April 22, 2025 • 44 mins
If you're serious about accelerating innovation without burning out your team or budget, this episode is your shortcut. On Beyond Confidence, Divya Parekh sits down with Karl Schlegel to unpack how agile SWAT teams, sharp strategy, and trust-based partnerships can help you outpace competitors and out-accomplish AI. You’ll learn how to de-risk big tech moves, navigate ecosystem shifts, and make decisions that lead to real traction—not just theory.
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Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).
Beyond Confidence Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/beyond-confidence--1885197/support.
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Episode Transcript
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Speaker 1 (00:00):
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(00:20):
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Speaker 2 (00:25):
This is Beyond Confidence with your host d V park.
Do you want to live a more fulfilling life? Do
you want to live your legacy and achieve your personal, professional,
and financial goals?
Speaker 3 (00:35):
Well?
Speaker 2 (00:36):
Coming up on ZVA Parks Beyond Confidence, you will hear
real stories of leaders, entrepreneurs, and achievers who have stepped
into discomfort, shattered their status quo, and are living the
life they want. You will learn how relationships are the
key to achieving your aspirations and financial goals. Moving your
career business forward does not have to happen at the
expense of your personal or family life, or vice versa.
(00:58):
Learn more at www dot Divpork dot com and you
can connect with tv ants contact dants dvpark dot com.
This is beyond confidence and now here's your host, div Park.
Speaker 4 (01:11):
Good morning listeners. It's Tuesday morning, and I'm so excited
to be here with you. I just want to share.
I'm traveling and not in my usual space, so there
may be a little bit disconnect, but I know you
are patient with me. We love you and you'll love me,
so it's all good. I want to share a very
(01:31):
unique kind of story with you. So as I was
traveling from Not Carolina to New York at the airport,
there was this mom. She had a huge stroller and
a couple of kids, and as I was approaching to her,
you know, just kind of to check if I could
(01:52):
help her out. What was interesting was that her five
year old tapped his mama's legs and looked up to
her and they had some conversation. And what was interesting
was that he guided her how to go through It
was just fascinating. I just took a step back, and
(02:14):
it's amazing, like you can have that kindness for somebody
in your family as well. So thank you to everyone
who have got our books. If you have not take
take a moment and check out our books and get
it because we do share part of the profits with
keybo dot org. And let's welcome our guest, Carl Schligel.
Speaker 3 (02:40):
Welcome Carl, Thank you DBIA.
Speaker 4 (02:45):
So Carl, you bring a wealth of experience across we
see family office, m and a tech and startups to
drive seven to nine figure value increase through plug and play,
strategic partnerships and executive access. So very impressive journey. So
usually the journey begins when you are a child. We
(03:07):
all start there. So do you recall a moment or
a person that left a positive mark on you, either
in your childhood or in your youth.
Speaker 5 (03:17):
Yeah?
Speaker 3 (03:18):
Absolutely.
Speaker 5 (03:19):
You know, my father has had a major impact on me.
My father was born with physical disability, but he made
up for it in terms of personality and the way
in which he could build relationships, build trust, be able
to create unforgettable memories and experiences. And that's something that's
really left an impact on me and the work that
(03:41):
I do today. As far as strategic partnerships executive access
really focuses in on the relationships. I would also say
that my father was one who encouraged me to dream
and to think beyond the box or even think beyond
you know, the Earth. So when I was about two
years old, I really had the dream of becoming an astronaut.
(04:02):
I wanted to explore, I wanted to move beyond the
bounds of the Earth.
Speaker 3 (04:08):
And later on, many years later, when I was.
Speaker 5 (04:10):
Part of the Rocket Racing League running merchandising in apparel,
I got to get closer to that vision as this
was a NASCAR in the skies type racing league where
the pilots would fly through these tracks that they would
see in the sky in their heads up display like
a video game, and people at home could actually be
able to race against them.
Speaker 3 (04:31):
And the plan was eventually to go to some.
Speaker 5 (04:33):
Orbital races and really be able to drive exploration forwards.
So my father planting those seeds, watching Star Trek with me,
encouraging me to think outside of the traditional career routes
as well as the opportunities, has left an impact on
me in so many different ways.
Speaker 4 (04:51):
Yeah, and you brought up a really really good point
that rather than the traditional career outes, there are so
many things that can explore, and talking about a Star Trek,
I'm as trucky too, so as you grew up, then
did your life take you?
Speaker 3 (05:13):
My life took me in a lot of different directions.
I could say.
Speaker 5 (05:17):
On the one hand, when I was younger, I was
more comfortable speaking with adults, more comfortable speaking about science
and just different things. I felt like I wanted to
grow up faster, right, and I felt as I didn't
fit into.
Speaker 3 (05:31):
My you know, into my peer group. And then I.
Speaker 5 (05:34):
Discovered the wonder of play, and so I really started
then kind of settling in and through sports, through playing
team sports like roller hockey. I was in a roller
hockey league where I got to play basketball on my
freshman basketball team.
Speaker 3 (05:49):
I was the rooty of the team quite literally. I
mean I even in.
Speaker 5 (05:52):
Practice the coach would kind of play against us and
rough us up, and then it was it was intense.
But these types of experiences and then being able to
step into opportunities to invite other people into the play
or thinking beyond, I kind of found my own waterline,
so to speak, and my own group of people, and
(06:15):
yet found the ability to also cross over into a
lot of different other categories. So like, on the one hand,
kind of became you know, five year old Carl was
looking to be an adult if you asked me at
ten years old what I wanted to do, I would
tell you I wanted to have five different businesses, you know,
from car design and boat design and building rockets and
all kinds of things. But then you know, team sports
(06:38):
and different things in terms of school. Helped to pull
me back into my pure group. To be able to
find my love of music, not just from the violin,
but from experiencing that with other people who were my age,
and then you know, being able to iterate. So at
one point I was with a friend of mine who
introduced me to Bob Marley on the one hand, right
and guitarists, and my buddy Justin could play like Jimi Hendrix.
(07:02):
I mean, he was amazing, And on the violin, I
was going, I'm classically trained, but I really really really
want to do that. I was trying to figure out
how I could do that, and at the same time,
in his concrete basement, he's teaching me how to break dance.
Speaker 3 (07:14):
Right.
Speaker 5 (07:14):
So you talk about the world arriving in different types
of areas and that freedom, you know, really to explore
and to be able to try different things. I think
was really the path that helped me not just for
my father's influence, but also then finding that level within
my peer group and while still not giving up the
(07:37):
desire for imagination and for reinventment or coming at things
from a different way.
Speaker 4 (07:43):
Yeah, and that is really powerful because what I'm hearing
is that because you were exposed to so many different things,
you get that experience, and that experience makes your life
not only richer, but it also helps your brain to
expand and look at that and see where there's invention
or reinvention could happen. So how did you get into
(08:06):
we see that's.
Speaker 5 (08:08):
A really funny story. The truth of the matter is
that I kind of insulted my way into VC. Really
comes down to it, and what I mean by this
too is I was so green at the time.
Speaker 3 (08:21):
There was an opportunity that we were putting together and it.
Speaker 5 (08:24):
Involved being able to take a look at water supplies
in the northeast Coca Cola and NESTLEI.
Speaker 3 (08:31):
They were having trouble getting water supplies.
Speaker 5 (08:34):
So I had been working on another project WebEx Meet
Skype and being able to deliver to medical education to
doctors and nurses sponsored by pharmaceuticals, and one of the
people who was involved in a little bit in that
process from the ancillary introduced me at that time to
very very powerful magnets and as well as to this
(08:56):
need for additional water sources to be able to help
supply Coca Cola and others. So, long story short, I
brought in a venture capitalist and an angel investor to
be able to take a look at the opportunity. And
when we found that we hit a roadblock where there
was a concern about instead of having a freshwater aquifer,
(09:18):
that there could actually be an issue with being on
environmentally protected land.
Speaker 3 (09:24):
In my mind, I was like, no problem.
Speaker 5 (09:26):
So I had already been having conversations with a company
that was looking to take water from glaciers over in
Norway and bring it over into the United States, so
transporting water from glaciers, and I was like, that's okay.
Speaker 3 (09:41):
Here's plan B.
Speaker 5 (09:42):
So the situation with the ventric capitalist, he goes, look,
we're you know, we're going to do this deal with you,
and we're going to be really generous.
Speaker 3 (09:49):
This is normally not what we really do.
Speaker 5 (09:51):
And I turned around to him and I said, no,
this is supply and demand, right, I'm so green.
Speaker 3 (09:56):
I said, this is a fifty to fifty deal supply
and demand. Here we go.
Speaker 5 (10:00):
So he says to me, he said, kid, you got
style and you you got a lot of you know.
He said, well, we'll work on that a little bit.
But it led to me then getting an opportunity to
be involved in venture capital and it was it was
quite an adventure from there. So the relationship aspect and
just being present and stuff, even more so than the
(10:23):
traditional route, right is what opened has opened up so
many doors in life, as well as advising you know,
a foreign government on strategic commodities, reserves or or other
other things that have come up in my life. Really
being present and aware of the dynamics, but also looking
at the exchange of value as has been a game.
Speaker 4 (10:42):
Changer absolutely, and any time, you know, any interaction is
an exchange of value. When that happens, you're building relationships.
So talking about relationships, what can Henry Ford teach us
about strategic partnerships.
Speaker 5 (10:59):
Henry Ford was one on trial and he was being
accused of not being a smart man. And what was
amazing is that he turns around and he tells the
judge and the court and he says, I might not
know everything, but I've got a row of buttons on
my desk, and I know if I press these buttons,
the people that have the information, you know, will be
(11:21):
able to come in and be able to supply that right.
Speaker 3 (11:23):
And this was instrumental.
Speaker 5 (11:24):
What I saw from this is that sometimes we think
that we have to know everything, we have to understand
how everything works, and we can fall into this trap
of only seeing from our own perspective instead of the
plug and play philosophy is, instead of trying to reinvent
the wheel or try to see things only from our
own image likeness, our own perspective, how are we able
(11:46):
to collaborate with others who have that knowledge, that expertise
in a way that's not threatening, but in a way
that actually builds up both and both come out better
for it in the process. And so that story from
Henry Ford is something that has made impact on me
kind of when I'm feeling like, oh, no, do I
understand everything? Do I have all the lingo down, et cetera,
(12:06):
of being able to step back, to relax, to step
into the team modality and say I don't need to
have all the answers. If I am surrounded by the
right people and we have the right structures that allow
us to be able to collaborate. We're all going to
be able to help each other in this process.
Speaker 4 (12:24):
Absolutely, there's nothing like doing things together and talking about
their different types of teams. So what would you say
is like, you know, I know you talk about building
SWAT teams. Yes, why share with us what is a
SWAT team and why is creatively important and building those.
Speaker 5 (12:42):
So when I take a look at a SWAT team,
I think of a rapid deployment force where individuals have
been specifically picked for different types of capabilities. But one
of the things that the Navy Seal had actually shared
with me, you said, Carl, for all the training and
everything that we go through, he said, the real breakthrough
is one a round leadership. And what does this mean?
(13:03):
Navy Seals have the unique ability he shared with me,
to be leaders as well as followers at the same time.
So whoever in the team actually understands what direction to take,
the others fall in line and follow. And yet each
comes with their areas of expertise. Each also has been
an understudy for other situations or scenarios that could come
(13:26):
up where they might have to step in and assume
certain responsibilities or roles, and so when I take a
look at SWAT teams, it's not just a collection of
professionals who are very competent and expert at what it
is that they do. It's also philosophy of being able
to support each other, to move as one, to move
as a unit, to be able to have each other's backs,
(13:49):
and to then be able to collaborate, to understand the environment,
to work together, but to be leaders as well as followers.
When I was at an artificial intelligence company, we put
together other SWAT teams that are going next to development
teams and help them get over the finish line faster. Now,
I've been part of organizations where sometimes it can feel
as though there's a tension between providing that support but
(14:12):
also saying we can do it better. And that's the
other thing with the SWAT team, especially from the Navy
Seal paradigm, is being able to be confident and present
so that you actually take arrogance out of the equation,
you increase presence, and you're able to really address the
situation at hand while leaving the ego out of it.
(14:33):
So that's where the SWAT teams really come into play.
More recently, there have been opportunities or across my career
there have been opportunities to take teams that we're collaborating
with each other, but might be described as quote unquote
broker chains, because I think that there's a fallacy.
Speaker 3 (14:48):
Of the person in the middle. The person in the
middle doesn't really.
Speaker 5 (14:51):
Have the ability or the authority to be able to
get something done.
Speaker 3 (14:55):
It couldn't be further from the truth.
Speaker 5 (14:57):
When you actually have a group that comes together the
other as a unit, now people can't get around them.
Speaker 3 (15:03):
But it's not about blocking an opportunity for moving forward.
Speaker 5 (15:06):
It's about facilitating and allowing those that need to be
in certain positions to have the ability to back channel
and to be able to get things done. And I've
seen how these SWAT teams can be very very powerful,
very influential and actually gain respect as a unit more
so than any one individual would necessarily receive in a
(15:27):
similar type of situation.
Speaker 4 (15:30):
Yeah, definitely, And that's the beauty of it that when
you have a cohesive team and I always kind of
think about the rules, then people are coming together. In
the ruining teams, they're all rowing towards the same direction,
and in that there is no follower, there's no leader.
(15:51):
It's just one cohesive unit, and there is such a
beauty in it. There's a power in it that helps
them move forward. So let's say you know you are
building these SWAT teams. They're amazing, and yet you're talking
about human beings. There is an interplay of emotion and
(16:12):
there is to some times, you know, there may be
some team dynamics involved where people are not able to
work with each other. So how would you go about
de risking human behavior when you're building strategic partnerships.
Speaker 5 (16:28):
That's a great question, Davia, and I've been fortunate to
be part of opportunities that had potentially very large payouts.
But there was also the understanding that if people couldn't
get along, you might as well just terrible paperwork. It
doesn't matter what you've got on paper at the table, right,
you really see up front how contracts are only as
good as those people and the values that they actually
(16:50):
hold behind that and their intent to be able to
really collaborate and have that value exchange. When it comes
to de risking, I take a look at the personalities
first and foremost, but I also take a look at
how are we able to understand the motivations of each
person on an individual basis.
Speaker 3 (17:07):
So when people think of vision boards, right, they.
Speaker 5 (17:10):
Think of these boards where you put everything that you
want to have happen to manifest and you're activating this
and pulling this towards you.
Speaker 3 (17:19):
When I think about vision boards with teams, I think
of things in a radio. You put the objective or the.
Speaker 5 (17:24):
Goal of the team at the center, and then from
those you have these areas kind of like the rays
of the sun that are coming out that have the
individuals around them their picture, and then further.
Speaker 3 (17:35):
Out you have what is their motivating, driving goal that
they want to be able to achieve. How are you
able to make this personal?
Speaker 5 (17:42):
Because when each person understands what it is that they're
fighting for, that allows them to be able to lean
in and to be able to support each other. And
when the team understands what each individual is fighting for
as well as what the team goal is, this helps
to de risk and de escalate. The other thing that
I would say is when coming to the table, having
(18:05):
rules of the road, so processes and procedures around engagements.
You have these in commodities, you have these in bankings,
you have these in various types of institutions. It's the
ambiguity that can lead to the disconnects. But when you
actually have clear processes of procedures, rules of the road,
you invite the conflict upfront, but in a way in
which it's outside of the spotlight, so that you can
(18:27):
work and deal with things. Instead of pushing things aside
or artificially suppressing, you're actually allowing the humanity to be
able to be first and foremost to people to remember
that these are human beings that are collaborating together, that
there are going to be disagreements, and that you're going
to need a mechanism for working through those and when
you have deals between parties, those processes and procedures allow
(18:50):
people to come back to a middle ground or to
be able to say, okay, maybe this is where we
went wrong. So instead of suppressing these things, being able
to understand what are the individual motivations, what are the
motivations of each group, clear processes and procedures like the
rules of the road that are in place, and then
being able to have a forum that allows for getting
(19:12):
the conflict out in a constructive way as opposed to
having it become hidden or having a passive aggressive nature
take place where things that are being said, there's really
some other meaning that's taking place.
Speaker 3 (19:24):
No, we need to be able to get that out
in the forefront.
Speaker 5 (19:26):
So I'd say that these things really help to can
help to de escalate the risk around collaboration and partnerships
and allow each person to step into who they fully
are in contributing and also benefiting and being part of these.
Speaker 4 (19:43):
Yeah, no, definitely that makes sense. And when you're talking
about processes and pro seizures, so these kind of step
into and lead into like you know, you're building systems
around it, and there is data. You're building the data
as you're building the teams. So as these systems are evolving,
(20:04):
how do the impact as to evolving business models?
Speaker 5 (20:10):
That's a great question, Davia. You know what we're seeing
today in a pre COVID world was that everything kind
of came back to the documents. If you were talking
about certain procedures, it said do you have the document,
do you have the original stamp documents? What are you
able to show in terms of originality that says this
(20:32):
is the docum document, this is the process by which
we're taking a look at in the post COVID world.
We've seen how digitization has been rushing forward. Now we've
got a situation between documents, Stata, systems of record and
figuring out whose watch or whose system we actually tell
time by? Right, where are we connecting these things back?
What we've seen is the rise of real world asset
(20:54):
tokenization conversations. And I think taking a step back from this,
this can sound very mystical. Okay, we're going to talk
about bitcoin, We're going to talk about cryptocurrency.
Speaker 3 (21:02):
Is there anything that's really going on here?
Speaker 5 (21:04):
But if we actually take a step back, tokenization has
been taking place for a long time. Authorization of tokens
in payment processing is not something that's new.
Speaker 3 (21:13):
So how are you authenticating the data? How are you
taking a.
Speaker 5 (21:16):
Look at the exchange, well, the documents, the data, systems
of record as they all kind of come together. The
ability to connect those pieces and to be able to
draw lines between who's liable, who's responsible, where could the
potential value get extracted from is something that opens up
new opportunities around business models. So I've been a co
(21:38):
inventor in a patent around tracking an analysis of worker
performance on blockchain. One of the contributions was even take
a look at nanomaterials as reading mechanisms into the data stream.
What this does is this allows all those systems and
the processes and the data to be able to come
together and for you to be able to create a
(21:58):
clear connection the line tracing back to who is impacted,
who has touched this, how is everything being able to
move forward? And at the same time, this can also
show opportunities between components that you may not have thought
about before in terms of how they impact risk or
how they impact opportunity, and factoring those into additional business
(22:20):
models and opportunities to be able to really find additional value.
One area just quickly is tokenization of in ground assets,
for example, keeping gold in the ground, tokenizing that gold
but bringing the value into the markets or other types
of commodities. The models in the market have been based
on an extraction based model, but then the gold bar
(22:43):
only becomes the gold bar trading at a certain level
by keeping the gold in the ground and being able
to surface the value into the market. Now, all of
a sudden, there's different ways of being able to exchange,
being able to open up opportunities and also being able
to lower risk. Keeping the gold in the ground actually
keeps it safer. It's safer for different countries, it's safer
(23:04):
for the mining operations, etc.
Speaker 3 (23:06):
So that's just one example.
Speaker 5 (23:08):
But if you found that gold was all of a
sudden later on necessary for mining water from asteroids, what
you would find is that the preserved future potential value
of the gold in the ground would now mean that
the gold appreciated and value significantly more than if it
was actually extracted out of the ground. So it allows
us to take a look at relationships between different types
(23:29):
of act classes, the people that are involved in that
in a different manner, and see how we can track
trace the risk, but also be able to look at
other ways to trade and exchange value around those assets.
Speaker 4 (23:43):
Definitely, it's very powerful. So your example really resonated with
me that keeping that gold in the ground and you're
still extracting the value. So what I'm seeing is that
by doing the organization and having these record keeping what
we are able to see is not only we are
able to connect the dats, but we are able to
(24:05):
see the possibilities where we would not have been able
to see. So one of the questions that comes to
my mind is that are you also able to pinpoint
problems using the real world asset agonization.
Speaker 3 (24:19):
That's a great question.
Speaker 5 (24:23):
I would say that you can identify weaknesses that could
be present, such as in the supply chain. There's been
a lot of conversation around the Drug Supply Chain Safety
Act and being able to make sure that counterfeit medicine
isn't getting into our supply chain and making people sick
or even die. Medical misdiagnosis is the third leading cause
of death in the United States, So there's a real
(24:46):
impact when you actually get the data or if you
misinterpret the data and where in which that's going to
actually lead to. It can lead to a set of
unintended consequences. So we also have to be careful of
out the kinds of data that we're looking at and
the parameters that we're using to be able to accomplish this.
(25:07):
So with AI, for example, there's been a lot of
conversation around efficiency, but is an efficiency model really going
to maximize quality of life and keep the humans in
the loops so to speak, keep the humans thriving, or
is it going to actually shift us out of the equation.
In a similar way, when taking a look at the
tracking and tracing of supply chains or the identification of
(25:28):
weaknesses or problems. When we understand in context the data
and who's touching the data or who's touching the elements
of the supply chain, it does allow us to be
able to strengthen those areas. There was a major issue
with a military contract during counterfeit parts. With our IP
and the inclusion of nanomaterials into there, you could actually
(25:50):
have an inherent barcode inside the molecular structure of the
parts of the gold bar of the even around diamonds
and being able to protect the Kimberly process when it
comes to diamonds as well as food and other areas,
to be able to make sure this is something that's authorized,
this is something that's going to be safe, and being
(26:13):
able to track back and say where are the weaknesses,
where are the potential problems?
Speaker 3 (26:17):
How are we able to support that.
Speaker 5 (26:19):
The last thing that I would say is, as we
look at space, the authority to operate in space. Just
because we could three D print a rocket in space,
do we actually have the authority to be able to
do it. This comes back to a number of documents,
data systems of record and who actually said that you're
able to do it. These are areas that someone could say, well,
there's a lot of bureaucracy that could take place around this,
(26:41):
or how are we able to streamline the process and
yet still be able to maintain the regulatory safeguards that
are necessary so that we have a certain place, those
rules of the road, so to speak, from which to
be able to trust.
Speaker 4 (26:59):
Yeah. No, very powerful, because it's important to anticipate issues
before they even arise, because it's easier to prevent rather
than going and fixing the solutions. So definitely, it sounds
like your IP and your technology is very, very powerful.
And as you're talking, what's coming to my mind is
(27:21):
that how do you build ecosystems around this?
Speaker 3 (27:26):
That's a great question, you know.
Speaker 5 (27:29):
Ecosystems, they say, over the next five years, are going
to have the single biggest impact in shifting business models
moving forward. There's data from Eccentria, there's data from HubSpot
out there that supports this.
Speaker 3 (27:41):
But what really comes back to ecosystems.
Speaker 5 (27:44):
I recently moderated some private executive roundtables, and in opening
up the conversation about crossboarder payments, what we really talked
about was that this is all about trust, right, And
there's this big conversation that's taking place around AI and trust.
What I'm seeing right now now is that relationships, the
trust that's been built in the trenches, from rolling up
(28:04):
your sleeves, from solving problems together, from breaking bread, from
having real person, real life interactions, can't replace the ability
for AI to say you should go and speak with
Divia because Divia holds this capability, and here's how the
structure of the deal, etc.
Speaker 3 (28:19):
Etc.
Speaker 5 (28:20):
There's still a notion that comes back to but can
I trust you? How do I know that I can
trust you? How do I know that this is not
just a deep fake scenario. With everything that's going on today,
even around technology, that's become.
Speaker 3 (28:31):
A real concern.
Speaker 5 (28:32):
For all we know, we could be having a conversation
here and it could be our avatars speaking and they're
not authorized to speak on our behalves. Right, it's kind
of crazy. That's not the case, of course, But that's
also opening up different areas. So when we think about ecosystems,
it's really showing us how the connectivity between so many things,
the cause and effect and the impacts really are happening
(28:57):
at the same time. Generally there are people who are
in charge of these different ecosystems. So what I like
to say is you can go and put your fishing
pole in the stream you know that the fish are there.
Or you can go and become friends with the person
at the dam, make the right kind of deal, the
opportunity that's beneficial for both, and get all the fish
that you want.
Speaker 3 (29:16):
Right.
Speaker 5 (29:17):
People who are at the head of these different ecosystems
because of their service to the community, because of the
trust that's been engendered in the community, they become the
mechanisms through which that trust transfers. So when you can
think about how things are connected and you can seek
out those who already are have the trust of different
communities and are leading different communities, it creates a different energy.
(29:41):
Instead of going and building a community, let's say you
can go and partner with people who already have the
trust in the community, discuss the values that you share,
find the common ground, and instead of having to go
all the way twelve steps backward just to be able
to move to forward, what you can find is that
you can leap twelve steps ahead because of being able
(30:02):
to do this. So ecosystem mindset ecosystem thinking, thinking about
collaboration and the creative as opposed to the competitive, when
looking at the landscapes, the blue oceans versus the red oceans,
and even looking at the nature of the quote unquote
competitors and competition in a very different way can open
up those opportunities for collaboration. We're seeing that between major
(30:25):
tech companies that are collaborating that normally would have been
quote unquote enemies in the market, and yet there's a
certain understanding as everything moves forward that it's a force
that is stronger or bigger and outweighs any individual company,
any individual So there's almost a need for survival and
(30:47):
to be able to transcend the type of wave that's
coming upon us for that type of collaboration. So ecosystems
and thinking from an ecosystem standpoint can allow you to
capture the relationship value, can allow you to be able
to capture the trust. Can also allow you to be
able to then take a look at the systems that
(31:09):
are being built around regulating that trust, that exchange of value,
that transfer. And I think that's what we're really seeing
around real world acidtokenization, that we're seeing around digitization that's
going on today is everybody's asking that question, how does
this make us better? We have to collaborate, It's a
global world today. How are we able to do this
(31:29):
in a way that preserves the value, that preserves our
own ethics, and even preserves the ethnicities of those that
are being involved.
Speaker 4 (31:38):
Yeah, you bring up a very very good point over
here that how do we preserve that? And you've talked
about the trust, and that trust is so critical because
it's so fragile, like once broken, it's very very hard
to earn it back and you need to put in
a lot of effort to even earn it in the
(31:59):
first place. So when we are talking about trust, it
brings us to the governance. And so what would you
say is that, like, you know, if you have an
AI board member and it's coming I mean, and I'm
seeing it a lot in my interactions, how will that
lead to better governance or not?
Speaker 5 (32:24):
That is a question that definitely causes me to pause,
as I'm sure it causes many other people to pause.
Do we trust in an equal capacity and artificial intelligence
with having a vote or even just being able to
supply that information to be able to take a vote
(32:44):
at a board level, and you're right, it's coming. I
think what it goes back to, though, is factoring in
the different perspectives into the decisions.
Speaker 3 (32:55):
That are being made.
Speaker 5 (32:56):
Taking a position where you factor in different points of view,
different values into the equation, so that you really are
able to get something that's holistic and representative of not
only the internal workings of the company or the culture
that you have, but also are able to understand the
potential interaction between other cultures and other types of environments.
(33:20):
At a certain point, I worked with Michael Sikora, who
led Project Socrates, the All Sources Intelligence program out of
the White House under President Reagan.
Speaker 3 (33:28):
I worked with him in the private sector, and one of.
Speaker 5 (33:30):
The things that he had shared is he felt that
moving from the industrial revolution to the automated innovation revolution,
it was going to be very important as we looked
at different types of systems and processes and procedures, and
he could map out technology space for the next one
hundred years. Have been doing it on behalf of the
(33:50):
government and taking a look at where the gaps were.
But when taking a look at this, it was also
going to be important to make sure that the systems
had included the sensitivity right to the different values and
the processes, including religious for example. Right we don't think
(34:13):
of religious perhaps necessarily in terms of having an impact
in the socioeconomic space, yet it does in further reaching
ways than we might actually realize. And so when you
factor these into the protocols at that board level, now
you're not only equipped to make decisions that make sense
internally for your company, but you're also equipped to be
(34:35):
able to make decisions and create bridges with others that
are going to be interfacing. If you leave that out
of the equation, as we said, it's coming and you're
only thinking about yourself, eventually, I think you can find
yourself in the situation where you're surrounded by others, you're isolated,
you're alone, and you've lost your ability to be able
(34:56):
to build off of trust or offer of even history
experiences that you once were able to do. So the
AI at the board level, I think, takes on a
whole different connotation than just one that's internal to guide
the directions of the company toward profit, toward multiples, toward
(35:18):
increase of value for shareholders. But it really needs to
be thought of or it would benefit form being thought
of as an ambassador, as an extension and being able
to factor in a lot more of the.
Speaker 3 (35:31):
Outside going back to the ecosystems that we discussed.
Speaker 4 (35:35):
Definitely very insightful and what you said about bringing in
different perspectives and bringing in different people and also factoring
in different parameters that could have an impact, So not
only from outside in, but from insight out. So definitely
very very powerful, and that really brings us to the point,
(35:57):
especially with the AI, it is as powerful as the
data that we train it on. So if you factor
in those unconscious biases and a lot of different things
that create mistrust, we can create a very powerful AI
board member. And of course you know you're it's important
to keep on checking and seeing how it's evolving and
(36:18):
learning because it's not static, it's also evolving. So some
really really great points over there. And what would you
say as we get closer to the wrapping up the
show that where is going to be the destination for
(36:39):
you and for your IP and where would you like
to see it go?
Speaker 3 (36:45):
I have thought about this quite a bit.
Speaker 5 (36:48):
I look at the IP taking us back into exploration
of the stars. I see the IP being able to
unite humanity and being.
Speaker 3 (36:57):
Able to take a look at the individual essence of
the human person.
Speaker 5 (37:02):
In the Africa Future Summoned in twenty twenty, I got
a chance to deliver a talk on cognitive diversity and
talking about not just people as a contributor to GDP,
but the essence of every human being factored in regardless
of whether there was a contribution to GDP, has an
(37:23):
impact a network effect on the rest of the population
around the globe. There's been a lot of conversation and
concern about IQ levels and how are people able to
make decisions. What I see is the opportunity to shift
the narrative from one about defending territories, etc. To one
about collaboration and exploration, where we're able to bring the
(37:46):
best parts of humanity forward, where we're able to look
beyond the traditional areas. My father once said to me, look, son,
he said, if you are not finding that the problems
of the world being solved, then maybe it's time to
go to the streets to find the people that are
not being factored into the equation, that are not being
(38:07):
included to bring them into the equation.
Speaker 3 (38:10):
Each person here has a piece of the puzzle.
Speaker 5 (38:12):
Each person here has human dignity in essence, regardless of
their contribution to gduty. Therefore, and having a father who
grew up with a physical handicapped and the disability, it
really allowed me to experience that, and I've thought about
it a lot later. And my father compensated in a
lot of other areas. I mean, he could hold court
with the best of them. He loved to throw parties.
He as the person that people who have since been
(38:35):
the governor of New Jersey right once came and asked
him what.
Speaker 3 (38:39):
His thoughts were in our driveway.
Speaker 5 (38:41):
Right. It's just it's amazing to see that. And yet
if people are given that opportunity to contribute to thrive,
I think that that can really open up a whole
new perspective and area. So that is what I see
the potential for being able to do is to have
people factored into the equation, to have people included, to
(39:04):
have people celebrated, and to find and discover new ways
of collaboration, even among people that would be considered competitors
Pfizer and Blaxilsmith client. Instead of the patent cliff and
trying to fight each other and get into different areas,
what if you could actually come up with new breakthroughs.
So we are other types of industries that would normally
be seen as competitive to each other and trying to
(39:25):
play a scarcity based position instead of having a way
to say, here's how we can both win together, we
both get our contributions recognized, and here's how we create
new breakthroughs in moving forward. That is my hope for
the IP that we have in being able to bring
additional balance, additional opportunity out and the gold tokenization is
(39:48):
just an example. Keep the golden ground, keep the minerals
in the ground, bring that value into the market. That
starts shifting the trajectories of cash poor countries that are
mineral rich, and the way in which collaboration on an
equal basis where the fair value exchange can start also
taking place.
Speaker 4 (40:07):
Yeah, definitely resonates because I'm all about humanity and connecting
people and having a bright dawn where it's not just
one but everyone matters and we're taking everyone with us
with looking out for all. And it really hit home
(40:30):
to me because in my ted talking and that's what
I focus on, that each and every one of us
can have our cakes and we can celebrate each other's
cakes also, so what you're sharing is very beautiful. Carl
tell us, if you have any last thoughts for our audience,
where can they find you? Where can they connect with you?
Speaker 3 (40:52):
Tibia, It's been a pleasure being on the show today.
Speaker 5 (40:54):
What I would say is people look out for the
company decentralized value. That's where we're taking this ip and
we're really moving things forward in an exciting way and
there's a lot of things that are on the horizon there.
You can find me at LinkedIn dot com, slash in
slash Carl schlagel my name. That's a great way to
(41:15):
be able to connect. And renal Adio actually is a
Latin word that means renewal or rebirth, and so rental
adio is about a mission to be able to bring renewal,
to think about things in the non traditional type of sense,
to think about things from the place of human collaboration,
(41:35):
authentic human collaboration, and to also open up additional opportunities.
And our goal is to be able to create a
trillion dollars of economic impact in being able to drive
these strategic partnerships and these ecosystems and be able to
put people together. So I would just ask that if
you're thinking about things in your own businesses or.
Speaker 3 (41:57):
Your career, or how people.
Speaker 5 (41:59):
Around you factor in, instead of looking at it and
saying these are the five, they're the only ones that
have utility, I invite you to look at people in
a different light, in a different perspective, and see the beauty,
the value, the ways in which they impact you. I
think the Japanese culture has a very interesting link. The
person who's the janitor as well as the CEO has
(42:19):
the same level of respect in certain types of situations,
and because there's a recognition of the contribution that each
creates within the ecosystem and the balance and the way
in which things are able to move forward and thrive.
My request is that together we are able to create
that future that we're able to come from a place
that's not limited by scarcity but really reaches into the
(42:43):
power that each of us hold inside and brings human
abundance to bear in a way that a thousand x's
any of the economic socio or other types of factors
in terms of quality of life moving forward.
Speaker 4 (42:58):
Beautiful Carl and I really really wish you the best
from my heart that may may awards come true and
you know we are able to bring this abundance in
our humanity and just opening up our hearts and connecting
because at the end of the day, we all are
looking for one thing, happiness and joy and being happy
(43:20):
with our family, so why not. So thank you for
joining us. We appreciate you sharing your wisdom and AGAs
so openly and sharing your heart. So thank you for
joining us in. Thank you, lovely audience, because without you,
the show would not be possible. Reach out to us,
let us know how can we support you, How can
(43:41):
we bring in experts and stories so that you can
live the life you deserve and love your dreams come true?
And thank you one for making the show technically possible.
Be well, take care and I'll see you next time.
Speaker 2 (43:57):
Thank you for being part of Beyond Confidence. With your home, Park,
we hope you have learned more about how to start
living the life you want. Each week on Beyond Confidence,
you hear stories of real people who've experienced growth by
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Vpark shares what happened to her when she stepped out
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(44:19):
the globe. She not only coaches people how to form
hard connections, but also transform relationships to mutually beneficial partnerships
as they strive to live the life they want. If
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(44:40):
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(00:20):
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Speaker 2 (00:25):
This is Beyond Confidence with your host d V park.
Do you want to live a more fulfilling life? Do
you want to live your legacy and achieve your personal, professional,
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Speaker 3 (00:35):
Well?
Speaker 2 (00:36):
Coming up on ZVA Parks Beyond Confidence, you will hear
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(00:58):
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This is beyond confidence and now here's your host, div Park.
Speaker 4 (01:11):
Good morning listeners. It's Tuesday morning, and I'm so excited
to be here with you. I just want to share.
I'm traveling and not in my usual space, so there
may be a little bit disconnect, but I know you
are patient with me. We love you and you'll love me,
so it's all good. I want to share a very
(01:31):
unique kind of story with you. So as I was
traveling from Not Carolina to New York at the airport,
there was this mom. She had a huge stroller and
a couple of kids, and as I was approaching to her,
you know, just kind of to check if I could
(01:52):
help her out. What was interesting was that her five
year old tapped his mama's legs and looked up to
her and they had some conversation. And what was interesting
was that he guided her how to go through It
was just fascinating. I just took a step back, and
(02:14):
it's amazing, like you can have that kindness for somebody
in your family as well. So thank you to everyone
who have got our books. If you have not take
take a moment and check out our books and get
it because we do share part of the profits with
keybo dot org. And let's welcome our guest, Carl Schligel.
Speaker 3 (02:40):
Welcome Carl, Thank you DBIA.
Speaker 4 (02:45):
So Carl, you bring a wealth of experience across we
see family office, m and a tech and startups to
drive seven to nine figure value increase through plug and play,
strategic partnerships and executive access. So very impressive journey. So
usually the journey begins when you are a child. We
(03:07):
all start there. So do you recall a moment or
a person that left a positive mark on you, either
in your childhood or in your youth.
Speaker 5 (03:17):
Yeah?
Speaker 3 (03:18):
Absolutely.
Speaker 5 (03:19):
You know, my father has had a major impact on me.
My father was born with physical disability, but he made
up for it in terms of personality and the way
in which he could build relationships, build trust, be able
to create unforgettable memories and experiences. And that's something that's
really left an impact on me and the work that
(03:41):
I do today. As far as strategic partnerships executive access
really focuses in on the relationships. I would also say
that my father was one who encouraged me to dream
and to think beyond the box or even think beyond
you know, the Earth. So when I was about two
years old, I really had the dream of becoming an astronaut.
(04:02):
I wanted to explore, I wanted to move beyond the
bounds of the Earth.
Speaker 3 (04:08):
And later on, many years later, when I was.
Speaker 5 (04:10):
Part of the Rocket Racing League running merchandising in apparel,
I got to get closer to that vision as this
was a NASCAR in the skies type racing league where
the pilots would fly through these tracks that they would
see in the sky in their heads up display like
a video game, and people at home could actually be
able to race against them.
Speaker 3 (04:31):
And the plan was eventually to go to some.
Speaker 5 (04:33):
Orbital races and really be able to drive exploration forwards.
So my father planting those seeds, watching Star Trek with me,
encouraging me to think outside of the traditional career routes
as well as the opportunities, has left an impact on
me in so many different ways.
Speaker 4 (04:51):
Yeah, and you brought up a really really good point
that rather than the traditional career outes, there are so
many things that can explore, and talking about a Star Trek,
I'm as trucky too, so as you grew up, then
did your life take you?
Speaker 3 (05:13):
My life took me in a lot of different directions.
I could say.
Speaker 5 (05:17):
On the one hand, when I was younger, I was
more comfortable speaking with adults, more comfortable speaking about science
and just different things. I felt like I wanted to
grow up faster, right, and I felt as I didn't
fit into.
Speaker 3 (05:31):
My you know, into my peer group. And then I.
Speaker 5 (05:34):
Discovered the wonder of play, and so I really started
then kind of settling in and through sports, through playing
team sports like roller hockey. I was in a roller
hockey league where I got to play basketball on my
freshman basketball team.
Speaker 3 (05:49):
I was the rooty of the team quite literally. I
mean I even in.
Speaker 5 (05:52):
Practice the coach would kind of play against us and
rough us up, and then it was it was intense.
But these types of experiences and then being able to
step into opportunities to invite other people into the play
or thinking beyond, I kind of found my own waterline,
so to speak, and my own group of people, and
(06:15):
yet found the ability to also cross over into a
lot of different other categories. So like, on the one hand,
kind of became you know, five year old Carl was
looking to be an adult if you asked me at
ten years old what I wanted to do, I would
tell you I wanted to have five different businesses, you know,
from car design and boat design and building rockets and
all kinds of things. But then you know, team sports
(06:38):
and different things in terms of school. Helped to pull
me back into my pure group. To be able to
find my love of music, not just from the violin,
but from experiencing that with other people who were my age,
and then you know, being able to iterate. So at
one point I was with a friend of mine who
introduced me to Bob Marley on the one hand, right
and guitarists, and my buddy Justin could play like Jimi Hendrix.
(07:02):
I mean, he was amazing, And on the violin, I
was going, I'm classically trained, but I really really really
want to do that. I was trying to figure out
how I could do that, and at the same time,
in his concrete basement, he's teaching me how to break dance.
Speaker 3 (07:14):
Right.
Speaker 5 (07:14):
So you talk about the world arriving in different types
of areas and that freedom, you know, really to explore
and to be able to try different things. I think
was really the path that helped me not just for
my father's influence, but also then finding that level within
my peer group and while still not giving up the
(07:37):
desire for imagination and for reinventment or coming at things
from a different way.
Speaker 4 (07:43):
Yeah, and that is really powerful because what I'm hearing
is that because you were exposed to so many different things,
you get that experience, and that experience makes your life
not only richer, but it also helps your brain to
expand and look at that and see where there's invention
or reinvention could happen. So how did you get into
(08:06):
we see that's.
Speaker 5 (08:08):
A really funny story. The truth of the matter is
that I kind of insulted my way into VC. Really
comes down to it, and what I mean by this
too is I was so green at the time.
Speaker 3 (08:21):
There was an opportunity that we were putting together and it.
Speaker 5 (08:24):
Involved being able to take a look at water supplies
in the northeast Coca Cola and NESTLEI.
Speaker 3 (08:31):
They were having trouble getting water supplies.
Speaker 5 (08:34):
So I had been working on another project WebEx Meet
Skype and being able to deliver to medical education to
doctors and nurses sponsored by pharmaceuticals, and one of the
people who was involved in a little bit in that
process from the ancillary introduced me at that time to
very very powerful magnets and as well as to this
(08:56):
need for additional water sources to be able to help
supply Coca Cola and others. So, long story short, I
brought in a venture capitalist and an angel investor to
be able to take a look at the opportunity. And
when we found that we hit a roadblock where there
was a concern about instead of having a freshwater aquifer,
(09:18):
that there could actually be an issue with being on
environmentally protected land.
Speaker 3 (09:24):
In my mind, I was like, no problem.
Speaker 5 (09:26):
So I had already been having conversations with a company
that was looking to take water from glaciers over in
Norway and bring it over into the United States, so
transporting water from glaciers, and I was like, that's okay.
Speaker 3 (09:41):
Here's plan B.
Speaker 5 (09:42):
So the situation with the ventric capitalist, he goes, look,
we're you know, we're going to do this deal with you,
and we're going to be really generous.
Speaker 3 (09:49):
This is normally not what we really do.
Speaker 5 (09:51):
And I turned around to him and I said, no,
this is supply and demand, right, I'm so green.
Speaker 3 (09:56):
I said, this is a fifty to fifty deal supply
and demand. Here we go.
Speaker 5 (10:00):
So he says to me, he said, kid, you got
style and you you got a lot of you know.
He said, well, we'll work on that a little bit.
But it led to me then getting an opportunity to
be involved in venture capital and it was it was
quite an adventure from there. So the relationship aspect and
just being present and stuff, even more so than the
(10:23):
traditional route, right is what opened has opened up so
many doors in life, as well as advising you know,
a foreign government on strategic commodities, reserves or or other
other things that have come up in my life. Really
being present and aware of the dynamics, but also looking
at the exchange of value as has been a game.
Speaker 4 (10:42):
Changer absolutely, and any time, you know, any interaction is
an exchange of value. When that happens, you're building relationships.
So talking about relationships, what can Henry Ford teach us
about strategic partnerships.
Speaker 5 (10:59):
Henry Ford was one on trial and he was being
accused of not being a smart man. And what was
amazing is that he turns around and he tells the
judge and the court and he says, I might not
know everything, but I've got a row of buttons on
my desk, and I know if I press these buttons,
the people that have the information, you know, will be
(11:21):
able to come in and be able to supply that right.
Speaker 3 (11:23):
And this was instrumental.
Speaker 5 (11:24):
What I saw from this is that sometimes we think
that we have to know everything, we have to understand
how everything works, and we can fall into this trap
of only seeing from our own perspective instead of the
plug and play philosophy is, instead of trying to reinvent
the wheel or try to see things only from our
own image likeness, our own perspective, how are we able
(11:46):
to collaborate with others who have that knowledge, that expertise
in a way that's not threatening, but in a way
that actually builds up both and both come out better
for it in the process. And so that story from
Henry Ford is something that has made impact on me
kind of when I'm feeling like, oh, no, do I
understand everything? Do I have all the lingo down, et cetera,
(12:06):
of being able to step back, to relax, to step
into the team modality and say I don't need to
have all the answers. If I am surrounded by the
right people and we have the right structures that allow
us to be able to collaborate. We're all going to
be able to help each other in this process.
Speaker 4 (12:24):
Absolutely, there's nothing like doing things together and talking about
their different types of teams. So what would you say
is like, you know, I know you talk about building
SWAT teams. Yes, why share with us what is a
SWAT team and why is creatively important and building those.
Speaker 5 (12:42):
So when I take a look at a SWAT team,
I think of a rapid deployment force where individuals have
been specifically picked for different types of capabilities. But one
of the things that the Navy Seal had actually shared
with me, you said, Carl, for all the training and
everything that we go through, he said, the real breakthrough
is one a round leadership. And what does this mean?
(13:03):
Navy Seals have the unique ability he shared with me,
to be leaders as well as followers at the same time.
So whoever in the team actually understands what direction to take,
the others fall in line and follow. And yet each
comes with their areas of expertise. Each also has been
an understudy for other situations or scenarios that could come
(13:26):
up where they might have to step in and assume
certain responsibilities or roles, and so when I take a
look at SWAT teams, it's not just a collection of
professionals who are very competent and expert at what it
is that they do. It's also philosophy of being able
to support each other, to move as one, to move
as a unit, to be able to have each other's backs,
(13:49):
and to then be able to collaborate, to understand the environment,
to work together, but to be leaders as well as followers.
When I was at an artificial intelligence company, we put
together other SWAT teams that are going next to development
teams and help them get over the finish line faster. Now,
I've been part of organizations where sometimes it can feel
as though there's a tension between providing that support but
(14:12):
also saying we can do it better. And that's the
other thing with the SWAT team, especially from the Navy
Seal paradigm, is being able to be confident and present
so that you actually take arrogance out of the equation,
you increase presence, and you're able to really address the
situation at hand while leaving the ego out of it.
(14:33):
So that's where the SWAT teams really come into play.
More recently, there have been opportunities or across my career
there have been opportunities to take teams that we're collaborating
with each other, but might be described as quote unquote
broker chains, because I think that there's a fallacy.
Speaker 3 (14:48):
Of the person in the middle. The person in the
middle doesn't really.
Speaker 5 (14:51):
Have the ability or the authority to be able to
get something done.
Speaker 3 (14:55):
It couldn't be further from the truth.
Speaker 5 (14:57):
When you actually have a group that comes together the
other as a unit, now people can't get around them.
Speaker 3 (15:03):
But it's not about blocking an opportunity for moving forward.
Speaker 5 (15:06):
It's about facilitating and allowing those that need to be
in certain positions to have the ability to back channel
and to be able to get things done. And I've
seen how these SWAT teams can be very very powerful,
very influential and actually gain respect as a unit more
so than any one individual would necessarily receive in a
(15:27):
similar type of situation.
Speaker 4 (15:30):
Yeah, definitely, And that's the beauty of it that when
you have a cohesive team and I always kind of
think about the rules, then people are coming together. In
the ruining teams, they're all rowing towards the same direction,
and in that there is no follower, there's no leader.
(15:51):
It's just one cohesive unit, and there is such a
beauty in it. There's a power in it that helps
them move forward. So let's say you know you are
building these SWAT teams. They're amazing, and yet you're talking
about human beings. There is an interplay of emotion and
(16:12):
there is to some times, you know, there may be
some team dynamics involved where people are not able to
work with each other. So how would you go about
de risking human behavior when you're building strategic partnerships.
Speaker 5 (16:28):
That's a great question, Davia, and I've been fortunate to
be part of opportunities that had potentially very large payouts.
But there was also the understanding that if people couldn't
get along, you might as well just terrible paperwork. It
doesn't matter what you've got on paper at the table, right,
you really see up front how contracts are only as
good as those people and the values that they actually
(16:50):
hold behind that and their intent to be able to
really collaborate and have that value exchange. When it comes
to de risking, I take a look at the personalities
first and foremost, but I also take a look at
how are we able to understand the motivations of each
person on an individual basis.
Speaker 3 (17:07):
So when people think of vision boards, right, they.
Speaker 5 (17:10):
Think of these boards where you put everything that you
want to have happen to manifest and you're activating this
and pulling this towards you.
Speaker 3 (17:19):
When I think about vision boards with teams, I think
of things in a radio. You put the objective or the.
Speaker 5 (17:24):
Goal of the team at the center, and then from
those you have these areas kind of like the rays
of the sun that are coming out that have the
individuals around them their picture, and then further.
Speaker 3 (17:35):
Out you have what is their motivating, driving goal that
they want to be able to achieve. How are you
able to make this personal?
Speaker 5 (17:42):
Because when each person understands what it is that they're
fighting for, that allows them to be able to lean
in and to be able to support each other. And
when the team understands what each individual is fighting for
as well as what the team goal is, this helps
to de risk and de escalate. The other thing that
I would say is when coming to the table, having
(18:05):
rules of the road, so processes and procedures around engagements.
You have these in commodities, you have these in bankings,
you have these in various types of institutions. It's the
ambiguity that can lead to the disconnects. But when you
actually have clear processes of procedures, rules of the road,
you invite the conflict upfront, but in a way in
which it's outside of the spotlight, so that you can
(18:27):
work and deal with things. Instead of pushing things aside
or artificially suppressing, you're actually allowing the humanity to be
able to be first and foremost to people to remember
that these are human beings that are collaborating together, that
there are going to be disagreements, and that you're going
to need a mechanism for working through those and when
you have deals between parties, those processes and procedures allow
(18:50):
people to come back to a middle ground or to
be able to say, okay, maybe this is where we
went wrong. So instead of suppressing these things, being able
to understand what are the individual motivations, what are the
motivations of each group, clear processes and procedures like the
rules of the road that are in place, and then
being able to have a forum that allows for getting
(19:12):
the conflict out in a constructive way as opposed to
having it become hidden or having a passive aggressive nature
take place where things that are being said, there's really
some other meaning that's taking place.
Speaker 3 (19:24):
No, we need to be able to get that out
in the forefront.
Speaker 5 (19:26):
So I'd say that these things really help to can
help to de escalate the risk around collaboration and partnerships
and allow each person to step into who they fully
are in contributing and also benefiting and being part of these.
Speaker 4 (19:43):
Yeah, no, definitely that makes sense. And when you're talking
about processes and pro seizures, so these kind of step
into and lead into like you know, you're building systems
around it, and there is data. You're building the data
as you're building the teams. So as these systems are evolving,
(20:04):
how do the impact as to evolving business models?
Speaker 5 (20:10):
That's a great question, Davia. You know what we're seeing
today in a pre COVID world was that everything kind
of came back to the documents. If you were talking
about certain procedures, it said do you have the document,
do you have the original stamp documents? What are you
able to show in terms of originality that says this
(20:32):
is the docum document, this is the process by which
we're taking a look at in the post COVID world.
We've seen how digitization has been rushing forward. Now we've
got a situation between documents, Stata, systems of record and
figuring out whose watch or whose system we actually tell
time by? Right, where are we connecting these things back?
What we've seen is the rise of real world asset
(20:54):
tokenization conversations. And I think taking a step back from this,
this can sound very mystical. Okay, we're going to talk
about bitcoin, We're going to talk about cryptocurrency.
Speaker 3 (21:02):
Is there anything that's really going on here?
Speaker 5 (21:04):
But if we actually take a step back, tokenization has
been taking place for a long time. Authorization of tokens
in payment processing is not something that's new.
Speaker 3 (21:13):
So how are you authenticating the data? How are you
taking a.
Speaker 5 (21:16):
Look at the exchange, well, the documents, the data, systems
of record as they all kind of come together. The
ability to connect those pieces and to be able to
draw lines between who's liable, who's responsible, where could the
potential value get extracted from is something that opens up
new opportunities around business models. So I've been a co
(21:38):
inventor in a patent around tracking an analysis of worker
performance on blockchain. One of the contributions was even take
a look at nanomaterials as reading mechanisms into the data stream.
What this does is this allows all those systems and
the processes and the data to be able to come
together and for you to be able to create a
(21:58):
clear connection the line tracing back to who is impacted,
who has touched this, how is everything being able to
move forward? And at the same time, this can also
show opportunities between components that you may not have thought
about before in terms of how they impact risk or
how they impact opportunity, and factoring those into additional business
(22:20):
models and opportunities to be able to really find additional value.
One area just quickly is tokenization of in ground assets,
for example, keeping gold in the ground, tokenizing that gold
but bringing the value into the markets or other types
of commodities. The models in the market have been based
on an extraction based model, but then the gold bar
(22:43):
only becomes the gold bar trading at a certain level
by keeping the gold in the ground and being able
to surface the value into the market. Now, all of
a sudden, there's different ways of being able to exchange,
being able to open up opportunities and also being able
to lower risk. Keeping the gold in the ground actually
keeps it safer. It's safer for different countries, it's safer
(23:04):
for the mining operations, etc.
Speaker 3 (23:06):
So that's just one example.
Speaker 5 (23:08):
But if you found that gold was all of a
sudden later on necessary for mining water from asteroids, what
you would find is that the preserved future potential value
of the gold in the ground would now mean that
the gold appreciated and value significantly more than if it
was actually extracted out of the ground. So it allows
us to take a look at relationships between different types
(23:29):
of act classes, the people that are involved in that
in a different manner, and see how we can track
trace the risk, but also be able to look at
other ways to trade and exchange value around those assets.
Speaker 4 (23:43):
Definitely, it's very powerful. So your example really resonated with
me that keeping that gold in the ground and you're
still extracting the value. So what I'm seeing is that
by doing the organization and having these record keeping what
we are able to see is not only we are
able to connect the dats, but we are able to
(24:05):
see the possibilities where we would not have been able
to see. So one of the questions that comes to
my mind is that are you also able to pinpoint
problems using the real world asset agonization.
Speaker 3 (24:19):
That's a great question.
Speaker 5 (24:23):
I would say that you can identify weaknesses that could
be present, such as in the supply chain. There's been
a lot of conversation around the Drug Supply Chain Safety
Act and being able to make sure that counterfeit medicine
isn't getting into our supply chain and making people sick
or even die. Medical misdiagnosis is the third leading cause
of death in the United States, So there's a real
(24:46):
impact when you actually get the data or if you
misinterpret the data and where in which that's going to
actually lead to. It can lead to a set of
unintended consequences. So we also have to be careful of
out the kinds of data that we're looking at and
the parameters that we're using to be able to accomplish this.
(25:07):
So with AI, for example, there's been a lot of
conversation around efficiency, but is an efficiency model really going
to maximize quality of life and keep the humans in
the loops so to speak, keep the humans thriving, or
is it going to actually shift us out of the equation.
In a similar way, when taking a look at the
tracking and tracing of supply chains or the identification of
(25:28):
weaknesses or problems. When we understand in context the data
and who's touching the data or who's touching the elements
of the supply chain, it does allow us to be
able to strengthen those areas. There was a major issue
with a military contract during counterfeit parts. With our IP
and the inclusion of nanomaterials into there, you could actually
(25:50):
have an inherent barcode inside the molecular structure of the
parts of the gold bar of the even around diamonds
and being able to protect the Kimberly process when it
comes to diamonds as well as food and other areas,
to be able to make sure this is something that's authorized,
this is something that's going to be safe, and being
(26:13):
able to track back and say where are the weaknesses,
where are the potential problems?
Speaker 3 (26:17):
How are we able to support that.
Speaker 5 (26:19):
The last thing that I would say is, as we
look at space, the authority to operate in space. Just
because we could three D print a rocket in space,
do we actually have the authority to be able to
do it. This comes back to a number of documents,
data systems of record and who actually said that you're
able to do it. These are areas that someone could say, well,
there's a lot of bureaucracy that could take place around this,
(26:41):
or how are we able to streamline the process and
yet still be able to maintain the regulatory safeguards that
are necessary so that we have a certain place, those
rules of the road, so to speak, from which to
be able to trust.
Speaker 4 (26:59):
Yeah. No, very powerful, because it's important to anticipate issues
before they even arise, because it's easier to prevent rather
than going and fixing the solutions. So definitely, it sounds
like your IP and your technology is very, very powerful.
And as you're talking, what's coming to my mind is
(27:21):
that how do you build ecosystems around this?
Speaker 3 (27:26):
That's a great question, you know.
Speaker 5 (27:29):
Ecosystems, they say, over the next five years, are going
to have the single biggest impact in shifting business models
moving forward. There's data from Eccentria, there's data from HubSpot
out there that supports this.
Speaker 3 (27:41):
But what really comes back to ecosystems.
Speaker 5 (27:44):
I recently moderated some private executive roundtables, and in opening
up the conversation about crossboarder payments, what we really talked
about was that this is all about trust, right, And
there's this big conversation that's taking place around AI and trust.
What I'm seeing right now now is that relationships, the
trust that's been built in the trenches, from rolling up
(28:04):
your sleeves, from solving problems together, from breaking bread, from
having real person, real life interactions, can't replace the ability
for AI to say you should go and speak with
Divia because Divia holds this capability, and here's how the
structure of the deal, etc.
Speaker 3 (28:19):
Etc.
Speaker 5 (28:20):
There's still a notion that comes back to but can
I trust you? How do I know that I can
trust you? How do I know that this is not
just a deep fake scenario. With everything that's going on today,
even around technology, that's become.
Speaker 3 (28:31):
A real concern.
Speaker 5 (28:32):
For all we know, we could be having a conversation
here and it could be our avatars speaking and they're
not authorized to speak on our behalves. Right, it's kind
of crazy. That's not the case, of course, But that's
also opening up different areas. So when we think about ecosystems,
it's really showing us how the connectivity between so many things,
the cause and effect and the impacts really are happening
(28:57):
at the same time. Generally there are people who are
in charge of these different ecosystems. So what I like
to say is you can go and put your fishing
pole in the stream you know that the fish are there.
Or you can go and become friends with the person
at the dam, make the right kind of deal, the
opportunity that's beneficial for both, and get all the fish
that you want.
Speaker 3 (29:16):
Right.
Speaker 5 (29:17):
People who are at the head of these different ecosystems
because of their service to the community, because of the
trust that's been engendered in the community, they become the
mechanisms through which that trust transfers. So when you can
think about how things are connected and you can seek
out those who already are have the trust of different
communities and are leading different communities, it creates a different energy.
(29:41):
Instead of going and building a community, let's say you
can go and partner with people who already have the
trust in the community, discuss the values that you share,
find the common ground, and instead of having to go
all the way twelve steps backward just to be able
to move to forward, what you can find is that
you can leap twelve steps ahead because of being able
(30:02):
to do this. So ecosystem mindset ecosystem thinking, thinking about
collaboration and the creative as opposed to the competitive, when
looking at the landscapes, the blue oceans versus the red oceans,
and even looking at the nature of the quote unquote
competitors and competition in a very different way can open
up those opportunities for collaboration. We're seeing that between major
(30:25):
tech companies that are collaborating that normally would have been
quote unquote enemies in the market, and yet there's a
certain understanding as everything moves forward that it's a force
that is stronger or bigger and outweighs any individual company,
any individual So there's almost a need for survival and
(30:47):
to be able to transcend the type of wave that's
coming upon us for that type of collaboration. So ecosystems
and thinking from an ecosystem standpoint can allow you to
capture the relationship value, can allow you to be able
to capture the trust. Can also allow you to be
able to then take a look at the systems that
(31:09):
are being built around regulating that trust, that exchange of value,
that transfer. And I think that's what we're really seeing
around real world acidtokenization, that we're seeing around digitization that's
going on today is everybody's asking that question, how does
this make us better? We have to collaborate, It's a
global world today. How are we able to do this
(31:29):
in a way that preserves the value, that preserves our
own ethics, and even preserves the ethnicities of those that
are being involved.
Speaker 4 (31:38):
Yeah, you bring up a very very good point over
here that how do we preserve that? And you've talked
about the trust, and that trust is so critical because
it's so fragile, like once broken, it's very very hard
to earn it back and you need to put in
a lot of effort to even earn it in the
(31:59):
first place. So when we are talking about trust, it
brings us to the governance. And so what would you
say is that, like, you know, if you have an
AI board member and it's coming I mean, and I'm
seeing it a lot in my interactions, how will that
lead to better governance or not?
Speaker 5 (32:24):
That is a question that definitely causes me to pause,
as I'm sure it causes many other people to pause.
Do we trust in an equal capacity and artificial intelligence
with having a vote or even just being able to
supply that information to be able to take a vote
(32:44):
at a board level, and you're right, it's coming. I
think what it goes back to, though, is factoring in
the different perspectives into the decisions.
Speaker 3 (32:55):
That are being made.
Speaker 5 (32:56):
Taking a position where you factor in different points of view,
different values into the equation, so that you really are
able to get something that's holistic and representative of not
only the internal workings of the company or the culture
that you have, but also are able to understand the
potential interaction between other cultures and other types of environments.
(33:20):
At a certain point, I worked with Michael Sikora, who
led Project Socrates, the All Sources Intelligence program out of
the White House under President Reagan.
Speaker 3 (33:28):
I worked with him in the private sector, and one of.
Speaker 5 (33:30):
The things that he had shared is he felt that
moving from the industrial revolution to the automated innovation revolution,
it was going to be very important as we looked
at different types of systems and processes and procedures, and
he could map out technology space for the next one
hundred years. Have been doing it on behalf of the
(33:50):
government and taking a look at where the gaps were.
But when taking a look at this, it was also
going to be important to make sure that the systems
had included the sensitivity right to the different values and
the processes, including religious for example. Right we don't think
(34:13):
of religious perhaps necessarily in terms of having an impact
in the socioeconomic space, yet it does in further reaching
ways than we might actually realize. And so when you
factor these into the protocols at that board level, now
you're not only equipped to make decisions that make sense
internally for your company, but you're also equipped to be
(34:35):
able to make decisions and create bridges with others that
are going to be interfacing. If you leave that out
of the equation, as we said, it's coming and you're
only thinking about yourself, eventually, I think you can find
yourself in the situation where you're surrounded by others, you're isolated,
you're alone, and you've lost your ability to be able
(34:56):
to build off of trust or offer of even history
experiences that you once were able to do. So the
AI at the board level, I think, takes on a
whole different connotation than just one that's internal to guide
the directions of the company toward profit, toward multiples, toward
(35:18):
increase of value for shareholders. But it really needs to
be thought of or it would benefit form being thought
of as an ambassador, as an extension and being able
to factor in a lot more of the.
Speaker 3 (35:31):
Outside going back to the ecosystems that we discussed.
Speaker 4 (35:35):
Definitely very insightful and what you said about bringing in
different perspectives and bringing in different people and also factoring
in different parameters that could have an impact, So not
only from outside in, but from insight out. So definitely
very very powerful, and that really brings us to the point,
(35:57):
especially with the AI, it is as powerful as the
data that we train it on. So if you factor
in those unconscious biases and a lot of different things
that create mistrust, we can create a very powerful AI
board member. And of course you know you're it's important
to keep on checking and seeing how it's evolving and
(36:18):
learning because it's not static, it's also evolving. So some
really really great points over there. And what would you
say as we get closer to the wrapping up the
show that where is going to be the destination for
(36:39):
you and for your IP and where would you like
to see it go?
Speaker 3 (36:45):
I have thought about this quite a bit.
Speaker 5 (36:48):
I look at the IP taking us back into exploration
of the stars. I see the IP being able to
unite humanity and being.
Speaker 3 (36:57):
Able to take a look at the individual essence of
the human person.
Speaker 5 (37:02):
In the Africa Future Summoned in twenty twenty, I got
a chance to deliver a talk on cognitive diversity and
talking about not just people as a contributor to GDP,
but the essence of every human being factored in regardless
of whether there was a contribution to GDP, has an
(37:23):
impact a network effect on the rest of the population
around the globe. There's been a lot of conversation and
concern about IQ levels and how are people able to
make decisions. What I see is the opportunity to shift
the narrative from one about defending territories, etc. To one
about collaboration and exploration, where we're able to bring the
(37:46):
best parts of humanity forward, where we're able to look
beyond the traditional areas. My father once said to me, look, son,
he said, if you are not finding that the problems
of the world being solved, then maybe it's time to
go to the streets to find the people that are
not being factored into the equation, that are not being
(38:07):
included to bring them into the equation.
Speaker 3 (38:10):
Each person here has a piece of the puzzle.
Speaker 5 (38:12):
Each person here has human dignity in essence, regardless of
their contribution to gduty. Therefore, and having a father who
grew up with a physical handicapped and the disability, it
really allowed me to experience that, and I've thought about
it a lot later. And my father compensated in a
lot of other areas. I mean, he could hold court
with the best of them. He loved to throw parties.
He as the person that people who have since been
(38:35):
the governor of New Jersey right once came and asked
him what.
Speaker 3 (38:39):
His thoughts were in our driveway.
Speaker 5 (38:41):
Right. It's just it's amazing to see that. And yet
if people are given that opportunity to contribute to thrive,
I think that that can really open up a whole
new perspective and area. So that is what I see
the potential for being able to do is to have
people factored into the equation, to have people included, to
(39:04):
have people celebrated, and to find and discover new ways
of collaboration, even among people that would be considered competitors
Pfizer and Blaxilsmith client. Instead of the patent cliff and
trying to fight each other and get into different areas,
what if you could actually come up with new breakthroughs.
So we are other types of industries that would normally
be seen as competitive to each other and trying to
(39:25):
play a scarcity based position instead of having a way
to say, here's how we can both win together, we
both get our contributions recognized, and here's how we create
new breakthroughs in moving forward. That is my hope for
the IP that we have in being able to bring
additional balance, additional opportunity out and the gold tokenization is
(39:48):
just an example. Keep the golden ground, keep the minerals
in the ground, bring that value into the market. That
starts shifting the trajectories of cash poor countries that are
mineral rich, and the way in which collaboration on an
equal basis where the fair value exchange can start also
taking place.
Speaker 4 (40:07):
Yeah, definitely resonates because I'm all about humanity and connecting
people and having a bright dawn where it's not just
one but everyone matters and we're taking everyone with us
with looking out for all. And it really hit home
(40:30):
to me because in my ted talking and that's what
I focus on, that each and every one of us
can have our cakes and we can celebrate each other's
cakes also, so what you're sharing is very beautiful. Carl
tell us, if you have any last thoughts for our audience,
where can they find you? Where can they connect with you?
Speaker 3 (40:52):
Tibia, It's been a pleasure being on the show today.
Speaker 5 (40:54):
What I would say is people look out for the
company decentralized value. That's where we're taking this ip and
we're really moving things forward in an exciting way and
there's a lot of things that are on the horizon there.
You can find me at LinkedIn dot com, slash in
slash Carl schlagel my name. That's a great way to
(41:15):
be able to connect. And renal Adio actually is a
Latin word that means renewal or rebirth, and so rental
adio is about a mission to be able to bring renewal,
to think about things in the non traditional type of sense,
to think about things from the place of human collaboration,
(41:35):
authentic human collaboration, and to also open up additional opportunities.
And our goal is to be able to create a
trillion dollars of economic impact in being able to drive
these strategic partnerships and these ecosystems and be able to
put people together. So I would just ask that if
you're thinking about things in your own businesses or.
Speaker 3 (41:57):
Your career, or how people.
Speaker 5 (41:59):
Around you factor in, instead of looking at it and
saying these are the five, they're the only ones that
have utility, I invite you to look at people in
a different light, in a different perspective, and see the beauty,
the value, the ways in which they impact you. I
think the Japanese culture has a very interesting link. The
person who's the janitor as well as the CEO has
(42:19):
the same level of respect in certain types of situations,
and because there's a recognition of the contribution that each
creates within the ecosystem and the balance and the way
in which things are able to move forward and thrive.
My request is that together we are able to create
that future that we're able to come from a place
that's not limited by scarcity but really reaches into the
(42:43):
power that each of us hold inside and brings human
abundance to bear in a way that a thousand x's
any of the economic socio or other types of factors
in terms of quality of life moving forward.
Speaker 4 (42:58):
Beautiful Carl and I really really wish you the best
from my heart that may may awards come true and
you know we are able to bring this abundance in
our humanity and just opening up our hearts and connecting
because at the end of the day, we all are
looking for one thing, happiness and joy and being happy
(43:20):
with our family, so why not. So thank you for
joining us. We appreciate you sharing your wisdom and AGAs
so openly and sharing your heart. So thank you for
joining us in. Thank you, lovely audience, because without you,
the show would not be possible. Reach out to us,
let us know how can we support you, How can
(43:41):
we bring in experts and stories so that you can
live the life you deserve and love your dreams come true?
And thank you one for making the show technically possible.
Be well, take care and I'll see you next time.
Speaker 2 (43:57):
Thank you for being part of Beyond Confidence. With your home, Park,
we hope you have learned more about how to start
living the life you want. Each week on Beyond Confidence,
you hear stories of real people who've experienced growth by
overcoming their fears and building meaningful relationships. During Beyond Confidence,
Vpark shares what happened to her when she stepped out
of her comfort zone to work directly with people across
(44:19):
the globe. She not only coaches people how to form
hard connections, but also transform relationships to mutually beneficial partnerships
as they strive to live the life they want. If
you are ready to live the life you want and
leverage your strengths, learn more at www. Dot vpark dot
com and you can connect with vat contact at dvpark
(44:40):
dot com. We look forward to you're joining us next
week
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