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KP Unpacked
KP Unpacked explores the biggest ideas in AEC, AI, and innovation—unpacking the trends, technology, discussions, and strategies shaping the built environment and beyond.
KP Unpacked
KP Reddy’s Brutal Truth About Startup Success
In this episode of KP Unpacked, we challenge one of the biggest misconceptions in AEC startups: the idea that working harder equals faster results. Spoiler alert—it doesn’t.
Host Jeff Echols sits down with Nick Heim, a structural engineer turned senior innovation engineer, to dissect a key passage from KP Reddy’s book What You Know About Startups Is Wrong. They break down why most entrepreneurs and innovators struggle with what KP calls "natural harmonics"—the reality that some things move at their own pace, no matter how hard you push.
They discuss:
🔹 Why most AEC professionals burn out trying to force change
🔹 How to work smarter by focusing on frictionless opportunities
🔹 The corporate mindset shift needed to drive real innovation
🔹 What startup founders get wrong about speed and success
🔹 How mastermind groups accelerate learning in early careers
Plus, Nick shares how embracing this mindset has brought him peace—and made him a more effective leader. If you’re an AEC professional looking to push boundaries, this episode is a must-listen.
🎉 Special Offer for KP Unpacked Listeners: Get 55% off your ticket to the 9th Annual AEC Summit on October 29th at the Diverge Innovation Center in Phoenix! Click the link below and use promo code UNPACKED55 at checkout.
Don't miss this opportunity to connect with top minds in AEC and beyond. Tickets are limited—act fast!
All right, welcome back to KP Unpacked. This is my weekly opportunity to ask KP Reddy hey, when you posted that on LinkedIn, what were you thinking? It's my opportunity to get with KP Reddy, the founder and CEO of KP Reddico and also the founder of Shadow Ventures, about the things that he posts on LinkedIn. And if you're not following KP, you should be Just go to KP or look for KP and then his last name, r-e-d-d-y. You'll have to follow him.
Speaker 1:He's typically maxed out on connections, but follow him because he posts two to three times a day, probably on a day-to-day basis, and his posts are always about the things that are going on in the AEC world, the architecture, engineering and construction world. They're insights from conversations that he's having with clients that he advises on when he goes somewhere and he's on a stage doing some public speaking, or from some of the research he's doing, from his books or anything in the startup or venture capital world as well. So always interesting insights. Sometimes they're meant to stir the pot, sometimes they're they're exploratory, but they're always worth reading, and so that's what, and so that's what we do here at KP Unpacked. Now, today looks a little bit different. Now, today looks a little bit different because I am joined not by KP Ready. I am joined by Nick Heim. Nick is an engineer, he's a member of our early and mid-career mastermind group and he's also the host of the Engineering and Technology Podcast. So, nick, welcome, I'm glad you're here. Tell us a little bit about yourself.
Speaker 2:Yeah, jeff, thank you for having me on. Really appreciate the opportunity to sit down with you this morning. But yeah, so my background is in structural engineering. It's what I went to college for, but, as you, you and KP kind of allude to from time to time, right like the island of misfit toys, I pretty quickly figured out that I loved the industry that we're in, but maybe not the traditional path that I went to school for. So currently my role is titled senior innovation engineer. Currently my role is titled Senior Innovation Engineer. So that encompasses a variety of things within the company that I work for, but it's all about driving innovation, meeting business objectives to meet some pretty aggressive growth goals that we have. You know the circles that I'm in and the people that I know. Just the podcast you mentioned is is all about um, technology and innovation and AEC, but more specifically, civil engineering.
Speaker 1:So that's just a just a little bit about me. Yeah, and you know you're talking about.
Speaker 2:Jeff, I think he got muted.
Speaker 1:Sorry, I missed the button. I guess when I hit it you were talking about your path, which is we do talk about that all the time. That's one of the reasons that we started that early and mid-career mastermind group, because there are a lot of people in this, in any industry, but certainly in the AEC world, that say, hey, you know what, maybe I don't want to play that traditional role of civil engineer or architect or structural engineer, you know, whatever it was that they thought when they came out of school. And so, knowing you and knowing the role that you play and the title that you have in your company I imagine we've talked about this before, of course, but at some point in the future you will probably be participating in our innovation leaders mastermind group, which is, you know, directors of innovation, chief technology or chief innovation officers over in that group. So there's lots of opportunities, of course, to plug in through our mastermind programs and I'm glad you're there and I'm glad you're participating in that, because it's great to look around, especially the early and mid-career group, and a little bit of background.
Speaker 1:So, kp, he graduated from Georgia Tech as a civil engineer, worked as a civil engineer for a few years and then took what we have described as an alternative path. I graduated from Ball State with a couple degrees in architecture, worked in the architecture world, took an alternative path. So that group in particular is near and dear to both of our hearts because basically everybody in that group is on a path that is in a way, similar to the paths that we have taken, and so I love the fact that we're able to kind of pull together that island of Misfit Toys, as you said, and say, hey, how do we change this industry? How do we take people that may not want to be that traditional or play that traditional role, but wanted to strengthen and evolve this industry as things change around us? So really glad to have you here, really glad to have you in the Mastermind Group and today, in like fashion, rather than discussing one of KP's LinkedIn posts, we're going to discuss a little excerpt from one of his books. If you didn't know that, if you're listening along and you didn't know that KP was an author, he is. He's got several books out there, and the one that we're going to discuss today is what you Know About Startups Is Wrong. So I'm going to read a little excerpt here. It's from page 71 in what you Know About Startups Is Wrong, and I'll go through this as efficiently as I can, and then Nick and I are going to break it down. We're going to discuss it here. So the title or the theme of this page, I suppose, is the theory of natural harmonics, and it goes like this Another way to avoid wasting time is to understand the theory of natural harmonics.
Speaker 1:Pouring twice as much water on a plant doesn't make it grow twice as fast. Certain activities progress at their own pace and neither you nor outside forces can meaningfully accelerate them. Most entrepreneurs struggle with following the rhythm of natural harmonics, myself included. I'm learning. Struggle with following the rhythm of natural harmonics myself included, I'm learning.
Speaker 1:But believing we can overcome natural harmonics is like believing we can influence world events, the weather or even the personal vibes of our employees. We can't control everything. This is also why I work on so many projects. I push hard on the ones with little friction. When it comes to projects that are immovable, I give them time or eventually shut them down. Failed projects are common. Things get highly personalized when you only have one project and you have nothing else to work on.
Speaker 1:Many entrepreneurs come from flawed corporate environments where work moved as slow as molasses and they're bursting with ideas and itching to overhaul old processes. When they leave these big, unwieldy companies and go at it alone, the pendulum swings the other way. When things don't happen as quickly as they thought, they get frustrated and work harder, which isn't the answer. No matter how many sales calls you make, clients will usually get back to you on their own schedules. So that's from page 71 of what you Know About Startups Is Wrong by KP Ready. Now, nick, you and I were talking about this before we hit the record button, and this is something that you selected. So tell me about it. Dig into it. This is something that you selected, so so tell me about it.
Speaker 2:Dig into it why why did you want to talk about this particular excerpt from what you know about startups is wrong. Yeah, and, jeff, I actually. So I messaged KP and I was a couple of weeks ago and I was like this is probably like if I had to pick one thing, the most valuable thing I've I've learned from KP, and the reason for that is because it's actually brought me a lot of peace in my professional career. Because, you know, when I was starting out like KP says, I'm still working on this I was the same way. It's like man, we got to go, we got to make things better, we got to blah, blah, blah, blah, blah. But, like you know, the end of that passage stated like you can make as many sales calls as you want, you can be as innovative as you want. Guess what? Like your clients, whether internal or external, they're going to move on their own pace. So realizing that helped me because it would help level, set expectations, give me a number of different outlets to actually work on. Like KP says, the things that were frictionless, you know, work on those in due time. Other things just needed to marinate and wait for the right person to get a hold of it, and then other stuff, it's just like, hey, we're just gonna throw it in the trash heap because it's not working.
Speaker 2:And having that mindset, I think has served me, because I'll give you, you know, an example from my own ventures is, uh, you know, we were like we had this process when we go on site to go like map out garages, right, and I found this like really innovative way to do it. And I'm like, hey, like you know, can we implement this? So on and so forth. Well, it just wasn't on my decision makers list until I was like nine, 10 months later, right, those first couple of months I was like I'm like, why aren't we doing this? We're wasting all this time? Right, because I didn't see the bigger picture of what my decision maker had going on, and it's really taken me a lot of time to learn and implement. But it's been a boon because, like I said, one, it's brought me a lot of peace, but, two, it actually, ironically gets things done faster, because you're not seen as like this annoying gnat, right, that's constantly on people's cases. You're just somebody that's like, hey, I'm ready to help you when you're ready.
Speaker 1:Yeah, yeah, I pay a lot of attention to things like Mel Robbins book, the lesson theory or or all of Ryan holidays work that's based on the philosophy of the Stoics. Right now I'm going through the daily Stoic, which is I think he calls it a daily meditation. Actually, I have it right here 366 meditations, so he leaves room for a leap here 366 meditations on the wisdom, perseverance and the art of living. It's called the Daily Stoic and what you're talking about ties directly to those things. We have to let go of, things that we can't control. You can't control the decision-making process of someone else. You can influence, certainly, you can make recommendations, certainly, but you can't control it, and I completely agree with you. When you start to let go of those kinds of things, it does bring some peace. It opens up some room for you to focus and devote your resources, which could be time or money, energy, emotion, all of those things in different areas. So I'm completely aligned with to call out the company that you work for or anything.
Speaker 1:But I started. I started in or have experience. My first, my first job out of school was with a big firm. My third job out of school was with a really big corporate firm, corporate firm. And so that that last paragraph where he talks about many entrepreneurs come from flawed corporate environments where work moved as slow as molasses, that that completely resonates with me, right, working for the big firms with maybe some big corporate clients on big projects, that's. That's sort of the speed that things happen. Sometimes it feels like you know, especially close to deadlines or whatever. It may feel like things are moving pretty quickly. But I don't know about you. In your experience, I don't know if you've felt that same thing. I know you were just speaking to clients and decision makers, but even I think at the corporate level it's a very different world 05.05.
Speaker 2:And it's interesting because you would think like the bigger the firm gets, the harder it becomes to get things done. But to like my firm's credit right, we have an innovation team.
Speaker 2:Right, we're small but mighty yeah yeah, that's pretty unusual yeah and part of the reason for that is our size right like. This doesn't typically happen at a one, five, ten man shop, right, so right, what would? What could be considered, um, you know something negative right size and the pace at which things move to. In my opinion, it's a blessing in disguise because we're able to get more done just because of the resources that have been afforded to us. So kudos to you. Know the company I work for, the larger parent company, and it's a leadership right For, for giving us the opportunity to do what we do, and part of that is right, and me being able to get into the mastermind and bring value back. So I, you know, I think if you talk to everybody right, there's, there's things people don't like about their jobs, like that's normal.
Speaker 2:But to me the benefits more than outweigh the negatives, for sure.
Speaker 1:Yeah, you know, I think that's an excellent point too, is I think about? You know, I mentioned earlier the innovation leaders mastermind group. We actually have two of those groups, which means we've got about 40, 40 members across those two groups that are in the role of innovation leader, chief innovation officer, something you know. Titles titles are weird, right. It's like, okay, what does this one mean and what does that one mean? And is this role the same in these two firms with two different titles? It's kind of hard to navigate that sometime.
Speaker 1:But these are all people, not unlike yourself, that are charged with leading the innovation in their firms. So we've got about 40 of those people and we look across the landscape of AEC firms, we look across the landscape of of AEC firms, um, and and well, I was about to say that they're all in North America, but they're not. We have, uh, at least one member that's over in Europe. But, um, but if we, if we contain it to North America just for argument's sake, you say, okay, well, there's, there's about 40 firms represented there. That's such a small slice of the overall number of aec firms.
Speaker 1:So I think that that's kind of an illustration of the rarefied air that you're in right, you work for a firm that has an innovation, a small but mighty innovation team, like you said, and that's typically the case in all of these firms that are represented as a small but mighty group, and an awful lot of firms are not devoting the resources, as you said. They're not devoting the resources, they're not investing in thinking the way that you're thinking and exploring the things that you're exploring, and really thinking about what's next, and really thinking about what's next, maybe for their employees, maybe for their work, maybe for their clients, but even at the industry level, it's okay. How is generative AI, as an example? It's sort of the easy talking point for a lot of people. How is generative AI going to change the way engineering, consulting services are provided, or whatever it is that the that particular firm does? So I love the fact that you're in that space and and it's it's a unique experience and then Jeff even think about like niching down one level further.
Speaker 2:So I think about this a lot like how many masterminds do you see for people that are like zero to 10 years out of college?
Speaker 1:Not many. That's why we started.
Speaker 2:Right, and then niche down a level further, not just for any AEC professionals, specifically for those that are interested in innovation outside that regular career path, right. So I think the early and mid-career mastermind group we have is. It's special and you know we could throw the fluffy adjectives out but like it's just, it's such a small slice of the overall ADC pie that it's by definition it's unique.
Speaker 1:Yeah, yeah, and it is. It is very unique. I mean, that's that is. You know, it's no secret. That's that's one of the reasons that we we launched it right. There's there's very little competition to it. You know, the the bigger picture for us, like we've talked about, is, hey, you know, everybody that's in in this group is similar to you know, the way that KP has gone through his career, similar to the way that I've gone through my career, um, and, and we love that and we also think that's the future. I know there's a lot of people out there, um, in the industry that they're they're disillusioned, or, or you know, whatever, whatever the right description is. It's like hey, I graduated from school and this isn't exactly what I expected it to be. Like, you know, whatever, whatever the right description is, it's like, hey, I graduated from school and this isn't exactly what I expected it to be. Like, you know, um, guess what that's? That's called adulting, I think.
Speaker 1:but, but, but we figure those things out Right, and we, we have, we have the training and we have the certifications and we have all these things that we gain and we start to get experience, we go, hey, there might be something else, there might be a better way. I may not want to fit in this narrow swath which, by the way, that narrow swath is changing all the time, but it tends to remain a narrow swath. But I think there are a lot of people out there that would say, yes, yes, that that's me. I don't, I don't want to to fit into that image right Of of what this traditional role is and um, and so this is this mastermind group.
Speaker 1:The early and mid-career mastermind group is a great opportunity for anybody that that says that.
Speaker 1:And um, you know, like we mentioned before, um, I, you know, I'm not sure what your time in that group is like, because I expect that you'll probably be over in in the other group before too long. And uh, that's fantastic as well, right, being able to take people and help them understand, cause there are an awful lot of people that enter into the early and mid-career mastermind group with the question how do I get to be one of those people, like the innovation leaders or the construction tech leaders, some of those in the other groups that one of the big differences is they're just 10 years ahead or something like that. Right, they're further along in their career. That's, that's, that's it, and so you know that's an often asked question. Uh, in the early and mid-career group, or at least when I'm talking to people that are wanting to join, is hey, my, my goal is to move up into one of these, one of these other roles, and I want to understand how to get there. Fantastic, let's talk about that, let's do that. That's what this group is about.
Speaker 2:And and, if you, if you recall uh, what was it back at the mastermind right before summit in Atlanta last year? Like that's, I would literally just go around. This is one of the best parts of like having access to this, these level of people.
Speaker 2:We meet in person, and it's not like we're walled off from like the innovation leaders, right Like I can go up and ask these people like hey, like what's your story, what's your background, how did you get to where you are? And we we get some of that, you know, programmatically when you guys bring speakers to early and mid career. That really helps me chart out my career path because I can bring that back to my director of innovation and say like hey, here's like, here's what other companies are doing, here's the timelines that others are on, and I mean, I don't know where else you get that.
Speaker 2:Truthfully, jeff, like it's just been such a great experience for me and the firm.
Speaker 1:Yeah, yeah, I'm glad you brought that up because, yeah, that that was. We had our in-person mastermind event the day before our summit, which is our own little conference. Um, so that was in Atlanta. We've got one coming up which I think you're you're registered for right, the one coming up in Phoenix on February 25th.
Speaker 2:I'll have to ask producer Ethan he's he's more on top of course, Both of us uh, being in the Midwest, it's, uh, it's going to be a nice reprieve for a couple of days.
Speaker 1:It will be. It's 13 degrees here right now in Indianapolis. Um, yeah, heading, heading to Phoenix here in a couple of weeks is um will be a treat, but uh, I'm not sure. Producer Ethan will have to tell me. But uh, this, this uh episode may publish after, after that event.
Speaker 1:But we do these quarterly Um, and this year it's I think it's Phoenix twice and Silicon Valley once, in Atlanta once. So, um, I I agree with what you're saying and that's one of the one of the big goals we had is how do we get, how do we make this more valuable by getting everybody in the room together. You know it's we. We do have to separate groups out just for logistics. Basically, right, We've got a couple of innovation leaders groups and the construction technology group and we're getting ready to you're actually going to hear about this in Phoenix in a couple of weeks we're getting ready to launch a sustainability group and you know we've got more groups rolling out, of course, the early and mid-career group.
Speaker 1:But how do we, how do we create the intersection between all of these folks and all these groups? Because the Venn diagram, if you draw the Venn diagram for the members of all of these groups, of course, there's heavy overlap in in that place where you've hatched and cross, hatched and hatched again. You know, at that, that point of overlap or that point of intersection, because that's anytime you go to a conference, you know what's the value of the conference. It's the conversations in the corridors, right, that's basically what our, what our in-person mastermind events are. It's the conversations in the corridors. Um, so I'm, I'm, I'm glad that you have been able to attend those and participate in those and, um, you know, anybody that's out there listening reach out, because the opportunities we do, like I said, we do those quarterly, we do the in-persons quarterly and we do each one of the groups meets virtually twice a month and we also create intersections and overlaps in those virtual meetings as well those virtual meetings as well.
Speaker 2:And, jeff, you know the as much as we can do virtually today. I think most people in this industry understand there's no replacement for in person, like if you just had a, you know, a big zoom call with I don't know how many, how many people would you estimate between? All the mastermind groups are there, uh about uh 70, I think, right now and and you know, not all 70 are going to be able to make it in person, just because that's just how it is.
Speaker 2:But even if you put 70 people in one Zoom, that's nothing like getting even half of a group of that size in the same room for a day. But I mean, who knows, jeff, you know, with what you guys have planned and the size of this thing and growing, I don't know, maybe you'll need to do a little more breaking out in person once the numbers start getting up there.
Speaker 1:Well, the plan is actually and I haven't looked at this is not my purview, but I haven't looked at the registrations for the Phoenix event coming up, but I know we're also looking at the Atlanta event, which is the second quarterly event, so I think it takes place in may. But, um, but we also invite others to those events. So people that I'm not sure, I don't know what a mastermind is, I'm not sure how this works or what that looks like, what that feels like. Hey, great, come to, come to phoenix or come to at, you know whichever, whichever the next event is, and get a taste for it and participate in the conversation. So, um, we were on the threshold.
Speaker 1:I don't know if we're making it for Phoenix or not, but we're on the threshold of it actually uh, needing to have some breakouts and, uh, the, the. The goal is never to make it know, this big conference or anything, but to grow it to the point where it's always about the meaningful conversations. It's, that's, that's all it is. People are like well, what, you know who are the speakers? And there aren't speakers, right, they're conversations.
Speaker 2:Well, that's digging in and that's the best part, jeff. Because what? Because what really sold me on the early and mid-career mastermind was when you I think I'd signed up for Summit last year and then you floated the idea hey, if you're in town a day early, just swing, awesome, and yeah, the you know, the value of the conversations you're having, the people that you're talking with is second to none because, like I said, you don't get it anywhere else yeah, yeah, I mean, and it's you know it.
Speaker 1:Uh, so you're listening to this. You know this guy talks about this a lot. Yeah, well, this, this is. I run a mastermind program and it's a passion of mine, you know, know, that's one of the things that I brought to KP Ready Company from from my past ventures, and you know the way that I think about the programming for any of these events is you know, I don't, I don't make any of this up. Kp doesn't make any of this up.
Speaker 1:We listen because I currently I facilitate all the mastermind groups. That's likely to change as we grow but but we listen to what's being discussed and we ask our members hey, what are the important topics? That's what dictates the, the programming. It's all about those conversations, like we've said, and then those conversations are the conversations that the members want to have. And so, when I mentioned the Venn diagram before, I mean that's that's really the way I think about it.
Speaker 1:Ok, what topic has come up in this group, this group, this group and this group? If it's come up in all four of these groups, or three of these groups, or however we're, we're strategizing about it. That's probably a topic that we need to discuss at an in-person, because it's coming up everywhere. That means everybody has a question about that, it means everybody's got a stake in it. So that's really the way that, um, that I lay these, the, the programming for these, um, these events out. I mean it's there's no magic to it, it's just listening and understanding. You know what's going on and what matters most to the innovation leaders, the construction tech leaders, the folks that are wanting to move into those roles.
Speaker 1:You know what are you seeing in your work. You know what are the struggles.
Speaker 2:It's a good lesson for your incubator right.
Speaker 1:It is. Oh, it totally is yeah.
Speaker 2:What the customer wants. And, jeff, let's talk about the Circle community. So, as an example, you know someone posts, hey, like I just have some questions about what it's like to start an innovation team, and I'm like, well, I can at least share my experience and you know whether that makes it on to the agenda for, like, our in-person meetup in Phoenix? That's, that's one thing, that's icing on the cake. But like I know who this person is, I know they're coming and we can chat in person, one-on-one, and just say, look, this is like, this is what I've done, this is my experience. We can connect online or over the phone if you have any questions, and you know that's really powerful too.
Speaker 1:Yeah, yeah, that's. That's the invaluable thing. I mean there's there's a number of examples I can share, but, um, you know, what happens on a regular basis inside these groups is somebody asks the question hey, how do you do this? How did how did you do this? This is what we're struggling with. And somebody else pipes up and says, well, this is what we did, this is what we're struggling with. And somebody else pipes up and says, well, this is what we did, this is how we made it through, right.
Speaker 1:And and you know, I know there are a lot of people that say, well, you know, I'm I'm young, or um, I've only been in this role for nine months. Or or you know, whatever it is, or my team is small, or something like that. But yeah, if you have a small team, it's a bigger team than one that doesn't exist. Or if you've been in this role for nine months, that's longer than someone that just took on that role or just created that role, and so all of that is incredibly valuable to share and to hear on both sides. It's what I tell everybody that I interview, because I vet everybody that goes into the groups and what I tell everybody is you need to come to this with the attitude of what can I give but also what can I take away, because that's what it's about. It's the give and the take. It's equally important in both directions.
Speaker 2:And it's cliche, jeff. But the more you give, the more you get, and it's cliche for's cliche, jeff. But you know, the more you give, the more you get, and it's 100%.
Speaker 2:It's cliche for a reason because it's true, right, because, if you know and I have examples, even from our last in person event where it's, you know, just trying to give and be helpful, which then leads to other opportunities that you wouldn't have otherwise uncovered. So I'm a big fan of it and I think it, you know, and I have proof to show of like, by providing value to others, I get often more in return. So I think it's a great mantra in the groups are active participants is one of the requirements.
Speaker 1:But, but, uh, but I'm glad you're there and, uh, I'm glad you are giving and getting out of that, um, because and and I appreciate the what you're saying about it, because it's that's one of the things I can talk about it until I'm blue in the face, but, um, you know to have people that are actual members talk about it, I think and it's, yeah, and it's, it's all true, it's.
Speaker 2:it's not like jeff's, you know, he to have people that are actual members talk about it, I think. And it's, yeah, it's, it's all true, it's. It's not like Jeff's, you know, he's not like slot slotting me a $20 bill to say nice things, right. So if you and if you're listening to this and if you're curious, just reach out to Jeff. You know, see if you can get in at one of the in-person events. Just just experience it for yourself. You're really going to know.
Speaker 1:Yeah, yeah, absolutely. Hit me up on LinkedIn, send me a connection request and just, you know, in the little connect with a note, just say, hey, I heard the podcast with Nick and also hit Nick up on LinkedIn. He's like I mentioned before. He hosts the Engineering and Technology podcast. He's a professional engineer, he's one of our mastermind members and he's very active in all of the places where he participates and he's an excellent person to network with. So, nick, I really appreciate you coming on today. It was great to break down this page from KP's book. We've never done that before, so I love that. Uh, we went off of the uh the LinkedIn script, um, which you know, the there's lots and lots of LinkedIn posts to uh to unpack there. In fact, I'll be recording with KP here in a couple of hours um to unpack another post. But it's kind of fun to unpack something a little bit different from one of his books.
Speaker 2:So yeah, maybe, maybe run it by him and see, maybe this little, this little, turn into a post or something long. Yeah, whatever the case may be. And, and he knows, like, like I said earlier, I was like you know, if I could pick one thing most valuable, here you go. This is it, page 71.
Speaker 1:Yeah, yeah, yeah, cool, love it, love it. Most valuable, here you go. This is it. Page 71. Yeah, yeah, yeah, cool, love it, love it. Um, thanks again.
Speaker 2:Appreciate you, uh, coming on here with me and everything you do, and, uh, I'm looking forward to seeing you as we record this in what like a week and a half or something like that and jeff, I know you love baseball, so before we uh, yeah, before, so it'll be the the afternoon before we get kicked off going to see some, uh, cleveland guardians spring training against the the diamond, awesome.
Speaker 1:So that'll be very cool.
Speaker 2:Yeah, thank you thank you for having me on. This has been, this has been awesome.
Speaker 1:I appreciate your time as well yeah, absolutely glad you're here and for all of those out there that are listening, again, if you're you're not following KP Ready on LinkedIn, you should also connect with Nick Heim on LinkedIn. It's Nick N-I-C-K-H-E-I-M. Connect with me on LinkedIn and I'll be back next week with another episode that I've recorded with KP where we're unpacking one of his posts and we're we're continuing to roll out, we're continuing to roll out this mastermind series from uh uh, all of our mastermind members and our speakers are our guest speakers and things for the mastermind program. So, thank you for listening to this special mastermind edition of KP unpacked and we'll see you again very soon. Thanks, everybody.