:34.680> best<00:05:34.905> serving<00:05:35.306> them<00:05:35.723> and<00:05:35.963> the<00:05:36.044> way<00:05:36.204> that<00:05:36.348> they<00:05:36.477> learn.

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When<00:05:37.728> I<00:05:37.808> think<00:05:37.984> about<00:05:38.273> it<00:05:38.433> operating<00:05:38.931> within<00:05:39.235> the<00:05:39.412> organization,<00:05:40.198> I<00:05:40.278> want<00:05:40.390> it<00:05:40.454> to<00:05:40.599> show<00:05:40.759> up<00:05:40.936> on<00:05:41.000> the<00:05:41.160> back<00:05:41.433> end<00:05:42.042> driving<00:05:43.181> cost<00:05:43.518> efficiency<00:05:44.384> and<00:05:44.545> speed.

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That's<00:05:45.411> the<00:05:45.507> most<00:05:45.748> important<00:05:46.052> thing—<00:05:46.165> speed<00:05:46.550> of<00:05:46.774> delivering<00:05:47.175> our<00:05:47.336> roadmap<00:05:48.555> out<00:05:48.699> to<00:05:48.795> the<00:05:48.875> market<00:05:49.212> so<00:05:49.292> we<00:05:49.421> can<00:05:49.581> put<00:05:49.758> more<00:05:49.982> features<00:05:50.319> out<00:05:50.720> more<00:05:50.944> quickly.

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So<00:05:52.484> I<00:05:52.564> think<00:05:52.741> it'll<00:05:52.885> take<00:05:53.222> 80%<00:05:53.527> of<00:05:53.848> the<00:05:53.992> content<00:05:54.634> cost<00:05:55.436> out<00:05:55.532> of<00:05:55.596> the<00:05:55.692> organization<00:05:56.350> or<00:05:56.414> allow<00:05:56.719> us<00:05:56.815> to<00:05:56.895> accelerate<00:05:57.457> content<00:05:57.858> generation<00:05:58.339> by<00:05:58.515> 80%.

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When<00:05:59.927> we're<00:06:00.023> complete<00:06:00.424> with<00:06:00.568> a<00:06:00.584> lot<00:06:00.760> of<00:06:00.825> the<00:06:01.225> platform<00:06:01.626> work<00:06:01.787> that<00:06:01.947> we're<00:06:02.027> doing.

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The<00:06:03.310> other<00:06:03.470> place<00:06:03.727> that<00:06:03.871> it<00:06:03.952> needs<00:06:04.192> to<00:06:04.272> show<00:06:04.497> up<00:06:04.609> is<00:06:04.850> in<00:06:04.994> the<00:06:05.074> hands<00:06:05.395> of<00:06:05.459> the<00:06:05.555> learner<00:06:05.796> themselves.

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And<00:06:07.063> so<00:06:07.624> we're<00:06:07.784> focusing<00:06:08.201> first<00:06:08.586> on<00:06:08.923> the<00:06:09.019> backend<00:06:09.420> efficiency<00:06:09.901> side<00:06:10.206> because<00:06:10.510> that<00:06:10.767> infrastructure<00:06:11.408> will<00:06:11.553> ultimately<00:06:12.050> build<00:06:12.611> a<00:06:12.771> deep<00:06:13.092> capability<00:06:13.797> for<00:06:13.974> personalized<00:06:14.599> branching<00:06:15.112> of<00:06:15.257> different<00:06:15.577> learning<00:06:15.834> styles.

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And<00:06:16.941> then<00:06:17.245> ultimately<00:06:18.143> when<00:06:18.304> that<00:06:18.464> shows<00:06:18.769> up<00:06:18.881> in<00:06:18.945> a<00:06:19.089> platform,<00:06:20.051> the<00:06:20.148> learner<00:06:20.468> can<00:06:20.629> have<00:06:20.789> a<00:06:20.869> much<00:06:21.094> more<00:06:21.334> personalized<00:06:21.815> experience.

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When<00:06:23.194> we<00:06:23.339> think<00:06:23.595> about<00:06:24.381> capital<00:06:24.782> allocation,<00:06:27.043> One<00:06:27.204> of<00:06:27.268> the<00:06:27.300> things<00:06:27.589> that<00:06:27.846> I<00:06:27.910> really<00:06:28.086> think<00:06:28.327> about<00:06:28.568> first<00:06:28.953> is<00:06:29.434> what's<00:06:29.547> going<00:06:29.755> on<00:06:30.092> with<00:06:30.172> the<00:06:30.269> macroeconomics.

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And<00:06:31.472> so<00:06:31.761> the<00:06:32.098> macroeconomics<00:06:32.900> would<00:06:33.205> dictate<00:06:33.783> tech<00:06:34.024> organizations<00:06:34.810> that<00:06:35.050> used<00:06:35.227> to<00:06:35.532> think<00:06:35.644> about<00:06:36.013> growth<00:06:36.366> at<00:06:36.511> all<00:06:36.671> costs<00:06:37.393> now<00:06:37.554> think<00:06:37.794> about<00:06:38.019> moving<00:06:38.260> towards<00:06:39.078> profitability.

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And<00:06:40.185> so<00:06:40.346> we<00:06:40.442> want<00:06:40.570> to<00:06:40.602> make<00:06:40.763> sure<00:06:40.907> that<00:06:41.084> we're<00:06:41.260> using<00:06:41.437> our<00:06:41.565> resources<00:06:42.127> in<00:06:42.159> a<00:06:42.223> sustainable<00:06:42.833> way<00:06:43.090> so<00:06:43.250> that<00:06:43.411> we've<00:06:43.555> got<00:06:43.715> the<00:06:43.796> dry<00:06:43.972> powder<00:06:44.357> to<00:06:44.454> invest<00:06:44.790> in<00:06:44.935> innovation.

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And<00:06:46.283> so<00:06:46.620> that<00:06:46.780> sustainable<00:06:47.807> opportunity<00:06:48.385> with<00:06:48.609> AI<00:06:49.027> is<00:06:49.171> right<00:06:49.412> on<00:06:49.492> our<00:06:49.652> doorstep.

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And<00:06:50.792> then<00:06:51.177> I<00:06:51.257> think<00:06:51.738> the<00:06:51.819> next<00:06:52.075> thing<00:06:52.236> is<00:06:52.380> how<00:06:52.557> that<00:06:52.717> shows<00:06:53.102> up<00:06:53.584> out<00:06:53.744> in<00:06:53.824> the,<00:06:54.001> in<00:06:54.065> the<00:06:54.097> market<00:06:54.803> to<00:06:54.900> drive<00:06:55.204> innovation.

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So<00:06:55.750> we'll<00:06:55.927> continue<00:06:56.392> using<00:06:56.568> the<00:06:56.649> dry<00:06:56.809> powder<00:06:57.130> against<00:06:57.435> that.

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Tell<00:06:58.815> us<00:06:58.912> about<00:06:59.137> this<00:06:59.361> research<00:06:59.779> you<00:06:59.939> launched<00:07:00.822> in<00:07:00.967> October,<00:07:01.770> like<00:07:02.251> October<00:07:02.974> 1st,<00:07:03.150> I<00:07:03.231> believe.

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Yeah,<00:07:04.274> we<00:07:04.371> talked<00:07:04.660> to<00:07:04.836> thousands<00:07:05.623> of<00:07:05.783> nurses,<00:07:06.907> and<00:07:07.004> what<00:07:07.164> we<00:07:07.325> wanted<00:07:07.565> to<00:07:07.646> understand<00:07:08.352> was<00:07:08.770> when<00:07:08.994> they<00:07:09.171> get<00:07:09.412> into<00:07:09.572> the<00:07:09.733> workforce,<00:07:10.520> how<00:07:10.841> ready<00:07:11.162> are<00:07:11.242> they<00:07:11.338> feeling<00:07:11.820> to<00:07:11.981> practice,<00:07:12.928> and<00:07:13.024> what<00:07:13.265> were<00:07:13.345> the<00:07:13.506> tools<00:07:14.068> that<00:07:14.228> they<00:07:14.389> used<00:07:14.630> along<00:07:14.951> their<00:07:15.176> educational<00:07:15.754> journey<00:07:16.476> to<00:07:16.621> get<00:07:16.781> out<00:07:16.942> there<00:07:17.038> and<00:07:17.118> feel<00:07:17.423> confident?

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And<00:07:19.109> what<00:07:19.270> we<00:07:19.430> learned<00:07:19.703> is<00:07:19.832> a<00:07:19.912> couple<00:07:20.153> of<00:07:20.185> things.

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Those<00:07:21.276> that<00:07:21.373> are<00:07:21.533> using<00:07:21.935> VR<00:07:22.416> and<00:07:22.497> immersive<00:07:22.978> technology<00:07:24.022> 90%<00:07:24.583> of<00:07:24.968> them<00:07:25.802> are<00:07:25.866> saying<00:07:26.187> that<00:07:26.347> they<00:07:26.427> feel<00:07:26.908> way<00:07:27.309> more<00:07:27.710> ready<00:07:28.256> to<00:07:28.352> be<00:07:28.496> out<00:07:28.657> there<00:07:28.753> in<00:07:28.913> practice.

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So<00:07:29.555> it's<00:07:29.715> driving<00:07:30.100> a<00:07:30.180> lot,<00:07:30.501> not<00:07:30.661> just<00:07:31.078> competence<00:07:31.816> in<00:07:31.944> the,<00:07:32.522> the<00:07:32.682> content<00:07:33.147> that<00:07:33.243> they<00:07:33.339> need<00:07:33.484> to<00:07:33.628> learn,<00:07:33.869> but<00:07:33.981> confidence<00:07:34.606> in<00:07:34.687> applying<00:07:35.088> it<00:07:35.248> is<00:07:35.392> really<00:07:35.553> important.

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The<00:07:36.836> other<00:07:36.996> thing<00:07:37.718> we<00:07:37.814> realized<00:07:38.359> is<00:07:38.536> just<00:07:38.937> how<00:07:39.097> stressful<00:07:40.123> nursing<00:07:40.524> is,<00:07:40.861> especially<00:07:41.326> in<00:07:41.406> your<00:07:41.503> first<00:07:41.839> or<00:07:41.903> second<00:07:42.288> year<00:07:42.385> in<00:07:42.545> practice.

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Well<00:07:44.068> over<00:07:44.373> 40%<00:07:45.512> are<00:07:45.608> saying<00:07:45.993> that<00:07:46.234> in<00:07:46.298> the<00:07:46.378> first<00:07:46.634> couple<00:07:46.875> of<00:07:46.955> years<00:07:47.581> they're<00:07:47.741> thinking<00:07:47.982> about<00:07:48.238> leaving<00:07:48.559> the<00:07:48.639> field<00:07:49.024> already.

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And<00:07:49.890> they<00:07:49.987> just<00:07:50.163> put<00:07:50.549> all<00:07:50.629> this<00:07:50.789> time<00:07:51.062> and<00:07:51.191> money<00:07:51.528> into<00:07:51.688> getting<00:07:51.929> trained.

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And<00:07:52.893> it's<00:07:53.037> because<00:07:53.278> when<00:07:53.358> you<00:07:53.455> get<00:07:53.760> out<00:07:53.936> into<00:07:54.161> the<00:07:54.241> field,<00:07:54.562> the<00:07:54.594> nurses<00:07:54.996> are<00:07:55.124> telling<00:07:55.461> us<00:07:56.104> that<00:07:56.569> they<00:07:56.730> weren't<00:07:56.971> ready<00:07:57.227> for<00:07:57.372> the<00:07:57.452> high<00:07:57.709> acuity,<00:07:58.175> high<00:07:58.367> stakes<00:07:58.753> situations.

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And<00:08:00.117> so<00:08:00.760> being<00:08:00.920> prepared<00:08:01.466> with<00:08:02.044> not<00:08:02.205> only<00:08:02.365> the<00:08:02.510> hard<00:08:02.766> concrete<00:08:03.248> technical<00:08:03.682> skills<00:08:04.051> to<00:08:04.131> be<00:08:04.211> a<00:08:04.227> nurse,<00:08:05.014> but<00:08:05.159> the<00:08:05.191> soft<00:08:05.496> skills<00:08:05.833> of<00:08:05.961> dealing<00:08:06.202> with<00:08:06.379> patients<00:08:06.861> in<00:08:06.941> stressful<00:08:07.326> environments<00:08:07.904> and<00:08:08.065> family<00:08:08.386> members<00:08:09.188> really<00:08:09.349> shows<00:08:09.734> up<00:08:09.975> as<00:08:10.312> a<00:08:10.377> stressor<00:08:10.778> for<00:08:10.874> them.

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So<00:08:11.677> what<00:08:11.838> we<00:08:11.982> want<00:08:12.159> to<00:08:12.239> do<00:08:12.496> is<00:08:12.801> allow<00:08:13.588> for<00:08:13.684> tools<00:08:14.085> where<00:08:14.182> they<00:08:14.310> can<00:08:14.487> practice<00:08:14.952> those<00:08:15.065> soft<00:08:15.305> skills.

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Along<00:08:16.493> the<00:08:16.573> learning<00:08:16.893> journey<00:08:17.294> to<00:08:17.615> make<00:08:17.775> them<00:08:17.919> feel<00:08:18.416> just<00:08:18.592> a<00:08:18.640> little<00:08:18.737> bit<00:08:18.897> more<00:08:19.217> equipped<00:08:19.602> once<00:08:19.762> they<00:08:19.843> get<00:08:20.003> out<00:08:20.099> there<00:08:20.147> and<00:08:20.323> practice.

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So<00:08:22.343> back<00:08:22.583> to<00:08:22.728> the<00:08:22.888> AI<00:08:23.144> thing<00:08:23.369> real<00:08:23.529> quick,<00:08:23.770> how<00:08:23.866> do<00:08:23.930> you<00:08:24.106> think<00:08:24.331> that<00:08:24.571> changes<00:08:25.132> healthcare<00:08:25.709> overall?

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Like<00:08:27.472> what,<00:08:27.777> what<00:08:27.841> are<00:08:27.937> you<00:08:28.049> thinking?

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Like,<00:08:28.754> I<00:08:28.770> mean,<00:08:29.380> because<00:08:30.181> as<00:08:30.341> we<00:08:30.502> look,<00:08:30.678> it's<00:08:30.790> going<00:08:30.902> to<00:08:30.982> change<00:08:31.239> every<00:08:31.463> industry,<00:08:31.784> it's<00:08:31.880> going<00:08:31.960> to<00:08:32.040> change<00:08:32.665> everything,<00:08:33.307> right?

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And<00:08:33.627> it's<00:08:33.723> going<00:08:33.868> to<00:08:33.964> be,<00:08:34.445> like<00:08:34.685> you<00:08:34.765> said,<00:08:34.974> it's<00:08:35.038> not<00:08:35.246> like<00:08:35.470> necessarily<00:08:36.079> a<00:08:36.112> differentiator<00:08:36.833> because<00:08:37.250> everybody's<00:08:37.730> going<00:08:37.907> to<00:08:38.115> have<00:08:38.307> it.

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But<00:08:40.535> how<00:08:40.632> do<00:08:40.680> you<00:08:40.856> think<00:08:41.241> in<00:08:41.337> particular,<00:08:42.042> as<00:08:42.283> I've<00:08:42.443> been<00:08:42.603> reading<00:08:42.876> about,<00:08:43.421> you<00:08:43.501> know,<00:08:43.950> changes<00:08:44.367> in<00:08:44.447> AI,<00:08:44.688> it<00:08:44.720> seems<00:08:44.960> like<00:08:45.169> healthcare<00:08:45.570> comes<00:08:45.811> up<00:08:45.971> maybe<00:08:46.228> the<00:08:46.308> most<00:08:47.415> as<00:08:47.752> like—.

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I<00:08:48.939> think<00:08:49.116> it<00:08:49.260> really<00:08:49.501> does.

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So<00:08:50.078> I<00:08:50.158> think<00:08:50.495> it'll<00:08:50.624> show<00:08:50.864> up<00:08:50.897> in<00:08:50.961> a<00:08:51.041> lot<00:08:51.266> of<00:08:51.346> ways,<00:08:51.939> some<00:08:52.148> that<00:08:52.228> we<00:08:52.324> can<00:08:52.405> forecast<00:08:52.886> and<00:08:52.966> others<00:08:53.191> that<00:08:53.351> we<00:08:53.431> can't.

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I<00:08:54.009> think<00:08:54.250> back<00:08:54.474> to<00:08:54.571> the<00:08:54.731> learning<00:08:55.517> concept<00:08:55.918> that<00:08:55.998> I<00:08:56.031> mentioned<00:08:56.400> before,<00:08:57.122> personalization<00:08:57.763> will<00:08:57.860> show<00:08:58.004> up<00:08:58.180> a<00:08:58.245> lot<00:08:58.421> more<00:08:58.726> in<00:08:58.758> the<00:08:58.838> healthcare<00:08:59.239> space.

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And<00:09:00.330> so<00:09:00.587> it'll<00:09:00.828> be<00:09:00.988> really<00:09:01.149> fascinating<00:09:01.790> to<00:09:01.871> see<00:09:02.512> how<00:09:02.673> tech<00:09:02.833> providers<00:09:03.780> and<00:09:04.036> owners<00:09:04.277> of<00:09:04.357> IP<00:09:04.742> and<00:09:04.839> content<00:09:05.320> come<00:09:05.480> together<00:09:06.427> and<00:09:07.005> really<00:09:07.309> wrap<00:09:07.550> that<00:09:07.727> around<00:09:08.112> the<00:09:08.208> best<00:09:08.432> patient<00:09:08.689> care<00:09:08.914> possible.

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Obviously,<00:09:11.014> patient<00:09:11.415> outcomes<00:09:12.072> is<00:09:12.377> the<00:09:12.521> most<00:09:12.794> important<00:09:13.162> thing<00:09:13.323> when<00:09:13.483> we<00:09:13.579> think<00:09:13.755> about<00:09:14.044> healthcare.

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So<00:09:15.326> I<00:09:15.407> expect<00:09:15.663> that<00:09:15.807> we'll<00:09:15.904> see<00:09:16.064> a<00:09:16.128> lot<00:09:16.368> of<00:09:16.465> innovation<00:09:17.346> focused<00:09:17.731> there.

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And<00:09:18.148> that's<00:09:18.452> really,<00:09:18.645> if<00:09:18.773> you<00:09:18.853> think<00:09:19.046> about<00:09:19.270> where<00:09:19.991> we're<00:09:20.216> working,<00:09:20.456> and<00:09:20.552> that's<00:09:20.777> what<00:09:20.857> we<00:09:20.953> want<00:09:21.097> to<00:09:21.178> do,<00:09:21.290> is<00:09:21.434> provide<00:09:21.739> the<00:09:21.835> best<00:09:22.139> learning<00:09:22.460> outcomes<00:09:22.861> for<00:09:23.021> the<00:09:23.053> nurses<00:09:23.438> that<00:09:23.518> are<00:09:23.598> coming<00:09:23.919> in,<00:09:24.063> because<00:09:24.303> ultimately<00:09:25.121> an<00:09:25.217> equipped<00:09:25.602> and<00:09:25.682> ready<00:09:25.923> nurse<00:09:26.724> is<00:09:26.804> going<00:09:26.900> to<00:09:27.429> provide<00:09:27.910> a<00:09:27.926> much<00:09:28.231> better<00:09:28.648> patient<00:09:29.032> outcome.

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And<00:09:29.754> I<00:09:29.770> think<00:09:29.930> you<00:09:30.010> can<00:09:30.106> apply<00:09:30.411> that<00:09:30.636> paradigm<00:09:30.988> across<00:09:31.437> all<00:09:31.533> of<00:09:31.677> healthcare.

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So<00:09:32.639> personalization,<00:09:33.297> certainly<00:09:33.681> one<00:09:34.258> place<00:09:34.499> that'll<00:09:34.643> show<00:09:34.900> up.

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I<00:09:35.525> think<00:09:35.701> my<00:09:35.910> My<00:09:36.006> hope<00:09:36.264> is<00:09:36.506> it<00:09:36.586> would<00:09:36.747> show<00:09:36.973> up<00:09:37.134> on<00:09:37.295> driving<00:09:37.553> cost<00:09:37.875> efficiency<00:09:38.439> for<00:09:38.680> the<00:09:38.841> organizations,<00:09:40.130> hospitals<00:09:40.694> and<00:09:41.097> post-acute<00:09:41.644> home<00:09:41.822> health<00:09:42.546> providers<00:09:43.094> and<00:09:43.191> others<00:09:43.674> to<00:09:43.819> be<00:09:43.916> able<00:09:44.077> to<00:09:44.399> lower<00:09:44.641> their<00:09:44.770> cost<00:09:44.963> basis.

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Hopefully,<00:09:46.499> it'd<00:09:46.579> be<00:09:46.660> nice<00:09:46.903> if<00:09:46.983> we<00:09:47.129> could<00:09:47.226> see<00:09:47.387> that<00:09:47.549> show<00:09:47.791> up<00:09:47.953> in<00:09:48.115> the<00:09:48.341> cost<00:09:48.664> of<00:09:48.906> healthcare<00:09:49.213> as<00:09:49.391> well.

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What<00:09:50.943> does<00:09:51.104> a<00:09:51.120> typical<00:09:51.589> day<00:09:51.831> look<00:09:52.058> like<00:09:52.235> for<00:09:52.397> you?

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For<00:09:54.780> me,<00:09:55.808> personally,<00:09:56.306> as<00:09:56.451> I<00:09:56.595> wake<00:09:56.836> up,<00:09:56.997> I<00:09:57.029> spend<00:09:57.335> some<00:09:57.736> good<00:09:58.058> time<00:09:58.459> on<00:09:58.620> self-reflection.

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I<00:10:00.403> make<00:10:00.564> sure<00:10:00.708> that<00:10:00.805> I<00:10:00.869> get<00:10:01.271> a<00:10:01.415> workout<00:10:01.817> in<00:10:01.978> that<00:10:02.090> gets<00:10:02.299> my<00:10:02.476> brain<00:10:02.861> really<00:10:03.038> sharp<00:10:03.424> and<00:10:03.520> moving.

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And<00:10:04.784> then<00:10:05.185> we<00:10:05.329> are<00:10:05.361> a<00:10:05.426> global<00:10:05.746> organization.

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We've<00:10:07.030> got<00:10:07.255> staff<00:10:07.576> all<00:10:07.672> over<00:10:07.833> the<00:10:07.977> world.

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And<00:10:08.796> so<00:10:09.197> I<00:10:09.277> tend<00:10:09.502> to<00:10:09.534> spend<00:10:09.919> the<00:10:10.160> early<00:10:10.401> part<00:10:10.577> of<00:10:10.641> my,<00:10:11.123> my<00:10:11.348> morning<00:10:12.230> after<00:10:12.423> my<00:10:12.631> routine<00:10:13.931> with<00:10:14.317> the<00:10:14.397> team.

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Where<00:10:14.975> am<00:10:15.055> I<00:10:15.135> a<00:10:15.215> blocker<00:10:15.713> on<00:10:15.857> things<00:10:16.082> that<00:10:16.178> are<00:10:16.258> going<00:10:16.483> on,<00:10:16.740> making<00:10:17.061> sure<00:10:17.141> that<00:10:17.253> I'm<00:10:17.366> helping<00:10:17.687> the<00:10:17.783> team<00:10:18.088> connect<00:10:18.971> culture,<00:10:19.548> strategy,<00:10:20.190> and<00:10:20.271> mission<00:10:20.977> all<00:10:21.073> come<00:10:21.234> together.

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And<00:10:22.261> then<00:10:22.742> the<00:10:23.240> end<00:10:23.384> of<00:10:23.416> my<00:10:23.561> day<00:10:23.785> is<00:10:23.882> really<00:10:24.106> where<00:10:24.267> I<00:10:24.283> focus<00:10:24.748> on<00:10:25.085> my<00:10:25.262> deep<00:10:25.551> work<00:10:25.727> time.

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So<00:10:26.530> I'll<00:10:26.690> block<00:10:27.075> time<00:10:27.798> off<00:10:27.974> a<00:10:28.054> couple<00:10:28.295> of<00:10:28.375> times<00:10:28.632> a<00:10:28.696> week<00:10:28.921> to<00:10:29.081> really<00:10:29.274> go<00:10:29.483> deep<00:10:29.739> and<00:10:29.820> make<00:10:29.980> sure<00:10:30.092> that<00:10:30.205> I'm<00:10:30.365> focusing<00:10:30.847> on<00:10:31.408> company<00:10:31.746> strategy,<00:10:32.949> whether<00:10:33.190> that's<00:10:34.236> individually<00:10:34.962> with<00:10:35.301> different<00:10:35.527> stakeholders<00:10:36.092> like<00:10:36.270> our<00:10:36.318> investors<00:10:37.302> or<00:10:37.561> with<00:10:38.190> the<00:10:38.271> executive<00:10:38.690> team<00:10:38.948> or<00:10:39.013> team<00:10:39.174> members.

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What<00:10:40.917> do<00:10:40.949> you<00:10:41.079> read?

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What<00:10:41.808> reading<00:10:42.068> recommendations<00:10:42.781> would<00:10:42.878> you<00:10:42.927> have<00:10:43.121> for<00:10:43.348> us?

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Yeah,<00:10:45.536> I<00:10:46.039> consume<00:10:46.444> as<00:10:46.687> much<00:10:47.076> as<00:10:47.238> I<00:10:47.335> can.

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So<00:10:50.008> books,<00:10:50.397> podcasts<00:10:50.963> like<00:10:51.142> yours,<00:10:51.627> of<00:10:51.789> course.

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One<00:10:53.149> of<00:10:53.230> the—<00:10:53.473> I<00:10:53.570> love<00:10:53.732> the<00:10:53.878> HBR<00:10:54.299> articles,<00:10:54.849> so<00:10:54.930> I<00:10:54.963> stay<00:10:55.157> on<00:10:55.270> top<00:10:55.497> of<00:10:55.659> all<00:10:55.691> of<00:10:55.756> those.

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One<00:10:56.877> of<00:10:56.942> the<00:10:57.040> books<00:10:57.284> that<00:10:57.430> I've<00:10:57.528> been<00:10:57.772> really<00:10:57.934> fascinated<00:10:58.975> with<00:10:59.219> lately<00:10:59.805> is<00:11:00.130> a<00:11:00.211> little<00:11:00.455> bit<00:11:00.602> of<00:11:00.699> an<00:11:00.862> older<00:11:01.106> one,<00:11:01.415> but<00:11:01.529> it's<00:11:01.838> by<00:11:01.935> a<00:11:02.000> gentleman<00:11:02.407> named<00:11:04.003> named<00:11:04.244> Michael<00:11:04.468> Singer,<00:11:05.029> and<00:11:05.589> it's<00:11:06.230> called<00:11:06.391> The<00:11:06.487> Untethered<00:11:06.903> Soul.

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And<00:11:07.753> there's<00:11:07.929> a<00:11:07.993> subsequent<00:11:08.490> version<00:11:09.435> called<00:11:10.332> The<00:11:10.412> Surrender<00:11:10.813> Experiment.

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And<00:11:12.335> it's<00:11:12.832> a<00:11:12.896> bit<00:11:13.200> philosophical<00:11:14.402> and<00:11:14.739> maybe<00:11:14.915> spiritual<00:11:15.540> in<00:11:15.684> nature.

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And<00:11:17.286> what<00:11:17.447> I've<00:11:17.687> personally<00:11:18.087> found<00:11:18.344> lately<00:11:18.680> is<00:11:18.760> I'm<00:11:18.985> grappling<00:11:19.850> as<00:11:19.962> an<00:11:20.090> executive<00:11:21.308> with<00:11:21.869> the<00:11:22.029> difference<00:11:22.574> between<00:11:23.455> striving<00:11:24.657> and<00:11:25.170> surrendering.

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And<00:11:26.211> so<00:11:26.436> on<00:11:26.580> the<00:11:26.612> striving<00:11:27.141> side,<00:11:28.438> we<00:11:28.663> oftentimes<00:11:29.496> sit<00:11:29.800> in<00:11:29.864> our<00:11:29.961> seat<00:11:30.682> set<00:11:30.842> high<00:11:31.083> goals<00:11:31.388> for<00:11:31.500> ourselves<00:11:32.046> and<00:11:32.126> for<00:11:32.270> our<00:11:32.366> team<00:11:32.639> members,<00:11:33.024> and<00:11:33.409> we<00:11:33.505> do<00:11:33.874> anything<00:11:34.276> it<00:11:34.356> takes<00:11:34.853> to<00:11:34.998> get<00:11:35.174> there.

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And<00:11:35.880> that's<00:11:36.056> how<00:11:36.217> I'm<00:11:36.441> wired.

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At<00:11:37.677> some<00:11:37.966> point<00:11:38.319> in<00:11:38.399> our<00:11:38.543> career,<00:11:38.784> I'm<00:11:39.008> in<00:11:39.105> my<00:11:39.201> mid-40s,<00:11:40.051> you<00:11:40.308> know,<00:11:40.533> you<00:11:40.709> realize<00:11:41.190> that<00:11:42.538> joy<00:11:42.859> comes<00:11:43.180> oftentimes<00:11:43.821> from<00:11:44.463> the<00:11:44.543> moments<00:11:44.961> where<00:11:45.041> you're<00:11:45.185> able<00:11:45.362> to<00:11:45.522> let<00:11:45.747> go<00:11:46.485> and<00:11:46.565> surrender.

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And<00:11:47.287> so<00:11:47.848> trying<00:11:48.025> to<00:11:48.169> really<00:11:48.410> be<00:11:48.554> intentional<00:11:49.517> for<00:11:49.613> me<00:11:49.854> about<00:11:50.736> when<00:11:50.961> I<00:11:51.843> put<00:11:51.939> my<00:11:52.020> striving<00:11:52.421> hat<00:11:52.581> on<00:11:53.046> and<00:11:53.143> when<00:11:53.239> I'm<00:11:53.319> going<00:11:53.448> to<00:11:53.480> step<00:11:53.784> back<00:11:54.330> and<00:11:54.731> reflect<00:11:55.084> on<00:11:55.148> the<00:11:55.244> moment<00:11:55.710> and<00:11:56.595> find<00:11:56.839> joy<00:11:57.327> in<00:11:57.588> those<00:11:58.386> special<00:11:58.695> moments,<00:11:59.037> whether<00:11:59.216> it's<00:11:59.346> with<00:11:59.444> my<00:11:59.590> team<00:11:59.786> or<00:11:59.851> with<00:12:00.014> my<00:12:00.176> family.

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You<00:12:02.003> mentioned<00:12:02.295> before<00:12:02.554> that<00:12:02.699> this<00:12:02.764> is<00:12:02.861> your<00:12:02.958> second<00:12:03.282> time<00:12:03.540> as<00:12:03.686> CEO.

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What<00:12:04.479> have<00:12:04.657> you<00:12:04.819> learned<00:12:05.077> about<00:12:05.450> leadership<00:12:06.032> and<00:12:06.113> what<00:12:06.275> it<00:12:06.420> takes<00:12:06.695> to<00:12:06.841> be<00:12:07.003> a<00:12:07.148> good<00:12:07.391> leader?

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I<00:12:09.558> think<00:12:10.042> our<00:12:10.204> role<00:12:10.769> as<00:12:11.189> leaders<00:12:11.528> is<00:12:11.673> to<00:12:11.819> create<00:12:11.996> value,<00:12:12.562> first<00:12:12.804> of<00:12:12.885> all.

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And<00:12:13.789> so,<00:12:14.322> if<00:12:14.403> you<00:12:14.500> step<00:12:14.726> back<00:12:14.968> and<00:12:15.065> think<00:12:15.307> about<00:12:15.614> that,<00:12:15.872> inherent<00:12:16.341> in<00:12:16.438> value<00:12:16.761> creation<00:12:17.164> means<00:12:17.390> we've<00:12:17.487> got<00:12:17.649> to<00:12:17.730> cause<00:12:17.972> change.

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And<00:12:19.268> so,<00:12:19.899> you<00:12:19.996> want<00:12:20.304> to,<00:12:20.547> I<00:12:20.709> want<00:12:20.887> to<00:12:21.211> inspire<00:12:21.762> the<00:12:21.924> people<00:12:22.167> that<00:12:22.264> are<00:12:22.361> around<00:12:22.588> me<00:12:23.216> to<00:12:23.312> have<00:12:23.857> a<00:12:23.953> positive<00:12:24.514> impact<00:12:25.076> by<00:12:26.021> driving<00:12:26.502> positive<00:12:26.903> change.

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So<00:12:27.801> we<00:12:27.897> need<00:12:28.041> to<00:12:28.186> motivate<00:12:28.603> people<00:12:28.907> against<00:12:29.180> a<00:12:29.308> purpose<00:12:29.661> and<00:12:29.741> a<00:12:29.805> mission.

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We<00:12:30.863> need<00:12:30.959> to<00:12:31.087> teach<00:12:31.312> them<00:12:31.472> how<00:12:31.729> to<00:12:32.370> drive<00:12:32.675> change<00:12:33.011> management<00:12:33.717> and<00:12:34.053> get<00:12:34.214> people<00:12:34.454> to<00:12:34.534> come<00:12:34.695> along<00:12:34.935> on<00:12:34.999> the<00:12:35.095> journey<00:12:35.416> because<00:12:35.977> the<00:12:36.121> work<00:12:36.298> we<00:12:36.442> do<00:12:36.618> as<00:12:36.779> leaders,<00:12:37.580> it<00:12:37.725> just<00:12:37.853> doesn't<00:12:38.061> happen<00:12:38.382> because<00:12:38.638> of<00:12:38.703> the<00:12:38.783> work<00:12:39.023> we<00:12:39.103> do<00:12:39.408> personally.

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It<00:12:40.450> is<00:12:40.562> about<00:12:41.171> getting<00:12:41.364> our<00:12:41.572> teams<00:12:41.989> motivated<00:12:42.534> and<00:12:42.694> organized<00:12:43.111> around<00:12:43.897> something<00:12:44.153> that's<00:12:44.779> a<00:12:44.859> greater<00:12:45.115> good<00:12:45.516> and<00:12:45.596> then<00:12:46.237> driving<00:12:46.622> all<00:12:46.718> the<00:12:46.799> resources<00:12:47.344> that<00:12:47.456> are<00:12:47.520> necessary<00:12:48.081> to<00:12:48.161> get<00:12:48.386> there.

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And<00:12:49.348> the<00:12:49.444> times<00:12:49.829> I<00:12:50.005> found<00:12:50.406> that<00:12:50.646> I<00:12:50.726> put<00:12:50.887> that<00:12:51.031> striving<00:12:51.512> hat<00:12:51.752> on<00:12:51.865> and<00:12:51.993> say,<00:12:52.153> I<00:12:52.249> can<00:12:52.394> go<00:12:52.554> do<00:12:52.730> anything.

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You<00:12:54.399> typically<00:12:54.801> fall<00:12:54.977> short.

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I<00:12:55.459> typically<00:12:55.861> would<00:12:56.005> fall<00:12:56.182> short.

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And<00:12:57.322> it's<00:12:57.466> when<00:12:57.611> you<00:12:57.643> step<00:12:57.932> back<00:12:58.173> and<00:12:58.221> you're<00:12:58.414> really<00:12:58.590> intentional<00:12:59.136> about<00:12:59.458> mobilizing<00:13:00.116> an<00:13:00.212> entire<00:13:00.662> team<00:13:01.625> and<00:13:01.882> that<00:13:02.123> team<00:13:02.428> is<00:13:02.605> organized<00:13:03.087> around<00:13:03.344> a<00:13:03.568> business<00:13:03.889> system<00:13:05.094> where<00:13:05.495> inputs<00:13:05.897> drive<00:13:06.202> outputs<00:13:06.619> and<00:13:06.764> you're<00:13:06.860> really<00:13:07.165> able<00:13:07.294> to<00:13:07.406> control<00:13:07.743> those<00:13:07.920> inputs,<00:13:08.787> helps<00:13:09.092> you<00:13:09.510> drive<00:13:09.670> to<00:13:09.831> better<00:13:10.056> output.

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Yeah.

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Yeah.

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How<00:13:12.802> are<00:13:12.946> you<00:13:13.042> thinking<00:13:13.460> about<00:13:13.765> 2025<00:13:15.034> as<00:13:15.435> you<00:13:15.612> look<00:13:15.853> at<00:13:15.933> kind<00:13:16.158> of<00:13:16.190> like<00:13:16.495> we're<00:13:16.896> post-election<00:13:17.844> now,<00:13:18.004> so<00:13:18.117> there's<00:13:18.566> the<00:13:18.887> uncertainty<00:13:19.466> of<00:13:19.546> that<00:13:19.867> is<00:13:20.012> kind<00:13:20.172> of<00:13:20.493> wrapped<00:13:20.814> up.

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How<00:13:21.472> are<00:13:21.696> you<00:13:21.953> looking<00:13:22.417> at,<00:13:22.898> um,<00:13:23.138> 2025,<00:13:24.100> uh,<00:13:24.500> from<00:13:24.677> a<00:13:24.741> fiscal<00:13:25.157> perspective<00:13:25.734> and<00:13:25.862> just<00:13:26.103> overall<00:13:26.423> environment?

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Yeah,<00:13:27.961> you<00:13:28.041> know,<00:13:28.266> we<00:13:28.602> shored<00:13:28.923> up,<00:13:29.227> uh,<00:13:29.484> expense,<00:13:30.749> uh,<00:13:30.990> our<00:13:31.086> expenses<00:13:31.567> in<00:13:31.647> the<00:13:31.727> past<00:13:31.967> couple<00:13:32.191> years.

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I<00:13:32.512> think<00:13:32.688> cash<00:13:33.089> is<00:13:33.409> really<00:13:33.634> king.

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We<00:13:34.194> want<00:13:34.339> to<00:13:34.371> make<00:13:34.515> sure<00:13:34.675> that<00:13:34.755> we've<00:13:34.915> got<00:13:35.492> good<00:13:35.717> runway.

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Uh,<00:13:36.614> we<00:13:36.774> as<00:13:36.870> an<00:13:36.934> organization<00:13:37.511> certainly,<00:13:38.440> um,<00:13:38.601> have<00:13:38.713> a<00:13:38.841> lot<00:13:38.953> of<00:13:39.081> runway.

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And<00:13:39.594> so<00:13:39.722> I<00:13:39.818> think<00:13:40.139> right<00:13:40.363> now<00:13:40.620> the<00:13:40.700> focus<00:13:41.100> is<00:13:41.245> on,<00:13:41.966> uh,<00:13:42.062> making<00:13:42.382> sure<00:13:42.478> that<00:13:42.623> everybody<00:13:42.959> understands<00:13:43.520> the<00:13:43.648> vision,<00:13:44.449> that<00:13:44.561> the<00:13:44.706> resources<00:13:45.250> are<00:13:45.346> organized.

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And<00:13:46.228> for<00:13:46.372> us,<00:13:46.548> 2025<00:13:47.205> is<00:13:47.285> a<00:13:47.349> year<00:13:47.510> of<00:13:47.590> execution.

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We<00:13:48.455> can<00:13:49.097> we<00:13:49.193> can<00:13:49.434> pay<00:13:49.578> attention<00:13:49.916> to<00:13:50.012> what's<00:13:50.157> happening<00:13:50.655> in<00:13:50.719> the<00:13:50.799> macro,<00:13:51.281> but<00:13:51.426> I<00:13:51.522> think<00:13:52.085> for<00:13:52.229> us,<00:13:52.406> the<00:13:52.550> opportunity<00:13:53.273> is<00:13:53.996> no<00:13:54.109> different<00:13:54.414> than<00:13:54.510> it<00:13:54.639> was<00:13:54.751> in<00:13:54.880> the<00:13:54.960> past.

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We've<00:13:55.554> got<00:13:55.779> a<00:13:55.924> market<00:13:56.261> that<00:13:56.502> needs<00:13:56.824> the<00:13:56.904> technology<00:13:57.948> that<00:13:58.109> we're<00:13:58.269> building.

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We're<00:13:58.992> organized<00:13:59.490> around<00:13:59.731> a<00:13:59.860> purpose<00:14:00.342> that<00:14:00.599> motivates<00:14:01.065> our<00:14:01.241> team,<00:14:01.964> and<00:14:02.028> our<00:14:02.125> customers<00:14:02.832> really<00:14:03.490> are<00:14:03.571> telling<00:14:03.956> us<00:14:04.213> that<00:14:04.936> when<00:14:05.097> we<00:14:05.257> partner<00:14:05.579> in<00:14:05.659> the<00:14:05.804> right<00:14:06.045> way<00:14:06.141> together,<00:14:06.864> they're<00:14:06.960> seeking<00:14:07.346> and<00:14:07.587> finding<00:14:07.908> a<00:14:07.924> lot<00:14:08.085> of<00:14:08.149> value.

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So<00:14:08.808> for<00:14:09.338> us,<00:14:09.515> it's<00:14:09.675> about,<00:14:10.221> you<00:14:10.800> know,<00:14:11.025> pure<00:14:11.346> execution,<00:14:12.326> not<00:14:12.567> just<00:14:12.792> on<00:14:12.872> 2025,<00:14:13.675> but<00:14:13.868> of<00:14:14.013> course<00:14:14.334> every<00:14:14.559> leader<00:14:14.800> at<00:14:14.880> this<00:14:15.041> time<00:14:15.298> of<00:14:15.362> the<00:14:15.442> year<00:14:15.619> is<00:14:15.699> setting<00:14:16.422> both<00:14:16.662> a<00:14:16.742> budget<00:14:16.983> for<00:14:17.143> next<00:14:17.448> year.

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And<00:14:18.426> as<00:14:18.570> we<00:14:18.666> record<00:14:19.051> this,<00:14:19.371> you<00:14:19.403> know,<00:14:19.548> we're<00:14:19.692> in<00:14:19.964> November,<00:14:20.814> but<00:14:21.231> you<00:14:21.455> also<00:14:21.647> want<00:14:21.776> to<00:14:21.808> have<00:14:21.952> a<00:14:22.016> multi-year<00:14:22.353> plan.

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And<00:14:23.074> so<00:14:23.715> we're<00:14:24.036> pretty<00:14:24.260> excited<00:14:24.693> about<00:14:25.462> where<00:14:25.783> our<00:14:25.943> industry<00:14:26.280> is<00:14:26.376> going<00:14:26.617> in<00:14:26.681> the<00:14:26.761> next<00:14:27.001> few<00:14:27.145> years<00:14:27.402> and<00:14:27.546> how<00:14:27.706> we<00:14:27.803> can<00:14:27.963> organize<00:14:28.348> our<00:14:28.444> strategic<00:14:28.909> roadmap<00:14:29.181> to<00:14:29.325> get<00:14:29.486> there.

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Yeah,<00:14:31.473> that's<00:14:31.970> incredible.

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Yeah.

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I<00:14:32.996> mean,<00:14:33.734> sometimes<00:14:34.198> the<00:14:34.230> macro<00:14:34.615> doesn't<00:14:34.840> even<00:14:34.952> matter,<00:14:35.320> right?

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It's<00:14:36.058> more<00:14:36.202> just<00:14:36.378> like<00:14:36.843> focus,<00:14:37.420> focus<00:14:37.805> on<00:14:38.302> kind<00:14:38.462> of<00:14:38.526> what's<00:14:38.703> in<00:14:38.799> front<00:14:39.007> of<00:14:39.103> you<00:14:39.264> and<00:14:39.504> continue<00:14:39.969> to<00:14:40.081> kind<00:14:40.786> of<00:14:40.851> grow<00:14:41.091> your<00:14:41.251> customer<00:14:41.668> base<00:14:42.229> and<00:14:42.389> what<00:14:42.630> they<00:14:42.870> need.

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Finally,<00:14:45.760> we<00:14:45.921> end<00:14:46.065> every<00:14:46.242> interview<00:14:46.451> with<00:14:46.563> the<00:14:46.644> same<00:14:46.885> question,<00:14:47.832> and<00:14:48.009> that<00:14:48.186> is<00:14:48.330> at<00:14:48.395> CEO.com,<00:14:49.150> we<00:14:49.294> believe<00:14:49.551> the<00:14:49.680> chances<00:14:50.162> one<00:14:50.483> gives<00:14:50.965> are<00:14:51.045> just<00:14:51.238> as<00:14:51.302> important<00:14:51.623> as<00:14:51.688> the<00:14:51.848> chances<00:14:52.186> one<00:14:52.346> takes.

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When<00:14:53.712> you<00:14:53.953> hear<00:14:54.177> that,<00:14:54.418> who<00:14:54.579> gave<00:14:54.756> you<00:14:54.852> a<00:14:54.916> chance<00:14:55.254> to<00:14:55.382> get<00:14:55.543> you<00:14:55.639> to<00:14:55.719> where<00:14:55.944> you<00:14:56.105> are<00:14:56.201> today?

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Yeah,<00:14:57.888> one<00:14:58.049> name<00:14:58.209> that<00:14:58.370> comes<00:14:58.547> to<00:14:58.675> mind<00:14:59.157> is<00:14:59.896> a<00:14:59.976> woman<00:15:00.298> named<00:15:00.474> Sally<00:15:01.020> Edwards.

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And<00:15:02.129> when<00:15:02.225> I<00:15:02.305> was<00:15:02.530> graduating<00:15:03.334> college,<00:15:03.815> I<00:15:03.912> had<00:15:04.072> to<00:15:04.217> do<00:15:04.313> an<00:15:04.394> internship.

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My<00:15:05.743> undergrad<00:15:06.080> degree<00:15:06.402> was<00:15:06.562> in<00:15:06.803> kinesiology<00:15:07.847> and<00:15:08.008> physiology.

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So<00:15:08.651> I<00:15:08.731> spent<00:15:08.972> a<00:15:08.988> lot<00:15:09.148> of<00:15:09.213> time<00:15:09.454> in<00:15:09.518> the<00:15:09.550> sciences<00:15:10.080> lab,<00:15:10.321> the<00:15:10.385> human<00:15:10.578> performance<00:15:11.044> lab.

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I<00:15:11.943> thought<00:15:12.103> I<00:15:12.119> was<00:15:12.215> going<00:15:12.328> to<00:15:12.360> go<00:15:12.504> train<00:15:12.744> Olympic<00:15:13.129> athletes.

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This<00:15:14.364> is<00:15:14.444> a<00:15:14.508> woman<00:15:14.813> who<00:15:14.909> invented<00:15:15.390> the<00:15:15.471> heart<00:15:15.711> zones<00:15:16.337> training<00:15:16.738> system,<00:15:17.940> was<00:15:18.036> an<00:15:18.197> Ironman<00:15:18.598> triathlete<00:15:19.159> in<00:15:19.223> the<00:15:19.303> Hall<00:15:19.480> of<00:15:19.624> Fame,<00:15:20.506> and<00:15:20.763> was<00:15:20.907> hanging<00:15:21.228> out<00:15:21.388> with<00:15:21.629> all<00:15:21.725> these<00:15:21.949> top<00:15:22.190> professional<00:15:22.607> athletes.

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And<00:15:24.114> I<00:15:24.210> knocked<00:15:24.531> her<00:15:24.692> door<00:15:25.012> down<00:15:25.413> until<00:15:25.654> she<00:15:25.814> said<00:15:26.055> yes<00:15:26.295> to<00:15:26.440> bring<00:15:26.616> me<00:15:26.840> on<00:15:27.017> for<00:15:27.338> an<00:15:27.498> internship.

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And<00:15:28.925> so<00:15:29.021> I<00:15:29.118> moved<00:15:29.422> to<00:15:29.823> California.

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That<00:15:31.026> internship<00:15:31.523> turned<00:15:31.748> into<00:15:31.972> a<00:15:32.052> job.

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She<00:15:33.030> wasn't<00:15:33.271> going<00:15:33.431> to<00:15:33.496> teach<00:15:33.672> me<00:15:33.816> how<00:15:33.993> to<00:15:34.217> train<00:15:34.458> Olympic<00:15:34.859> athletes,<00:15:35.436> but<00:15:35.901> she<00:15:36.061> handed<00:15:36.318> me<00:15:36.414> a<00:15:36.478> bunch<00:15:36.703> of<00:15:36.799> business<00:15:37.120> tasks.

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Back<00:15:38.500> in<00:15:38.628> 2000,<00:15:39.190> build<00:15:39.351> a<00:15:39.431> website,<00:15:40.395> figure<00:15:40.635> out<00:15:41.294> book<00:15:41.535> distribution,<00:15:42.675> set<00:15:42.916> up<00:15:43.060> events.

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And<00:15:43.767> she<00:15:43.943> taught<00:15:44.120> me<00:15:44.264> how<00:15:44.425> to<00:15:45.051> think<00:15:45.212> about<00:15:45.469> and<00:15:45.549> run<00:15:45.726> a<00:15:45.854> P&L.

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And<00:15:47.315> that<00:15:47.556> set<00:15:47.861> the<00:15:47.942> course<00:15:48.279> for<00:15:48.391> my<00:15:48.584> career,<00:15:49.242> how<00:15:49.323> to<00:15:49.403> match<00:15:50.029> things<00:15:50.190> that<00:15:50.286> I<00:15:50.447> really<00:15:50.752> cared<00:15:51.025> about.

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So<00:15:52.069> my<00:15:52.293> deep<00:15:52.598> passion<00:15:52.936> as<00:15:53.096> a<00:15:53.177> leader<00:15:54.140> with<00:15:54.365> business<00:15:55.007> and<00:15:55.328> commercial<00:15:55.810> outcomes.

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And<00:15:56.452> so<00:15:56.693> for<00:15:56.773> the<00:15:56.806> next<00:15:57.030> 25<00:15:57.512> years,<00:15:58.074> I've<00:15:58.154> been<00:15:58.315> on<00:15:58.411> that<00:15:58.636> journey<00:15:58.957> of<00:15:59.038> following<00:15:59.375> my<00:15:59.519> passion,<00:16:00.419> specifically<00:16:01.045> in<00:16:01.189> education<00:16:01.607> technology,<00:16:02.875> and<00:16:03.293> working<00:16:03.550> with<00:16:03.630> some<00:16:03.775> incredible<00:16:04.240> investors<00:16:04.674> along<00:16:04.963> the<00:16:05.059> way.

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So<00:16:06.183> people<00:16:06.552> like<00:16:06.728> her<00:16:07.851> at<00:16:08.092> every<00:16:08.333> step<00:16:08.975> of<00:16:09.151> my<00:16:09.392> journey<00:16:09.953> have<00:16:10.820> given<00:16:10.996> me<00:16:11.253> such<00:16:11.477> gracious<00:16:11.943> opportunity<00:16:12.600> to<00:16:13.018> mentor<00:16:13.322> me,<00:16:13.643> to<00:16:13.868> make<00:16:14.028> me<00:16:14.189> think<00:16:14.349> different<00:16:14.606> about<00:16:14.847> business<00:16:15.793> and<00:16:16.515> really<00:16:16.692> think<00:16:16.868> about<00:16:17.013> how<00:16:17.093> I<00:16:17.237> bring<00:16:17.398> value<00:16:17.735> to<00:16:17.815> my<00:16:17.975> team.

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So<00:16:18.537> hopefully<00:16:19.082> I<00:16:19.178> show<00:16:19.403> up<00:16:19.499> that<00:16:19.660> way<00:16:20.446> as<00:16:20.783> well<00:16:21.489> for<00:16:21.601> the<00:16:21.729> team<00:16:21.970> and<00:16:22.066> people<00:16:22.291> that<00:16:22.371> I<00:16:22.451> work<00:16:22.692> with.

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Awesome.

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Sean,<00:16:25.051> seriously,<00:16:25.580> thank<00:16:25.756> you<00:16:25.837> so<00:16:26.077> much<00:16:26.799> for<00:16:26.960> everything<00:16:27.281> you<00:16:27.441> do.

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What<00:16:29.029> an<00:16:29.061> incredible<00:16:29.527> company<00:16:29.832> you're<00:16:29.992> running<00:16:30.329> and<00:16:30.409> for<00:16:30.554> joining<00:16:30.890> us.

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Really<00:16:31.526> good.

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Thanks,<00:16:31.776> Clint,<00:16:31.943> for<00:16:32.026> having<00:16:32.293> me.

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It<00:16:32.676> was<00:16:32.776> really<00:16:32.960> nice<00:16:33.076> to<00:16:33.210> meet<00:16:33.376> you.